Three Critical Puzzle Pieces of the Digital Transformation Game Leaders Must Learn to Play Well

Going digital and running an intensive, effective, and cohesive digital organization takes dynamic planning, dedicated execution, and holistic digital management disciplines.


The digital paradigm shift is inevitable, the ultimate goal of running a successful enterprise is to achieve high-performance business results and reach high-level organizational maturity. Digital organizations need to keep evolving, renewing, and achieving the state of dynamic balance. Here are three critical puzzle pieces of long-term game the digital leaders must learn to play well in order to build differentiated business competencies and develop solid pillars to shape a high mature digital business.

 

Simplification has to be part of the long-term game that digital leaders need to play: The Digital organization is a complex ecosystem with the blurring line between functions, organizations, and geographic locations. Try to analyze what the impact of complexity is on a system (such as process, customers, business); also look for the impact of removing some of the complications. In fact, part of the digital journey is about eliminating unnecessary complexity via continuous consolidating, rationalizing, integrating, and optimizing. Because progress is in simplification which often follows complexity.

 Simplicity has a multitude of perspectives. From problem-solving perspective, when pioneering and solving problems, initial solutions are often more complex than required, and then adoption and progress come with simplification. From an organizational structural perspective, silo functions, redundant processes or overly rigid organizational hierarchy stifle change and decelerate business flow. It's worthwhile to actually consider changing the structure model to meet what the future may bring.

In fact, the dynamic digital organization needs to be simplified and elaborated in a well-organized effort for adapting to emergent business changes in its own functions, structures, and behaviors. The organizational design needs to consider the nature and culture of the organization, the stage of the business maturity, and the extent of rapid changes within the digital ecosystem, with an ultimate goal to accelerate business performance and unlock its potential.

Build long-term viability to win the strategic business game: Digital transformation is a long journey, with fierce competition and continuous disruption, digital leaders must present that the organization is for “playing to win,” not just trying not to lose. Design a viable digital organization for enjoying a powerful tailwind to improve business performance and speed. A viable digital organization can deliver impressive business outcomes and unlock its performance by improving manageability and developing organizational competencies.

 The growth of business creates more value than running a business but is much riskier. It’s important to build the digital premium into the very foundation of their companies such as digital thinking, culture, structure, processes, etc. They can also develop a creative workforce to maintain viability and deliver high-quality business results for strategic effect. It’s in their own benefit to build long term viability via building the horizontal organizational interdependencies for business exploration and expansion, to achieve better to market, accelerate business speed and reach high-performance business results.

Move the needle of diversification: Digital organizations are diversified with a multigenerational, multicultural workforce using multidevice to do multitasking. Diversification is the hidden dimensions to spark innovation, reach the next level of business growth and organizational maturity. 

All ambitious businesses strive to unlock their business innovation performance and unleash their full digital potential by enforcing diversification and collaboration. Keep in mind though, there is a significant difference between cosmetic diversity makeup and the essential diversification movement. The emergent digital technologies and practices make it possible to expand the talent pool and discover professional competency based on their mindset, expertise, social influence, and digital footprint. 

Hyperdiversity includes cognitive differences, levels of capabilities, complementary experiences, the spectrum of skills, unique competencies, cultural perspectives, and personalities. Thus, organizations need to move the needle of diversification, bring in fresh ideas and new perspectives to make creations and build a better future together. Then, diversity will be transcendent to the next level of organizational maturity and human advancement when having a common purpose.

Going digital and running an intensive, effective, and cohesive digital organization takes dynamic planning, dedicated execution, and holistic digital management disciplines. There are some critical puzzle pieces that digital leaders must play well to improve long-term business competency and reach the next level of business maturity.

Posted in: Digital Master,Digital Maturity,Digitalization