Second in Command: The Misunderstood Role of the Chief Operating Officer

In Harvard Business Review, Nate Bennett and Stephen A. Miles examine one of the least understood roles in the C-suite: the Chief Operating Officer. Their central argument is that there is no universal COO job description. The role depends heavily on the CEO, the company’s strategic context, and the reason the position was created in the first place. HBR describes the COO as “critical and situational,” and the related HBR product page notes that the authors drew on in-depth conversations with executives who had served as COOs and CEOs who had worked with them.

Overarching Theme

The COO role is not a standardized “number two” position. It is a strategic design choice. A COO may be hired to execute strategy, lead change, mentor an inexperienced CEO, serve as a partner, prepare for succession, or retain a highly valuable executive. The article’s enduring value is its warning that companies often fail not because they lack operational talent, but because they have not clearly defined what kind of COO they actually need.

Major Takeaways for Business Leaders

The first takeaway is that the COO role must be designed around the CEO’s strengths, gaps, and priorities. As HBR’s summary puts it, asking what makes a great COO is like asking what makes a great vice-presidential candidate: “It all depends on the first name on the ticket.”

The second takeaway is that CEO–COO trust is the operating system of the relationship. HBR’s store summary notes that successful COO arrangements depend on mutual obligations: the COO must support the CEO’s vision, manage ego, and demonstrate execution, coaching, and coordination skills.

The third takeaway is that ambiguity is dangerous. If the board, CEO, and COO do not agree on decision rights, public authority, and succession expectations, the role can become politically fragile.

Talking Points for Executives

A Chief Operating Officer is not simply “the person who runs operations.” In many companies, the COO is the integrator between strategy and execution, the internal counterpart to an externally focused CEO, or the leader charged with translating ambition into repeatable performance.

The article also reframes COO hiring as a governance issue. Boards and CEOs should not ask only, “Who is the best operator?” They should ask, “What problem are we solving by creating this role?”

Finally, the COO title can either clarify leadership or complicate it. Without explicit authority, the COO may become a high-status coordinator with limited power. With too much unclear authority, the role may create confusion about who truly leads the enterprise.

Reflection Questions

What specific business problem would a COO solve for our organization right now?

Where does the CEO most need leverage: execution, transformation, succession, internal alignment, mentoring, or external focus?

Are decision rights between the CEO, COO, and business-unit leaders clearly defined?

Would our senior team experience the COO role as added clarity or another layer of politics?

How will we measure COO success beyond operational efficiency?

Potential Action Items

Define the Chief Operating Officer role before recruiting for it. Start with the company’s strategic needs, not a generic job description.

Map the CEO’s strengths and constraints. The COO should complement the CEO, not duplicate them.

Create a written CEO–COO operating agreement covering decision rights, communication norms, escalation rules, and public-facing authority.

Clarify whether the COO is a successor candidate. If succession is part of the role, the board should say so explicitly.

Review the role annually. As the company changes, the Chief Operating Officer’s mandate may need to change as well.