Businesses need to continue learning and applying interdisciplinary digital management to keep tapping their innovation potential.
The component parts of a system can best be understood in the context of relationships with each other and with other systems, rather than in isolation. The breadth and depth of knowledge and multidimensional management disciplines enable business leaders to run a holistic organization and unlock its full potential.
Interdisciplinary problem-solving: Digital enterprises are inherently and intensely complicated. With a high velocity and frequent disruptions, often, changes or problems do not happen in isolation from each other in predictable ways. Running business is an iterative problem-solving continuum. Business leaders and professionals need to solve large and small problems on a daily basis. Behind every problem is a relationship dynamic out of alignment. Interdisciplinary business insight should lead us not only to understand, but also to predict; dig into the root cause of problems, not just point out symptoms, but solve problems systematically.
The digital ecosystem is complex and volatile, it’s critical to create the relevant context to either frame the right issues or make a more lasting solution - without it, you are working without any boundaries or fixing symptoms only. multifaceted problems require interdisciplinary problem solvers who can provide trans-disciplinary solutions to fix root causes, not just symptoms, without causing too many side effects. From a long term business perspective, strategic problem-solving is about diagnosing the real issues, setting the right priority and taking an interdisciplinary approach to come up with premium solutions that not only meet the business needs today, but also take the step further, enabling them to compete for the future. Collectively, digital leaders should take a holistic view and apply interdisciplinarity, shape “inclusive mindset,” always look for capabilities they don’t have so that they can build a winning team with complementary mindset and skills, and take collaborative efforts to improve problem-solving competency.
Interdisciplinary innovation management: Transdisciplinary knowledge and understanding are critical to stimulate creativity and catalyze more innovation of the disruptive type. In fact, digital innovation management is the trans-disciplinary approach which involves cross disciplinary science such as engineering, design, cognition, culture and group behavior, etc. Cross-pollinating ideas, collaborating and sharing are what spurs innovation. In practice, it's important to create the space for innovation dialogues about purposes, methodologies or practices, developing a common understanding, creating the necessity and motivation, and orchestrating a broader spectrum of innovations.
Having knowledge is a good thing, but imagination is the wing underneath of innovation. Debating, sharing, and exploring what to do with that knowledge and connecting disparate ideas that don't seem to fit together naturally will lead to innovation. Innovation is a unique business competency, how to manage innovation successfully could change the way managers do what they do to improve the organizational performance and maturity. The leverage point is how to structure innovation without adding too much complexity, generate winning concepts on a consistent basis, streamline idea flow, and create business differentiation.
Interdisciplinary workforce: The border of knowledge domains is blurred and the scope of knowledge is expanded in the continual base. It requires fundamentally different mindsets and paradigms to lead and work innovatively. The linear business system perception needs to be replaced by the adaptive digital system viewpoint, silo mentality should be replaced by multidimensional thinking. Today's digital leaders or professionals must have a humble attitude to keep learning; they are skeptical about the conventional understanding of issues so that they examine everything before accepting it for the real truth, seek multidisciplinary knowledge, and have courage to challenge conventional wisdom.
Being able to become innovative or close is being able to think, and create new things based on its own needs. It is necessary to leverage digital management methodologies and practices, to enable business leaders or professionals framing bigger thinking boxes, to work across the multiple boxes. Individuals will be more innovative if they are encouraged to think creatively, and enjoy the problem-solving jigsaw puzzles. In fact, the ideal workforce of the next decades is interdisciplinary, the ability to work across disciplines will emerge as a key skill for innovative leaders and workforces.
The rate of change has accelerated, indicating that business leaders must learn how to break through the industrial constraints and limitations, bring greater awareness of the intricacies and the systemic value of organizational systems, processes, talent, technology, resource allocation, and economies of scale, etc. They need to continue learning and applying interdisciplinary digital management to keep tapping their innovation potential and they know the tasks and knowledge required to sustain itself and make a seamless paradigm shift.
Interdisciplinary problem-solving: Digital enterprises are inherently and intensely complicated. With a high velocity and frequent disruptions, often, changes or problems do not happen in isolation from each other in predictable ways. Running business is an iterative problem-solving continuum. Business leaders and professionals need to solve large and small problems on a daily basis. Behind every problem is a relationship dynamic out of alignment. Interdisciplinary business insight should lead us not only to understand, but also to predict; dig into the root cause of problems, not just point out symptoms, but solve problems systematically.
The digital ecosystem is complex and volatile, it’s critical to create the relevant context to either frame the right issues or make a more lasting solution - without it, you are working without any boundaries or fixing symptoms only. multifaceted problems require interdisciplinary problem solvers who can provide trans-disciplinary solutions to fix root causes, not just symptoms, without causing too many side effects. From a long term business perspective, strategic problem-solving is about diagnosing the real issues, setting the right priority and taking an interdisciplinary approach to come up with premium solutions that not only meet the business needs today, but also take the step further, enabling them to compete for the future. Collectively, digital leaders should take a holistic view and apply interdisciplinarity, shape “inclusive mindset,” always look for capabilities they don’t have so that they can build a winning team with complementary mindset and skills, and take collaborative efforts to improve problem-solving competency.
Interdisciplinary innovation management: Transdisciplinary knowledge and understanding are critical to stimulate creativity and catalyze more innovation of the disruptive type. In fact, digital innovation management is the trans-disciplinary approach which involves cross disciplinary science such as engineering, design, cognition, culture and group behavior, etc. Cross-pollinating ideas, collaborating and sharing are what spurs innovation. In practice, it's important to create the space for innovation dialogues about purposes, methodologies or practices, developing a common understanding, creating the necessity and motivation, and orchestrating a broader spectrum of innovations.
Having knowledge is a good thing, but imagination is the wing underneath of innovation. Debating, sharing, and exploring what to do with that knowledge and connecting disparate ideas that don't seem to fit together naturally will lead to innovation. Innovation is a unique business competency, how to manage innovation successfully could change the way managers do what they do to improve the organizational performance and maturity. The leverage point is how to structure innovation without adding too much complexity, generate winning concepts on a consistent basis, streamline idea flow, and create business differentiation.
Interdisciplinary workforce: The border of knowledge domains is blurred and the scope of knowledge is expanded in the continual base. It requires fundamentally different mindsets and paradigms to lead and work innovatively. The linear business system perception needs to be replaced by the adaptive digital system viewpoint, silo mentality should be replaced by multidimensional thinking. Today's digital leaders or professionals must have a humble attitude to keep learning; they are skeptical about the conventional understanding of issues so that they examine everything before accepting it for the real truth, seek multidisciplinary knowledge, and have courage to challenge conventional wisdom.
Being able to become innovative or close is being able to think, and create new things based on its own needs. It is necessary to leverage digital management methodologies and practices, to enable business leaders or professionals framing bigger thinking boxes, to work across the multiple boxes. Individuals will be more innovative if they are encouraged to think creatively, and enjoy the problem-solving jigsaw puzzles. In fact, the ideal workforce of the next decades is interdisciplinary, the ability to work across disciplines will emerge as a key skill for innovative leaders and workforces.
The rate of change has accelerated, indicating that business leaders must learn how to break through the industrial constraints and limitations, bring greater awareness of the intricacies and the systemic value of organizational systems, processes, talent, technology, resource allocation, and economies of scale, etc. They need to continue learning and applying interdisciplinary digital management to keep tapping their innovation potential and they know the tasks and knowledge required to sustain itself and make a seamless paradigm shift.
0 comments:
Post a Comment