Saturday, August 11, 2018

The New Book “Digital Hybridity” Introduction Chapter 1 The Hybrid Digital Organization

With the fast pace of changes, fierce competitions, and emerging digital technologies, companies large or small are brainstorming the next generation of organizational design, the next wave of digital changes, and the next step of business movement. The challenge facing business management will continue to be: “How to achieve the balance between “virtual worlds” and “human connection,” the “old way” and “new way” to do things; and how to shape a harmonized vision about business competency and build a customized business structure to enforce open communication and collaboration and run a hybrid digital organization.

Identifying the hybrid elements in running a digital organization: Digitalization doesn’t mean to just tear down all the old things in the previous era; in reality, digitalization means how to strike the right balance of stability and change, leadership decisiveness and collective insight; the best practices and the next practices. Hybridity is the digital fit style for managing a dynamic digital business which is hyperconnected, over-complex, with overloading information, unprecedented uncertainty, and continually evolving digital dynamic ecosystem. Taking the hybrid styles to make the leadership team’s thinking visible by using the democratic process of decision making will dramatically reduce or eliminate digital gaps and improve management effectiveness. From innovation management perspective, managing innovation requires leaders, either formal or informal to shepherd an idea through several phases of development, knowing when to move forward and when to return to an earlier phase. It’s hard to think of any innovation as not a hybrid combination of something old with something new or a number of new things. Nowadays, the reality of digital business is a hybrid nature of organization well mixing the virtual social platform with the physical functional structure to enforce cross-functional collaboration and dot-connecting innovation.

Managing the digital balance cycle effectively: The emergence of potential opportunities for exploring digitalization is likely to follow a nonlinear pattern with exponential speed. Therefore, organizations must keep the lights on and make strategic movements all the time. Like running up to the string, keeping digital balance is critical in reaching high digital aptitude. On one side, digital leaders today must shape digital mindsets and have the right dose of risk appetite to prepare such a paradigm shift and accept that influence is attainable, but control is not. On the other side, keeping the lights on is still fundamental. The job for digital management is to bring the order from chaos and enables companies across the industries to leverage varying business elements to chase innovation and accelerate business performance through cross-functional communication and collaboration. Digital organizations and their people must learn through their interactions with the business environment. They apply their learning, act, observe the consequences of their action, make inferences about those consequences, and draw implications for future actions.

Leveraging the hybrid information technology management: IT plays a significant role in modern businesses today; it touches every key business process. The effectiveness of IT can be derived best when overall IT organization reflects on how the business is structured for responsibilities and accountabilities. To deliver IT solutions effectively, organizations should align with the business structure by showing how the business is organized and communicated thoroughly. Centralized IT or decentralized IT, which is the better management approach? As with most things, the answer is the middle path between extremes. IT management approach should have the right mix of centralized and decentralized IT services to meet business requirements. The challenge is having a harmonized vision of overall IT capabilities and maturities in a digital organization. Functions that need agility and customer intimacy can be decentralized and perhaps even embedded in business units. Functions that are common to the enterprise or commodity services can be centralized to drive scale benefits. The hybrid options should be considered and the organizational context is key.

People are the focal point of any organizational design and management focus. The purpose of building the tailored hybrid organization is on the deliverable quality, improving business productivity and performance, delighting customers, engaging employees, and encouraging innovation and optimization, with the ultimate goal to reach the next level of business maturity.

0 comments:

Post a Comment