The digital organization’s long-term advantage is based on its unique strength which can be built and stretched through the combination of talent, resources, processes, and technologies to perform a set of business activities and achieve high-performance business results.
The most obvious symptom of business distress is the widespread problem of incoherence. Business management has to learn how to handle them effectively in order to reach the next level of organizational maturity.
Lack of cross functional communication/collaboration: The business system is complex and the digital organization is multifaceted. There are different business dialects, communication styles, and business contexts that can shift frequently. Silo causes slowness and small-thinking, and generates multiple gaps at the different levels of the organization. Lack of cross functional communication/collaboration perhaps leads further to misinformation, pre-conceptual judgment, misunderstanding, or mistrust.
From a business management perspective, communication is complicated because there are differences in goals and contexts. Lack of communication weakens business relationship links and causes organizational incoherence and leadership ineffectiveness. Business leaders today need to know how to read between the lines and tailor the audience, leverage multiple digital channels and methodologies, pay more attention to communication content and style, master different business dialects and convey the right message in the right format to tailor different audiences to achieve well-set goals smoothly.
Lack of prioritization: Digital organizations are always on and ever-evolving, there are emerging issues coming out on a daily basis, and it sucks up limited resources and time for the company. The pitfall is that often the top managers haven’t done enough to set the right priority and communicate the strategic goals thoroughly with employees. Without effective prioritization skills, the gaps only enlarge and the business performance suffers, and further leads to the management incoherence. Prioritization helps to focus the core strategy of the organization, which has huge benefits in terms of execution. Prioritization forces people to be more effective and creative, to come up with better ideas because now they know that their ideas will get sponsored, and if chosen, they will be followed closely.
When people get stuck in the old routine and comfort zone, they barely survive the whirlwind of daily busyness. There is no way to create a definitive prioritized list without more business context. Prioritization is a sort of “balance” skill, to know when to take the gas pedal to accelerate speed and when to take the brake to control the risks. The really important thing is to understand the core business of your enterprise and the problem to solve, apply finite resources to get the best yield possible to meet stakeholders’ expectations, and set the right priority to focus on long-term business strategy.
Lack of diversification: In the traditional command-control industrial era, when conformity to expectations is very highly valued, independent thinkers are seen, by default, as troublemakers. Knowledge is stale, and businesses get stuck at the low level of maturity due to incoherent subculture and outdated management practices. The emergent digital technologies and practices make it possible to expand the talent pool, build highly innovative teams with coherent diversification from cognitive difference to complimentary experiences & skill sets. Encourage people to think differently, by generating scenarios where there is no one solution to one problem, and always strive for better solutions.
It is important for building an innovative team by holding people who do not have the same view of the small part of the world that the team is dealing with so that they can complement each other’s viewpoint, and achieve creative results that are beyond the capacity of any one individual. People are encouraged to break down silos, seek out help, brainstorm fresh ideas, and co-solve existing or emerging business problems cohesively.
Lack of recognition: Recognition helps people participate in creative activities and improve employee engagement. A recognition system and high visibility for all positive contributions will help in creating a high performance culture. Lack of recognition causes low-level of employee engagement, discourages change and innovation, and produces business incoherence. While compensation and benefits are important, they are only the foundation. Top performers are looking for growth, recognition, career opportunities, and learning.
Employees should be encouraged to think out of the box, go beyond their defined roles and demonstrate their intellectual capabilities to bring positive changes. It is also imperative that leadership effectiveness manifests respect, caring, and trust-building, develop the next practices to expand the talent pool and discover talented people based on their advanced mindset, proficient expertise and digital influence, deploying, and retaining well-qualified people throughout an organization and improving culture coherence.
Lack of synchronization: In most companies, business functions and individuals involve digital with different speed. Silo mentality and lack of synchronization create fricions and decelerate business speed. Digital synchronization enables the business to function like a living thing that is organic, holistic, energetic, responsive, coordinated, and consistent in the relationship with its environment. So organizations can establish more sustainable and transformational capabilities based on key dimensions such as scope, alignment, design, execution, governance, etc.
In specific, there are multithreaded business synchronizations to run a real time business. Strategy-execution synchronization can lead to the smooth alignment process of ensuring all organization action is directed to achieving common strategic goals and objectives. Information synchronization is the process of establishing consistency among data as well as the continuous harmonization of the data over time. It is also a logical step in synchronizing culture and talent management to shape a high performing organization.
Business transformation needs to start at and be led by the top of the organization. There are many views to understand digital transformation, and there is no one size fits all formula to pursue it. Incoherent management approaches cause culture friction and decelerate performance. The digital organization’s long-term advantage is based on its unique strength which can be built and stretched through the combination of talent, resources, processes, and technologies to perform a set of business activities and achieve high-performance business results.
Lack of cross functional communication/collaboration: The business system is complex and the digital organization is multifaceted. There are different business dialects, communication styles, and business contexts that can shift frequently. Silo causes slowness and small-thinking, and generates multiple gaps at the different levels of the organization. Lack of cross functional communication/collaboration perhaps leads further to misinformation, pre-conceptual judgment, misunderstanding, or mistrust.
From a business management perspective, communication is complicated because there are differences in goals and contexts. Lack of communication weakens business relationship links and causes organizational incoherence and leadership ineffectiveness. Business leaders today need to know how to read between the lines and tailor the audience, leverage multiple digital channels and methodologies, pay more attention to communication content and style, master different business dialects and convey the right message in the right format to tailor different audiences to achieve well-set goals smoothly.
Lack of prioritization: Digital organizations are always on and ever-evolving, there are emerging issues coming out on a daily basis, and it sucks up limited resources and time for the company. The pitfall is that often the top managers haven’t done enough to set the right priority and communicate the strategic goals thoroughly with employees. Without effective prioritization skills, the gaps only enlarge and the business performance suffers, and further leads to the management incoherence. Prioritization helps to focus the core strategy of the organization, which has huge benefits in terms of execution. Prioritization forces people to be more effective and creative, to come up with better ideas because now they know that their ideas will get sponsored, and if chosen, they will be followed closely.
When people get stuck in the old routine and comfort zone, they barely survive the whirlwind of daily busyness. There is no way to create a definitive prioritized list without more business context. Prioritization is a sort of “balance” skill, to know when to take the gas pedal to accelerate speed and when to take the brake to control the risks. The really important thing is to understand the core business of your enterprise and the problem to solve, apply finite resources to get the best yield possible to meet stakeholders’ expectations, and set the right priority to focus on long-term business strategy.
Lack of diversification: In the traditional command-control industrial era, when conformity to expectations is very highly valued, independent thinkers are seen, by default, as troublemakers. Knowledge is stale, and businesses get stuck at the low level of maturity due to incoherent subculture and outdated management practices. The emergent digital technologies and practices make it possible to expand the talent pool, build highly innovative teams with coherent diversification from cognitive difference to complimentary experiences & skill sets. Encourage people to think differently, by generating scenarios where there is no one solution to one problem, and always strive for better solutions.
It is important for building an innovative team by holding people who do not have the same view of the small part of the world that the team is dealing with so that they can complement each other’s viewpoint, and achieve creative results that are beyond the capacity of any one individual. People are encouraged to break down silos, seek out help, brainstorm fresh ideas, and co-solve existing or emerging business problems cohesively.
Lack of recognition: Recognition helps people participate in creative activities and improve employee engagement. A recognition system and high visibility for all positive contributions will help in creating a high performance culture. Lack of recognition causes low-level of employee engagement, discourages change and innovation, and produces business incoherence. While compensation and benefits are important, they are only the foundation. Top performers are looking for growth, recognition, career opportunities, and learning.
Employees should be encouraged to think out of the box, go beyond their defined roles and demonstrate their intellectual capabilities to bring positive changes. It is also imperative that leadership effectiveness manifests respect, caring, and trust-building, develop the next practices to expand the talent pool and discover talented people based on their advanced mindset, proficient expertise and digital influence, deploying, and retaining well-qualified people throughout an organization and improving culture coherence.
Lack of synchronization: In most companies, business functions and individuals involve digital with different speed. Silo mentality and lack of synchronization create fricions and decelerate business speed. Digital synchronization enables the business to function like a living thing that is organic, holistic, energetic, responsive, coordinated, and consistent in the relationship with its environment. So organizations can establish more sustainable and transformational capabilities based on key dimensions such as scope, alignment, design, execution, governance, etc.
In specific, there are multithreaded business synchronizations to run a real time business. Strategy-execution synchronization can lead to the smooth alignment process of ensuring all organization action is directed to achieving common strategic goals and objectives. Information synchronization is the process of establishing consistency among data as well as the continuous harmonization of the data over time. It is also a logical step in synchronizing culture and talent management to shape a high performing organization.
Business transformation needs to start at and be led by the top of the organization. There are many views to understand digital transformation, and there is no one size fits all formula to pursue it. Incoherent management approaches cause culture friction and decelerate performance. The digital organization’s long-term advantage is based on its unique strength which can be built and stretched through the combination of talent, resources, processes, and technologies to perform a set of business activities and achieve high-performance business results.
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