The Chief Strategy Officer (CSO) is a novel but increasingly important role in many organizations. To explore the role of the CSO, we conducted 24 semi-structured interviews with CSOs across a number of industrial sectors. Secondary data in the form of company reports, strategy documents and presentations was used to complement the interviews.
From the outset of our research, it was clear that there was a variation in CSO roles, focused on two dimensions. The first dimension was the stage of the strategy process in which the CSO was involved. Our findings identified a significant demarcation between whether the CSO was focused on the formulation of the strategy or the execution of the strategy.
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