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Design for Adaptability Digital means fast-paced changes, continuous disruptions, overwhelming growth of information, and shortened business life cycle. Companies need to have an in-depth understanding of organizational design and development to improve business maturity. Compared to the traditional organizations with an overly rigid hierarchy or strictly pyramidal structure, digital organizations today are flatter, hybrid and more responsive to changes. Organizational adaptation is the ability to be highly responsive to the fast-changing business environment. High mature companies are designed for change and designed for innovating.
The Corporate Board Director’s Digital Profile II Digital organizations are like complex systems that are dynamic, self-evolving, self-adaptable, and self-perpetuating. The contemporary corporate board as a top leadership team plays a significant role in overseeing business strategy management and exemplifying leadership effectiveness. Due to the complexity, uncertainty, ambiguity, and volatility of the digital era, the directorship in any organization should get out of the mental boxes shaped in the considerably static or linear industrial age; break down outdated conventional thinking, absorb current information or knowledge, fill out blind spots by embracing fresh insight, become more flexible and proactive to drive change and digital transformation.
Three Perspectives of Running High-Proficient IT With “VUCA” digital new normal, great opportunities, dangers, and disruptions are around every corner. Running a highly proficient IT means a lot of things that IT has to master, such as operational excellence, innovation, performance, change, consolidation, integration, modernization, optimization, intelligence, value creation, speed, and maturity, etc. In practice, today's IT organizations face a lot of obstacles and encounter many distractions stopping them from laser focusing on achieving strategic goals. Many IT organizations suffer from overloaded tasks and overwhelming information, how to overcome barriers to run high-proficient IT organization?
Three Practices to Fortify IT Transformation Due to rapid change, fierce competitions, and continuous disruptions often led by technologies, IT can no longer feel like it has a monopoly on delivering solutions to the business. With vendors now offering cost-effective on-demand model IT services or solutions that business can utilize directly with almost no IT support, IT should feel competitive pressure to reinvent itself as a business differentiator. In practice though, there is the gap between the aspirations of what IT could do to the business versus what the current IT “mentality” and capacity within the respective IT department is capable of providing and enabling. What are the best or next practices to fortify IT transformation?
“Five-Step” Openness in Innovation Management In the rapidly evolving businesses and dynamic economic systems, innovations are very complex but critical for firms' survival and thriving today. Some businesses try to force innovation via “command & control” management style, but it often does not work well. Because the business and economic environment play an important role, there are both tangible and intangible elements which need to be knitted into the unique innovation competency of the organization. Knowledge is important, but openness is more critical to spark innovation.
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