The organizational design which includes policy and methodology must be adaptable, develop interdisciplinary frameworks -gloves and technical mechanisms - hands for improving organizational autonomy and maturity.
Are there too many hands in the organization today for business or just “busyness”? Hands need to be fully functioning, and gloves are the framework or constraint to drive desired results consistently.
Innovation is the hand, while strategy is the glove: Variety, complexity, diversification, and collaboration are the characteristics of the digital business ecosystem. Innovation is serendipity in many organizations. But serendipity is not a lucky accident and it can be planned and worked upon. Has a lot of determination and divine providence for those who believe in that. Highly innovative organization leverages innovation strategy as an effective constraint to stay focused on building the innovation capacity of the business and unlocks a new market or revenue stream. Thus, innovation strategy is the glove- the constraint, and innovation management is the hand in the glove - continuous planning, analysis, monitoring, and assessment of all that is necessary for an organization to meet its visions, missions, goals, and objectives.
Compared to nimble startups, many well-established organizations are struggling with innovation, due to silo thinking, change inertia, or rigid hierarchy. It's an even bigger challenge today because companies are still trying to “feel their way” to do innovation and any kind of strategic business thinking seems to be taking a back seat to simply keeping things together. A comprehensive innovation strategy is a requirement to value-driven innovation by creating a clear line of sight between the enterprise vision and how to build a balanced portfolio with mixed breakthrough innovation and incremental innovation. In the respect of gaps between innovation strategy and implementation, uncertainty is the biggest problem in business today, And sometimes when strategies change, the hand adjusts the shape of the glove to make things work.
Information Technology is the hand inside the process management glove for business optimization: Processes underpin business capability. Enterprises have parts of their business that are transaction-oriented and therefore process intensive, and parts of their business which are information intensive. Enterprise process view enables a framework - a glove, for refining and optimizing processes and information interactions at various levels of an enterprise influenced and informed by enterprise goals and objectives. The systematic view of Information Management helps the management understand information management as a system for optimizing business processing, shaping differentiated business capabilities, and orchestrating high-responsive digital organizations.
The smart process needs to have an information management mechanism - a hand, and dynamic aspects to it. It is rigorous; it can handle ad-hoc and exceptional matters smoothly and it ‘knows’ enough to be able to handle failures effectively. The steps involved and who does what and how and what business logic/rules are used in the process, clearly recognize the need for improved technical support for these key business processes and identify the top business process area that needs information technology investment. At the business scope, you create an intelligent system around the data-based smart process, call it a management system which becomes a vehicle for strategy execution.
The governance and risk management disciplines go hand in glove: Governance is the framework - a glove, and risk management is the hand in the glove. In business, every day is a risk, but when a company embarks on a growth strategy, the risk curve will always be greater than a business as usual approaches. The company management is responsible to achieve the strategic goals by leveraging business resources and overcoming day-to-day uncertainties. Governance principles need to be assessed, evaluated and modified to address the latest trends as well as enforce manageability via collaborating their geographically dispersed structures and talents. Governance discipline evolves the leadership and organizational structures and processes that ensure the organization sustains and extends the enterprise strategies and objectives. Foster a governance process to ensure key stakeholders have input into planning, allocation, and commitment of resources to either prevent risks or solve problems effectively.
However, too few business enterprises have appropriately aligned or devoted sufficient resources to their risk management efforts, and they should be or need to be appropriately integrated, with decent reporting structuring and streamlined processes. It’s important to integrate GRC into the everyday business model and move the organization a couple of steps forward in business excellence. The enterprise risk management has to be expanded into enterprise opportunity management. GRC practices need to be converged into cohesive management disciplines, and take a holistic approach to manage risks and opportunities to achieve high performance business results.
The organizational design which includes policy and methodology must be adaptable, develop interdisciplinary frameworks -gloves and technical mechanisms - hands for improving organizational autonomy and maturity. Instead of simply saying that an assigned work was completed successfully, the management should spend time on evaluating how the work was achieved in terms of planning, use of available resources, clarity of direction, capital investment, how teamwork was achieved, how well organizations can take the step-wise approach to make the cohesive change in a logical way, make continual renewal, and build a long-term winning position and improve overall business performance, agility, and maturity,
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