SmartSuite for the Chief Operating Officer

Strategy & OKR Management holds each function's operational measures with an owner and a trend line, so the Shared Services Director, the Supply Chain Director and the Facilities Director report into one scorecard, not five.

Process improvement and operational investment run as initiatives with milestones, dependencies and risks in Portfolio Management, so you can see which programs are moving and which have stalled.

Service Desk & Request Portal volumes and backlog trends show where a process is generating work for shared services, giving you a measure of friction that KPIs alone miss.

Operational risks in Enterprise Risk Management (ERM) carry key risk indicators and thresholds, so the Operational Risk Manager and you are alerted when a process metric moves outside tolerance.

Operational Resilience maps the services operations depends on to their processes, systems, facilities, vendors and teams, so when a supplier or site is at risk you see which services follow.

During a disruption, incident actions, escalations and decisions are logged in real time, so your view of the response is current without pulling the Head of Operational Resilience out of it.

Issues linked to operational risks carry owners, dates and verification, so you can show the board which remediations actually reduced exposure and which only generated status updates.

Operational performance, risk and readiness dashboards read directly from the records functional leaders maintain, so the Chief Financial Officer and you present numbers that reconcile.

Histories of BIAs, tests and incidents are retained, so where operational resilience rules or DORA apply, the evidence that important services were tested is already in order for the supervisor.

Chief Executive Officer

The Chief Operating Officer runs the operating model: the processes, services and operational KPIs across functions, the operations, shared services and functional operations leaders, operational risk, resilience and its remediation, process improvement and operational investment, and the sponsorship of enterprise service and program delivery. They report operational performance to the CEO and board. In SmartSuite the COO's view draws on Strategy & OKR Management, Enterprise Risk Management (ERM) and Operational Resilience.

SmartSuite tracks operational KPIs, processes and improvement initiatives across functions in one view in Strategy & OKR Management, so the COO sees performance across shared services, supply chain, facilities and procurement from the same place rather than from each director's own report. Improvement initiatives are tracked beside the KPIs they are meant to move, which shows whether operational investment is producing the change intended.

Operational risks, key risk indicators and remediation effectiveness are monitored in Enterprise Risk Management (ERM) with the issues linked to each risk, so the COO can see whether remediation of an operational risk is actually reducing it. The Operational Risk Manager maintains the register and the Chief Risk Officer owns the framework; the COO reads the operational slice and holds the functional leaders accountable for their actions.

Operational Resilience shows resilience readiness and crisis status for the services operations depend on, so the COO can see which important services have current plans, which have been tested and whether a crisis is in progress. The Head of Operational Resilience, who reports to the COO, maintains those records, and the Service Desk & Request Portal gives a view of the service requests and disruptions operations handles day to day.

SmartSuite produces executive operational dashboards from source records, so the COO reports operational performance to the Chief Executive Officer and board from the same data the operations leaders work in. Portfolio Management holds the programs the COO sponsors, so delivery status appears beside KPIs, risk and resilience, and the Chief Financial Officer and Chief Information Officer see the parts of that picture that touch cost and technology.

New customers can start with SmartSuite Onboarding, a guided four-week program around one or two priority workflows. For the COO the first is the operating scorecard: load the operational KPIs by function, the improvement initiatives under way and the operational risks with their owners, and the dashboards read from them as the directors update their records. The COO's direct reports, from the Head of PMO to the Procurement Director, each operate their own area, and the view widens as more operational work moves into the system.