The business speed can only be accelerated with a clear vision, strong focus, and distinctive capabilities.
Digital transformation is a thorny journey, there are many roadblocks on the way, and numerous pitfalls lead to the failure, so how to identify and avoid them in order to drive digital transformation effortlessly.
The Pitfalls to Avoid in Digital Transformation
- Why does Silo Happen and How to Bridge It There are different definitions of the silo, by its nature, it’s about isolation. The segmenting or sectioning of work by skill/knowledge/type/etc. is a necessary component of complex work or large workplaces. But silos are fundamentally about keeping the mind static and keeping the people separate rather than keeping work separate.
- The Common Weakness in Setting Strategic Objective Every organization has a strategy, but more than 70% of strategic planning fail to achieve the expected result, so what is the most common weakness in setting strategic objectives? And how to avoid pitfalls in strategy execution?
- Is Culture the #1 Root Cause to Fail Strategy Organizations rise and fall, not on the quantum of plans and resources, but on the capabilities to manage, lead, yet most importantly to execute. Great culture saves even the mediocre talent and plans. Many companies fail in execution more than 70%, and culture is often the root cause for such failures. It is about many different matters like resistance to change, silos thinking with competing agendas, lack of clear and decisive leadership, leadership actions inconsistent with strategy, poor communication of strategy, lack of accountability on follow-through; inability to measure impact, too focused on short-term results, and maybe the most popular and big obstacle: the spirit of business (culture), and those aspects are all part of culture. So is the culture the #1 root cause to fail strategy? Who does create the culture of a company? Can it be changed? How can it remain for years or centuries?
- How Does a Senior Leader Deal With Blind spots? There’s knowing unknown, there’s unknowing unknown, so it's not a new topic about “Blind Spots,” everyone perhaps has some, but as a senior business leader (or any kind of leader), the blind spots will cloud your vision, trigger your negative emotion, cause your decision ineffectiveness, and screw your leadership competency. So what're the causes of the blind spot, and how to deal with them logically?
- Is “Pseudo-Involvement” the Pitfall of Change Management: About two third of change management efforts fail to achieve the expected result, the causes may vary, is “pseudo-involvement” one of the pitfalls in Change Management, though ‘pseudo’ is ambiguous itself, it implies different situations in either reasonable or negative way.
- Innovation Mantra: Fail Forward At the age of innovation, failure is seen as a fruit full of experience. Failure is part of innovation. It depends on how you read failure: A way to improve until you find the wonderful solution which will suit market or simply a waste of time. It depends on what you learn from it. It follows common sense: you learn more from failure than from your success!
- How to Avoid Micromanagement Pitfalls: Micromanagement generally has a negative connotation, it means the managers put too tight control on their employees or team or insignificant details, it perhaps causes more damage than benefit. And many management experts thought that micromanagement is indeed one of the most destructive patterns a leader - middle or senior - can have. And from a culture perspective, ”not being micromanaged" almost always comes up. So why does micromanagement cause problems, and how to avoid such micromanagement pitfalls?
- The KPI Promises & Pitfalls-You can only manage what you measure, defining the right set of Key Performance Indicators is important for managing project or business effectively and measuring KPIs to keep track of progress makes a certain level of promise for success. However, there are also big pitfalls when selecting or measuring the wrong KPIs. What is a good process to determine the right KPIs, and what is the process to change it when they are no longer relevant?