Monday, September 4, 2017

Three Aspects to Run a People-Centric Digital Organization

Digital organizations are all about information savvy, adaptation, people-centricity, high-performance, and speed.

Digital becomes the very fabric of high-performing businesses, being outside-in and customer-centric is the new mantra for forward-looking and high-mature digital organizations today. One of the key determinants of whether an organization can move to the digital new normal is the digital maturity of its people. People have to be ready for moving to a fluid structure, hyper-connected & dynamic state and get used to the complex digital ecosystem. Here are three aspects to run a people-centric digital organization.

People-centric Change Management: Digital is all about change with increasing speed. Change Management is about mentoring the human side of the business through profound, unsettling change. At the organizational level, people-centric change capability is different from the mere sum of individual abilities and skills of its members. Because organizational structure, processes or technologies they level all have the impact on the changeability of the organization. Building people-centric changeability is a prerequisite for dynamic digital strategy execution. The change capability of the business is built via alignment of people, process, and technology. People-centric change management capability is built via the top executive generous sponsorship, the middle-management dedicated execution, and the bottom line workers' fully supports. Many people across the organization are either directly involved in contributing to the change effort, or they have the opportunity to participate and choose to hold back but know they had the chance to contribute. If top management truly believes that their personnel is the true measure of their company’s worth, then they’ll hopefully do their utmost to make sure that personnel is educated, accepting and eventually invested in that change themselves.  Develop change capability in those who'll help drive and deliver the change, consider also the capability or ability of those impacted by the change to handle its impacts; their resilience will be massively increased if they are involved, included and educated as to what they should expect. At the high mature digital organizations, change management goes hand in hand with strategy management. And digital transformation is the leapfrogging scenario with accumulated steps of changes.

People-centric innovation: Digital is the era of innovation, innovation is change, but change is not always innovation. Innovation happens at the intersection of people and technology. From the business innovation perspective, innovation is about how to transform novel ideas and achieve its commercial values. Customers should be the center of innovation management and they are the major focus for innovation process and accomplishment. Customers should always be involved, it is not a question of whether the customer is right or not, it is more of whether you are truly and proactively listening to their needs and gaining a deep understanding of the motivational construct of the customer through empathy, and figure out what they will likely want next. People-centric innovation means that you have to involve customers and different stakeholders, listen to their feedback, involve them in both idea generation and process implementation, to gain insight and empathy, to take different propositions and approaches to a problem or a new interpretation, to ultimately solve the innovation puzzles by differences between what is verbalized, what is prioritized and acted out and what is technically feasible.

People-centric information management: Digital means exponential growth of information and the abundance of knowledge. Still, either information or knowledge is the means to achieve business value, not the end itself. To improve its effectiveness and maturity, IT needs to be run as a people-centric organization to enchant customers, empower employees, evolve business partners, invite all sorts of business partners for feedback, and ensure the right people getting the right information at the right time to make the right decisions. The disruption of IT will continue, and IT skill gap is the reality. IT talent needs to have both technical and business skills, it should take a preponderant importance in the coming years to make sustainable IT- business relationship and build a people-centric organization. Digital IT organization has to go a step further from IT-business alignment to IT-business integration and IT-customer alignment.  Digital is the age of people and options, it provides the opportunity to think the new way to do things, run in a very entrepreneur fashion to solve business problems effectively, build the trust relationship between IT and business, so it forces IT leaders to get really creative in running a people-centric IT organization.

Digital organizations are all about information savvy, adaptation, people-centricity, high-performance, and speed. It provides a more intensive and effective working environment enabling the organization to get all the right people with the right capability in the right position to solve the right problems from right angles all at once, and ultimately achieve high-performance business results and maximize the full digital potential of the business.


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