Digital organizations are all about information savvy, people-centricity, high-performance, innovation, and speed.
Digital is the new paradigm associated with deep ecology. The digital organization is more like living things with self-adaptable and self-renewal capability. Doing digital is perhaps about taking a few actions, but going digital and running an intensive, effective, and cohesive digital organization takes dynamic planning, dedicated execution, and holistic digital management disciplines. Here are five practices to bridge multiple chasms and improve organizational effectiveness and maturity.
Ability to collaborate with business counterparts: Many organizations are still run with overly rigid hierarchy and bureaucratic management style. To streamline information, idea and business flow, scale change, accelerate business speed, and bridge digital maturity, companies must break down silos and enable cross-functional communication and collaboration. Collaboration is at its essence, the intellectual harmony between humans. Collaboration is a fundamental part of what ultimately fuels inspiration, imagination, and innovation, and create a sense of belonging. The powerful digital platforms and tools enable social behaviors to take place online, endowing those interactions with scale, speed, and disruptive economics of the internet, and encourage mass collaboration to co-solve difficult problems facing businesses or human society. Collaboration in the business circumstances require a much higher degree of innovative thinking, the business management must be supportive of collaboration thrust, and teams must own their goals. As every collaborative team has its own unique “aura” and practices, thus, each team is different and produce varying results. It is perhaps not so easy to scale up. Business management needs to find the right balance, with the goal to improve employee engagement, business relationships, and the overall organizational maturity.
Understanding of end customers’ expectations and experiences: Many traditional organizations are operated inside-out, focus on efficiency and productivity, but often lack an in-depth understanding of end customers’ expectations and experiences. The digital era upon us is about customer-centricity. It is a significant task that demands a great amount of proactive leadership and many dedicated practices. It’s about developing a culture of customer-centricity, also aligning your culture to your brand, and empowering staffs to deliver remarkable customer experience. It is the secret sauce of being customer-centric There is a mentality shift behind transformative changes. To think outside yourself in a customer-centric way requires knowing yourself as a customer first; as knowing your inner customer help to build an empathetic bridge to understand customers and their expectations. Build great relationships with the end users that personalize the customer experience. There are many tough decisions need to be made in order to run a customer-centric organization. The real debate is whether a business should choose to achieve its financial outcomes a the cost of a customer; when should business pursue quick win, when does it need to focus on long-term prosperity? Keep improving products/services quality to delight customers because a product is a manifestation of customer centricity.
Organizational structure (hierarchy, existing roles, and skillsets) optimization: Organizational design is the structure and sometimes the strategies themselves that facilitate the customer-centric priority. In fact, unless the appropriate organizational structure is continuously implemented and optimized, otherwise, customer-centricity is just a buzzword. With emerging digital technologies and platforms, the physical organizational structure and relationship structure can wrap around and enforce each other to improve business maturity by bridging functional divides or culture chasm. In practices, the customer-centric organizational design has to become much more organic in the sense that it’s melded with business processes, structures, functions, etc, to make the business more dynamic. Structural changes are perhaps also necessitated based on the extent and spread of re-design of business processes. Organizational design is an ultimate expression of the organization’s strategy and structural optimization is one of the important practices to bridge digital maturity chasm.
Business competency development and improvement: Business competency is a set of organizational core capabilities to implement business strategy. The often described attributes of business competency include such as robustness, adaptability, intelligence, resilience, etc. An organization or company may be in business for many years but has not matured its management practices due to lack of well-defined sets of business principles and differentiated business competencies. There are both necessary competency to run the business as others do and the differentiated business competency to stand out as the industry leader with a strong business brand. Thus, to bridge digital maturity chasm, forward-look companies must address their common and unique skill requirements and map that out through sort of skill or competency matrix within their organization and develop them systematically. The matter is that the dynamic digital organization needs to get away from letting things fall through and start creating an “integrated wholes” by utilizing correct processes to deal with complexities and underpin business capabilities.
To bridge digital maturity chasm, the business must steer the organizations in the right direction; the management should take a holistic approach, develop the best and next practices to going digital in a structural way. People have to be ready for moving to a fluid structure, hyper-connected & dynamic state and get used to the complex digital ecosystem. Digital organizations are all about information savvy, people-centricity, high-performance, innovation, and speed.
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