The dynamic digital organizations have to be solid enough to keep business spinning and fluid enough to keep things flow and make proactive changes within the expanded digital ecosystem.
Inspiration: Vision is not mirage, progress comes from innovative "vision statements" stories of the future. A visionary view can inspire and motivate, help people or their organizations navigate through difficult changes and achieve strategic goals smoothly. Having an inspirational story in mind for dynamic visualization is critical to business success from the current state to future state for enablement and implementation of business strategy. Envision the “To-Be” state -look at the ideal future first, followed by the practical view via resource, schedule, and talent assessment. Forethoughtful business leaders ask questions to clarify further: What does the future look like? How has the business model evolved? What are value streams? How to fill the gaps in building business capabilities, what are barriers and how to overcome them, and how to manage risks, etc?
Iteration: The large scale business transformation is neither top down nor a straightforward maneuver, it’s an iterative change continuum. To deal with uncertainty and unpredictability, planning in a short time and taking incremental effort allow the acquisition of new information along the way. Develop visualization methods to leverage multi-factors in discovering patterns or hidden meanings, so people feel comfortable to deal with “”VUCA” new normal, make information-based decisions, feel committed to the goals of the team, and are comfortable with the behavioral expectations associated with those goals.
Interaction: With emerging digital technologies, many organizations across vertical sectors are breaking down the overly rigid hierarchy, moving towards open structures and more freedom to those who are linked with the front line and develop a highly interactive organization. Companies lay out an outside-in business by evolving the ecosystem for changing and innovating. Command & control management style gradually loses its steam. The ‘micro-managed’ top-down as directing the specific outcomes will lead to a lack of innovation and fail to adapt to changing market conditions. Middle-Out management should challenge the current trajectory and condition. The bottom up approach to change is important because people feel more engaged in providing feedback, taking initiatives to identify problems and solve them effectively.
Integration: Let employees use their brains in helping solve for leaders' intent. It could be also important to leverage behavioral principles to understand how to motivate effectively, and integrate all crucial success factors into business competency. Leading by example is one of the most effective methods of motivation, whether it is a personal drive to succeed, to make a difference, or help others to be successful. Make sure business processes and people are integrated to ensure a consistent ability to deliver change results. It takes holistic customer experience design and management disciplines to delight customers by integrating multiple and specialized commercial software components into customer-tailored solutions and making continuous deliveries.
Inherence: Modern Organization’s are complex, whether it's "organic" or whether there should be a corporate function of Organizational Design, all depends on the culture of the organization, its life cycle and extent of rapid change in the ecosystem. Make an objective assessment of organizational culture by understanding the varying issues such as: the cognitive skills and decision-making biases; behavioral styles and patterns; or motivational drivers and passions at the corporate level. Culture is a soft corporate asset, but one of the toughest business factors. Building a strong culture can lift your organization up to the next level of digital maturity effortlessly,
Interdisciplinarity: The emerging technologies make the world hyper connected and enforce cross boundaries communication, learning, and sharing. People are encouraged to break down silos, seek out help, brainstorm fresh ideas, and co-solve existing or emerging business problems. The focal point of digital management is to make the careful planning of activities to create a context in which people can collaborate and they are empowered, respected, and make collective decisions, build the interdisciplinary nature of the team, and amplify collective creativity effect.
Intimacy: The digital era upon us is about people. Inside out management approach might create the gaps between what the customer needs and what business really delivers. One of the key determinants of whether an organization can move to the digital new normal is how well it can delight customers and truly understand their people to run a people-centric digital organization. People have to be ready for moving to a fluid structure, hyper-connected & dynamic state and get used to the complex digital ecosystem. It is also important to perceive things from the outside-in customers’ perspective. The customer, including prospects, should be studied and observed and gain the insight upon. Using a more inductive approach as to what the customer wants to accomplish "next," and achieve business value with customer delight.
The dynamic digital organizations have to be solid enough to keep business spinning and fluid enough to keep things flow and make proactive changes within the expanded digital ecosystem. The goal of the digital management is to build an organization with the follow attributes: Robust - able to recover quickly from adverse and unpreventable conditions; innovative -transform novel ideas to achieve high business value; flexible -able to figure out the alternative way of doing things; resilient - fail fast and fail forward.
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