Tomoko Yokoi is a researcher focused on emerging technologies at IMD Business School, while Amy Bonsall, a former executive at IDEO and Old Navy, now acts as a fractional chief product officer. They dive into the rise of fractional leadership, discussing its benefits for flexibility and collaboration in organizations. Listeners learn how the pandemic has accelerated this trend and the critical mindset shifts needed to embrace part-time executives effectively. The conversation also touches on adapting HR strategies to accommodate an aging workforce.
Fractional leadership allows organizations to access high-level talent part-time, addressing specific operational needs without the cost of full-time executives.
The trend's growth, fueled by remote work flexibility, requires companies to assess their specific needs and establish clear communication structures with fractional leaders.
Deep dives
Understanding Fractional Leadership
Fractional leadership is an emerging practice where experienced leaders provide their expertise to multiple organizations on a part-time basis. This model benefits companies that might struggle to afford full-time executives by allowing them to access high-level talent without the financial burden. Organizations can hire fractional leaders for roles such as chief marketing officer or chief product officer, addressing specific needs without committing to a full-time salary. This flexible arrangement not only helps companies accelerate growth but also enables leaders to diversify their experience across different challenges and industries.
The Impact of Remote Work
The rise of remote work has been a driving force behind the growth of fractional leadership, particularly since the pandemic. Many fractional leaders operate remotely, allowing them to effectively serve multiple clients from various locations without geographical constraints. This flexibility is appealing to both the leaders and organizations, as it enables effective collaboration without the need for physical presence. However, the trend towards remote work also raises questions about company culture and the trust placed in these part-time leaders to dedicate their expertise to multiple organizations simultaneously.
Evaluating Fractional Leadership Fit
Organizations considering fractional leadership must first assess the specific work that needs to be accomplished rather than simply filling a role. This involves a shift in thinking, prompting leaders to identify which areas of their business could benefit from expert oversight. By understanding the unique demands of their businesses, companies can better define the engagement with fractional executives, determining if this arrangement suits their growth strategy. Additionally, establishing clear communication and accountability structures is essential to ensure fractional leaders can effectively contribute to the organization without being perceived as merely a transactional resource.
Imagine you’re leading a small organization, but you’re struggling to recruit and afford the senior talent you need to grow. You could hire a part-time executive. So-called “fractional leadership” is common in startups and is spreading to other businesses and nonprofits. But while a fast-growing number of senior leaders seek this work arrangement, many companies are unsure of how to go about it. Tomoko Yokoi and Amy Bonsall are experts on the practice. Yokoi is a researcher at the TONOMUS Global Center for Digital and AI Transformation at IMD Business School. Bonsall is a former executive at IDEO and Old Navy who works as a part-time chief product officer with several organizations. They explain when and how fractional leadership works best—for the individual as well as the organization—and how to do it right. Yokoi and Bonsall wrote the HBR article “How Part-Time Senior Leaders Can Help Your Business.”
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