The Rise of the Technical COO
Tripty Arya
April 5, 2025
C-Suite Leaders,
Scaling organizations today requires more than adding headcount or stacking new software on top of old processes. The old playbook — built for a slower, less automated world—is breaking down. This month I want to spotlight one of the most urgent shifts happening inside forward-thinking companies: the evolution of the COO.
The Challenge: Operations Can't Scale on Yesterday's Assumptions
Traditionally, the COO role focused on managing people and optimizing manual processes. But in a world where AI, automation, and real-time data are becoming foundational, that model is no longer enough.
According to McKinsey, 70% of digital transformations fail because companies underestimate the operational redesign needed behind new tools. At the same time, the World Economic Forum projects that 44% of core skills will shift by 2027. In industries like multifamily housing — where operations are the business — this transformation is becoming the biggest challenge for Operating teams.
The New Opportunity: COOs as Systems Architects
If you are as close to the step change with AI technology as me, it becomes clear that the line between technology and operations is going to vanish. Tomorrow’s COO won’t just manage workflows; they’ll design dynamic operating systems where human judgment, AI, and automation work together seamlessly.
Think of the future of operations like architecture. A thing of beauty and purpose, but one that evolves with time, despite having the same purpose. But, "Architecture must burn," said Coop Himmelb(l)au — not to destroy what works, but to challenge outdated assumptions about how structures are built. In the same spirit, the next generation of operational leadership won’t be restricted by current organizational design. The “day-one” advantage will be in building structures fit for a digital-first world, not simply adding technology onto old frameworks.
Strategic Recommendation: Build the Technical Core
Here’s how forward-looking companies can prepare:
1. Redefine the COO Profile:
Redefine the COO’s role to include those who are fluent in technology, data systems, and automation — not just traditional process and people management.
Operations leaders must be as comfortable designing orchestrated workflows and build organisational charts mixing both cross functional technology and human thinkers.
Value the past operating experience with continuous learning. The step change we see in technology today requires hands on execution not delegated management.
2. Architect Systems, Not Silos:
Instead of layering point solutions, focus on building interconnected systems where automation, AI, and people collaborate dynamically.
Map operational redesign as part of every technology investment — not as an afterthought.
Rule of thumb — if the technology adoption does not require organizational change, it will transform nothing, including — cost transformation. It should be forcing very uncomfortable conversations internally.
3. Invest in a Collaborative Tech-Operational Culture:
Encourage technical, operational, and product teams to work as one ecosystem.
Develop shared language, tools, and goals across departments to avoid fragmentation.
The Bigger Picture
The companies that move early — redefining operations around technology-first leadership — will set the pace for their industries. The companies that delay will find themselves not scaling clarity, but scaling complexity.
The future COO isn’t just managing change — they're architecting it.
It’s time to rethink what operational leadership looks like for the next decade.
Until another Saturday, next month.
Best,
Tripty
About This Email Series
This email is part of an ongoing Strategy Saturday series written for C-suite leaders and focused on the strategic shifts required to lead effectively in an AI-driven world. The insights and perspectives shared are intended to support strategic reflection and informed decision-making, rather than prescribe specific actions.
