What is a CPO? With Kristine Pollock
Jul 30, 2026 · 28 min · 11 segments
What is a CPO? With Kristine Pollock by LACE Partners
- Speakers
Kristine PollockGuest
Chris HowardHost
Debbie MitchellHost
Jul 30, 2026 · 28 min · 11 segments
What is a CPO? With Kristine Pollock by LACE Partners
Kristine PollockGuestChris HowardHostDebbie MitchellHost
to that, actually, I think this is quite an interesting one, because obviously you're talking about how you've had to shift the language in which you're using, and maybe your peers and colleagues of the C-suite are also then shifting their language.
You mentioned earlier about how we're now starting thinking things like OKRs and things like that.
I'm interested in finding out how the rest of the organization interacts with that change, because obviously a lot of change that happens in an organization is driven from leadership.
And so if you guys are changing the way in which you view the ilg world then that naturally trickles down to the rest of the business so i guess this is more of a culture question and how culture has evolved and changed with some of these changes that you've had as an organization and i know when we did an initial chat on this you talked about the you're running through an exercise with regard to shared values and culture's really interested to get some get you to just expand on that a little bit
Obviously, these grow over time, you can't manufacture them, otherwise they don't work in my personal view.
And we realised that Whilst we wanted each organisation to keep its own focus and identity, there were a lot of crossovers.
So we wanted to see if we could have a common approach and a common culture and common values that straddled both businesses, regardless of which one legally employed you, as it were, that the culture straddled both.
I listened to something a few months ago now, and it talked about how to scale without losing your soul.
How do we grow, but retain all the good stuff and retain the connection? And we definitely have some teething problems around that in terms of headcount.
And you have to communicate through managers and through other people rather than always be able to do that direct.
So we did some initial work, some focus groups with representatives from both businesses to look at things like values.
What does it mean to you? What's important to you in work? These are our current values.
Do they still ring true after all these years? What do they mean for you? Do they make sense? And then we've done another one that was more around purpose.
So what is it we're here for? Why do people work? want to come and work for us.
Increasingly, particularly younger generations, we're told that this employee as consumer, almost, that they choose their employer like they choose their next expensive brand purchase or something like that.
They're looking for way more than just, oh, what's it going to pay me? It's more about the ethical background and the environmental and green agendas and all those sorts of things.
to that, actually, I think this is quite an interesting one, because obviously you're talking about how you've had to shift the language in which you're using, and maybe your peers and colleagues of the C-suite are also then shifting their language.
You mentioned earlier about how we're now starting thinking things like OKRs and things like that.
I'm interested in finding out how the rest of the organization interacts with that change, because obviously a lot of change that happens in an organization is driven from leadership.
And so if you guys are changing the way in which you view the ilg world then that naturally trickles down to the rest of the business so i guess this is more of a culture question and how culture has evolved and changed with some of these changes that you've had as an organization and i know when we did an initial chat on this you talked about the you're running through an exercise with regard to shared values and culture's really interested to get some get you to just expand on that a little bit
Obviously, these grow over time, you can't manufacture them, otherwise they don't work in my personal view.
And we realised that Whilst we wanted each organisation to keep its own focus and identity, there were a lot of crossovers.
So we wanted to see if we could have a common approach and a common culture and common values that straddled both businesses, regardless of which one legally employed you, as it were, that the culture straddled both.
I listened to something a few months ago now, and it talked about how to scale without losing your soul.
How do we grow, but retain all the good stuff and retain the connection? And we definitely have some teething problems around that in terms of headcount.
And you have to communicate through managers and through other people rather than always be able to do that direct.
So we did some initial work, some focus groups with representatives from both businesses to look at things like values.
What does it mean to you? What's important to you in work? These are our current values.
Do they still ring true after all these years? What do they mean for you? Do they make sense? And then we've done another one that was more around purpose.
So what is it we're here for? Why do people work? want to come and work for us.
Increasingly, particularly younger generations, we're told that this employee as consumer, almost, that they choose their employer like they choose their next expensive brand purchase or something like that.
They're looking for way more than just, oh, what's it going to pay me? It's more about the ethical background and the environmental and green agendas and all those sorts of things.
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