In principle, as the exhibit on this page reveals, a totally functioning OSM shouldn’t need greater than six to eight full-time-equivalent positions to cope with its actions. Because of my pressing want to accomplish change, I adopted the unconventional route of creating an workplace of strategy administration on the outset of our Balanced Scorecard project. I also needed the OSM to report directly to me—that was a way to spotlight the importance of this office to my strategic agenda. But the OSM wanted different clearly outlined linkages or relationships, too; I want change at CBS to come back from within, to not be imposed from above. To that end, I created a dotted-line reporting relationship between the OSM and two other key executives at CBS, the CFO and the COO, who in the end are going to help execute the change agenda.
So that they’ll turn into the most important …
