Tuesday, January 5, 2021

People -centric Involvement

The journey of improving business maturity is more evolutionary than revolutionary; the highly complex and dynamic digital business system needs to be elaborated in a well-organized effort with a variety of shareholder involvement.

As the digital world becomes hyperconnected, interdependent, and dynamic, the industrial silo and old boundary has been broken down, the digital business ecosystem is ever-evolving and interdependent. Highly innovative organizations naturally have closer connections between functions and all functions and hierarchical layers are more intimately involved with the market and each other on a regular basis. 

Different shareholders get involved in various business activities and playing significant roles in catalyzing change and exploring multiple pathways for unlocking business potential.

Involve talented people by giving them active roles in the business initiatives or real world problems: Statistically many employees do not feel engaged in their work in many companies. The goal of workforce engagement is to inspire creativity and improve productivity, make people feel important, appreciate and reward them. Cognitively, learning and creative problem solving is a deliberate mental effort involving disabling some of the old “wirings,” and making new connections, exploring the mental process of acquiring new knowledge through thoughts, experiences, and senses, removing old and establishing new relations. Practically, to solve complex business problems, multidisciplinarity must be applied within the context of the values of the organization with a healthy cycle of learning-doing-improving.

It’s a hybrid, networked, extended modern working environment, one of the digital management principles is to encourage talent growth, create synergy by putting the right talent in the right position to solve the right problems. A technological point of view that the amount, sensitivity, and capability of the available tools for engaging people is improving steadily so people are empowered to self-manage, invited to brainstorm and contribute to either strategy or innovation, and encouraged to take initiatives for solving problems large or small proactively. The management can evaluate employee engagement through the outcomes of productivity or creativity, or through the performance drivers-the elements that enhance an organization's execution capacity.

Involve vendors and business partners to build core business competencies: The partnership management is both art and science. Having close alliance and strong relationship management harnesses business competency and improves products/services reliability and adoption. To expedite business development cycle, those organizations that have innovative vendors or more mature alliances can be more responsive to changes, have better chance to the success of business model reinvention, and outperform their competitors. It entails effective communication, partnership, collaboration, governance, and value analytics, etc.

Methodologically, there is a need for formal communication paths of gaining approval and creating an atmosphere of transparency in partnership management. A trustful vendor focuses on process optimization, customer-tailored on value deliveries, and there's always an opportunity for improvement. It’s better to have a level of rapport to ensure formal communications are not misinterpreted and partnership is enforced, critical domain knowledge centric activities are encouraged and business innovation driven initiatives are managed effectively. Strategic alliance goes beyond conformity and order taking so that strategy management, change management, and people management work in harmony. Well rounded vendors and partners work with their clients across industries, across cultures, accumulate many success stories and initiate knowledge transfer innovations.

Involve customers in the solution every step of their way, implement the solution, obtain feedback and determine further actions if required: When managing the innovation life cycle, customer involvement at all stages often elicits highly valuable information. The digital era upon us is about customer-centricity. The customer should always be involved in development of intuitive products or services or delightful customer experience. When you invite customers in the conversations, really understand or attempt to understand what the customer would say they want and what you found they actually want, that is when you can really develop an experience that fits them and their needs or desires.

Customers cannot solve your problems, but they can provide insight into their goals, their process, their problems, their context is invaluable. Customers may not always know the "products" they want, but they clearly understand their needs and pains, so involve them as early as possible in the process. Customers appreciate it when you listen and treat them with respect and concern, also give them the optimal platform choice to communicate with your brand. It's important to build tremendous trust and user-focused engagement and show Respect, Relevance, Intelligence. In early stages of customer relationship, you need segment based modeling, but after more data comes available in a relationship and more importantly, customers are more willing to share insights and participate in digital dialogues continuously.

The journey of improving business maturity is more evolutionary than revolutionary; the highly complex and dynamic digital business system needs to be elaborated in a well-organized effort with a variety of shareholder involvement. In fact, there is an ever-greater ability for businesses to create engagement around very specific goals, such as employee retention, customer satisfaction, strategic alliance, talent acquisition, or multi-generational workforce facilitation with the very goal to run high performance and people centric organizations.


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