The business needs to keep discovering its own strength, ride the multiple digital curves to build differentiated competencies and reach its full potential.
Change is inevitable, organizational change has become a common practice within an organization, but too often changes are made as a reaction to outer impulses, crises, and demands. This is the bureaucracy’s way of meeting the challenges. A digital transformation is achieved via dynamic Strategy-Execution-Change lifecycle management, though it is not all linear steps, but an iterative, ongoing and upgoing change continuum.
Running Business with High Changeability
Mastering Changes from Multiple DimensionsThe very characteristics of digital transformation are the increasing speed of change and hyperconnectivity. But change is difficult and has a very high failure rate. So, how to capture the signals of change readiness, how to improve change effectiveness, and how to manage and sustain change efforts multidimensionally?
Planning is the Earliest Stage of Change Management Embracing digital is inevitable as that is now part of the reality. In order to lead change and drive digital transformation, organizations should ride above the change curve by making dynamic and comprehensive planning. Planning is the earliest stage of Change Management. Planning work is about stakeholder engagement and about working to achieve stakeholder ownership of the emerging strategic plan and roadmap. Engaging those who will be impacted by the change and enabling them to be part of shaping their future. That is one of the best ways of tackling change and improving its success rate.
Riding Three Curves to Reach the Potential Waves of Digital Transformation We are living in a dynamic business environment in which inventions, developments, and conflicts are continuously changing and that makes it impossible to have complete knowledge and understanding of many issues facing the company and market today. The business needs to keep discovering its own strength, ride the multiple digital curves to build differentiated competencies and reach its full potential.
Three Fresh Twists to Deepen Digital Impact Organizations of the future are increasingly exhibiting digital characteristics such as hyperconnectivity, fierce competition, and interdependence in various shades, extensiveness, and intensity. Organizations today across the industrial sectors aim to move into a more advanced stage of digital deployment by tailoring their own unique strength and business competency. They need to keep making fresh twists, fine-tune methods and processes, and stretch out in every business dimension for deepening their digital impact and driving a seamless business transformation.
The “Soft Touches” in Digital Transformation? Organizations across the industrial sectors are on the journey of digitalization. Being “digital ready” goes beyond just applying the latest digital technology, it is a holistic effort and multifaceted discipline. The digital transformation has to be expanded in every dimension and permeating into underlying organizational structures and functions. Besides hard forces such as technology update or process optimization, organizations also have to tailor their management styles by making some “soft touch,” well mix all-important business elements into the organizational competency.
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