Organizations have to strike the multitude of digital balances which impact each other in order to achieve a state of flow, a state of zest, a state of innovativeness, and a state of harmonization.
In order to effectively respond to the business dynamics, companies must begin thinking about ways with strategic and systematical perspective to broaden their ecosystems understanding while becoming more sensitive and responsive to changes, and apply interdisciplinary approaches to solve problems at the strategic level in order to move up to the next level of organizational maturity.
Emergence: Emergence is a characteristic of all complex systems which are not always predictable. The challenges, competition & complexities may be on the increase but along with it comes the increase in opportunity and in the form of demand for the best businesses and great talents. The emerging activities, events, or disruptions bring an unprecedented level of uncertainty, and enhance the variety of complexity. For most organizations, they still do have contexts of relative certainty, while simultaneously having contexts reflecting both complexity and chaos. So to make a strategic alignment internally or across the business ecosystem, it’s important for management to capture a holistic understanding of business strategy and its subcomponents, make certain adjustments for adapting to changes, clarify the interrelationships of many pieces of moving parts, as well as varying scenarios of intended or unintended sequence-consequence scenario accordingly.
From an organizational management perspective, the positive approach comes from attempting to isolate and understand the dynamics of the individual functions in the enterprise, some of which for the time frame will be as good as linear, but more often, the organization as a whole has to function more coherently. Organizations as organic systems have what is known as "emergent properties," properties of the whole that are not properties of the parts. So to create business synergy, it’s important for the management to understand what a system is to what it does to its context, see the interconnectivity between parts and the whole, develop system insight, manage both opportunities and risks accordingly, frame the right problems or solve them effectively.
Interdependence: The collaboratively interdependent organizations are complex, they become complex if things do interact, particularly in the case of "nonlinear" interactions, with interdependent relationships, as well as the mix of structural or nonstructural processes. What works and what does´t, depends on the nature of the organizational interdependence that needs to be enabled. To improve organizational agility, business management has to apply the interdisciplinary lens to scrutinize process, capability, talent, to ensure that an overly restrictive hierarchy has been broken down in order to enhance a creative working environment in which the free flow of ideas and their prompt implementation is a key element of long-term business success.
Technically, the organizational design problem has varying components, such as structural design, capability design, product/service/business model design. Business management must see interrelationships rather than isolated things, understand patterns of changes rather than static “snapshots”; increase business learning plasticity and flexibility, and practice balancing act to lead by influence, not brute force. Running business is about solving numerous problems with interdependent pieces, it is necessary to integrate their interdependencies if they exist, hence, holism, avoid enlarging gaps or cause business systems dysfunctioning. To improve knowledge and idea flow, it’s also important to ensure that the enterprise is connected to all appropriate ecosystems, lattice or otherwise, touch points, for adapting to changes promptly.
Interdisciplinarity: Unlike the traditional organizations often being perceived as mechanical systems keep spinning; digital organizations are the living things that keep growing and evolving. With nonlinear complexity such as hyperconnectivity, interdependence or emergence, business management needs to take an integral information and knowledge management approach, encourage knowledge exchange cross-functionally, allow people to be self organized, and do things with autonomy. The most challenging one is to understand how the people factor affects the business system--and then managing the complex system and the people of the complex system.
Interdisciplinarity expands the bigger thinking boxes for the management to understand issues holistically, bridge the multitude of gaps and integrate varying components into dynamic business capability by taking the multi-faceted approach, technically, scientifically and culturally, Change Management and strategy management go hand-in-hand, so to drive change smoothly, business management needs to understand the psychology behind the change; set disciplines based on philosophical principles and improve organizational agility and maturity smoothly. The goal is to orchestrate a smooth strategy management and ensure the business as a whole is superior to the sum of pieces.
The business ecosystem becomes more interdependent and dynamic than ever. A complex and dynamic business system needs to be understood through holistic understanding, synthetic perspective, and being elaborated in the well-structured effort. It is imperative to explore different views, fresh knowledge, and interdisciplinary practices to gain a better understanding of certain topics or problems that may occur and develop a systematic approach to overcome the challenge. And organizations have to strike the multitude of digital balances which impact each other in order to achieve a state of flow, a state of zest, a state of innovativeness, and a state of harmonization.
Emergence: Emergence is a characteristic of all complex systems which are not always predictable. The challenges, competition & complexities may be on the increase but along with it comes the increase in opportunity and in the form of demand for the best businesses and great talents. The emerging activities, events, or disruptions bring an unprecedented level of uncertainty, and enhance the variety of complexity. For most organizations, they still do have contexts of relative certainty, while simultaneously having contexts reflecting both complexity and chaos. So to make a strategic alignment internally or across the business ecosystem, it’s important for management to capture a holistic understanding of business strategy and its subcomponents, make certain adjustments for adapting to changes, clarify the interrelationships of many pieces of moving parts, as well as varying scenarios of intended or unintended sequence-consequence scenario accordingly.
From an organizational management perspective, the positive approach comes from attempting to isolate and understand the dynamics of the individual functions in the enterprise, some of which for the time frame will be as good as linear, but more often, the organization as a whole has to function more coherently. Organizations as organic systems have what is known as "emergent properties," properties of the whole that are not properties of the parts. So to create business synergy, it’s important for the management to understand what a system is to what it does to its context, see the interconnectivity between parts and the whole, develop system insight, manage both opportunities and risks accordingly, frame the right problems or solve them effectively.
Interdependence: The collaboratively interdependent organizations are complex, they become complex if things do interact, particularly in the case of "nonlinear" interactions, with interdependent relationships, as well as the mix of structural or nonstructural processes. What works and what does´t, depends on the nature of the organizational interdependence that needs to be enabled. To improve organizational agility, business management has to apply the interdisciplinary lens to scrutinize process, capability, talent, to ensure that an overly restrictive hierarchy has been broken down in order to enhance a creative working environment in which the free flow of ideas and their prompt implementation is a key element of long-term business success.
Technically, the organizational design problem has varying components, such as structural design, capability design, product/service/business model design. Business management must see interrelationships rather than isolated things, understand patterns of changes rather than static “snapshots”; increase business learning plasticity and flexibility, and practice balancing act to lead by influence, not brute force. Running business is about solving numerous problems with interdependent pieces, it is necessary to integrate their interdependencies if they exist, hence, holism, avoid enlarging gaps or cause business systems dysfunctioning. To improve knowledge and idea flow, it’s also important to ensure that the enterprise is connected to all appropriate ecosystems, lattice or otherwise, touch points, for adapting to changes promptly.
Interdisciplinarity: Unlike the traditional organizations often being perceived as mechanical systems keep spinning; digital organizations are the living things that keep growing and evolving. With nonlinear complexity such as hyperconnectivity, interdependence or emergence, business management needs to take an integral information and knowledge management approach, encourage knowledge exchange cross-functionally, allow people to be self organized, and do things with autonomy. The most challenging one is to understand how the people factor affects the business system--and then managing the complex system and the people of the complex system.
Interdisciplinarity expands the bigger thinking boxes for the management to understand issues holistically, bridge the multitude of gaps and integrate varying components into dynamic business capability by taking the multi-faceted approach, technically, scientifically and culturally, Change Management and strategy management go hand-in-hand, so to drive change smoothly, business management needs to understand the psychology behind the change; set disciplines based on philosophical principles and improve organizational agility and maturity smoothly. The goal is to orchestrate a smooth strategy management and ensure the business as a whole is superior to the sum of pieces.
The business ecosystem becomes more interdependent and dynamic than ever. A complex and dynamic business system needs to be understood through holistic understanding, synthetic perspective, and being elaborated in the well-structured effort. It is imperative to explore different views, fresh knowledge, and interdisciplinary practices to gain a better understanding of certain topics or problems that may occur and develop a systematic approach to overcome the challenge. And organizations have to strike the multitude of digital balances which impact each other in order to achieve a state of flow, a state of zest, a state of innovativeness, and a state of harmonization.
0 comments:
Post a Comment