In Series 4 we look at the key person in making the strategy happen. He or she is referred to by different names depending on the organisation. In most instances, he/she is referred to as the Chief Strategy Officer (CSO). The Chief Strategy Officer is often a senior executive who sits on the C-Suite table because of his/her critical role in driving strategy. He/she works closer with the CEO and is sometimes referred to as the mini-CEO. In other organizations the title Chief Officer: Strategy is used. It is usually combined with other roles like M&A, Commercial, and Transformation depending on the organisation’s area of focus and emphasis. You might therefore have Chief Officer: Strategy and M&A, Chief Officer: Strategy & Commercial, Chief Strategy and Transformation Officer or just Chief
Strategist. Other organizations use Vice President: Strategy. No matter what the naming convention, Chief Strategy Officer is a new and growing title after companies realise its importance in assisting and relieving the CEO and other executives in the implementation of strategy.

When I was appointed, my title was Executive: Strategy and then I suggested it be changed to Chief Strategy Officer in line with the prevailing naming convention. And because it sounds cool! My role as a Chief Strategy Officer includes corporate strategy and execution, I am also responsible for M&A and International business based on the companies’ growth strategy. My other responsibilities include brand and communication, stakeholder relations and transformation which include ESG. I work with a team of five direct reports who are heading each of the roles. In total, my strategy team has 16 people.
I am mentioning all this as we will be discussing the role of a strategist and indicating that it differs from one organisation to the other. Now let us look at the typical roles of a strategist or Chief Strategy Officer.

Advisor
A strategist plays the role of an advisor to the CEO and Executive Team. Like a consultant, he or she provides advice on how best the organization can achieve its objectives. What is happening around that may have an impact on the strategy execution and what should be done to take the organisation forward? The strategist relies on data to inform his advice. He or she advises on tactical moves to address particular issues. The final decision lies with the CEO.

Thinker
As a thinker, the strategist considers different options and scenarios to develop and implement the strategy. He or she may use other external consultants to assist in working on different scenarios and possible futures, especially during the planning phase. As a strategic thinker, he needs to guide the whole strategy planning process.

Planner
Strategic planning is one of the key roles of every strategist. It is expected that a strategist facilitates the development of a strategy and the strategic plan itself. He or she may use outside consultants to facilitate the plan to allow for fresh insight and objectivity. Ultimately the strategist should guide the external consultant on the objectives and outcomes of the strategy process.

I had different experiences with external consultants, from bad to great. The bad ones had no clue what to do and which process to follow. I nearly fired them on the spot had it not been for my CEO’s intervention. The great ones took charge of the process and elicited great ideas from the team which resulted in a clearer strategy. The point is that, as a strategist, though you use external consultants, the buck stops with you to ensure a good product.

Doer
As a doer, the strategist gets involved in the execution of the strategy. He or she drives execution and is held accountable for his/her deliverables. As a Chief Strategy Officer, I am expected to drive the M&A process and my deliverable is the actual acquisition of a target company. Although I work with my internal team and outside M&A advisors, I am ultimately responsible for closing the deal.

Closing tips to becoming a strategist
In closing this series I want to leave you with some tips for becoming a strategist or aspiring to be at the C-Suite table as a Chief Strategy Officer.

Experience
Let’s start with experience. To become a Chief Strategy Officer or whatever the title, you need to have acquired many years (15 -20 years) of experience in business in general whether in operations, marketing, or finance. Some of the CSOs come from management consulting firms where they were consulting on strategy. Others worked as entrepreneurs, running different ventures. Whilst others grew in their careers from strategic planning manager to Head of Strategy. Years of experience in business and management is necessary if you want to become Chief of Strategy.

Qualifications
There are no specific qualifications required to become a strategist or CSO. That is why CSOs have diverse bachelor’s degrees, whether in engineering, psychology, accounting, medicine or arts. However, you find most of them have a postgraduate degree in Master of Business Administration (MBA). This is also my recommendation that CSOs should have an MBA as it provides general knowledge and understanding of the overall business, from strategy, finance, operations, marketing, HR, innovation, entrepreneurship, and international business. MBA is a degree worth investing in if you want to occupy the CSO seat.

Skills
What skills do you require as an aspirant strategist? The skills are related to the role of a strategist mentioned above. You need analytical skills to provide sound strategic analysis. Your analytical skills should come from reading and studying broadly on diverse topics including your industry. Facilitation skills are key as the driver of strategy development and execution. The ability to facilitate ideas, workshops and processes. Planning skills are central.

Being able to develop strategic plans and put things and people together to execute. Professional writing and speaking are key communication skills for a strategist. You need to articulate the strategy clearly and convincingly through effective verbal and digital means. Organizational skills are required to provide structure and ensure things and teams are working coherently. The good news is that these skills can developed.

Strengths
The strengths as measured by Gallup strengths are inborn abilities to do something. One has to undergo a Gallup strength finder exercise to discover his or her strengths. It is also important to know what strengths one has and whether they are in line with your aspirant role of a strategist. I would encourage you to undertake the Gallup Strength Finder exercise to confirm your strengths. My top ten Gallup strengths in order of importance are learning, belief, responsibility, focus, achiever, futuristic, intellection, input and maximizer. The combination of my strengths especially strategic, learning, focus and futuristic encouraged me to grow in my path of Chief Strategy Officer as they seem to align with my role. Discover your strengths and use them to become a great strategist.

What is next after the Chief Strategy Officer role?
After being a Chief of Strategy for several years, it might be time to move on, but where to? Most CSOs succeed CEOs as they have worked several years as mini-CEOs and know the ropes of being number one. Others may opt for a similar role in a bigger and different industry. Others may choose the academic route of teaching strategy at business schools. The options are many and one will