The rate of change has accelerated, indicating that business leaders must learn how to strike a balance between managing complex issues today and predicting the uncertain issues of tomorrow.
How to Deal with these Change Dilemmas Effectively July 2016
Do People Like or Hate Change? People love to change if they are involved or take the initiative, but they hate being changed by someone else without having an effect on the situation. But Change is the only constant, and the speed of change is accelerating, how to adapt to change is the very quality to grow as a Digital Master.
Have You Focused on Fixing the Wrong Cause of a Problem? As human species, we are still facing many problems and challenges. Either for individuals, organizations, or society as a whole, the problem-solving capability is crucial to surviving and thriving. However, many decision-makers fail to fully grasp and accurately perceive what leads to problems and difficulties. Often, events and patterns are observed on the surface, and then the action is taken, but that is too early. After observing events and patterns, there are the underlying structures, the mechanisms, that cause the problem. And people lack critical thinking are usually never question because "it's the way things should be." Problem-solving in the majority of organizations today is woefully inadequate, so what happens when you focus on fixing the wrong cause of problems?
Is Uncertainty Problem or Opportunity Uncertainty and ambiguity are a key challenge for business leaders today. In the past, many business leaders believed their organizations’ long-term goals could wait until they had dealt with the current crisis. In the current business environment with “VUCA” characteristics, this is no longer the case. The rate of change has accelerated, indicating that business leaders must learn how to strike a balance between managing complex issues today and predicting the uncertain issues of tomorrow. So is uncertainty the biggest problem in business today? And is it affecting business in setting long-term strategies and are forced to concentrate on short term goals? And further questions include - how can the soft signals of contextual changes be best determined? How do you structure information systems to deal with uncertainty?
Should Managers Focus on Performance or Engagement? The speed of change is accelerating, organizations are shifting from industrial speed to digital speed; from inside out - operation-driven to outside in - people centric. With unprecedented opportunities and many pitfalls on the journey of digital transformation, should leaders or managers focus on operation performance or employee engagement, short term quick win or long term business excellence?
A Bimodal Digital Organization - How to Strike the Right Balance between Agility and Stability? Organizations large or small are on the journey to digital transformation, the paradox is that you need to keep the light on to maintain the stability, but also be adaptive to the changes caused by digital disruption with increasing speed. Hence, many businesses just have to run the bi-modal mode: the industrial speed to do what they always do, and the digital speed by leveraging innovation to experiment the new way to do things. But philosophically and methodologically, what’s the right balance between being quick to adopt new methods and risking them failing, and sticking with tried and tested ones and risking them becoming obsolete? Or more broadly speaking, how to strike the right balance between agility and stability?
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