Friday, August 27, 2021

Innovative Reframing

Forward-looking organizations should keep expanding their collective thinking box, reframing strategic problems and come up with innovative solutions consistently.

With “VUCA” new normal, there is known unknown and unknown unknown, you can’t predict every turn or curve that the business will face, it’s always important to be self-adaptive in the dynamic environment, reframe critical factors, from leadership mindset, to problems businesses intend to solve to the very strategy organizations are crafting, etc.  The varying stakeholders can adjust "every day" of activities to enforce the broader scope of collaboration as the current situation keeps evolving.

Reframe leadership thinking box
: The information abundant business world becomes hyper-connected. In today's competitive environment, what was outside the box yesterday, may not be such today. Business leaders and professionals need to expand their thinking box, ask open-ended questions, embrace diverse viewpoints, accumulate interdisciplinary knowledge, and drive transformative changes. In fact, it takes courage to get out of the conventional thinking box, broaden thoughts and connect wider dots, break down some old rules, rewire new connections, as well as take risks to shape new ideas boldly. As a matter of fact, great ideas only happen outside of the usual restraints, emerging via expanded thinking. Creativity is one of the most critical professional qualities today, so there are no such things as too much outside the box thinking, but it's important to reframe the newer box to stay focused. A collaborative approach can help to leverage the existing knowledge upon how the organization enables teams to grow beyond their limits and expand their corporate thinking box skillfully.

Reframing a bigger thinking box implies to think differently, unconventionally, or from a new perspective. It is often difficult to think outside the box from within, not only what your eyes are still blinking at, but also looking around, looking above and looking deeper. Often, businesses regularly forget what's in it. And then, look beyond the light you see when you first jump out of the box for answers. For practicing innovation leadership, take a look at outside your industry - far outside your industry, connect wider dots, develop the best and next innovation practices. If you have to pull the team out of the box, that's when the real ideas work. Reframing leadership thinking boxes is simply all part of a well rounded paradigm. It is not only the ideas that are important, but the challenge and willingness to try, the atmosphere in which the ideas are presented, the mindset out of fear and mediocre, and the team out of homogeneous setting and conventional wisdom.

Reframe complex problem: In the digital era upon us, we will be confronting a number of high-complex problems in the hyper-connected world. In fact, running a business is an iterative business problem solving continuum. Because everyone has a different interpretation of what the problem is, therefore, staring at an unclear problem gets confused. So don't jump too quickly into solution mode, and make sure everyone is really clear on what the problem is. Behind every problem is a relationship dynamic out of alignment. Thus, understanding human dynamics, relationships and systems do help to assess problems systematically and solve problems innovatively. For some thorny issues that haven’t been solved effectively before, you have to reframe a problem and realign resources, refine the knowledge, and then, try to solve them effectively.

For either solving existing or emerging problems, it’s critical to recognize patterns, perceive invisible behind the scenes, be able to reframe circumstances, alter or change the frame of reference. The "methodologies' ' being put into the innovation bucket are somewhat unique and previously outside of the business norm, but have the potential to reframe the problem which in itself is the significant contribution to innovative problem-solving. Keep the end in mind, by brainstorming:"What is the purpose you are striving for?” You must use rational arguments, and you have to read philosophy because it helps to see the reasoning in action. And then, when you have seen the reasoning in action, you've got an example of what's philosophy behind it, a problem, and logical argumentation. Laser focus on goals, not processes; continue clarifying: What is the cause of the problem - in-depth thought often opens up the creative "outside the box" solution, and figures out the best solution possible. It is an orientation towards life-powered by an ever-evolving collection of principles, methodologies, and practices.

Reframe the strategy: With ever-evolving business dynamics, there is no "predictable future, "but there are many possible ones. Agility, nimbleness, and responsiveness are particularly needed to adapt to the new normal. To be able to move deliberately and swiftly, it takes strategic agility to transform a traditional organization into an innovative enterprise. Long term planning has its place, but linearity and over prescriptive-ness" don't. Strategy Planning becomes a "living process" with regular evaluating, scanning, listening, revisiting and potential course correction. Forward-looking organizations need to review and to reframe the core of the management- system, set the guidelines, establish a framework to focus or refocus, and apply efficient tools to improve strategy management effectiveness and efficiency.

Business transformation is a long journey full of uncertainty, velocity, complexity, and ambiguity, with many curves and bumps, roadblocks and pitfalls on the way. .You never know for sure what is going to happen, but through continuously scanning the market, you should be able to identify different scenarios. The tough part is trade-offs. The more you can front load and truly define the current state, the easier the journey moves ahead. Part of reframing a strategy is to have built -in a mechanism to correct the direction if the variables are changing or if there is an innovation that has disrupted the landscape all together -either in a disruptive way or in a gradual manner. The continuous movement leads to feedback that allows strategy correction and refinement dynamically.

The blurring line of the business border and the uncharted frontier provides both unprecedented opportunities and emergent risks that companies must deal with appropriately for adapting to the dynamic ecosystem smoothly. Organizations should keep expanding their collective thinking box, reframing strategic problems and come up with innovative solutions consistently. Be prepared, be flexible, and be insightful, ride the learning curve and orchestrate business transformation collaboratively.


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