3 ms·
The Chief Financial Officer doesn't tell me exactly how to spend money, hire, fire, etc. Yet, we have a CFO. The analogy doesn't land for me because CDO's are c
by 88913527 4y ago
The Chief Financial Officer doesn't tell me exactly how to spend money, hire, fire, etc. Yet, we have a CFO. The analogy doesn't land for me because CDO's are cross-cutting in manners analogous to other CXO functions. To me, this argument seems like window dressing to express a view that CDO's don't offer meaningful business value or justification. It should be fine to merely express a lack of perceived value in it, without that being perceived as inflammatory. One can value diversity without seeing CDO's as the mechanism for achieving diversity goals. There could be even more effective approaches out there.
- hn_throwaway_99 4y agoI think CFO is a pretty bad example. Every company I've worked at the CFO had a large team of accountants, etc., and they were specifically tasked with critical areas of the business (and by "critical" I mean things the business must absolutely do to function). I responded to another child comment where someone brought up Chief Risk Officers or Chief Compliance Officers, which I think are a better analogy. I adjusted my opinion based on their comment. It's not that I think "CDOs don't offer meaningful business value or justification." I just think that, for the most part, setting up the organizational structure like that is ineffective.
- deleted 4y ago[deleted]