According to Stalk, who should lead the competition capability programme?

According to Stalk, who should lead the competition capability programme?

• A. CEO
• B. Chief Engineer
• C. Corporate Executive
• D. Head of Strategy

Answer: (C)

Leading an enterprise-wide competition capability programme requires sponsorship that spans functions and can marshal resources across the organisation. The Corporate Executive provides that breadth of remit, connecting strategy with execution and ensuring buy-in from all major functions. This cross-functional authority is essential for embedding new capabilities and realising benefits. A Chief Engineer focuses on technical work within engineering; the Head of Strategy, while important for direction, lacks the cross-functional authority to drive across the whole enterprise; and although the CEO has ultimate oversight, the Corporate Executive level is the practical sponsor that coordinates the portfolio across functions.

Leading an enterprise-wide competition capability programme requires sponsorship that spans functions and can marshal resources across the organisation. The Corporate Executive provides that breadth of remit, connecting strategy with execution and ensuring buy-in from all major functions. This cross-functional authority is essential for embedding new capabilities and realising benefits. A Chief Engineer focuses on technical work within engineering; the Head of Strategy, while important for direction, lacks the cross-functional authority to drive across the whole enterprise; and although the CEO has ultimate oversight, the Corporate Executive level is the practical sponsor that coordinates the portfolio across functions.