Tuesday, April 7, 2020

Capture Multiple Views to Describe the Future State of Business

 The future state is very fluid, it can be defined in the present moment but will change while we are trying to reach it. 

The business transformation journey is full of velocity and uncertainty, thus, a clear vision is in demand and it’s important to capture multiple views to describe the future state of the business. You will also need to tailor the communication of these views to different stakeholders, focus on defining what would appear to be the goals of the business in x years and how the organization and systems would be structured to meet that.

And then, the futuristic business leaders and architects work backward from an expected future state and apply holistic management for both improving business performance and maximizing its potential.


The visionary view: The vision thing is not just about “seeing,” it is the perception about the future. Vision sparks the imagination and opens the mind to new concepts and ideas. To drive a seamless digital transformation, it is important to envision the “To-Be” state first, because it creates a paradigm shift in your management approach to building the future state. Progress comes from innovative "vision statements" stories of the future. Having a story in mind for dynamic visualization is critical to business success from the current state to future state for enablement and implementation of business strategy. The visionary view can inspire and motivate, help people navigate through difficult changes and achieve their goals smoothly. And a truly innovative story of the future can literally revolutionize a culture of creativity. It is a clear choice among future scenarios that advocates future trends and promotes certain behaviors.

Business leaders need to envision and share their perspectives on digital transformation with vast stakeholders of the companies. A visionary view can be unconstrained by your current situation and need not be granular in detail. It helps leaders become more future-oriented and discover the path to where you need to go and be persuasive to lead others in the right direction. Competence with a vision is a good thing for moving toward the future and rolling vision into a reality confidently.

The pragmatic view: When building the future state of the business, make sure that you break it down into looking at the ideal future first, followed by the practical view via resource, schedule, and talent assessment. And then ask questions to clarify: What does revenue look like? How has the business model evolved? How to fill the gaps in building business capabilities, what are barriers and how to overcome them, how to manage risks, etc? The pragmatic view will be more granular and include inputs and constraints from your current state.

It’s also important for the leadership team to mitigate the impact of uncertainty or risk by enabling a team to encounter uncertainty and deal with them strategically and systematically. Leveraging the pragmatic view and taking the approach to deal with uncertainty and unpredictability also include planning in a short time and taking incremental effort, allowing the acquisition of new information along the way while engineers work forward in time even if they are iterating alternatively on solving problems large or small. By framing a pragmatic view, business management deliberately makes the close alignment among the company’s strategic direction, its most distinctive capabilities, and most or all of its products and services to achieve strategic goals in a step-wise manner.

The multi-dimensional change view: When we jump into the digital future of “VUCA” new normal, people often talk about change as though it is uni-dimensional, or a universal commodity. The great leaders stand up as high as they can and look in every direction they could view the landscape from a different angle and steer digital transformation holistically. A multidimensional change view helps business leaders let go of the current reality and think outside the current constraints and comfort zones for allowing an unknown future state to emerge and manage changes dynamically.

In order to adapt, an enterprise has to be linked to the many and varied “touchpoints” between itself and the marketplace environment of which it is a part. A multidimensional change view connects the previously unconnected dots, helps to understand where and how you can and should improve and get the biggest effect and scale-up across the digital ecosystem effortlessly, visualizes the destination the organization intends to get and shapes the digital landscape of the business effortlessly.

Digital leaders need to observe, perceive, and pay attention to the myriad of internal, external, national, or global forces that define and influence the way they do business these days. The future state is very fluid, it can be defined in the present moment but will change while we are trying to reach it. Capturing multiple views to describe the future state of the business enables business management to lead forward confidently and implement the business strategy systematically.


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