The art of management will take a more crucial role in exemplified leadership, discovering hidden patterns, understanding invisible, gaining interdisciplinary knowledge, applying efficient technological tools, and mastering intangible for achieving the next level of business maturity.
To fine-tune “invisible” business elements for framing and solving right problems, business managers and professionals need to be sensitive and discover the hidden clues, understand issues from multiple points of view. Then, identify trade-offs; make choices, while continually remaining open to figure out better solutions.
The balance of “visible & invisible” leadership: True leaders know how to set priority right -focus on the most important thing; when to lead ahead, when to lead behind. They are visible with their teams when their advice is solicited, coach and practice capability based leadership discipline, and they can add real value to the discourse, but not be seen around at every moment to micromanage. It will become visible only when he or she is needed, and will become invisible when there is no need. It is hard to do, but wise leaders should learn how to do this. By doing this, they reap the benefits through autonomy, the increased creativity of their people and flourishing of mutual trust in their organizations.
Great leaders make influence not based on how “loud” they can speak, but how profound they can think and how deep they can dig through the root causes of issues. With the status quo and inflated ego, often leaders feel that they can only be the solution when in fact, they are actually the problem in some situations. Great leaders solve complex problems that make a significant impact without causing more problems. The courage to delegate but not to overwhelm those they are delegating to is important; but even more importantly, it is the recognition that there might be errors, mistakes, and failures, focusing on problem solving, not finger pointing.
Invisible culture thing: Typically, strategy execution fails due to surprises and unknown/unforeseen factors such as communication or culture that directly impact the business mentality and approach to frame and solve the variety of problems. In fact, culture has multiple perspectives that directly impact strategy execution. It means organizations need to not only get the “hard numbers” right but more importantly, how to manage the intangible elements in business from the beginning. Business leaders have to dive deeper to see invisible in order to read digital sentiment clearly. They also need to drive culture change, if necessary, to adapt to the emerging digital trends and pull strategy execution towards the right decision.
In reality, so many business managers focus on the tangibles, but lack an in-depth understanding of the invisible or intangible things that either cause deep problems or they are significant elements in systematic problem-solving. Because, the invisible culture and larger part underneath, is the decisive factor for the success or failure of strategy management. Culture is a collective mindset. Even nowadays, businesses have stepped into the hyper-connected digital world, many business managers and professionals still apply old silo management mindsets to new ways of organizing, and this legacy to the old economy causes culture inertia and limits the potential of many “networked” organizations.
Hidden leverage: Digital organizations are not isolated mechanical entities, but organic business systems which keep evolving. It means blurred functional/organizational/industrial/geographical borders or territories. System = Pattern. Patterns are defined as “solutions of problems in a context,” with a body of “descriptions of forces.” Many companies stagnate in business transformation, it is a waste of resources to leave any valuable potential left unrecognized, untapped and unused. The digital leaders today need to recognize patterns and be able to untap hidden leverage to make a huge impact on accelerating business performance disproportionately.
Businesses have many variables. There are many factors that influence and have an impact on digital maturity. If you pick the right one to change and discover the untapped leverage, perhaps you could achieve significant business advantage. It’s important for digital leaders and managers recognizing the limitations of their perspectives, methodologies, and tools of traditional management approach. Understanding a business system is a necessary precondition for effective intervention Good management practice is the ability to reduce business friction, tensions, and conflicts that arise, enforce interrelationship and cross-functional communication and collaboration, and harness the best potential of the organization.
The scientific part of management helps to set the policy, guidelines, structures, and methods to achieve business effectiveness and efficiency. However, in order to move up the organizational maturity from functioning to firmness to delight, the art of management will take a more crucial role in exemplified leadership, discovering hidden patterns, understanding invisible, gaining interdisciplinary knowledge, applying efficient technological tools, and mastering intangible for achieving the next level of business maturity.
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