Monday, February 18, 2019

Going Digital by Taking the “CEADA” Scenario

Going digital is surely a transformation journey, it has to permeate into business vision, strategy, culture, communication, and processes, etc, and take a rational "CEADA" scenario.

The digital paradigm has many dimensions. Going digital is no brainer. However, it is the thorny journey with many curves, bumps, and pitfalls on the way. It represents the next stage of business maturity which will improve how the enterprise works and interacts with its ecosystem. During the journey from doing digital to going digital to being digital, there are many accumulated steps and it’s important to take a rational approach.

Clarification: Digital transformation is the large scale changes. No change is for its own sake. It’s important to clarify the very purpose for changes and how to lead business transformation successfully. In many large organizations, there are often different dialects existing in the enterprise, to avoid “lost in translation” syndrome, communication clarity makes a direct impact on change effectiveness. To break down silo mentality and communication bottleneck, it’s important to observe, listen, and collect feedback, to truly improve communication effectiveness with empathy and clarity. Business managers have to come from clarity about internal and external environments and the dynamics that affect them. It’s important to follow the “Simplicity” principle for adding clarity and purpose. When people use the word "simplicity," they are really talking about a kind of transparency or clarity. From the organizational structure perspective, an organization can approach the flow zone when communication is clarified, the positions in its hierarchy have clear and accountable tasks, and processes are streamlined to improve the organizational performance seamlessly. Thus, organizations today have to aggressively leverage digital technologies, platforms, and tools as the enabler of communication, collaboration, social interaction, and clarification.

Experimentation: Velocity, uncertainty and exponential information growth are digital new normal. Experimenting and exploring digital needs to lay out different structures, methodologies or practices, combining all that is available to them in an imaginative and adventurous way, discover better ways to solving either emerging or existing business problems. Experimenting is one of the most significant steps in doing innovation. There is a willingness to “not know” and be able to source possibilities; be curious and receptive to improvisation and the be tolerant of failures, from letting go of the current reality to allowing an unknown future state to emerge. Sometimes, there are conflicts between old and new, forward-looking organizations separate exploitation of existing processes, technologies or methodologies from the exploration of new ways by leveraging emerging trends and applying the latest digital technologies. These digital companies can experiment and learn, in order to push for multiple solutions by pulling the necessary resource, “run, grow and transform” business harmoniously.

Automation: To optimize business operations and accelerate business speed, it’s also important to automate logistic part of the business to further improve productivity, performance, and quality. Automation is needed for efficiency to balance demand and supply. The first stage in the journey to automation must be to examine every process and identify how it can be made more efficiently and how it connects to other processes. Identify any constraining tasks and look to automate these first to reduce the overall delivery cycle for a task. Effective automation scenario should start with gaining an in-depth understanding of underlying business functions and structures, examine and understand the connections and define any constraints in the system. As this process goes along, see what can be automated by using the automation available natively within many of the tools you already have.

Diversification: All ambitious businesses strive to unlock their business performance and unleash their full digital potential via diversification, association, and collaboration. Consider a digital organization as the coherent, self-organized but interlaced and hyper-connected ecosystem, be able to do something different and make continuous innovations. Highly innovative organizations are able to do something different. Digital strategy is a useful "qualifier" as a point of business competency and differentiation. Variety, diversification, and collaboration are the characteristics of the digital innovation ecosystem. The emergent digital technologies and practices make it possible to expand the talent pool, to build highly innovative teams with coherent diversification from cognitive difference to complimentary skillsets. Diversification and differentiation make the business stand out by allowing the business to close innovation bottlenecks and develop the unique business competencies.

Amplification: To scale up either digital practices or amplify change effect, organizations must begin thinking about ways with digital planning to broaden their ecosystem perspective and become highly responsive and flexible. It's about creating a structure and weaving varying elements into differentiative business competencies that continually deliver what the business needs and takes further steps to maximize business potential. To make change happening and sustainable, it’s important to fine-tune many business factors, including “hard” factors such as policy, process, performance, and “soft” factors such as culture, leadership, communication, etc. The digital organization as a hyperconnected and interdependent system is not scalable so easily, but it’s the worthy effort to amplify business capabilities and sustain change. The real challenge is to understand where and how you can and should improve to get the biggest effect and scale up across the digital ecosystem effortlessly.

Going digital is surely a transformation journey, it has to permeate into business vision, strategy, culture, communication, and processes, etc, and take a rational "CEADA" scenario. It represents the next stage of business maturity which will improve how the enterprise works and interacts with its ecosystem.


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