Friday, January 31, 2020

The Characteristics of Future Organization

Digital leaders should predict emerging trends, proactively influence changes and gain long-term business advantages via the lenses of technology, sociology, psychology, the economics of education, the anthropology of cultures, economics, etc.

With rapid changes and exponential growth of information, the forward-looking view of the organization is to determine what the future needs to look like and how business leaders can navigate digital new normal smoothly.

Organizations of the future are increasingly exhibiting digital characteristics in various shades and intensity, also possess certain characteristics and capabilities to survive. They are flexible and tolerant of ambiguity, develop and deliver products and services to meet customers’ expectations, unlock business performance and improve organizational maturity. Here are the very characteristics of future organizations.

Work without boundaries: Organizations and their people learn through their interactions with the environment. The emerging digital platforms and technologies break down functional, organizational, industrial, and geographic silos, and the most effective digital workplace is one in which cross-boundary communication, collaboration, and sharing are the new norms. Self-organization as a digital management style allows business leaders to adapt to current context and circumstance, and emerge the next most useful evolutionary change to get where you think you need to go next.

Running a business is an iterative problem-solving continuum. Thus, the management should gain a contextual understanding of where all the digital boundaries are, the scope and context of the problem, see a larger system with interactive pieces and “conflict” goals, and create the relevant context to make an optimized solution. Otherwise, you perhaps only fix the symptoms or cause more side effects later on.

Multi-generational workforce: Digital organizations are hyper-connected and intergenerational, the biggest challenge is to understand what's important to each of those generations and try to incorporate strategies that will keep each generation engaged, build the heterogeneous teams with a mixed bag of cognitive differences, experiences and personalities, and encouraging intergenerational collaboration. The biggest challenge for digital leaders or managers is to understand each individual and recognize them for who they are, what they could offer, and what they can bring to the table.

Today’s organizations are complex and human behaviors are so varied; collaboration and higher performance are usually difficult and challenging. The workforce in each generation needs to understand the company's vision, mission, value and buy into them in order to create the business synergy. There are opportunities for the involvement of all generations in shaping corporate brand and customer propositions in order to reach a much wider audience. Thus, harnessing the different experiences, perspectives and ideas of people from across multiple generations has enormous potential.

IT consumerization: As now users have the opportunity to be more selective in terms of how they want to consume their Information Technology. Productivity and innovation are the noble business goals behind the consumerization of IT and this is a snowballing trend that will be adopted by many different kinds of industries. The emerging technologies with the optimal combination of cost, convenience and learning curve are catching on extremely fast.

In practice, there are a lot of risks and planning required for embracing the "consumerization of IT” trend. There will be security and questions as to which corporate app is best or most useful to accelerate business performance. The transition will not be easy for employees or their IT managers, but with the right strategy in place, it will ultimately benefit organizations and improve ROI.

Continuous products/services deliveries in a flexible manner: The digital era upon us is about continuous performance and deliveries with shortened products/services development cycle. The lightweight digital technologies, real-time information and flexible on-demand service delivery model bring unprecedented convenience and significant improvement of productivity and business efficiency.

With “VUCA” digital reality, business management has to enforce flexibility and automation to deal with rapid changes. Developing and delivering tools down to departments and users help the digital workforce better do their job, the job of more streamlined and profitable operations to achieve high-performance business results.

Accelerated the shift to the multipolar world: The emerging digital world upon us is about hyperconnectivity and interdependence. When organizations start maturing, a key transformation must take place, often called the ‘Entrepreneurial to Purposeful’ transformation. Such a large scale of changes involve people, process, and technology, and enable the ecosystem orchestration with the multipolar and interdependent digital world.

To adapt to the dynamic business environment, you have to envision for gaining a long-term perspective and apply multidimensional intelligence for gaining clear discernment and apply wisdom to the knowledge you are exposed to. It is crucial to see the context, perceive invisible, identify the leverage point of the ever-evolving digital ecosystem. the ecosystem perspective as the digital shaper allows the organization to explore digital in all directions and scale up innovation systematically.

Digital leaders should predict emerging trends, proactively influence changes, and gain long-term business advantages via the lenses of technology, sociology, psychology, the economics of education, the anthropology of cultures, economics, etc. The emergent trends can shape the behavior of future enterprises with different characteristics such as mixed structures, diversity, volatility, ambiguity, unpredictability, and increased flux and improve organizational maturity from functioning to delight.


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