The digital transformation is likely to follow non-linear patterns, with high intensity and hyper diversity.
Therefore, business leaders today should navigate through velocity, uncertainty or ambiguity in a dynamic business environment and internalize changes effectively. Change is dynamic and it’s in small adaptations that tilt scales, but also in big paradigm shifts that rebuild the scales.
The pace of digital paradigm shifts is quickening: Change has many causes, there are different types of changes: incremental changes and radical change, people change, process change, or technology change, etc. Fundamentally, there are two reasons to pursue change: Become better at what you do, or become able to do something differently. Any change that doesn't reduce the friction people experience in doing their jobs will be perceived as misdirected. Becoming better means removing obstacles or overcoming barriers, getting the “better version” of self or getting things done smoothly. Doing something differently means fundamental reinventing business model or retooling that may call for different people as well as different processes.
The pace of digital paradigm shifts is quickening. Change starts with a "sense of urgency" which can only come from top management who can capture the signal for changes now, reboot mindsets, leverage tailored management approaches to fit specific circumstances. You cannot deliver value without "de-complexitizing" and making transparent on what is being delivered and how or what is being delivered. It’s important to retool processes, train staff with digital fluency to solve critical business problems, proactively anticipate business value delivery with accelerated speed.
The pace of small adaptations is quickening aggregating to bigger shifts in scales quicker than previously: Change is inevitable, adaptation is faster if made with the full involvement of people in organizational change. Up to the next level of digital transformation, businesses need to aggregate their efforts, scale up their best and next practices, adapt faster to grasp organizational opportunities for marketing expansion, shaping unique business competency, building up a transformative change momentum. Methodologically, implementing a large scale change requires a buy-in and push from upper management. Once there is support from them, then it becomes easy to get that change implemented and scale up seamlessly.
In practice, to scale up, making a paradigm shift does not always mean to make "big plans" or "blueprint,” but starting from cross boundary communication and collaboration. Organizations approach the flow zone when the positions in its hierarchy have clear and accountable tasks, ideas are shared and managed effectively. Create liaison and business partnership, figure out what the business needs, share unique business insight as to what capacity can provide, retool management processes to model powerful collaboration, and ensure that the business capacity plans are in line with the corporate direction to achieve the well-defined business goals.
The pace of exploration is quickening renewing in a multidimensional manner: Digital organizations are the dynamic systems that are able to re-configure their own structure and change their own behavior during the execution of its adaptation to environmental changes. The key factor to the digital paradigm shift has been the endless self-exploration and self-renewal in intellectual, emotional, material, or spiritual dimensions that need to co-evolve together. Forethoughtful digital leaders understand where and how you can and should improve to get the biggest effect and scale up across the digital ecosystem effortlessly. However, for those lagging organizations, the ecosystems have evolved without much attention or planning.
Emerging technology tools and abundant information allow a company to speed up and move into a more advanced stage of digital exploration. They help to set trends and models that work best to meet the business goals which are needed before new schemes and designs are created and agreed upon across the business. Within system engineering, self-adaptive concepts are applied in order to control system risks that evolve due to dynamics and variation. The purpose of self-assessment, self-adaptation, self-organizing and self-improvement performance cycle is about inspiring change, nurturing growth mindset, building trust, and encouraging creativity for unlocking the superconscious state of the digital organization.
Digital means increasing the pace of change and continuous digital disruptions. The digital transformation is likely to follow non-linear patterns, with high intensity and hyper diversity. Business leaders should look forward and actively position their business in the right place to take full advantage of opportunities and risks. At the high maturity level, organizations have to stretch out in every business dimension for driving the full-fledged digital transformation. It is an overarching approach that has to dig underneath the surface of businesses and take a structural way to integrate both hard and soft business elements to build the long-term organizational competency.
The pace of digital paradigm shifts is quickening: Change has many causes, there are different types of changes: incremental changes and radical change, people change, process change, or technology change, etc. Fundamentally, there are two reasons to pursue change: Become better at what you do, or become able to do something differently. Any change that doesn't reduce the friction people experience in doing their jobs will be perceived as misdirected. Becoming better means removing obstacles or overcoming barriers, getting the “better version” of self or getting things done smoothly. Doing something differently means fundamental reinventing business model or retooling that may call for different people as well as different processes.
The pace of digital paradigm shifts is quickening. Change starts with a "sense of urgency" which can only come from top management who can capture the signal for changes now, reboot mindsets, leverage tailored management approaches to fit specific circumstances. You cannot deliver value without "de-complexitizing" and making transparent on what is being delivered and how or what is being delivered. It’s important to retool processes, train staff with digital fluency to solve critical business problems, proactively anticipate business value delivery with accelerated speed.
The pace of small adaptations is quickening aggregating to bigger shifts in scales quicker than previously: Change is inevitable, adaptation is faster if made with the full involvement of people in organizational change. Up to the next level of digital transformation, businesses need to aggregate their efforts, scale up their best and next practices, adapt faster to grasp organizational opportunities for marketing expansion, shaping unique business competency, building up a transformative change momentum. Methodologically, implementing a large scale change requires a buy-in and push from upper management. Once there is support from them, then it becomes easy to get that change implemented and scale up seamlessly.
In practice, to scale up, making a paradigm shift does not always mean to make "big plans" or "blueprint,” but starting from cross boundary communication and collaboration. Organizations approach the flow zone when the positions in its hierarchy have clear and accountable tasks, ideas are shared and managed effectively. Create liaison and business partnership, figure out what the business needs, share unique business insight as to what capacity can provide, retool management processes to model powerful collaboration, and ensure that the business capacity plans are in line with the corporate direction to achieve the well-defined business goals.
The pace of exploration is quickening renewing in a multidimensional manner: Digital organizations are the dynamic systems that are able to re-configure their own structure and change their own behavior during the execution of its adaptation to environmental changes. The key factor to the digital paradigm shift has been the endless self-exploration and self-renewal in intellectual, emotional, material, or spiritual dimensions that need to co-evolve together. Forethoughtful digital leaders understand where and how you can and should improve to get the biggest effect and scale up across the digital ecosystem effortlessly. However, for those lagging organizations, the ecosystems have evolved without much attention or planning.
Emerging technology tools and abundant information allow a company to speed up and move into a more advanced stage of digital exploration. They help to set trends and models that work best to meet the business goals which are needed before new schemes and designs are created and agreed upon across the business. Within system engineering, self-adaptive concepts are applied in order to control system risks that evolve due to dynamics and variation. The purpose of self-assessment, self-adaptation, self-organizing and self-improvement performance cycle is about inspiring change, nurturing growth mindset, building trust, and encouraging creativity for unlocking the superconscious state of the digital organization.
Digital means increasing the pace of change and continuous digital disruptions. The digital transformation is likely to follow non-linear patterns, with high intensity and hyper diversity. Business leaders should look forward and actively position their business in the right place to take full advantage of opportunities and risks. At the high maturity level, organizations have to stretch out in every business dimension for driving the full-fledged digital transformation. It is an overarching approach that has to dig underneath the surface of businesses and take a structural way to integrate both hard and soft business elements to build the long-term organizational competency.
1 comments:
Nice Post! If you more about global business transformation solutions so let's visit here.
Post a Comment