Going digital takes the strategic approach, multifaceted management disciplines, and structural procedure to drill down the critical success factors and develop differentiated business competency.
Shape a Transcendent Digital Organization
Three Perspectives to Run a Transcendent Digital Organization The emerging digital technologies are now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves. Companies shouldn’t just respond to them in a reactive way. The highly complex and dynamic business needs to be elaborated in a well-organized effort, leverages nonlinear processes and interconnectivity between problems in a managerial context, strikes the multitude of digital balances which impact with each other to improve the overall business maturity. Digital businesses are hyperconnected, interdependent, always-on, here are three perspectives to run a transcendent digital organization.
Shaping Digital Organization via Contextualization, Synchronization, and Harnomization Organizations all face fierce competitions and continuous disruptions. How successfully the organization can handle “VUCA” digital new normal depends on how fast and capable they can adapt to changes. The organization has become "unconscious" if it is no longer responding to the external environment or shows internal culture inertia or frictions. It’s crucial for business management not letting things “falling apart” but building an “integral whole” and shaping a high mature digital organization via contextualization, synchronization, and harmonization.
The Multiple Paths to Reach the Inflection Point for Achieving the High Level Business Maturity The journey of improving business maturity is more evolutionary than revolutionary. The organization reaches the tipping point when the business fundamental elements such as people, process, technology, or culture are about to change. To keep moving forward, the organization can take multiple paths to reach the “inflection point” where it goes from being able to hold the business architecture in the mind of key business leaders and where a greater shared understanding of business transformation will lead to a greater commonality of organizational purpose, less duplication of effort and more cohesive business competencies to achieve the next level of business growth and enterprise success.
Building a Dynamic Digital Organization by Overcoming the “Growth Pain”? With “VUCA” digital new normal, a static organization is on its way out. Digital organizations today are dynamic, informative, nonlinear, adaptive, and innovative, etc. The Greiner curve models described that there are several crisis points on the growth cycle of the organization. When the wind of change blows, some build walls; some build windmills. The crisis point is when change becomes inevitable. Crises should not be avoided or feared but work hard to overcome. It’s part of “growth pain,” deal with it positively in order to build a dynamic digital organization and focus on continuous improvement.
The Strategic Self-Renewal of Digital Organization Digital is the new paradigm shift to deep connect the business nature of the dynamic ecosystem. The digital organization is more like a living thing which needs to keep growing and evolving. Going digital takes the strategic approach, multifaceted management disciplines, and structural procedure to drill down the critical success factors and develop differentiated business competency. Here are three perspectives of business self-renewal to make the leap of digital maturity.
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