Monday, March 20, 2017

Five Themes in Amplifying Collective Human Capability

Though there are both hard and soft business elements in building organizational capabilities. Still, people are the capability masters

Digital is the age of people, building a people-centric organization is the strategic imperative for any forward-thinking business today. These talent-magnet organizations are good at building the culture of authenticity, inspiring autonomy, and putting the right people with the right capability in the right position to solve the right problems. To unleash the full digital potential of the organization, do not just think people as cost or resource only, but as assets and capital to invest in to build the collective digital capability. Digital workforce planning and management have to become more analytic and systematic, strategic and innovative. Here are five business management themes in amplifying the collective human capabilities.
Communication: Either as the digital leader or professional today, we can achieve effective communication when we make sure our desired thought is interpreted between multiple entities and acted on in the desired way. Effective communication is so important, since different perspectives, and talent, lead to well-rounded ideas and solutions. It is more a thing of personality match and expertise in the goal of the company. It is about the skill and ability to work together and amplify the collective capability for problem-solving. Try horizontal and vertical open communication to reach out to your audience. As a leader, you must follow-up to get feedback which can also be a way to confirm your team's understanding of your communication and to catch errors and correct them on time, with the goal to create a high-effective, high-capable, and high-performance team.
Innovation: Innovation is always the tough journey, not a flat road. Due to the complexity of modern businesses, innovation nowadays is often the teamwork, the collective innovation capability can only be crafted in the working environment with open and risk-tolerance culture. Failure is part of innovation; it is very much an intrinsic part of innovating, but fail forward and learn some lessons from it. Innovation is the teamwork, and Innovation Management System includes policies, structure, and program that innovation managers can use to drive innovation. Remove any of the three, you're liable to fail.  Like many other things in businesses, innovation management takes a balancing act to have enough failure and an environment that encourages learning from failure quickly and cheaply, without having failures that are too frequent or too expensive. So, the differentiation between a good innovation and bad innovation is the innovation leaders’ attitude toward risks. The positive attitude to be cautiously optimistic, take calculated risks and be alert about obstacles or pitfalls, can inspire a good innovation initiative, and manage innovation as the differentiated business capability.
Motivation: Motivation is all about to cultivate the culture of learning with the growth mindset. Self-motivation is to get yourself doing things with discipline, practice and achieve the ultimate goals. A self-motivated person is more driven and adapts to changes, a motivated leader with the right approach can drive the team to become self-disciplined and achieve better business results via the collective human capability. A successful high-performance team is good for the business and an important factor in employee retention as well. And motivational leaders are both self-motivated and can motivate people moving more into the area of coaching or mentoring because you are motivating people by allowing them to learn and by giving them the time and the confidence to work out for themselves what needs to be done in certain situations.

Empowerment: Overall speaking, the employee satisfaction is still low in the majority of organizations today. To achieve high performance and unleash talent potential, it is critical to empowering talented employees to learn, grow, discover “who they are,” and become “who they want to be.”  The latest enterprise social platforms and collaboration tools make it practical to break down functional silos and improve cross-functional communication and collaboration. From an organizational structure perspective, delayering becomes a lens through which it is possible to examine and then fix many other issues for optimizing business processes which underpin business capabilities. In other words, an organization can approach the flow zone when the positions in its hierarchy have clear, accountable tasks. The empowered digital workforce today is hyper-connected and divergent in many ways, share a natural affinity for new perspectives, innovations, and collective capability.
Collaboration: Nowadays, digital hyper-connectivity blurs functional, business and industrial territories, cross-silo or cross-divisional collaborations are crucial to building dynamic digital capabilities. It is imperative that we are willing to seek out help, break down silos, and harness cross-functional collaboration as we work to generate new ideas or co-solve problems, and amplify collective capabilities. Digital leaders and professionals today need to master both asking insightful questions and facilitate answers via multiple perspectives and figure out the alternative ways to do things because digital is the age of choices. Being inquisitive is not the sign of a weakness, but rather an open door to illustrate the value of developing the answer with a colleague or sharing the power of diverse perspectives to shape a new idea or solution. That is the art of digital collaboration, the science of digital business discipline, and the beauty of digital convenience. Being high-collaborative and connecting-wise means to discern the trend from fads, seek business values before taking business initiatives, and to build a high-innovative digital powerhouse.
Though there are both hard and soft business elements in building organizational capabilities. Still, people are the capability masters. Digital businesses today must inspire and empower their people. Highly mature digital organizations have the high-level digital capability not only to build a digital business with people-centricity, but also to catalyzing enterprise-wide transformation via self-aware leadership, self-adaptive systems, and self-disciplined and self-motivated people. They have to stretch out in every business dimension for amplifying collective human capabilities and driving the full-fledged digital transformation.


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