There is more than one road to lead the digital way, and there are many best practices to fine-tune the organizational design and structure for enforcing digital fluidity.
The very characteristics of the emerging digital era are velocity, uncertainty, complexity, and ambiguity, with the faster pace of changes and exponential growth of information. The digital companies are hyperconnected and interdependent. They have amazing digital traits such as adaptability, differentiated competency, innovation, customer-centricity, empathy, and participation. The organization of the future is designed openly for anyone with ideas on how human organizations ought to be contrived in the face of “VUCA” digital new normal and explore the digital minefield innovatively.
Cross-examining the better way to do things: The crucial digital shift is to build a hyper-connected, widely-collaborative and highly innovative organization. The operation-centrism is shifted to people centricity; the linear business system perception is replaced by the adaptive digital system perspective, and technical behavior is replaced by socio-technical behavior. Thus, digital leaders and managers, today should have a contextual understanding of both visible and invisible business success business factors underlying the surface, cross-examine the better way to do things or run the business; reenforce inter-organizational linkages for solving problems holistically. The digital workforce is the hybridity of multi-generations, multi-culture, and multi-devicing; the digital workplace is shaped by changes that take place in the way people relate to themselves and to their experience of the environment and others around them. Digital management needs to apply multidisciplinary practices and take the integrated approach for dynamic business planning and actions, which are always based on rough estimations of what the future conditions of business execution would be. The goal is to improve the strategic responsiveness of the business and make sure the work environment encourages creativity and inspires positive changes, especially makes continuous improvement. Employees at all levels within an organization, from top leaders to front-line employees are motivated to develop their creative capacity to solve problems and explore growth opportunities relentlessly.
Cross-pollinating to generate fresh ideas: Creativity is about connecting the dots. Highly innovative organizations naturally have closer connectivity between functions, all functions, and organizational hierarchical layers are more intimately involved with the market and each other on a regular basis, to enforce cross-functional fertilization and pollination of ideas. Silo stifles innovation and slows down digital flow. Thus, it is so important to develop a flexible, inclusive, and innovative working environment to tap diverse resources and recognize merit and ideas. In practice, the major challenge facing organizations when attempting to innovate is a consistent process through which they can develop ideas, and implement them accordingly. The digital organization builds many innovation clusters which are cross-functional communities help to brainstorm fresh ideas or exchange knowledge. That also requires repeatable business processes to evaluate, test, and deliver those ideas. Adaptive innovation processes provide such creative communities self-organizing platforms, tools or methods to deliver creative ideas or alternative solutions to either existing or emerging business problems. To continuously innovate within organizations, individuals and groups need to connect and communicate more openly, easily and effectively. Cross-pollination is great, but also make the team accountable, give people ownership and responsibility in what they do, with the ultimate goal of implementing the best ideas to deliver business value. They need to be able to handle all the value-adding steps in the whole flow of work, start-to-finish, idea-to-cash.
Cross-disciplinary interacting to gain end-to-end-perspective: The highly innovative workplace is where collaboration and sharing are the norms. The least effective culture at fostering a digital workplace is the traditional command and control environment with overly rigid organizational hierarchy. Silo builds the wall and creates barriers to communication and collaboration. Without a cross-functional, end-to-end perspective across the entire enterprise, business managers and teams operate with an incomplete and relatively small view of the business ecosystem. The ideal digital management system is to tap into people’s talent and skills, without the typical impediments to cooperation, and motivate people to learn, explore, and discover and foster the working environment to innovate. To expand the business horizon and explore the digital minefield innovatively, it is strategically imperative that people are willing to seek out help, new knowledge, break down boundaries, and harness cross-disciplinary interactions and cross-functional communication. Instead of trying to agree or arguing the toss, people begin to work collaboratively, clarifying, building on each other's ideas, Because running a high-performance digital business relies upon cross-functional strategy, processes, and practices to achieve the common goals and ensure that the company as a whole is superior to the sum of pieces.
There is more than one road to lead the digital way, and there are many best practices to fine-tune the organizational design and structure for enforcing digital fluidity. But importantly, organizations should tailor their own circumstances and fit their own need to explore the digital minefield innovatively and run a digital ready, high-performance business effortlessly.
Cross-pollinating to generate fresh ideas: Creativity is about connecting the dots. Highly innovative organizations naturally have closer connectivity between functions, all functions, and organizational hierarchical layers are more intimately involved with the market and each other on a regular basis, to enforce cross-functional fertilization and pollination of ideas. Silo stifles innovation and slows down digital flow. Thus, it is so important to develop a flexible, inclusive, and innovative working environment to tap diverse resources and recognize merit and ideas. In practice, the major challenge facing organizations when attempting to innovate is a consistent process through which they can develop ideas, and implement them accordingly. The digital organization builds many innovation clusters which are cross-functional communities help to brainstorm fresh ideas or exchange knowledge. That also requires repeatable business processes to evaluate, test, and deliver those ideas. Adaptive innovation processes provide such creative communities self-organizing platforms, tools or methods to deliver creative ideas or alternative solutions to either existing or emerging business problems. To continuously innovate within organizations, individuals and groups need to connect and communicate more openly, easily and effectively. Cross-pollination is great, but also make the team accountable, give people ownership and responsibility in what they do, with the ultimate goal of implementing the best ideas to deliver business value. They need to be able to handle all the value-adding steps in the whole flow of work, start-to-finish, idea-to-cash.
There is more than one road to lead the digital way, and there are many best practices to fine-tune the organizational design and structure for enforcing digital fluidity. But importantly, organizations should tailor their own circumstances and fit their own need to explore the digital minefield innovatively and run a digital ready, high-performance business effortlessly.
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