Information gray is what leads to a decrease in imagination, miscommunication, ineffective problem-solving.
Organizations and their people must learn through their interactions with the business environment, break down outdated concepts or rules and set up fitting principles and processes, strike the right balance of “old experience” and “new ways to do things”; to accelerate business performance and improve agility.
Information is overwhelming, the business 'greyscale' area is often murky, and it can be frightening: "Unknown” is inherent in today’s business dynamic and it is often caused by the nature of randomness or chaos. It’s unpredictable and lacks a stable pattern or order. Although business leaders today can’t predict every turn or curve on the business transformation journey, quality information and fresh insight allow them to envision emerging opportunities and predict risks timely. It takes vision, updated knowledge, and courage for making a smooth change and the large scale business transformation.
Business transformation can't happen unless and until the critical mass of knowledge professionals are prepared to work in 'greyscale' and accept a large degree of unknowns. Therefore, it’s important to build high-performance teams with the heterogeneous group setting, complementary skills, and distinctive capabilities. Although each individual has limitations, collective insight from an inclusive and competitive team with cognitive differences and a variety of expertise helps to deal with the inevitable unknown, and overcome insurmountable toughness facing organizations.
In some businesses, misunderstanding is prevailing and leads to conflicts, blind spots, bottle necks, gray areas in a variety of management, causing business malfunctioning: Business dynamic creates many blind spots and generates quite a few gaps because of its “VUCA” characteristics. With the increasing speed of changes and constant disruptions, many organizations are inundated with information, tactical tasks and daily operational duties. It is important for creating both internal and external beliefs around how business management is a movement for enablement and improvement. Silo mentalities will create numerous blind spots in talent, resources, process, capacity, and capability. It is important to identify the choke points of the business management -when the responsibilities are being created and how to improve business effectiveness by understanding the interrelationship of timing, group, and business practices, enhance accountability.
In order to identify decision blind spots, business performance bottlenecks, management gray areas, people can make further inquiries by diagnosing the root causes of problems and spend enough time on scrutinizing the long term strategy by questioning: Can you provide logical reasoning to help find out what is really happening? Can you see the bigger picture and not live on day-to-day busyness only? Can you capture the contextual insight beneath the surface? Are you skeptical of common belief or common sense in your group which perhaps does not fit the new circumstances anymore? The business needs to define strategy, profitability, and relevance at any given time to break through bottlenecks, handle gray areas, and avoid pitfalls on the path to strategy management.
In terms of risk avoidance and the risk-tolerance, there is a gray area in between, the key is balance: Business opportunities and risks are co-existing in the organizations nowadays. Every opportunity has risks embedded in it; and every risk might bring opportunities. To survive and thrive amid constant changes, companies must learn how to manage the “shade of gray” due to blurred territories and ambiguous conditions. It is crucial to refine fresh insight enabling business leaders or professionals to make better decisions on taking or avoiding risks accordingly.
The emergence of potential opportunities for exploring business transformation is likely to follow nonlinear patterns with exponential speed. Philosophically, there isn't always a right or wrong choice in any situation and there are a lot of grays between risk avoidance and risk-tolerance. To improve organizational resilience, organizations should investigate hidden risks or uncover gray areas, and manage them effectively. The key is balance, give enough autonomy to the business management for taking or avoiding risks, and put in place a mandated risk tolerance structure via escalation requirements based on current risk ratings.
Information gray is what leads to a decrease in imagination, miscommunication, ineffective problem-solving. Organizational leaders and professionals should take multidimensional lenses to perceive the multi-facet world, leverage interdisciplinary expertise to understand complex problems, develop a shared view that promotes a deeper understanding of core processes, structures and differentiated competency, adjust business attitude, investigate "hidden risks'' or uncover gray areas, to improve business quality, agility, and resilience.
Information is overwhelming, the business 'greyscale' area is often murky, and it can be frightening: "Unknown” is inherent in today’s business dynamic and it is often caused by the nature of randomness or chaos. It’s unpredictable and lacks a stable pattern or order. Although business leaders today can’t predict every turn or curve on the business transformation journey, quality information and fresh insight allow them to envision emerging opportunities and predict risks timely. It takes vision, updated knowledge, and courage for making a smooth change and the large scale business transformation.
Business transformation can't happen unless and until the critical mass of knowledge professionals are prepared to work in 'greyscale' and accept a large degree of unknowns. Therefore, it’s important to build high-performance teams with the heterogeneous group setting, complementary skills, and distinctive capabilities. Although each individual has limitations, collective insight from an inclusive and competitive team with cognitive differences and a variety of expertise helps to deal with the inevitable unknown, and overcome insurmountable toughness facing organizations.
In some businesses, misunderstanding is prevailing and leads to conflicts, blind spots, bottle necks, gray areas in a variety of management, causing business malfunctioning: Business dynamic creates many blind spots and generates quite a few gaps because of its “VUCA” characteristics. With the increasing speed of changes and constant disruptions, many organizations are inundated with information, tactical tasks and daily operational duties. It is important for creating both internal and external beliefs around how business management is a movement for enablement and improvement. Silo mentalities will create numerous blind spots in talent, resources, process, capacity, and capability. It is important to identify the choke points of the business management -when the responsibilities are being created and how to improve business effectiveness by understanding the interrelationship of timing, group, and business practices, enhance accountability.
In order to identify decision blind spots, business performance bottlenecks, management gray areas, people can make further inquiries by diagnosing the root causes of problems and spend enough time on scrutinizing the long term strategy by questioning: Can you provide logical reasoning to help find out what is really happening? Can you see the bigger picture and not live on day-to-day busyness only? Can you capture the contextual insight beneath the surface? Are you skeptical of common belief or common sense in your group which perhaps does not fit the new circumstances anymore? The business needs to define strategy, profitability, and relevance at any given time to break through bottlenecks, handle gray areas, and avoid pitfalls on the path to strategy management.
The emergence of potential opportunities for exploring business transformation is likely to follow nonlinear patterns with exponential speed. Philosophically, there isn't always a right or wrong choice in any situation and there are a lot of grays between risk avoidance and risk-tolerance. To improve organizational resilience, organizations should investigate hidden risks or uncover gray areas, and manage them effectively. The key is balance, give enough autonomy to the business management for taking or avoiding risks, and put in place a mandated risk tolerance structure via escalation requirements based on current risk ratings.
Information gray is what leads to a decrease in imagination, miscommunication, ineffective problem-solving. Organizational leaders and professionals should take multidimensional lenses to perceive the multi-facet world, leverage interdisciplinary expertise to understand complex problems, develop a shared view that promotes a deeper understanding of core processes, structures and differentiated competency, adjust business attitude, investigate "hidden risks'' or uncover gray areas, to improve business quality, agility, and resilience.
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