The well-developed digital transformation framework laser focuses on the strategic goals and maintains the digital balance for driving change in a structural way.
Forward-looking companies orchestrate a digital framework which provides guidelines, checklists, standards, processes, tools and building blocks, the best and next practices, to address diverse business perspectives and practicalities, define or develop business competencies, to drive business transformation in a structural way.
Vision aligned with business strategy & culture: Vision is about reimagining the future of your business, make sure that you break it down into looking at the ideal future first, followed by the real future and then finally the practical one. Make an assessment of your current state, how they interrelate and get a vision for the business, then you can begin to put a vision together for the organization, determine how you get from current state to the vision state. Vision is not static, but evolving, being able to communicate and make sure it is flexible and evolves with the company, aligning the vision with business strategy and culture, and defining more than one approach to reach it.
For each approach, break it down into several stages, estimate costs, resources required, timelines, risks involved, and trends, begin to socialize with the business team and management to gain support. In every stage of selected approach, it’s crucial to reach a point where business gets the benefit of the activities so far or taken up the activities so far to form a stepping stone for the big step. Attach timelines, interim goals, assumptions, business units’ support needs and implementation plans. Conduct organizational level briefing and choose the most suitable and acceptable ways to solve well-framed problems.
Leverage priority mechanism to handle the sequence & consequence: Running a business with progressive change is fundamentally about how to apply logic to solve problems, implement ideas, and guild teams to make things happen timely. The real challenge is to understand the priorities of your company, and know where and how you can and should improve to amplify its effect. Prioritization enables the management to have a respected intra-organizational agreement of well set business objectives and resources, keep the teams and employees focused on the most important things, handle sequence & consequence, of change initiatives, boost the energy and excitement to achieve the ultimate business results.
Digital makes an impact on the speed to run the business, the empathy to their people, the prioritization skills to get important things done. The nonlinear vertical business logic comes through different characteristics such as mixed structures and increased flux. Prioritization is a sort of “balance” skill, to know when to take the gas pedal to accelerate and when to take the brake to control the risks. High mature organizations embed prioritization mechanisms into digital management to strike the right balance between setting the standard and letting “out-of-the-box” thinking flow; between risk management and risk tolerance; between discovering the new way to do things and “we always do things like that,” for leading change at the steadfast pace.
Develop the best and next practices to drive change: Every organization needs to develop tailored practices via leveraging effective system tools or methodologies and use them wisely with the expertise to really add value or manage “VUCA” new normal smoothly. High-performance organizations explore the "best practices" throughout their organization to scale and optimize. These practices might be different across organizations, across departments, and affiliates within an organization and can change over time. In fact, they should change and evolve over time.
It is a better approach to strive for using good practice, good enough for a certain organization and for the specific situation and challenges that are faced and that actually requires different priorities or approaches as compared to others. Also, keep in mind, the practices that are "best" today are almost always not "best" in the future since practices, as well as technologies and markets, are constantly morphing under pressure from continuous destruction that keep the business in innovation mode. The real challenge is to understand where and how you can and should improve to get the biggest effect. The best practices should change and evolve over time.
Performance measurement: Businesses are looking for identifying systemic issues and addressing the causes and corrective actions to lead change. Measurement is never for its own sake, it’s about making the improvement. The measurement should cover all areas that contribute to value creation including service quality, employee engagement, customer satisfaction, and financial outcomes. Put effort into taking the correct measurement, collecting obtained data, analyzing information, evaluating measurement results, determining what needs to be improved, assigning the right people with the right capabilities to take actions for making the improvement, continue to measure the results and make proper adjustments.
Inaccurate measurement data will distract the management from making a true improvement. The incomplete assessment of measurement variables would mislead the management making ineffective decisions or focus on short-term business results only. Every metric should have a good reason for being measured. It’s important to define how you will measure the business success in meeting the organizational purpose and vision, for success will be predicated on the business strategy and sourcing models. A well-defined set of measurement for digital transformation should contain a good mix of outcome measures or the long-term strategic value along with performance drivers to track the progress in the short term.
GRC: GRC is and remains the purview of top organization management, as governance needs to focus on effectiveness, to ensure business doing the right things, the strong GRC disciplines help executives and management get the concept of connectivity. Sound governance is part of eliminating risk and doing the right thing, so it is a framework and the standards to improve business effectiveness and maturity.
The higher the complexity of the organization and the complexity of the environment in which it operates, the higher the requirement for business connectivity (communication, coordination, and control) in order to meet performance baselines and generate value, allowing different roles to work together in harmony. It's important to enforce GRC practices at daily business activities such as iterative communication and continuous improvement. However, in many organizations, much of GRC management is reactive in the sense that there is a lot of rushing around trying to fix problems after they have occurred. Effective GRC is steering and effectively facilitates the successful transformation of an organization while ensuring there are adequate controls in place to operate responsibly in accordance with its values but not to the extent of restricting the aspiration to achieve business vision through an ambitious mission or aggressive goals.
The well-developed digital transformation framework laser focuses on the strategic goals and maintains the digital balance for driving change in a structural way. Forethoughtful companies have a systematic understanding of both visible and invisible success factors, apply system lens and interdisciplinary approach to gain business insight, take interdisciplinary approach, and develop next practices to expand their digital horizon for reaching the next level of business maturity.
Vision aligned with business strategy & culture: Vision is about reimagining the future of your business, make sure that you break it down into looking at the ideal future first, followed by the real future and then finally the practical one. Make an assessment of your current state, how they interrelate and get a vision for the business, then you can begin to put a vision together for the organization, determine how you get from current state to the vision state. Vision is not static, but evolving, being able to communicate and make sure it is flexible and evolves with the company, aligning the vision with business strategy and culture, and defining more than one approach to reach it.
For each approach, break it down into several stages, estimate costs, resources required, timelines, risks involved, and trends, begin to socialize with the business team and management to gain support. In every stage of selected approach, it’s crucial to reach a point where business gets the benefit of the activities so far or taken up the activities so far to form a stepping stone for the big step. Attach timelines, interim goals, assumptions, business units’ support needs and implementation plans. Conduct organizational level briefing and choose the most suitable and acceptable ways to solve well-framed problems.
Leverage priority mechanism to handle the sequence & consequence: Running a business with progressive change is fundamentally about how to apply logic to solve problems, implement ideas, and guild teams to make things happen timely. The real challenge is to understand the priorities of your company, and know where and how you can and should improve to amplify its effect. Prioritization enables the management to have a respected intra-organizational agreement of well set business objectives and resources, keep the teams and employees focused on the most important things, handle sequence & consequence, of change initiatives, boost the energy and excitement to achieve the ultimate business results.
Digital makes an impact on the speed to run the business, the empathy to their people, the prioritization skills to get important things done. The nonlinear vertical business logic comes through different characteristics such as mixed structures and increased flux. Prioritization is a sort of “balance” skill, to know when to take the gas pedal to accelerate and when to take the brake to control the risks. High mature organizations embed prioritization mechanisms into digital management to strike the right balance between setting the standard and letting “out-of-the-box” thinking flow; between risk management and risk tolerance; between discovering the new way to do things and “we always do things like that,” for leading change at the steadfast pace.
Develop the best and next practices to drive change: Every organization needs to develop tailored practices via leveraging effective system tools or methodologies and use them wisely with the expertise to really add value or manage “VUCA” new normal smoothly. High-performance organizations explore the "best practices" throughout their organization to scale and optimize. These practices might be different across organizations, across departments, and affiliates within an organization and can change over time. In fact, they should change and evolve over time.
It is a better approach to strive for using good practice, good enough for a certain organization and for the specific situation and challenges that are faced and that actually requires different priorities or approaches as compared to others. Also, keep in mind, the practices that are "best" today are almost always not "best" in the future since practices, as well as technologies and markets, are constantly morphing under pressure from continuous destruction that keep the business in innovation mode. The real challenge is to understand where and how you can and should improve to get the biggest effect. The best practices should change and evolve over time.
Performance measurement: Businesses are looking for identifying systemic issues and addressing the causes and corrective actions to lead change. Measurement is never for its own sake, it’s about making the improvement. The measurement should cover all areas that contribute to value creation including service quality, employee engagement, customer satisfaction, and financial outcomes. Put effort into taking the correct measurement, collecting obtained data, analyzing information, evaluating measurement results, determining what needs to be improved, assigning the right people with the right capabilities to take actions for making the improvement, continue to measure the results and make proper adjustments.
Inaccurate measurement data will distract the management from making a true improvement. The incomplete assessment of measurement variables would mislead the management making ineffective decisions or focus on short-term business results only. Every metric should have a good reason for being measured. It’s important to define how you will measure the business success in meeting the organizational purpose and vision, for success will be predicated on the business strategy and sourcing models. A well-defined set of measurement for digital transformation should contain a good mix of outcome measures or the long-term strategic value along with performance drivers to track the progress in the short term.
GRC: GRC is and remains the purview of top organization management, as governance needs to focus on effectiveness, to ensure business doing the right things, the strong GRC disciplines help executives and management get the concept of connectivity. Sound governance is part of eliminating risk and doing the right thing, so it is a framework and the standards to improve business effectiveness and maturity.
The higher the complexity of the organization and the complexity of the environment in which it operates, the higher the requirement for business connectivity (communication, coordination, and control) in order to meet performance baselines and generate value, allowing different roles to work together in harmony. It's important to enforce GRC practices at daily business activities such as iterative communication and continuous improvement. However, in many organizations, much of GRC management is reactive in the sense that there is a lot of rushing around trying to fix problems after they have occurred. Effective GRC is steering and effectively facilitates the successful transformation of an organization while ensuring there are adequate controls in place to operate responsibly in accordance with its values but not to the extent of restricting the aspiration to achieve business vision through an ambitious mission or aggressive goals.
The well-developed digital transformation framework laser focuses on the strategic goals and maintains the digital balance for driving change in a structural way. Forethoughtful companies have a systematic understanding of both visible and invisible success factors, apply system lens and interdisciplinary approach to gain business insight, take interdisciplinary approach, and develop next practices to expand their digital horizon for reaching the next level of business maturity.
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