Enterprise leadership · Practice note
Run your function well.
Take responsibility for the whole.
A better-run function is valuable. The next question is whether its improvements help the organisation deliver a better customer outcome.
The handoff is part of the result.
A team can produce its output faster while the next team waits for a clarification, repeats a check or works to a different priority. Local efficiency can coexist with a poor end-to-end experience.
Choose one outcome that crosses functions. Make the dependencies visible and agree who can make the decisions that affect the whole journey.
Put the new responsibilities on the table.
Finance needs a credible account of value. Technology needs a supportable way to deliver it. People leaders need roles and incentives that make the new work possible. Marketing and sales need to understand what the customer now expects. Legal and risk need to help design the boundaries.
Each leader brings both a functional perspective and an obligation to the enterprise. No single function can settle those choices alone.
Make capacity a leadership decision.
Bring evidence from the functional journeys: what changed, what was checked, what time became available and what remained difficult. Separate a demonstrated result from a proposal to extend it.
Use the shared picture to decide where capacity goes, what needs funding, which incentives must change and who owns the next outcome. That is the connection between FUNCTION, STRATEGIC and ENTERPRISE.
About this reading note
Adapted from TIP's The New CxO Enterprise Playbook. This reading edition focuses on its role and decision questions.