A high-mature organization always looks for opportunities across the business to increase the usage of emerging digital technologies accordingly and charter the digital paradigm shift seamlessly.
We are experiencing the majority shift from the industrial machine age to the post-industrial information/knowledge/insight era. A digital paradigm is an emerging digital ecosystem of principles, policies, and practices that set limits or boundaries, also offer the guidance for problem-solving or creating something new under the digital rules, keep information flow and achieve a state of dynamic balance. It’s important to develop the best and next practices to expand systematically and charter the digital paradigm shift seamlessly.
Deburearcratization: The larger the organizations and inputs are, the larger the amount of “rules” necessary for its function are to keep dependent variables and outputs delivery stable. However, too many rules will stifle innovation; outdated rules will stop the business from moving forward with accelerated speed. The overly restricted hierarchy will cause silo, discourage cross-functional communication and collaboration. Hence, dismantling bureaucratization is inevitable because of the ever-increasing speed of changes and expanding interdependence. Most organizations today still practice the classic management discipline based on reductionistic or linear logic, assume that the business as a whole is equal to the sum of pieces. But in reality, today’s digital businesses are nonlinear, volatile, interdependent, and uncertainty, they also face fierce competitions and ambiguous digital environment. Bureaucracy causes stagnation. Organizations, like individuals, need to be in flow to operate smoothly. There is no “one size fits all” de-burearcratization formula, The business has to keep optimizing its structure and management pyramid to achieve the state of digital equilibrium. The whole business ecosystem needs to communicate, negotiate, and cooperate with each other to reinvent for harnessing innovation and catalyzing changes.
Improving digital responsiveness: The digital dynamic is where the digital disruption threatens to tear down legacy systems and practices just as it generates new opportunities. It’s natural to fear the unknown, question the unproven, and be skeptical of the latest technology trends or the next digital practice. In today’s volatile economy, nothing impedes progress more than protective silos which are simply a form of bureaucratic management style designed to preserve the status quo. Thus, breaking down silo thinking and digitizing the management disciplines and practices are the first stop for running a high-responsive digital organization. How successful organization can handle digital disruption depends on how fast and capable they can adapt to the ever-changing environment. The digital organizations are more dynamic, if you look at the business as a collection of subsystems, the degree of business responsiveness depends on how those subsystems interact with each other, and those interactions can be structural, technical, informational, or human. Organizations today must take holistic digital management practices to improve digital responsiveness relentlessly.
Fostering digital collaboration: Business involvement is essential as markets are continuously developing. If a business does not adapt and evolve, it will be disappearing soon. Organizations and their people learn through their interactions with the environment. They act, observe the consequences of their action, make inferences about those consequences, and draw implications for future action. It would be intelligent to make sure that everyone involved clearly understands the current and future mission and situation, as well as the delivery plan/strategy and the added value/benefits (why) of the change as it’s a lot easier to do things if you know what to do, when, how, and why. The purpose is the salt you put on groups for making them become teams. Fostering collaboration is the key to creating a seamless organization when in pursuit of a strategy. The most effective digital workplace is where collaboration and sharing are the norms. The least effective culture at fostering a digital workplace is traditional command and control environment.
The beauty of the digital landscape is the fresh insight of business. A high-mature organization always looks for opportunities across the business to increase the usage of emerging digital technologies accordingly and charter the digital paradigm shift seamlessly.
Improving digital responsiveness: The digital dynamic is where the digital disruption threatens to tear down legacy systems and practices just as it generates new opportunities. It’s natural to fear the unknown, question the unproven, and be skeptical of the latest technology trends or the next digital practice. In today’s volatile economy, nothing impedes progress more than protective silos which are simply a form of bureaucratic management style designed to preserve the status quo. Thus, breaking down silo thinking and digitizing the management disciplines and practices are the first stop for running a high-responsive digital organization. How successful organization can handle digital disruption depends on how fast and capable they can adapt to the ever-changing environment. The digital organizations are more dynamic, if you look at the business as a collection of subsystems, the degree of business responsiveness depends on how those subsystems interact with each other, and those interactions can be structural, technical, informational, or human. Organizations today must take holistic digital management practices to improve digital responsiveness relentlessly.
The beauty of the digital landscape is the fresh insight of business. A high-mature organization always looks for opportunities across the business to increase the usage of emerging digital technologies accordingly and charter the digital paradigm shift seamlessly.
The New Book Introduction: "Digital Maturity: Take a Journey of a Thousand Miles from Functioning to Delight"?
The New Book “Digital Maturity” Introduction Chapter 1 The Characteristics of Digital Organizations
The New Book Introduction Chapter 2 The Interdisciplinary Aspects of Orchestrating a Digital Business Ecosystem
The New Book "Digital Maturity" Introduction Chapter 3 Fine-Tune Organization Structures to Get Digital Ready
The New Book “Digital Maturity” Introduction Chapter 4: The Next Practices to Orchestrate Digital Paradigm Shift Seamlessly
The New Book “Digital Maturity” Chapter 5 Introduction: IT Maturity is Proportional to the Overall Business Maturity
The “Digital Maturity” BookIntroduction Chapter 6: Take a Holistic Approach to Measure Digital Transformation
The New Book “Digital Maturity” Introduction Chapter 7 The Pitfalls in Digital Managment
The New Book “Digital Maturity” Introduction Chapter 8 From “Doing Digital” to “Being Digital”
The New Book “Digital Maturity” Book Conclusion: Develop the strong Pillars to Build High-Mature Digital Organization
The New Book “Digital Maturity” Introduction Chapter 1 The Characteristics of Digital Organizations
The New Book Introduction Chapter 2 The Interdisciplinary Aspects of Orchestrating a Digital Business Ecosystem
The New Book "Digital Maturity" Introduction Chapter 3 Fine-Tune Organization Structures to Get Digital Ready
The New Book “Digital Maturity” Introduction Chapter 4: The Next Practices to Orchestrate Digital Paradigm Shift Seamlessly
The New Book “Digital Maturity” Chapter 5 Introduction: IT Maturity is Proportional to the Overall Business Maturity
The “Digital Maturity” BookIntroduction Chapter 6: Take a Holistic Approach to Measure Digital Transformation
The New Book “Digital Maturity” Introduction Chapter 7 The Pitfalls in Digital Managment
The New Book “Digital Maturity” Introduction Chapter 8 From “Doing Digital” to “Being Digital”
The New Book “Digital Maturity” Book Conclusion: Develop the strong Pillars to Build High-Mature Digital Organization
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