Sunday, December 15, 2019

The Digital Organizational Design vs. Balance

The goal of digital organizational design tuning is to strike the delicate balance between solid and flow, functioning and delight, foster communication, collaboration, and accountability.


The purpose of organizational design is to improve the business maturity from functioning to firm to delight, and ultimately achieve the high-performance business result. High mature digital organizations integrate organizational design (OD) into the process design and organizational re-engineering for enabling employees doing their work productively and shape an interactive, dynamic, balanced and multidimensional ecosystem.



The designer’s responsibility of balancing functioning and delight: The designer’s job in the business is to listen intently, help the organization you are with make the intuitive and the best possible solution for customers given all their knowledge and capabilities. The only way you can do that is by knowing what everyone else knows, thinks, and does, gain the empathetic understanding of customers and read between the lines, Good designers are creative, inquisitive, resourceful, they are good at asking great questions and spend time on collecting invaluable feedback about varying issues and design features of products/services tailoring needs of customers. Forward-looking design thinkers can determine what will be considered aesthetically pleasing tomorrow rather than today! First - aesthetics as trends. Second - exposure to the designed environment as a direct influence on those trends!

Learn to balance the requirements against the technical possibilities and the time and resources available: The strategic objective of design thinking is to truly understand what customers’ need, how to improve their experiences, help the business orient itself towards those needs in order to achieve strategic business goals. Because of the growing enthusiasm for customer-centered design techniques, there will inevitably be situations where a teammate will have different focus on customer experience design, balance becomes the key, learn to balance the requirements against the technical possibilities and time and resources available. Otherwise you'll end up pushing for solutions that will never happen, and miss chances to fight the battles you can win. You don't have to code, but you have to know how the product architecture works to design a usable front end that will work the way you think it does within the system that already exists. And the more you know of how the system works and why the deeper you can build usability into it as well as add an intuitive interface to delight customers.


Designing and modeling are the two sides that make a bit of metal a coin: High mature digital organizations should integrate the organizational design into the business process design and organizational re-engineering, to improve business fluidity, productivity, adaptability, people-centricity, and maturity. Design is the process to be understood by peers and stakeholders, modeling is a means to capture and communicate design. Design is the thinking part; modeling is the documentation part. Design is figuring out what to do and how. Modeling is about testing the practicality, efficiency and effectiveness of your design. You have to balance the art and science that goes back and forth between design and modeling in order to manage business life cycle successfully and improve the organizational maturity effortlessly. Design is usually only done on "to be" future processes because the existing "as-is" processes are already designed. Process Modeling means representing a sequence of activities, events, decision gateways, links the sequence from end to end and taking the theoretical design to implementation. Thus, the healthy design cycle is that you design the process, then model, execute, monitor, optimize then again back to design. It's continuous improvement cycle.

The goal of digital organizational design tuning is to strike the delicate balance between solid and flow, functioning and delight, foster communication, collaboration, and accountability so that the large group of people can interact, form and amplify collective capabilities to deal with business challenges and achieve common goals. And the organization as a whole can make a seamless transition from functioning to firm and delight.


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