A new paradigm arises out of new knowledge, such as the age of enlightenment and customer-centricity. It is sensitive to the emergent factors; it generates a variety of options to deal with complexity, velocity, ambiguity, and uncertainty.
Digital enterprises are inherently and intensely complex due to the exponential growth of information, rapid change, and an unprecedented level of technological advancement.
For running a high performance and highly innovative digital organization, visionary leaders should have the foresight to capture business trends, have the insight to understand things holistically, practice “out-of-the-box” thinking to see things differently, respect diversified points of view, move energy to a higher level by offering a clear vision of what is possible in order to steer the business in the right direction and accelerate the new paradigm arising.
Leverage Systems Thinking as a great tool for such a “boundary-pushing”: System Thinking is about understanding the interconnectivity between parts and whole, Thus, it encourages and enables cross-disciplinary understanding. As technology centrism is new normal and information permeates into everywhere in the business, today’s organization is hyper-connected, interdependent, and boundaryless. Digital dynamics are driven more by horizontal linkages than by vertical accountabilities. It’s critical to leverage Systems Thinking to understand the business as a nonlinear adaptive system which is like the switch in the digital ecosystem keeps evolving. Systems thinking also provides a framework, when used properly, can enhance creativity to a great extent and push it to a higher level.
Furthermore, what is powerful about Systems Thinking is that it’s concerned changes, especially the transformative change of the large scope, thereby engendering new action systems as part of the thought process of creating in-depth understanding. The goal-seeking business systems become more purposeful, reductionist management needs to be replaced by nonlinear understanding and technical behavior should be replaced by socio-technical behaviors.
Running a business is fundamentally an iterative problem-solving continuum. Through the good practices of “pushing the boundary,” and "clicking the right button," digital organizations across the vertical sectors can achieve balance and flexibility across the spectrum of a "local and global,” “specific vs. holistic," “systemic vs. whole-systems" elaboration and accelerate the new paradigm arising.
Navigate unknown: With high velocity and uncertainty (both known unknown and unknown), ignorance of unknown is the huge pitfall for decision-making or problem-solving. The digital landscape has many dimensions - technically, scientifically, philosophically, psychologically, and sociologically. You have to look into an unknown future and attempt to define the landscape with its risks and opportunities.
The management needs to dig through: Is “unknown” factor not identified with the scope of the business planning; or is it caused by “unknowable” -beyond the knowledge and understanding of management. Human society is forced to "grow out" of a paradigm because of dynamic changes in the physical world or other major shifts. Therefore, business managers should envision and plan, develop a set of best and next practices to navigate through velocity, uncertainty or ambiguity in a dynamic business environment and internalize changes effectively.
Technically, it’s critical to collect information and feedback, doing enough homework for planning with all necessary adjustments on the way to fit the emerging situations. Critical Thinking becomes a crucial tool to navigate through, diagnose, and cure a variety of problems, help to drive business improvement, create new ideas or solutions, and make them stick. Visionary digital leaders play an important role in both envisioning and participating in a long-term business vision of the organizational development, managing uncertainty, and become the great digital landscape designers in sharing the vision and co-creating the future foresightfully.
Figure out where you are on that scale and how to transform to the next level: The arising new paradigm is all about people -centricity and innovation. From the business management perspective, shaping the future of the business is all about framing a structure that continually delivers what the business needs and takes further steps to maximize business potential and unlocking performance.
The real challenge is to understand where and how you can and should improve to get the biggest effect and scale-up across the digital ecosystem model via self-awareness and self-management.n Thus, visionary leaders today need to layout different structures, allow the design to develop into its potential in which organizations are combining all necessary and available components in imaginative and advantageous ways that others can begin to understand the power of committed curiosity, managed vulnerability and a clear sense of purpose that keep people focus and amplify collective creativity.
Take a logical scenario, start small, create a core team, build resilient processes, identify resources from other areas that can assist with business initiatives, and build on the momentum while keeping an eye on the scale, adoption, flexibility, and innovativeness.
A new paradigm arises out of new knowledge, such as the age of enlightenment and customer-centricity. It is sensitive to the emergent factors; it generates a variety of options to deal with complexity, velocity, ambiguity, and uncertainty. To expand the business horizon and explore the digital minefield innovatively, it is strategically imperative that people are willing to seek out help, new knowledge, break down boundaries, and harness cross-disciplinary interactions and cross-functional communication, with the ultimate goal to push the human societies forward.
Furthermore, what is powerful about Systems Thinking is that it’s concerned changes, especially the transformative change of the large scope, thereby engendering new action systems as part of the thought process of creating in-depth understanding. The goal-seeking business systems become more purposeful, reductionist management needs to be replaced by nonlinear understanding and technical behavior should be replaced by socio-technical behaviors.
Running a business is fundamentally an iterative problem-solving continuum. Through the good practices of “pushing the boundary,” and "clicking the right button," digital organizations across the vertical sectors can achieve balance and flexibility across the spectrum of a "local and global,” “specific vs. holistic," “systemic vs. whole-systems" elaboration and accelerate the new paradigm arising.
Navigate unknown: With high velocity and uncertainty (both known unknown and unknown), ignorance of unknown is the huge pitfall for decision-making or problem-solving. The digital landscape has many dimensions - technically, scientifically, philosophically, psychologically, and sociologically. You have to look into an unknown future and attempt to define the landscape with its risks and opportunities.
The management needs to dig through: Is “unknown” factor not identified with the scope of the business planning; or is it caused by “unknowable” -beyond the knowledge and understanding of management. Human society is forced to "grow out" of a paradigm because of dynamic changes in the physical world or other major shifts. Therefore, business managers should envision and plan, develop a set of best and next practices to navigate through velocity, uncertainty or ambiguity in a dynamic business environment and internalize changes effectively.
Technically, it’s critical to collect information and feedback, doing enough homework for planning with all necessary adjustments on the way to fit the emerging situations. Critical Thinking becomes a crucial tool to navigate through, diagnose, and cure a variety of problems, help to drive business improvement, create new ideas or solutions, and make them stick. Visionary digital leaders play an important role in both envisioning and participating in a long-term business vision of the organizational development, managing uncertainty, and become the great digital landscape designers in sharing the vision and co-creating the future foresightfully.
Figure out where you are on that scale and how to transform to the next level: The arising new paradigm is all about people -centricity and innovation. From the business management perspective, shaping the future of the business is all about framing a structure that continually delivers what the business needs and takes further steps to maximize business potential and unlocking performance.
The real challenge is to understand where and how you can and should improve to get the biggest effect and scale-up across the digital ecosystem model via self-awareness and self-management.n Thus, visionary leaders today need to layout different structures, allow the design to develop into its potential in which organizations are combining all necessary and available components in imaginative and advantageous ways that others can begin to understand the power of committed curiosity, managed vulnerability and a clear sense of purpose that keep people focus and amplify collective creativity.
Take a logical scenario, start small, create a core team, build resilient processes, identify resources from other areas that can assist with business initiatives, and build on the momentum while keeping an eye on the scale, adoption, flexibility, and innovativeness.
A new paradigm arises out of new knowledge, such as the age of enlightenment and customer-centricity. It is sensitive to the emergent factors; it generates a variety of options to deal with complexity, velocity, ambiguity, and uncertainty. To expand the business horizon and explore the digital minefield innovatively, it is strategically imperative that people are willing to seek out help, new knowledge, break down boundaries, and harness cross-disciplinary interactions and cross-functional communication, with the ultimate goal to push the human societies forward.
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