Wednesday, June 29, 2016

Make Digital Leap via Closing Three Blind Spots

To clear the path, whether that be the elimination of obstacles, closing the blind spots, or to provide guidance - so that the business as a whole can take a digital leap and unleash its full potential.


Digital means changes, it brings unprecedented opportunities and numerous risks. Being static is no longer a choice for today’s digital professionals or businesses. If you do not move fast enough to adapt to changes, you already lag behind. Furthermore, digital dynamic also creates many blind spots and generate quite a few gaps because of its “VUCA” characteristics - Velocity, Uncertainty, Complexity, and Ambiguity, also because different individuals and organizations evolve digital in the different speed. So how to drive the business in the fast lane and take digital leap via closing those fatal blind spots?


Strategy blind spot created by the lack of future-driven mindset: With increasing speed of changes, many organizations are inundated with tactical tasks and daily operational duties, they don’t spend enough time on scrutinizing the long term strategy and identify disastrous blind spots in order to make a smooth business transformation. Indeed, there are both blind spots in strategy formulation and execution.That also means they probably wouldn't know where is the weakest link in the business and how to invest in new capabilities for their business, even if the organization thought there was any value justification for making the investment. To clear the path, whether that be the elimination of obstacles, closing the blind spots, or to provide guidance - so that the business as a whole can take a digital leap and unleash its full potential.


Talent blind spot caused by silo thinking and homogeneous team setting: Many organizations are still running at the industrial speed with bureaucratic culture and hierarchical decision-making scenario, business is the sum of pieces than a holistic whole, functional silos compete for resources, rather than work collaboratively to optimize business. Such silo mentalities will create numerous blind spots in talent, resources, process, capacity, and capability. The company's reputation and success today are founded on innovation and to a very large extent, the most invaluable asset of the business is the talented people. Therefore, it’s important to build high-performance teams with the heterogeneous group setting, complementary skills, and distinctive capabilities in order to fill blind spots, clear business vision, and spur creativity. The productivity is higher in an innovative organization, and an innovative organization has less blind spots because people do not fear to provide feedback, creativity is encouraged, cognitive difference expands the lenses to comprehend the business thoroughly, and the talent employees are limited only by their imagination.


Measurement blind spots are generated by dysfunctional management practices: One possible cause of the blind spots is the fact that many traditional organizations can neither set the right measures to improve business agility nor sufficiently measure the business value in a multidimensional way, as a consequence, articulate their value to the organization’s shareholders.That also means they probably wouldn't know where to invest in new capabilities. even if the organization thought there was any value justification for making the investment. The "measurement" of productivity -- not productivity itself has blind spots as well. Because of the business manager keep on asking employee productivity instead of focusing on getting things to work correctly. Sometimes, the selected metrics show productivity improvements, but no real business improvements. Measurement becomes the end, for its own sake, and create more blind spots, to distract businesses from implementing strategy effectively.

The business speed can only be accelerated with a clear vision, strong focus, and distinctive capabilities. By closing all those fatal blind spots, an organization can be well prepared to effectively and efficiently absorb and accept change in all its forms; an organization in which change does not disrupt and interfere with business as usual, an organization for which the ability to evolve, adapt and innovate is business as usual. The intention is to enable an inclusive digital leadership culture at all levels across the organizations for clearing the path and taking a digital leap confidently.

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