The COO's Role: Building Partnerships and Steering Tech to Win

Article 11 · By Colleen Liebson · Technology & Operations Partnership

Technology projects have a way of exposing problems that were already there. The difference between organizations that come out stronger and those that come out frustrated usually isn't the technology — it's leadership.

The COO's role doesn't end when development begins. It evolves.

Technology projects have a way of exposing problems that were already there. The software didn't create unclear processes. It simply revealed them. It didn't invent conflicting priorities. It made them impossible to ignore. And it certainly didn't create poor communication between Operations and IT. It just put it on full display.

That's why some organizations emerge from a technology implementation stronger than ever, while others end up frustrated, over budget, and wondering what went wrong.

The difference usually isn't the technology.

It's leadership.

One of the biggest misconceptions I see is that technology projects belong to IT. Once the software is selected, many organizations assume Operations can step back while the technical team takes over. In reality, that's exactly when operational leadership becomes most important — and one of the biggest mistakes COOs make is stepping back too soon.

COOs don't need to know how to configure a platform or write code. Their role is much bigger than that. They create the conditions that allow technology to solve the right problems, support the way the business actually operates, and continue delivering value long after implementation is complete.

"When digital transformation is done right, it's like a caterpillar turning into a butterfly. But when it's done wrong, all you have is a really fast caterpillar."George Westerman, MIT

It Starts Long Before Development

Long before a project team gathers for kickoff, the groundwork is already being laid.

I've seen organizations spend months evaluating software while investing very little time understanding the processes they're trying to improve. They know they want a better system, but they haven't fully agreed on how work should flow, who owns key decisions, or what success will actually look like.

Technology can't solve that uncertainty

.

If anything, it magnifies it.

The strongest implementations begin with clarity. Business strategy is aligned. Core processes are understood — not just the common scenarios, but the exceptions that create the biggest operational headaches. Requirements are developed together by Operations and IT instead of being handed off from one team to another.

Perhaps most importantly, governance is established early. Everyone understands who makes decisions, how priorities are managed, and what happens when new ideas inevitably emerge halfway through the project.

COOs don't have to create every process map or write every requirement. They simply make sure those foundations are solid before development begins.

Strategy, processes, governance, and partnership are the frame. Technology is only the horsepower.

Once Development Begins, the Job Changes

This is where many leaders unintentionally disappear. They assume the project team has everything it needs and only re-engage when there's a major decision — or a major problem.

The most successful COOs take a different approach. They stay connected without becoming another project manager. Their role is to keep the business and technology teams moving toward the same destination.

Operations brings an understanding of how work actually happens. IT understands what's technically possible. The best solutions emerge when those two perspectives continuously shape one another throughout the project.

Rather than building every feature at once, experienced leaders often encourage phased implementation. Teams gain confidence more quickly, lessons are learned earlier, and improvements can be incorporated before the next phase begins.

At the same time, COOs maintain visibility into project risks, scope changes, and timeline shifts. Not because they need to attend every sprint review, but because the trade-offs being made today will ultimately affect the business tomorrow.

Go-Live Isn't the Finish Line

In my last article, I shared why go-live isn't the finish line — it's move-in day. Technology launches in a day. Adoption takes time. This is where the COO's leadership becomes visible again.

The organizations that realize the greatest return from technology don't celebrate go-live and move on. They pay close attention to whether people are actually using the system, whether business outcomes are improving, and where employees continue to experience friction.

System usage matters.

Business performance matters more.

• Are customers being served faster?

• Are employees spending less time on manual work?

• Have errors declined?

• Is the organization actually operating differently than it was six months ago?

Those are the questions COOs should be asking.

Just as important, they ensure someone owns the platform after implementation. Technology without ownership slowly drifts. Small issues accumulate, improvements stop, and the organization gradually loses the value it worked so hard to create.

Technology Is a Partnership

The strongest technology implementations I've seen all have one thing in common. Operations and IT stop thinking of themselves as separate functions. Instead, they operate as partners with different responsibilities but a shared goal.

Operations brings business strategy, process expertise, and accountability for business outcomes. IT brings technical expertise, system architecture, security, scalability, and platform performance.

Operations and IT carry different responsibilities, but they're steering toward the same destination.

Neither succeeds without the other.

When both teams stay aligned — from strategy through adoption — technology becomes much more than a software implementation. It becomes a competitive advantage.

Key Takeaways

• Technology implementations are business transformations — not just IT projects.

• The COO's leadership is most critical before development begins, throughout implementation, and long after go-live.

• Strong business processes, clear governance, and aligned requirements create the foundation for successful technology.

• The best results come from a genuine partnership between Operations and IT.

• Technology alone doesn't create business value. Leadership does.

Up Next

In the final article of this series, I'll share some of the most common technology pitfalls I've seen over the years — and the practical playbooks leaders can use to avoid them.

© 2026 BizOptima Insights. All rights reserved. This article, including its frameworks and graphics, may not be reproduced, distributed, or used to create derivative works, in whole or in part, without prior written permission. Brief excerpts may be quoted with attribution to Colleen Liebson, BizOptima Insights, bizoptimainsights.com. Provided for general information; not professional advice for any specific organization.