Digital enterprises are inherently complicated, the highly intensive changes do not happen in isolation from each other in predictable ways, but act as a complex system feeding, amplifying and ameliorating change effects and creating business synergy.
Analogically, comparing change with a trip plan, destination change, path change, timeline change, speed change, alignment of all members- all are part of the change plan, failure to convey, arrangement and commitment are called reasons for resistance. How to initiate, prioritize, and integrate to drive systematic change efforts to unlock business performance?
Aligning various stakeholders’ requirements to achieve multidimensional business value: Organizations have a variety of stakeholders, behind many critical business initiatives, there are numerous points-of-view and reference points of varying stakeholders. A number of highly influential, highly misaligned stakeholders perhaps distract the management to focus on the strategic perspective of business growth and transformation. In many global organizations, the challenges of stakeholder involvement are real for Change Management effort. Organizational alignment is what is key to fully achieve corporate performance goals. The shareholders encompass the need to effectively manage their issues and values so they do not become a risk to business value. If stakeholder values and issues are well aligned and managed, they should become enhancements to their values. And shareholder values do not begin and end with financial profit only, there are people value, brand value, social value, etc, as well.
In practice, a formal business requirement initiatives checklist includes such as enterprise mission and stakeholder needs analysis, enterprise system requirement development and management. The more stakeholders can impact a change seriously and collaboratively, the better chance the change will achieve or exceed the business expectations. All should be synchronized without compromising. So the management needs to keep checking: What is the vision and mission we intend to accomplish? What structure would ensure the organization's leaders are actively ensuring the organization is walking the talk of its values, connecting with others who are seeking to accomplish the same goals, developing and monitoring programs to accomplish the mission? Smart shareholders know that they live in this world too and focusing only on short-term economics can lead to negative values that may outweigh finances in the long-term. So they need to strike the right balance of short term profitability and long term prosperity.
"Newness" of the scope and approach to the organization: Change is inevitable, and the only differences are the reasons and goals behind the change, the scope, depth/breadth of change efforts (Why do you want to change, what you need to accomplish, what does it consist of and what does it impact). Business Change Management has a broader scope, including such as stakeholder management, process or organizational change, there is also technical change management, etc. Change managers need to clarify the degree, scope, and nature of the change required, etc, so they can apply a structural approach to manage it effectively.
Overall, good anticipation in planning is key for a smoother change implementation, while regular updates and plan adjustments will enhance your chances of success. For the large scale of change, it’s important to establish a cross-functional change team to involve multifunctional management, space and time are made to scope, plan, and execute in a structural way, cross functional communication, interactions, and collaboration amplify the collective capability to change for achieving more business values.
A number of points of integration: Many organizations that get stuck at the low level of maturity often function as sum of pieces, rather than an integral whole. Those organizations that have better integration maturity outperform their competitors and tend to be more responsive to increasing pace of changes and develop long-term business competency. If the situation is very natural and fluid, with a lot of inter-dependencies, it takes a holistic view and cross functional management approach. For change integration practices, shape a “big picture,” to understand the nature of hyper-connectivity and interdependence, open up cross-disciplined dialogs and optimize dynamic processes in ways that perhaps were not possible before.
Every strategic initiative, either at a functional level or corporate scope, has to make sure the business as a whole is superior to the sum of pieces. The goal of a variety of integration is to ensure information consistency, security, interoperability, and coherence for running a high-responsive and high-performance business. By integrating, you are creating a case where you force an organizational alignment to integration to optimization to maximize the value from existing systems and the need for better business performance and responsiveness. To make the large scale of business transformation, the successful integration will depend on the underlying business relationships between all of the crucial points and how they influence each other in improving organizational maturity.
Size of the business initiative relative to the organization's business management maturity and whether or not the organization has ever managed an initiative of that scale before: Maturity is the state of fluency, quality, balance, ripeness, and resilience. Change Management in high mature organizations is not about taking a few random efforts. The challenge for organizations across the vertical sector is to manage its portfolio of cohesive change efforts, to create relevant cross-border strategic synergies, fine-tune the underlying functions and structures, develop high caliber professionals to achieve high performance.
The real challenge is to understand the priorities of your company, and know where and how you can and should improve to amplify change effect. Change Management and Strategy Management go hand in hand. Business Architecture as a useful tool helps to identify gaps, assumptions, risks, etc, shape prioritization of the opportunities, level set scope, and approach. To effectively respond to the digital dynamics, companies must begin thinking about ways with strategic planning to broaden their ecosystems and revenue streams while becoming more responsive and scalable.
Digital enterprises are inherently complicated, the highly intensive changes do not happen in isolation from each other in predictable ways, but act as a complex system feeding, amplifying and ameliorating change effects and creating business synergy. The journey of digital transformation is the full-scale changes in the way business is conducted so that it can generate high value and uplift the business to the next level of growth cycle via multidimensional planning, seamless execution and orchestration.
Aligning various stakeholders’ requirements to achieve multidimensional business value: Organizations have a variety of stakeholders, behind many critical business initiatives, there are numerous points-of-view and reference points of varying stakeholders. A number of highly influential, highly misaligned stakeholders perhaps distract the management to focus on the strategic perspective of business growth and transformation. In many global organizations, the challenges of stakeholder involvement are real for Change Management effort. Organizational alignment is what is key to fully achieve corporate performance goals. The shareholders encompass the need to effectively manage their issues and values so they do not become a risk to business value. If stakeholder values and issues are well aligned and managed, they should become enhancements to their values. And shareholder values do not begin and end with financial profit only, there are people value, brand value, social value, etc, as well.
In practice, a formal business requirement initiatives checklist includes such as enterprise mission and stakeholder needs analysis, enterprise system requirement development and management. The more stakeholders can impact a change seriously and collaboratively, the better chance the change will achieve or exceed the business expectations. All should be synchronized without compromising. So the management needs to keep checking: What is the vision and mission we intend to accomplish? What structure would ensure the organization's leaders are actively ensuring the organization is walking the talk of its values, connecting with others who are seeking to accomplish the same goals, developing and monitoring programs to accomplish the mission? Smart shareholders know that they live in this world too and focusing only on short-term economics can lead to negative values that may outweigh finances in the long-term. So they need to strike the right balance of short term profitability and long term prosperity.
"Newness" of the scope and approach to the organization: Change is inevitable, and the only differences are the reasons and goals behind the change, the scope, depth/breadth of change efforts (Why do you want to change, what you need to accomplish, what does it consist of and what does it impact). Business Change Management has a broader scope, including such as stakeholder management, process or organizational change, there is also technical change management, etc. Change managers need to clarify the degree, scope, and nature of the change required, etc, so they can apply a structural approach to manage it effectively.
Overall, good anticipation in planning is key for a smoother change implementation, while regular updates and plan adjustments will enhance your chances of success. For the large scale of change, it’s important to establish a cross-functional change team to involve multifunctional management, space and time are made to scope, plan, and execute in a structural way, cross functional communication, interactions, and collaboration amplify the collective capability to change for achieving more business values.
A number of points of integration: Many organizations that get stuck at the low level of maturity often function as sum of pieces, rather than an integral whole. Those organizations that have better integration maturity outperform their competitors and tend to be more responsive to increasing pace of changes and develop long-term business competency. If the situation is very natural and fluid, with a lot of inter-dependencies, it takes a holistic view and cross functional management approach. For change integration practices, shape a “big picture,” to understand the nature of hyper-connectivity and interdependence, open up cross-disciplined dialogs and optimize dynamic processes in ways that perhaps were not possible before.
Every strategic initiative, either at a functional level or corporate scope, has to make sure the business as a whole is superior to the sum of pieces. The goal of a variety of integration is to ensure information consistency, security, interoperability, and coherence for running a high-responsive and high-performance business. By integrating, you are creating a case where you force an organizational alignment to integration to optimization to maximize the value from existing systems and the need for better business performance and responsiveness. To make the large scale of business transformation, the successful integration will depend on the underlying business relationships between all of the crucial points and how they influence each other in improving organizational maturity.
Size of the business initiative relative to the organization's business management maturity and whether or not the organization has ever managed an initiative of that scale before: Maturity is the state of fluency, quality, balance, ripeness, and resilience. Change Management in high mature organizations is not about taking a few random efforts. The challenge for organizations across the vertical sector is to manage its portfolio of cohesive change efforts, to create relevant cross-border strategic synergies, fine-tune the underlying functions and structures, develop high caliber professionals to achieve high performance.
The real challenge is to understand the priorities of your company, and know where and how you can and should improve to amplify change effect. Change Management and Strategy Management go hand in hand. Business Architecture as a useful tool helps to identify gaps, assumptions, risks, etc, shape prioritization of the opportunities, level set scope, and approach. To effectively respond to the digital dynamics, companies must begin thinking about ways with strategic planning to broaden their ecosystems and revenue streams while becoming more responsive and scalable.
Digital enterprises are inherently complicated, the highly intensive changes do not happen in isolation from each other in predictable ways, but act as a complex system feeding, amplifying and ameliorating change effects and creating business synergy. The journey of digital transformation is the full-scale changes in the way business is conducted so that it can generate high value and uplift the business to the next level of growth cycle via multidimensional planning, seamless execution and orchestration.
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