Saturday, September 24, 2016

The Monthly Insight: Change Management to Catalyze Strategy Execution Sep. 2016

A digital transformation is achieved via dynamic Strategy-Execution-Change life cycle management.

Change is inevitable, organizational change has become a common practice within an organization, but too often changes are made as a reaction to outer impulses, crisis, and demands. This is the bureaucracy’s way of meeting the challenges. A digital transformation is achieved via dynamic Strategy-Execution-Change life cycle management. Although Change Management is not all linear steps, but an iterative, ongoing and upgoing change continuum.

  Change Management to Catalyze Strategy Execution     

  • Three Change Practices to Overcome Corporate Silo Mentality which stifles strategy execution. We have transitioned from an industrial to knowledge, innovation, and hyperconnectivity economy - with this shift has come to a change in organizational forms away from the traditional rigid hierarchies managed through command and control to more fluid and responsive network forms. Yet many business managers still apply old silo management mindsets to new ways of organizing and this legacy of the old economy limits many 'networked' organizations. Are silos a mere product of organizational design? Or is their nature tied to a deeper level: the humankind's nature? Despite the mountain of evidence pointing the detrimental effects of these silos, they still seem to be quite common in organizations.

  • How to leverage Change Management to fill Gaps between Strategy & Execution? Many companies spend a significant portion of time for formulating rock solid strategies, focuses on business strategy development and puts a lot of efforts to develop a great strategy with strategic initiatives. On the other hand, strategy execution does not get the same attention which leads to misalignment with business objectives and not achieving the expected results. But more specifically, what are the business strategy execution challenges?

  • Is Managing Complexity First Priority the Business Management Agenda? Complexity is the key characteristic of the digital age. Complex systems are, as their name implies "complex"-with a nonlinear pattern or emergent behavior, unknown unknown; it is caused by the nature of randomness or even chaos. With accelerating speed of changes, the business, and its ecosystem becomes more complex than ever, complexity management is now a significant part of change management, and managing complexity even becomes the first priority in the management agenda for many traditional legacy organizations?

  • Why Strategy Execution Unravels : Strategy execution is difficult. A recent executive survey indicated that execution excellence was the number one challenge facing corporate leaders globally, heading a list of business issues, including innovation, geopolitical instability, and top-line growth. The studies have found that two-thirds to three-quarters of large organizations struggle to implement their strategies. Why does strategy execution unravel and how to improve strategy execution success rate?.

  • Running business at Strategic Way? Most of the organizations get stuck at low to mid level of maturity today, they are running in silos and not agile to adapt to the changes; at functional level, business managers work at operational mode, rather than strategic way, it may cause short-sighted vision or stifle innovation, so what’s your organization’s 'personality', and what’re the better way to run today’s digital business?

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