For improving business agility and innovation, organizations have to adapt to the continuous changes.
Alignment is fundamental and multidimensional for improving business effectiveness and continues to repurpose, readjust, and renovate business models/development for achieving higher than expected business results.
Change in a strategy that requires alignment/realignment of resources and future roadmap: Forward-thinking companies are always on the journey for business transformation which enable them to ride change curves and enhance the next growth cycle. An enterprise transformation plan should cover the business value aspect in terms of capabilities delivered at strategic and operational level. To make an effective mapping between current and future state of the business, define the strategic roadmap based upon the fallout of what has been discovered from exercise; what kind of resource, talent alignment or realignment needed to improve business agility and capability of change. A roadmap should then typically contain or be informed by capabilities needed to get there, interdependencies, risks, approach, milestones.
When you place the "To-Be" state first, it creates a paradigm shift in your approach. From a prioritization management perspective, the effective reorganization should dig through the real issues that need to be addressed. Following the logical steps “look, listen, question, understand, plan, test and collaborate,” and provide a more effective way to discover trends, prevent risks, build capabilities, and handle emerging issues smoothly. Always remember, people are the most invaluable business assets, or being called human resource traditionally, it is a waste of resources to leave any invaluable human potential left unrecognized, untapped and unused. Thus, realigning talent-putting the right people in the right position timely is also one of the most critical strategic issues for the company to overcome stagnation and unlock collective potential smoothly.
Aligning and realigning the business priority and enterprise resources & value chain: Both businesses and ecosystems environments are not static, keep evolving with frequent disruptions. The organization has limited resources, time, and talent, they can’t chase all emerging opportunities or capture everything that looks shiny. There is no way to create a definitive prioritized list without more business context. Thus, organizational management needs to realign business priority with enterprise resources in an adaptive planning to develop business capability and scale up capacity for streamlining strategy management.
Prioritization is critical, as the alternative is a land grab for resources. Prioritization is a sort of “balance” skill, to know when to take the gas pedal to harness change, accelerate strategy execution, and when to take the brake to control the risks. Technically, it’s important to embed prioritization mechanism into the variety of business management for striking the right balance between setting the standard and let “out-of-the-box” thinking flow; between innovation and risk management; between discovering the new way to do things and “we always do things like that;” and it’s about optimizing control and improving working performance, as well as strengthen value chain effectively.
Upgrade with repurpose, realignment, and reconfiguration of well-designed components and systems to harness innovation: Many companies get stuck at the lower level of the organizational maturity with the symptoms such as redundant processes, change inertia, dysfunctional infrastructure, inflexible structure, misaligned resources, including people, etc. To create business synergy and upgrade the organizational maturity, it’s important to map business capabilities and strategies, re-purpose well-designed components and systems for reconfiguring dynamic business capabilities and maintain the right level of the digital balance. Thus, it’s important to understand interfaces and interactions associated with complex business and engenders new perspectives or actions as part of the process of creating a cross-disciplined business system through a common lens, then makes it possible to turn organizational “theories” into tangible management processes and practices.
Organizations are dynamic systems that would perhaps be disturbed by nonlinear events. To run a holistic business, it’s important to understand how relationships, ecosystems, market dynamics, and the connections between business functions, search for meaningful business relationships both within these subsystems and between them; monitor and observe links and feedback systems to achieve business purposes. The purpose itself is a multidimensional system, to keep the business system firm, think of the quality of organizations. If needed, repurpose, realign and configure well-designed components and systems to support “self-adaptive” problem-solving.
Organizations need to take a systematic approach, investigate different paths, shape solid forms, and implement strategy at steadfast paces. For improving business agility and innovation, organizations have to adapt to the continuous changes, frequent disruptions and are able to reconfigure the organizational structure and change their own behaviors for its adaptation to environmental changes and business dynamic continually.
Change in a strategy that requires alignment/realignment of resources and future roadmap: Forward-thinking companies are always on the journey for business transformation which enable them to ride change curves and enhance the next growth cycle. An enterprise transformation plan should cover the business value aspect in terms of capabilities delivered at strategic and operational level. To make an effective mapping between current and future state of the business, define the strategic roadmap based upon the fallout of what has been discovered from exercise; what kind of resource, talent alignment or realignment needed to improve business agility and capability of change. A roadmap should then typically contain or be informed by capabilities needed to get there, interdependencies, risks, approach, milestones.
When you place the "To-Be" state first, it creates a paradigm shift in your approach. From a prioritization management perspective, the effective reorganization should dig through the real issues that need to be addressed. Following the logical steps “look, listen, question, understand, plan, test and collaborate,” and provide a more effective way to discover trends, prevent risks, build capabilities, and handle emerging issues smoothly. Always remember, people are the most invaluable business assets, or being called human resource traditionally, it is a waste of resources to leave any invaluable human potential left unrecognized, untapped and unused. Thus, realigning talent-putting the right people in the right position timely is also one of the most critical strategic issues for the company to overcome stagnation and unlock collective potential smoothly.
Aligning and realigning the business priority and enterprise resources & value chain: Both businesses and ecosystems environments are not static, keep evolving with frequent disruptions. The organization has limited resources, time, and talent, they can’t chase all emerging opportunities or capture everything that looks shiny. There is no way to create a definitive prioritized list without more business context. Thus, organizational management needs to realign business priority with enterprise resources in an adaptive planning to develop business capability and scale up capacity for streamlining strategy management.
Prioritization is critical, as the alternative is a land grab for resources. Prioritization is a sort of “balance” skill, to know when to take the gas pedal to harness change, accelerate strategy execution, and when to take the brake to control the risks. Technically, it’s important to embed prioritization mechanism into the variety of business management for striking the right balance between setting the standard and let “out-of-the-box” thinking flow; between innovation and risk management; between discovering the new way to do things and “we always do things like that;” and it’s about optimizing control and improving working performance, as well as strengthen value chain effectively.
Upgrade with repurpose, realignment, and reconfiguration of well-designed components and systems to harness innovation: Many companies get stuck at the lower level of the organizational maturity with the symptoms such as redundant processes, change inertia, dysfunctional infrastructure, inflexible structure, misaligned resources, including people, etc. To create business synergy and upgrade the organizational maturity, it’s important to map business capabilities and strategies, re-purpose well-designed components and systems for reconfiguring dynamic business capabilities and maintain the right level of the digital balance. Thus, it’s important to understand interfaces and interactions associated with complex business and engenders new perspectives or actions as part of the process of creating a cross-disciplined business system through a common lens, then makes it possible to turn organizational “theories” into tangible management processes and practices.
Organizations are dynamic systems that would perhaps be disturbed by nonlinear events. To run a holistic business, it’s important to understand how relationships, ecosystems, market dynamics, and the connections between business functions, search for meaningful business relationships both within these subsystems and between them; monitor and observe links and feedback systems to achieve business purposes. The purpose itself is a multidimensional system, to keep the business system firm, think of the quality of organizations. If needed, repurpose, realign and configure well-designed components and systems to support “self-adaptive” problem-solving.
Organizations need to take a systematic approach, investigate different paths, shape solid forms, and implement strategy at steadfast paces. For improving business agility and innovation, organizations have to adapt to the continuous changes, frequent disruptions and are able to reconfigure the organizational structure and change their own behaviors for its adaptation to environmental changes and business dynamic continually.
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