Monday, October 19, 2020

Organizational Multi-faceted Change Cycles to Get Digital ready

Streamlining and accelerating organizational multi-faceted change cycles will make a significant impact on business and its ecosystem, to make a seamless digital paradigm shift.

Digital organization is dynamic and complex, the degree of business responsiveness depends on how organizational subsystems interact with each other, and those interactions could be nonlinear, technical, informational, or human. 

To follow the “simplexity” principle and lift the organizational maturity, the company needs to integrate its interdependencies, streamline the multitude business balance and growth cycle, and take multifaceted management disciplines to get digital ready.

Buy-in cycle: Change Management is neither just top down nor bottom up, buy-in and commitment from the different levels is crucial to change success. Buy-in means giving people a chance to understand why the change is necessary, what’s the best scenario to change, getting them to participate in defining the better process, ensuring they have a voice in improving it, and they are actively involved in the monitoring of that process to increase the success rate of change management. The top sets the tone for the size and pace of changes. However, more often, in many traditional companies, the business managers who are getting what they personally want from the status quo often will fight any major change from it. Thus, the biggest contributor to transformative change is executive level buy-in, spot change agents and innovators, empower them to drive proactive change and develop the change culture to enable business strategy.

For the large scale of digital transformation in the global companies, people worldwide want to be engaged enough, listened to enough, and supported enough to impact and navigate the proposed changes they will be asked to go through. Total buy-in involves top management being able to fully articulate the change, as well as their ability to provide all necessary support where and when it is required, with the full appreciation of Return on Capital employed. Change is not just some linear efforts with a few random activities, should it require some adjustments after being deployed, and make continuous improvement.

Information management cycle: Information does not live alone but permeates everywhere in the businesses. Information Management has to break down silos, streamline information flow, process information, ensuring transparency and visibility, enabling trust and reliability. It’s about how to apply an integrated information management solution to conquer challenges and generate business value rather than try to “control” it. The art and science of information management are about how to clarify data, information, content, context, optimize information usage and achieve its value. Those companies that can deliver holistic information Management solutions today will be able to leverage their own information going forward competitively and solving complex business problems systematically.

In practice, the comprehensive solution to a business problem requires breaking down silos and capturing cross-domain information and knowledge. At a more advanced level, the synchronicity of the information management cycle enables real-time information access and analysis by breaking down silos so the information value will become readily apparent and quantifiable by association. It also enables the organization to improve the speed of the business transaction, idea-generation, decision-making, innovation, impacts the velocity of capital flow, and thus, the business responsiveness and maturity.

Feedback cycle: Business stagnation is usually caused by static or silo mindsets, overly rigid organizational structure, change inertia, or too much focusing on daily busyness by fixing symptoms. Feedback is information that enables you to improve. Feedback needs to be relevant and continuous, as close to real-time as possible, in control of the recipient and in a way the recipient can understand. Feedback does not focus on the past, it tells you what is happening so that you can adapt. Evaluating the past can certainly lead us to a good insight towards the future. Feedback is aimed to move forward. 

Real-time feedback performance systems are functioning well when in control of the person doing the job and treat people with respect. Eventually, feedback should always be genuinely precise, proper and substantive. A healthy feedback-feedforward cycle is expansive and dynamic. If you want your team to create a great future, they need to be responsive to feedback. Business transformational leaders need to unfold systemic relationships, solicit feedback, listen to different opinions for avoiding falling into linear thoughts/actions traps, or only listen to one side of the story. They have to focus on both past performance and future goals or changes to achieve the required goals.

The business ecosystem is complex and the organization is hyperconnected, nonlinear, and contextual. Think of digital businesses as nodes along a timeline, a change in each node will have some effects internally on that node but also with other nodes along with the same and even other timelines. Thus, streamlining and accelerating organizational multi-faceted change cycles will make a significant impact on business and its ecosystem, to make a seamless digital paradigm shift.


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