A CKO's raison d'etre: driving value-based performance gains by aligning human capital with business strategy

Abstract

<p>The three cases in this chapter were selected for illustration and discussion about the key roles and accountabilities of the CKO. All names, dates, places and organizations have been disguised at the request of the authors and/or organizations. Each case is presented from both a practitioner's and academic's perspective. Our main content ion is that a CKO must embrace a generalist's perception of what drives value-based performance gains. The following three cases emphasize the important orientation a CKO must have to HR management, IT management and strategic management.</p>