Thursday, April 15, 2021

Amount of Self Management to Improve Innovation Maturity

As a person, you need to be optimized with a growth mind and a right mix of skill sets to get the work done innovatively. As an organization, you need to measure the innate change capacity and develop business strengths to reach the maximum potential.

Going digital is an evolutionary path of pursuing the next level of organizational maturity and collective human progress via empowerment, engagement, and democratic meritocracy. Part of the digital transformation journey is to prepare people to get digital ready psychologically and intellectually. 

Building a people-centric organization is both art and science. It’s important to make an assessment of people based on the following factors and nurture a culture of innovation to unleash collective potential.

The innovation of work and the level of organizational innovations maturity: With rapid change and the power of digital technology, creativity is the most desired professional quality and innovation thrives in every little thing people do. Aptitude and skills will vary from front-end to back-end. The business management needs to keep knowledge professionals engaged and create greater value via continuous contribution of employees. It is critical to put the right people in the right position from sowing the seed of creativity to reaping innovation benefits.

Either individually or collectively, the increasing role of employee knowledge, and knowledge growth would be most valuable if employees wanted to utilize and share it, as well as generate novel ideas to catalyze innovation. Make an objective evaluation of the quality of the output delivered (new ideas, multidimensional value, positive culture influence, etc.); the time ratio spending on production, innovation and administration tasks. In the organizational scope, hyper-connectivity can foster innovation through broader scope collaboration, and create synergy for achieving innovation success of the business.

The level of communication with colleagues:
Organizations are social realities that emerge from the communication patterns of people. Communication is the coordination mechanism that makes organizations possible and makes a group of people as a team. Communication effectiveness is the prerequisite condition to improve digital flow and improve organizational maturity. It's important to open digital dialogs for enforcing communication and encouraging cross-functional collaboration. Digital adaptation is faster if made with the full involvement of people by breaking down hard communication barriers such as outdated rules, processes, procedures, or the soft elements such as culture, politics, or bureaucracy, etc.

Great communicators are working to spread their messages throughout the organization with clarity and verification, in a diverse set of activities with clarified messages and mixed communication styles to tailor the needs of different audiences, and creating multiple pathways for enforcing communication effectiveness and impact. The top business communicators can practice strategic communication to handle stress because of throwbacks/resistance/conflicts, etc, overcome dissonance between upper and middle management or dissonance between middle management and the frontline employees, streamline business flow, and achieve digital synchronization.

The amount of responsibility: From top down, it’s critical to define the strategic goals, responsibilities and competencies are required to achieve. There is a logical scenario to responsibility enforcement and good delegation practice. Find the right person to do the job. The right people are able to adapt themselves and their organization through delegation and adaptation and achieve the right set business goals.

Human action integrates purpose and power. If responsibility didn't follow power, distributed to co-workers, the manager would be in trouble. However, in most circumstances, the person with a lot of power does not like to delegate responsibility to lower levels. Business leaders need to define who you need to have those responsibilities and talents, forecast the skills and roles you need to navigate the changes driven by digital trends and ensure calculated business results are achieved.

The amount of flexibility: Though the meaning of the word flexibility in general refers to physical movement capable of being bent; but from a psychological perspective, it is about adaptation to the changes, the alternative way to do the things; and the resilience to survive or thrive from the failures. Logically, break down silos and be intentional about developing processes that encourage cross-functional collaboration and enforcing business flexibility. People with a flexible mind can work as a team professionally, they are able to do other tasks if needed, not restricted to rigid processes and always challenge conventional ways to do things.

Flexible people love choices, enjoy making differences; have adaptability to use the wide range of leadership skills available to them and show self-awareness to know when and how to use and develop the professional skills of those that they lead. Flexible people demonstrate a variety of skills, be comfortable with ambiguity, and respectful of the process, identify common, yet flexible processes focused on outcomes without micromanagement, and create a sense of urgency to make meaningful change. A flexible organization is a complex social system starting to appreciate such attributes as full open communication, customized structuring, partnerships and integration.

The lever of self-management: Self-management taps the inner and outer resources of strength, and to get yourself doing things with discipline, practices and achieve the ultimate goals. Individually, self-management is about knowing and comprehending how you can manage emotions and behaviors and as an individual recognize what is best to think and do, in relation to the betterment of his/her own life, including effective communications. You know the team will deliver the best outcome and give them the freedom to do it on their way.

The digital leader’s role is to empower their people to reach their full potential by building a work atmosphere to encourage creativity, autonomy, and mastery. A self-organizing team has the full authority on the business practices, processes, tools, engineering methods they would like to use to build business competency. High level of autonomy is the symbol of digital maturity by streamlining the digital flow from top-down to bottom-up and putting an eye on the big picture to achieve common desired outcomes.

Digital is the age of people-centricity. People management plays an important role in determining what energizes the individual at the most. As a person, you need to be optimized with a growth mind and a right mix of skill sets to get the work done innovatively. As an organization, you need to measure the innate change capacity and develop business strengths to reach the maximum potential.


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