The greater that conditions of uncertainty prevail, the more likely it is that the final strategy will be a product of emergent thinking rather than the original formulation.
"Digital Master” is a series of guidebooks (28+ books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.”
It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Formulation” quotes in “Digital Master.”
1 The success in executing a strategy depends on the level of capability maturity as well as the management assumptions that go into strategy formulation.
2 There is no definitive formulation of a wild problem, in fact, defining wild problems is itself a wild problem. Every wild problem can be considered to be a symptom of another problem. Multi-dimension and complexity are two key factors in wildness.
3 The digital CIOs at the C-level need to share their technological vision and contribute to the formulation of the business strategy in which new trends of technology and information abundance will provide strategic competencies to enhance the competitive advantage of the company.
4 The right formula to reinforce accountability depends on the organization and what they are trying to accomplish.
5 The success in executing a strategy also depends on the kind of inputs, data, information, management assumptions that go into strategy formulation.
6 There are both blind spots in strategy formulation and execution, BoDs need to present strategic wisdom to pinpoint pitfalls in strategy management and keep track of strategy-execution continuum.
7 The greater that conditions of uncertainty prevail, the more likely it is that the final strategy will be a product of emergent thinking rather than the original formulation.
8 Set guidelines to centralize what makes sense from a decision-making perspective - strategy formulation, common and shared services like economies of scale and unification across the business, risk/disaster management.
1 The success in executing a strategy depends on the level of capability maturity as well as the management assumptions that go into strategy formulation.
2 There is no definitive formulation of a wild problem, in fact, defining wild problems is itself a wild problem. Every wild problem can be considered to be a symptom of another problem. Multi-dimension and complexity are two key factors in wildness.
3 The digital CIOs at the C-level need to share their technological vision and contribute to the formulation of the business strategy in which new trends of technology and information abundance will provide strategic competencies to enhance the competitive advantage of the company.
4 The right formula to reinforce accountability depends on the organization and what they are trying to accomplish.
5 The success in executing a strategy also depends on the kind of inputs, data, information, management assumptions that go into strategy formulation.
6 There are both blind spots in strategy formulation and execution, BoDs need to present strategic wisdom to pinpoint pitfalls in strategy management and keep track of strategy-execution continuum.
7 The greater that conditions of uncertainty prevail, the more likely it is that the final strategy will be a product of emergent thinking rather than the original formulation.
8 Set guidelines to centralize what makes sense from a decision-making perspective - strategy formulation, common and shared services like economies of scale and unification across the business, risk/disaster management.
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