Chief Operating Officers commonly experience these challenges:

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Limited Influence on Corporate Strategy -- I'm having difficulty exerting my influence on the crafting of our corporate strategy. People with special relationships or better verbal skills are having undue influence on our strategic direction.

Missed Opportunities for Improvements -- There's not enough creative participation from our front-line employees in improving operations.

Inadequate Support for Accountability -- My board and CEO are holding my feet to the fire on compliance with corporate governance and SOx requirements, but my tools for documenting decision processes and approvals aren't satisfactory.

Overrunning our Budgets -- We aren't choosing prudently among the corporate initiatives to be sure we stay within our operating budgets.

Wasting Time and Money on Sidetracks -- We don't have a system for aligning our corporate initiatives with our corporate objectives, so we're spending too much energy, time and money on activities that are interesting but not productive strategically. We can't show executives who's contributing the most to fulfilling our mission.

Decision-making is Too Subjective -- We have no standards or processes to guide objective decision making.