Saturday, January 12, 2019

The Monthly “100 Digital Pitfalls” Book Tuning: Symptom vs. Root Cause Jan, 2019

Defining problems by digging into the root cause, not just symptom, is a significant step in problem-solving. 

Digital makes a significant impact on how we think, live, and work. There is a mix of old and new, physical and virtual, order and chaos. We are in a time of tremendous change, the dawn of the digital age, the path to the next level of digital maturity, also in the era of confusion and information overload. Therefore, it’s critical to identify, understand, and avoid pitfalls, discover strategic and predictive pathways to change, increase confidence, position a brand and leverage resources to make the digital paradigm shift effortlessly. Slideshare Presentation

        

 Symptom vs. Root Cause


Have You Focused on Fixing the Wrong Cause of a Problem? As human species, we are still facing many problems and challenges. Either for individuals, organizations, or society as a whole, the problem-solving capability is crucial to surviving and thriving. However, many decision-makers fail to fully grasp and accurately perceive what leads to problems and difficulties. Often, events and patterns are observed on the surface, and then the action is taken, but that is too early. After observing events and patterns, there are the underlying structures, the mechanisms, that cause the problem. And people lack critical thinking are usually never question because "it's the way things should be." Problem-solving in the majority of organizations today is woefully inadequate, so what happens when you focus on fixing the wrong cause of problems?

Three Symptoms of Digital Conundrum The digital paradigm shift means radical change. It represents the next stage of business maturity which will improve how the enterprise works and interacts with its ecosystem, with people at the center of its focus. Digitalization has multifaceted perspectives unfold into wider multi-dimensionally enhancing systemic continuum. In the digital organization, change is the new normal, happens all the time. The ability to change and business adaptability directly decide the organization’s long-term competency. However, Change Management has a very low success rate, business leaders should pay more attention to the symptoms of the digital conundrum, and ensure that change becomes the ongoing capability and an iterative business continuum.

The Failure Point: Five Perils of Changes Management Change is the only constant, and the speed of change is increasing rapidly. Organizations large or small spend the significant time and resource to deal with the big changes such as radical digital transformation or small changes such as adopting a new version of the software. And statistically, more than 70% of Change Management effort fails to achieve the expected result, what are the perils of Change Management, and how to manage change more effectively?

How to Overcome Three Pitfalls to Accelerate Digital Paradigm Shift Digital means the increasing speed of changes, hyperconnectivity, and always-on business dynamic. Corporate change can be a simple modification of strategy, a business process improvement or a more radical digital transformation. Either at the individual or organizational level, in the static industrial era, change is often a one-time project; in the Digital Age, change has to become an ongoing capability. But what are the barriers you need to overcome in order to manage change more effectively?


Three IT Mentalities Enlarging Digital Gaps, Generally speaking, the job of a CIO has three parts: The first part is IT leadership. The task is to identify and recommend the latest technology trends that provide strategic value for businesses. This is probably the most forward-looking part to improve IT maturity. The second part is their representation on the executive staff, the job is to respond to requests from other executives for solutions to business problems and provide input into strategic planning. The third part is the management of their organization. The task is to improve operations to reduce the burden on the company while trying to stay current with ever-changing technologies. That includes reducing costs, improving systems, streamlining processes and providing continually expanding services. However, in reality, with resources restriction or culture inertia, very few CIOs can do all of them extremely well.

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