The business synergy creation implies all sorts of enterprise properties being built via certain business activities or process/talent tuning, with the goal to shape a high mature digital organization.
Digital businesses become more dynamic and hyperconnected, organizations have to enable the desirable business property, either being called synergy or ongoing capability because they are the business competency and key differentiator to build high-performing digital businesses. Here are three types of enterprise properties to shape a high mature digital organization.
The emergent properties help to deal with future possibilities: The “VUCA”digital new normal could be an opportunity enabling organizations to foresee possibilities and probabilities that might crop in our way of progress. Digital organizations are the dynamic system with unintended consequences. It captures reality, the reality that systems have what is known as "emergent properties." The accepted definition of an emergent property is that applies to a whole business system but not any part.
The emergent property implies varying meanings: You might use "emergent property" to mean a property that surprisingly emerges in system operation; or you might use "emergent property" to mean a property that emerges after a system change (a company merger). You might also use "emergent property" for composite system variable value that is more or less than the sum of partial system variable values.
Digital organizations are often fluid and dynamic, their boundary and parts are not clearly defined in the first place. Thus, it’s perhaps useful to define the system then look for or at its emergent properties which help to deal with future possibilities. It’s also useful and normal in Systems Thinking (ST) to work the other way round, to start with a set of emergent properties and then model the system that does or could produce them for improving the organizational competencies to deal with future possibilities.
The outcome properties help to get things done by relying on the past experience: Most system outcomes can be achieved with only some or a few parts. The term "outcome properties" seems better than "emergent properties" since the latter is restricted to having the very peculiar characteristic that they are properties only of the whole system, not any partial system. It is useful to define the business as a system then look for or at its outcomes, learn from its historical roots (past), keep the lights on (today) and make a long term plan for the future.
In essence, the outcome properties help to get things done by relying on the past experience. If we no longer reference the past, then we are likely to repeat mistakes of the past. If we consider mistakes in the past as being in a different time or context, then we are not certain to obtain the same outcomes even though it seems we are repeating the same mistakes. Rather, we are learning from the past, and developing towards a new future.
The relational properties help to resolve the tensions between future possibilities and past experience: An extrinsic or relational business property is a property that depends on the business relationship with its ecosystem. Ideally, in contemporary organizations, the two structures - hierarchy and relationship structures wrap around each other to ensure the organizational functionality and high responsiveness.
The organizational structure carries inherent business capabilities as to what can be achieved within its frame to enable a well-defined business strategy. There is an emergence-vs-design-paradox thereon across the business ecosystem around the multi-sided business competencies issues, including relational properties and the full spectrum of organizational maturity-levels. The ultimate goal of the optimized organizational design is to get the mass collaboration to develop relational properties and create business synergy through less hierarchy, cross-functional insight and adopt highly integrated business processes designed for the hyperconnected world.
The digital organization requires changing both official and unofficial structures into a hybrid organizational structure that can grow the relational property, support a business transformation journey in the direction you are heading, rather than where you have been. In a way, we are destined to look forward, and in doing so, see both the past and the future in front of us, resolve the tensions between future possibilities and past experience, and bridge the gap between "where we are" to "where we want to be."
In a business environment that is driven by rapid change and unprecedented level of uncertainty, senior management keeps evolving core business competencies and creating synergy so as to keep their enterprise ahead of the crest of the wave. The business synergy creation implies all sorts of enterprise properties being built via certain business activities or process/talent tuning, with the goal to shape a high mature digital organization.
The emergent property implies varying meanings: You might use "emergent property" to mean a property that surprisingly emerges in system operation; or you might use "emergent property" to mean a property that emerges after a system change (a company merger). You might also use "emergent property" for composite system variable value that is more or less than the sum of partial system variable values.
Digital organizations are often fluid and dynamic, their boundary and parts are not clearly defined in the first place. Thus, it’s perhaps useful to define the system then look for or at its emergent properties which help to deal with future possibilities. It’s also useful and normal in Systems Thinking (ST) to work the other way round, to start with a set of emergent properties and then model the system that does or could produce them for improving the organizational competencies to deal with future possibilities.
The outcome properties help to get things done by relying on the past experience: Most system outcomes can be achieved with only some or a few parts. The term "outcome properties" seems better than "emergent properties" since the latter is restricted to having the very peculiar characteristic that they are properties only of the whole system, not any partial system. It is useful to define the business as a system then look for or at its outcomes, learn from its historical roots (past), keep the lights on (today) and make a long term plan for the future.
In essence, the outcome properties help to get things done by relying on the past experience. If we no longer reference the past, then we are likely to repeat mistakes of the past. If we consider mistakes in the past as being in a different time or context, then we are not certain to obtain the same outcomes even though it seems we are repeating the same mistakes. Rather, we are learning from the past, and developing towards a new future.
The organizational structure carries inherent business capabilities as to what can be achieved within its frame to enable a well-defined business strategy. There is an emergence-vs-design-paradox thereon across the business ecosystem around the multi-sided business competencies issues, including relational properties and the full spectrum of organizational maturity-levels. The ultimate goal of the optimized organizational design is to get the mass collaboration to develop relational properties and create business synergy through less hierarchy, cross-functional insight and adopt highly integrated business processes designed for the hyperconnected world.
The digital organization requires changing both official and unofficial structures into a hybrid organizational structure that can grow the relational property, support a business transformation journey in the direction you are heading, rather than where you have been. In a way, we are destined to look forward, and in doing so, see both the past and the future in front of us, resolve the tensions between future possibilities and past experience, and bridge the gap between "where we are" to "where we want to be."
In a business environment that is driven by rapid change and unprecedented level of uncertainty, senior management keeps evolving core business competencies and creating synergy so as to keep their enterprise ahead of the crest of the wave. The business synergy creation implies all sorts of enterprise properties being built via certain business activities or process/talent tuning, with the goal to shape a high mature digital organization.
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