Monday, June 12, 2017

Three Digital Traits of Digital Masters

The high mature digital masters are highly conscious about what’s happening in their environment, with the ability to adapt to change, grasp opportunities, and prevent risks effectively.

Digital Master refers to those high-performing, high-innovative and high-mature (less than 15%) digital organizations that have both clear digital vision and well-crafted digital strategy, and they are courageous to be in the vanguard of digital transformation with a quantum lead. But they also proactively develop more advanced and unique digital capabilities step-by-step and build a digital premium into their very foundation of business. Here are three digital traits of the digital master.

To "be opportunistic”: The disruptive technologies and fast growth of information bring both unprecedented opportunities and risks, therefore, organizations today must adapt to changes and stay curious. Learn to stay alerted and to observe with subtlety and respond fast. Be opportunistic about emerging events in order to recognize the emergence of a completely new phenomenon. Admit those disruptive events may occur, sometimes there will be several short-term changes in direction that could slow the long-term direction but does not cause a 180-degree turn. A digital reality is uncertain and unpredictable, thus, It is more crucial to set directions, principles, and digital strategy is no longer the static plan put on the shelf, but a dynamic strategy execution continuum. It is not about the plan; rather, it is about the planning process that you will go through continuously as you implement the strategy. Making a strategy in times of uncertainty and unpredictability is an interesting way of putting things right, "plan, but be able to adapt quickly to current realities.” The digital masters have both strategic agility and structural flexibility to adapt one’s plan to fit the emerging environment while staying the overall course. It means that you need to stay within what you will do in the strategic frame, but change some priorities or weight of effort in the short term, and you will reach your goal for the long run.

To keep digital fit: Either at the individual or organizational level, digital fit starts at mind fit. Digital mindset means learning agility, innovativeness, and changeability.  Organizational fit, manifested in accepted and expected behavior, has a way of neutralizing differences. “Fit or Misfit" is also contextual. Organizational fit from conventional lenses makes relationships easy and perpetuates the status quo, so if companies are satisfied with where they are and going then they should pay attention to fit. Organizations need to be thoughtful about whether you are hiring people who are an obvious "fit," and passing on people who are less so (at least on the surface). If things need to change then they need to quit hiring clones, and embrace diversity. The ‘group think’ is one of the most devastating to team performance and certainly to a team’s ability to innovate. Business executives and talent managers should continue asking themselves: Are you planning to build a homogeneous or heterogeneous team; a complimentary team or a competitive team?  At today’s digital new normal, the digital fit means organizations need to proactively seek different ideas and engage in healthy debates and critical thinking with diverse points of view, and keep figuring out the better way to solve old and emergent problems.

To be adaptive: Digital organizations are like the living systems that keep growing, adaptive, and renewing. The self-adaptive system is a system able to re-configure its own structure and change its own behavior during the execution of its adaptation to environmental changes. It is possible to see what enables a self-adaptive organism is an information-driven process feeding and sustaining it. Self-adaptation is faster if made with the full involvement of people in organizational transformation and embed change as the mechanism into the key business processes. Understanding the people and the organization through a common lens then makes it possible to turn organizational “theories” into tangible management disciplines and differentiated business competencies.

The high mature digital masters are highly conscious about what’s happening in their environment, with the ability to adapt to change, grasp opportunities, and prevent risks effectively. Constantly improving the business and seeing change as an opportunity while keeping a holistic overview of the business are the core messages of the text. A good transformation initiative will well orchestrate all important business elements to the differentiated business capabilities and build high mature digital masters.


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