Monday, November 26, 2018

Set a Viable Path to Shape the Impulse of the Digital Organization

With "VUCA" digital new normal, organizations have no choice but setting a viable path by making dynamic planning, taking calculated risks, and adapting to emerging changes with speed.

The digital transformation is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves. The emergence of potential opportunities for exploring digitization is likely to follow a nonlinear pattern with exponential speed. Going digital means that you have to strike the right balance between chaos and order, stability and changes, and set a viable path to shape the impulse of a digital organization.

Touch on the notion of change in simple terms to start with, from different perspectives: Change is supposed to happen, with high frequency and broader scope. If the organization understands itself in relation to its context, it should be able to determine whether it requires changing something to become viable. The perspective of change unfolds into a wider multi-dimensionally systemic business continuum, which would perhaps invoke further reflections of the focal scope and purpose of changes, as well as the generic perspective of running a business. From Change Management perspective, there are psychological, structural, and behavioral perspectives of change. There are both hard processes and soft emotions impacting change management effectiveness. The chain of change needs to starts at the mindset level. In practice though, Change Management intends to change employees’ behavior. Behaviors are driven by attitude. Attitude results from thoughts, assumptions, and preferences. Thus, from a psychological perspective, it means that the management needs to challenge convention and break down people’s natural resistance to change or new ideas and reinforce digital thinking and the culture of innovation. From an organizational structural perspective, the overly rigid organizational hierarchy will stifle change and decelerate business flow. It's worthwhile to actually consider changing the structure model to meet what the future may be bringing, explore the new organizational structure and be congruent with the words "change management." When the management is able to see through changes from different perspectives; when people are comfortable with the changes with a set of digital minds; when change processes are robust, change can happen smoothly, and the organization is able to set the viable path to make a leap of digitalization.

Design the future of organizations to maintain viability and deliver tactical actions for strategic effect: With the exponential growth of information and continuous disruptions, the highly complex and dynamic organizational system needs to be elaborated in a well-organized effort enables emergent business changes in its own behavior, function, and structure. The digital transformation efforts need to be undertaken as the means of getting to develop the differentiated business competency to accomplish defined change management goals. The digital convergence of devices and services are creating new business models and revenue source as most companies across industries are being forced to become information & technology business. For either individuals or businesses today, you need to be versatile for adapting to changes, be informative to decide, be nimble to adjust and be able to set the viable path to go digital and thrive in today’s digital dynamic. High mature digital organizations build the digital premium into the very foundation of their companies such as digital thinking, culture, structure, processes, etc. They can develop a creative workforce to maintain viability and deliver high-quality business results for strategic effect and reach the digital zenith as the business world continues to expand and diversify. 

Drive the systemic digital transformation through steering, influencing, and orchestrating: The digital organization today is hyper-connected and interdependent, as the switch in its digital ecosystem, keep connecting with its environment. Digitalization implies the full-scale changes in the way business is conducted so that simply adopting a new digital technology is insufficient. The radical digitalization brings organizations dynamically into the full-spectrum of transforming an organizational mixture of systemic-intensity-related capabilities, business maturity challenges, strategic paradoxes, organizational structure pathologies across individuals, teams, looser groups, organizations, network-enterprises, and holistic digital ecosystems. Therefore, to effectively respond to the new dynamics, companies must begin thinking about ways to broaden their ecosystems and revenue streams while becoming more responsive and innovative. Digital leaders with system wisdom understand that the purpose of their business is to serve the purpose of its containing system. They look at their business as being part of a larger system, the socio-economic system; which is part of a larger system - the natural ecosystem. Thus, they can leverage strategic planning and structural methodology to steer and influence changes, as well as they can orchestrate the digital transformation by setting digital principles and taking continuous digital practices.

In the world where change is significantly speeding up, that business leaders couldn’t predict the future with a certain degree of accuracy. Organizations have no choice but setting a viable path by making dynamic planning, taking calculated risks, and adapting to emerging changes with speed.


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