There are competitions, conflicts, and controversies all over the place in today’s complex marketing environment. It’s crucial to apply innerlogic and interdisciplinary knowledge to solve problems, implement ideas, and guild teams to achieve high performance and unleash potential.
Build the "inner business logic" that links organizational strategic goals and action items: Vision is the destination - it’s about what you want the organization to be. Strategy is what (goals) you are going to do to achieve your vision. Tactics is about how (actions) you will achieve your strategy. The "inner business logic" is a cascading top-down process. First, define the strategic goals; then you determine certain “action items” which become the tactical goals of business units; then determine action items from those goals; and then, align business goals with individuals’ daily tasks, etc. Back to departmental outputs and team/individual work outputs, then the linkage between strategic and operational can be relatively transparent. These linkages help people understand how their work impacts the organization and help the management streamline strategy management.
In high mature organizations, the strategic planning also involves the definition of value chains, functional decomposition, organizational structure tuning, drives an organizational process management and project portfolio mix and trace the deliverables from the valuable products/services, and information to achieve business goals continually. Capability based strategy management has a much higher success rate. Processes underpin business capability. Process management is to manage the known from flows and figure out the inner logic behind it. Selecting a process to improve should be based on the business goal and priority, automation, complexity, etc, are also considered factors for accelerating performance.
Build the "business logic" that links the “enterprise genotype” (enterprise artifacts or assets) and “enterprise phenotype” (performance): To improve business performance and keep digital fit, building a strong link between enterprise assets and performance means successful capacity planning and resource management to ensure that resources are available before they are needed and enterprise artifacts or assets can be managed effectively to achieve high business performance. Capacity planning will not lower the workload, but give management a true picture of activities so a decision can be made on the ideal workload. Business leaders improve capacity management effectiveness by keeping the process transparent, enforcing accountability at all levels, and focusing on long term business prosperity.
It’s important to figure out the “right level” of planning and understand business logic, or take the dynamic planning to keep iterating, adjusting, evolving, and working on a rhythm of sustained products or services deliveries. A quality capacity planning program will enable business to switch to a proactive mode and bring you in control when experiencing high velocity and uncertainty. With emerging technologies, the arrival of capacity and capability on demand helps to move closer to enhance organizational harmony and efficacy, improve business transparency and the overall organizational maturity.
Build the "business logic" that links the workforce data to business outcomes: With all sorts of business links, people are still the weakest link. Humans are complex assets, you need to understand them as a “WHOLE” person, not just the pieces of data. Workforce analytics brings important indicators on how organizations should focus and invest in human capital and organization efforts on people. To reach the organizational goals through the efforts of all employees, the management has to create a very congenial atmosphere with their good policies/incentives to improve employee engagement and performance.
Many companies are having trouble in collecting workforce data needs and advantages. They lack not only technical skill or knowledge on what and why to observe. There is all kinds of data - from observations, surveys, focus groups, field studies, document or software use analysis etc, both qualitatively and quantitatively. You need to make such activities as a routine work and spend a lot of effort to improve workforce analytics efficiency.
In the dynamic digital business, business logic is often nonlinear and multifaceted, coming through different characteristics such as mixed structures, diversity, volatility, ambiguity, unpredictability, and increased flux. The ultimate goal to improve organizational maturity is to improve the business relationship, engage employees, invite stakeholders for participating in broader conversations and build differentiated business competency.
In high mature organizations, the strategic planning also involves the definition of value chains, functional decomposition, organizational structure tuning, drives an organizational process management and project portfolio mix and trace the deliverables from the valuable products/services, and information to achieve business goals continually. Capability based strategy management has a much higher success rate. Processes underpin business capability. Process management is to manage the known from flows and figure out the inner logic behind it. Selecting a process to improve should be based on the business goal and priority, automation, complexity, etc, are also considered factors for accelerating performance.
Build the "business logic" that links the “enterprise genotype” (enterprise artifacts or assets) and “enterprise phenotype” (performance): To improve business performance and keep digital fit, building a strong link between enterprise assets and performance means successful capacity planning and resource management to ensure that resources are available before they are needed and enterprise artifacts or assets can be managed effectively to achieve high business performance. Capacity planning will not lower the workload, but give management a true picture of activities so a decision can be made on the ideal workload. Business leaders improve capacity management effectiveness by keeping the process transparent, enforcing accountability at all levels, and focusing on long term business prosperity.
It’s important to figure out the “right level” of planning and understand business logic, or take the dynamic planning to keep iterating, adjusting, evolving, and working on a rhythm of sustained products or services deliveries. A quality capacity planning program will enable business to switch to a proactive mode and bring you in control when experiencing high velocity and uncertainty. With emerging technologies, the arrival of capacity and capability on demand helps to move closer to enhance organizational harmony and efficacy, improve business transparency and the overall organizational maturity.
Build the "business logic" that links the workforce data to business outcomes: With all sorts of business links, people are still the weakest link. Humans are complex assets, you need to understand them as a “WHOLE” person, not just the pieces of data. Workforce analytics brings important indicators on how organizations should focus and invest in human capital and organization efforts on people. To reach the organizational goals through the efforts of all employees, the management has to create a very congenial atmosphere with their good policies/incentives to improve employee engagement and performance.
Many companies are having trouble in collecting workforce data needs and advantages. They lack not only technical skill or knowledge on what and why to observe. There is all kinds of data - from observations, surveys, focus groups, field studies, document or software use analysis etc, both qualitatively and quantitatively. You need to make such activities as a routine work and spend a lot of effort to improve workforce analytics efficiency.
In the dynamic digital business, business logic is often nonlinear and multifaceted, coming through different characteristics such as mixed structures, diversity, volatility, ambiguity, unpredictability, and increased flux. The ultimate goal to improve organizational maturity is to improve the business relationship, engage employees, invite stakeholders for participating in broader conversations and build differentiated business competency.
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