Digital transformation is more like a journey than a destination.
Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. Digital becomes the very fabric of high performing business, being outside-in and customer-centric is the new mantra for forward-looking and high mature digital organizations today.
From Taking Linear Steps to Managing Iterative Digital Continuum
CIOs as Digital Leaders: How to Manage a Seamless Digital Continuum? Digital is about the rapid change and continuous business flow, IT becomes a changing organization to driving business transformation. CIOs as digital leaders are expected to constantly propose new ideas and drive the digital paradigm shift in strategic-making, role, responsibility, and attitude. Digital transformation is more like a journey than a destination. Digital transformation efforts need to be undertaken as the means of getting to a designated different capability to accomplish a defined goal and manage a seamless digital continuum.Digital Master Tuning #128: Three Aspects of Managing Digital Business Continuum: The effects of an increasingly digitalized world are now reaching into every corner of businesses and every aspect of organizations. Business agility is imperative to meet the demands of rapidly evolving digital consumer behaviors and dynamic business ecosystem. Therefore, digital leaders need to more proactively rethink the art and science of business management, from learning to doing, from design to delivery, from talent management to customer satisfaction; here are three aspects of managing such a digital continuum.
Manage Change as Continuum, not Conundrum? Digital disruptions are inevitable, and digital transformation is unstoppable. Nowadays, change happens nonlinearly with increasing pace. Organizations shouldn’t just respond to them in a reactive way or perceive change as a conundrum. The successful businesses are the ones that can manage change fluently in a structural way, they have learned WHY to change, WHEN change is called for, decide WHAT to change, WHO are change agents, WHEN to change, and HOW to change effectively, manage change not just as linear steps, but an iterative continuum and build change as the differentiated business capability. ?
Strategy-Execution as an Iterative Continuum Making a good strategy is difficult, Executing a strategy is, even more, challenge. There is still a very large disconnect between having an idea, creating a solid strategy, and implementation of strategy at many organizations. All are vastly different things. Although someone may have great ideas, there isn't a strategy behind it; or although strategy looks “beautiful,” there’s no solid action to achieve it. With the changing nature of digital dynamic, strategy and execution are no longer linear steps, but an iterative continuum.
IT is the lubricant to the fine-tuned digital continuum? Organizations rely more and more on technologies; the IT department has more and more to overcome in streamlining information flow and running at digital speed. People tend to have high expectation of digital flow, very little patience with technology issues. IT has to continue improving its own business and services, as well as keep optimizing the company’s processes and competency. In digital organizations, IT is the lubricant to a fine-tuned digital continuum.
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