The “space" between the functions/boxes are actually defined by trade-offs, which are often unrecognized, unexplored, un-articulated, and offer far more potential for improving the performance of the entire organization.
It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “unrecognized” quotes in “Digital Master.”
Even though people like to think they use objective information and explicit criteria for decisions, in almost all cases they find out later there were unrecognized issues, hidden criteria and just estimates of the future, not objective facts.
The “space" between the functions/boxes are actually defined by trade-offs, which are often unrecognized, unexplored, un-articulated, and offer far more potential for improving the performance of the entire organization.
Systems thinking defines how we perceive the "problem” and provides an insight into the emergent inherent properties, both the positive emergent issues required and the negative emergent issues (known and previously unrecognized problems) that come about.
It is a waste of resources to leave any invaluable human potential left unrecognized, untapped and unused. By leveraging system understanding of fine-tuning the digital organization, business management can become more effective to monitor the overall health of the business and enforce cross-functional relationships and collaboration.
An inclusive leader embraces the full spectrum of cognitive difference and the wealth of human abilities. It is a waste of resources to leave any valuable human potential left unrecognized and unused.
Even though people like to think they use objective information and explicit criteria for decisions, in almost all cases they find out later there were unrecognized issues, hidden criteria and just estimates of the future, not objective facts. But, they made rational decisions based on what they knew and the beliefs they held at the time.
Even though people like to think they use objective information and explicit criteria for decisions, in almost all cases they find out later there were unrecognized issues, hidden criteria and just estimates of the future, not objective facts.
The “space" between the functions/boxes are actually defined by trade-offs, which are often unrecognized, unexplored, un-articulated, and offer far more potential for improving the performance of the entire organization.
Systems thinking defines how we perceive the "problem” and provides an insight into the emergent inherent properties, both the positive emergent issues required and the negative emergent issues (known and previously unrecognized problems) that come about.
It is a waste of resources to leave any invaluable human potential left unrecognized, untapped and unused. By leveraging system understanding of fine-tuning the digital organization, business management can become more effective to monitor the overall health of the business and enforce cross-functional relationships and collaboration.
An inclusive leader embraces the full spectrum of cognitive difference and the wealth of human abilities. It is a waste of resources to leave any valuable human potential left unrecognized and unused.
Even though people like to think they use objective information and explicit criteria for decisions, in almost all cases they find out later there were unrecognized issues, hidden criteria and just estimates of the future, not objective facts. But, they made rational decisions based on what they knew and the beliefs they held at the time.
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