It’s from within the massive gray area or cross blurred territories, business management needs to push the right button to switch from traditional linear management style to nonlinear, dynamic management for improving business confluency and resilience.
Gathering the relevant, consistent and actionable information lies in business management disciplines: Information is a key enabler to achieve strategic business objectives; knowledge is the power for generating business value. Information assets are a blend of resources, not a single asset, and its integrity, availability, reliability, and confidentiality can be crucial to develop competitive advantage and fit the business strategy the best. Information systems incorporate both ends and means to make better, more accurate and timely decisions, exploring the logic of modern complexities.
Information savvy organizations gather, refine and reconstruct a mass of information to improve analysis skills, fill out blind spots, and improve problem-solving effectiveness. Information technologies and methodologies are multiple and they all seem to work, but it's more of an understanding of your business, your industry, your objectives, your strategic plan, and then do the best to get the high performance results.
No question processes are at the core of business and the competitive advantage: In order to keep improving business agility and maturity, process thinking is more fundamentally an architecture thinking, and in a balancing way. Therefore, selecting a process to improve should be based on the business goal and priority. Though there's no such thing as "perfect" process, the characteristics of a good process include agility, efficiency, resilience, elasticity, etc. There are many reasons to make a process unpopular, but only one reason to make it popular: people-centric, for clarifying business logic, delighting customers or improving employee satisfaction.
While it is not worthwhile to "perfect" a process, it often makes sense to improve one. You may as well take advantage of the tools that help you do so. Business processes need to be defined, standardized, matured, integrated and governed from business architecture or GRC perspectives. It’s important to break down the silo, create a digital savvy environment. Good business process management supporting technology should continue improving process maturity and make a difference by leveraging the emergent digital trends and exploring the new way to do things, besides exploitation of the existing methods and technologies.
Orchestrate a broader ecosystem beyond functional or business borders, and demonstrate the benefits to the ecosystem in which people across the boundaries are able to share knowledge, co-generate ideas and co-solving common problems. Timing is everything, The changing market conditions drive the need to shorten the development cycle of integrating modular capabilities into dynamic competencies, ensure that corporate strategic initiatives are aligned and realigned with operational tasks to produce expected results consistently.
Organizations large or small are on the journey of digital transformation; the circumstances, which are complicated, and inherently uncertain all at the same time, are in the present moment. It’s from within the massive gray area or cross blurred territories, business management needs to push the right button to switch from traditional linear management style to nonlinear, dynamic management for improving business confluency and resilience.
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