Light up the digital growth cycles and emerging properties (trends, opportunities) to unleash collective potential.
Design a robust business system: Traditional organizations spend a significant amount of time “fixing the symptoms and keeping the bottom line.” Digital organizations are the system that keeps evolving. Forethoughtful organizations apply systems principles to introduce different concepts of hierarchy, in which systems evolve and interlink to create larger systems, within even larger ecosystems, and so on.Future-Driven business leaders need to spend more time on strategy management and innovation. They have better sense to capture the emergent trend, have systematic insight to understand things holistically; respect the diversified point of view, move energy to a higher level by offering a clear vision of what is possible.
Digital management needs to apply systems thinking as an effective tool to design a robust organization for shaping winning concepts, and take the integrated approach for dynamic business planning and actions, which are always based on rough estimations of what the future conditions of business execution would be. In business reality, silo, rigid hierarchy or misalignment, etc, create friction and decrease business agility. Systems thinking as an important tool could possibly highlight these inter-communication and planning shortcomings so those involved can understand the outcomes of various relationships/actions and use the learning in future planning, to certain beliefs, social groupings, motivation patterns, organizational dynamics, and goals. A digital ready organization can approach the flow zone when the positions in its hierarchy have clear and accountable tasks.
Fix root causes via evolving “big picture” thinking: “What is the bigger picture here?" "How is your current problem/goal related to the bigger problems or greater context”? System thinking helps to see the trees and forest, understand the inter connectivity between parts and the whole. If you understand the origin of the situation, where you want it to go, and how to get there, you would understand the specific “WHYs” to dig through the root causes. The reality in most organizations though is the process which is forcibly jammed within an existing organizational design. Each division has its own way to do things and management style, and run at a different speed. Without synchronization, businesses react to increasing pace of changes and become fragile in face of frequent disruptions. They sometimes lose the picture of their destination.
Without a big picture, people perhaps fix the symptoms from a functional perspective, without deepening the relationship between parts within those whole, and grasping complexity and interdependence of problems.It often creates a set of new problems as side effects. Without systematic understanding, people have a tendency to try to fix a symptom which results from the actual cause of the problem. Until the underlying problem is addressed and root causes are fixed, the symptom will continue to return. A better solution that crosses all industries is to keep peeling back the layers to find the root cause via asking five WHYs, or taking other systematic approaches to discover the real cause, address it and fix it thoroughly.
Light up the digital growth cycles and emerging properties (trends, opportunities): As we all know that the only "certainty" or a "constant" is "CHANGE." The challenges, competitions, and complexities may be on the increase but along with it comes the increase in opportunity as well and in the form of demand. It is sometimes useful to define the business as a dynamic system then look for or at its emergent properties such as trends or opportunities, and have a holistic views of the two most basic systemic structures - the balancing cycle and the growth cycle, etc, to keep the business evolving, innovating and generating business synergy which implies the emergent business capability being built via certain organizational activities such as planning or structure tuning.
A highly adaptive organization is a system which is able to reconfigure its own structure and change its own behavior during the execution of its adaptation to environmental changes. Digital encourages autonomy and growth. It is the new paradigm associated with deep ecology, the digital organization is more like the living things with self-adaptable and self-renewal capability. It’s important to figure out the “right level” of planning, or take the dynamic planning to keep iterating, adjusting, evolving, and working on a rhythm of sustained products or services deliveries.
Organizations are moving from doing digital through experimenting with some digital technologies to going digital through expanding to all dimensions for a holistic digital transformation. It’s very important for any high performing organization to leverage the systematic understanding of interconnectivity, enable desirable emergent property, get the best alignment and leverage the great human potential that exists or is needed to achieve great results
Digital management needs to apply systems thinking as an effective tool to design a robust organization for shaping winning concepts, and take the integrated approach for dynamic business planning and actions, which are always based on rough estimations of what the future conditions of business execution would be. In business reality, silo, rigid hierarchy or misalignment, etc, create friction and decrease business agility. Systems thinking as an important tool could possibly highlight these inter-communication and planning shortcomings so those involved can understand the outcomes of various relationships/actions and use the learning in future planning, to certain beliefs, social groupings, motivation patterns, organizational dynamics, and goals. A digital ready organization can approach the flow zone when the positions in its hierarchy have clear and accountable tasks.
Fix root causes via evolving “big picture” thinking: “What is the bigger picture here?" "How is your current problem/goal related to the bigger problems or greater context”? System thinking helps to see the trees and forest, understand the inter connectivity between parts and the whole. If you understand the origin of the situation, where you want it to go, and how to get there, you would understand the specific “WHYs” to dig through the root causes. The reality in most organizations though is the process which is forcibly jammed within an existing organizational design. Each division has its own way to do things and management style, and run at a different speed. Without synchronization, businesses react to increasing pace of changes and become fragile in face of frequent disruptions. They sometimes lose the picture of their destination.
Without a big picture, people perhaps fix the symptoms from a functional perspective, without deepening the relationship between parts within those whole, and grasping complexity and interdependence of problems.It often creates a set of new problems as side effects. Without systematic understanding, people have a tendency to try to fix a symptom which results from the actual cause of the problem. Until the underlying problem is addressed and root causes are fixed, the symptom will continue to return. A better solution that crosses all industries is to keep peeling back the layers to find the root cause via asking five WHYs, or taking other systematic approaches to discover the real cause, address it and fix it thoroughly.
Light up the digital growth cycles and emerging properties (trends, opportunities): As we all know that the only "certainty" or a "constant" is "CHANGE." The challenges, competitions, and complexities may be on the increase but along with it comes the increase in opportunity as well and in the form of demand. It is sometimes useful to define the business as a dynamic system then look for or at its emergent properties such as trends or opportunities, and have a holistic views of the two most basic systemic structures - the balancing cycle and the growth cycle, etc, to keep the business evolving, innovating and generating business synergy which implies the emergent business capability being built via certain organizational activities such as planning or structure tuning.
A highly adaptive organization is a system which is able to reconfigure its own structure and change its own behavior during the execution of its adaptation to environmental changes. Digital encourages autonomy and growth. It is the new paradigm associated with deep ecology, the digital organization is more like the living things with self-adaptable and self-renewal capability. It’s important to figure out the “right level” of planning, or take the dynamic planning to keep iterating, adjusting, evolving, and working on a rhythm of sustained products or services deliveries.
Organizations are moving from doing digital through experimenting with some digital technologies to going digital through expanding to all dimensions for a holistic digital transformation. It’s very important for any high performing organization to leverage the systematic understanding of interconnectivity, enable desirable emergent property, get the best alignment and leverage the great human potential that exists or is needed to achieve great results
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