The company needs to reinvent itself, sometimes, even need to redesign the fundamental business model, rejuvenate organizational culture, or refresh all sorts of critical business factors for reaching the next level of organizational growth and maturity.
By envisioning and focusing forward, business leaders are able to accurately judge the upcoming curves and obstacles on the path; by refreshing and restructuring, effective business management can drive transformative change smoothly.
Refresh core business processes to make sure the changes are not only predicted but also fully prepared: The processes are the tool to get the result you formulate in the strategy, get a deep understanding of crucial business issues and solve them in a logical way. Traditional organizational management with siloed processes often causes bureaucracy and creates the jam of business transactions and changes. So the process management team needs to validate the value proposition and define the detailed business requirements by checking-up: Is it well and commonly understood? What is the required output, and is the process adequate to deliver? How many human (internal or customer/partner) touch points are there? Who are human actors, and do they want to be involved? Does it have sufficient resources to do a given amount of work? And can it be streamlined or changed to better deliver the output for any of the criteria? Etc.
If you don't consider the processes as the main driver to deliver the desired result, then you will not get the result you hoped for. To improve business agility, the underlying structures and processes need to be dynamic and flexible and the business capabilities should be reconfigured dynamically without reinventing the wheel. There are many other considerations - granularity being one which is almost so and procedural composition or decomposition. The truth is that enterprise is a complex entity that needs to be perceived through a varied lens, and also needs to simplify, highlight and optimize the key processes to reduce waste as well. The goal-driven business processes improve business efficiency, quality, agility, autonomy, and maturity. The most powerful processes involve tapping the organization’s ecosystem for collective perspectives to unleash its full potential.
Restructure the organizational framework or flowchart to ensure the right people in the right position at the right time: Organization structure and its impact on business culture could play either a positive or negative impact on achieving business performance. Forward-looking organizations work proactively to dismantle business bureaucracy, experiment with different types of organizational structures to enforce business alignment, enablement, and collaboration. The organizational structure tuning helps to flatten the overly restrictive hierarchy, creating the chemistry that has a significant impact on productivity, performance and creativity.
It’s about design for trust, improving adaptability and maturity of the organization. The right mixed structure allows the growth mindset and digital culture to bloom so that the business can stretch out in every business dimension for driving the full-fledged digital transformation. An organization can approach the flow zone when positions in its hierarchy have clear and accountable tasks, make sure talented people get placed into the most conducive environment where they can flourish and make the maximum contribution not only to the business but also to their own life. By taking advantage of emerging digital platforms and technologies, ideal organizational structures are achieved through the right mix of “physical and virtual,” horizontal expansion and vertical penetration, to ensure responsibility enforcement, information flow and synergy creation.
Realign the business priority and enterprise resources: To adapt to the changing environment and handling overloaded assignments and tasks, there is no way to create a definitive prioritized list without more business context. Prioritization management is not so easy. From a change management perspective, it is difficult to take the decisions in which order to make the changes and prioritize between changes. Identifying what generates the most value for the company and expressing that in strategic objectives help managers keep their eyes on what matters and set the right priority to improve business strategy management effectiveness.
Prioritization is critical, as the alternative is a land grab for resources. The organization has limited resources, time, and talent; they can’t chase all emerging opportunities. Resource management becomes a bottleneck for running a high quality and a high-performance business. The dilemma is whether "doing more with less" should be counted as an increase in resource: It depends on whether you choose to regard a resource as "something that is" or as "something that does. The really important thing is to understand the core business of your enterprise and the problem to solve, and apply finite resources to get the best yield possible to meet stakeholders’ expectations. Successful capacity and resource management are critical to ensuring that resources are available before they are needed.
The business transformation is a radical change, with all sorts of ups and downs, bumps and curves, roadblocks and pitfalls on the way. it means that the company needs to reinvent itself, sometimes, even need to redesign the fundamental business model, rejuvenate organizational culture, or refresh all sorts of critical business factors for reaching the next level of organizational growth and maturity.
Refresh core business processes to make sure the changes are not only predicted but also fully prepared: The processes are the tool to get the result you formulate in the strategy, get a deep understanding of crucial business issues and solve them in a logical way. Traditional organizational management with siloed processes often causes bureaucracy and creates the jam of business transactions and changes. So the process management team needs to validate the value proposition and define the detailed business requirements by checking-up: Is it well and commonly understood? What is the required output, and is the process adequate to deliver? How many human (internal or customer/partner) touch points are there? Who are human actors, and do they want to be involved? Does it have sufficient resources to do a given amount of work? And can it be streamlined or changed to better deliver the output for any of the criteria? Etc.
If you don't consider the processes as the main driver to deliver the desired result, then you will not get the result you hoped for. To improve business agility, the underlying structures and processes need to be dynamic and flexible and the business capabilities should be reconfigured dynamically without reinventing the wheel. There are many other considerations - granularity being one which is almost so and procedural composition or decomposition. The truth is that enterprise is a complex entity that needs to be perceived through a varied lens, and also needs to simplify, highlight and optimize the key processes to reduce waste as well. The goal-driven business processes improve business efficiency, quality, agility, autonomy, and maturity. The most powerful processes involve tapping the organization’s ecosystem for collective perspectives to unleash its full potential.
Restructure the organizational framework or flowchart to ensure the right people in the right position at the right time: Organization structure and its impact on business culture could play either a positive or negative impact on achieving business performance. Forward-looking organizations work proactively to dismantle business bureaucracy, experiment with different types of organizational structures to enforce business alignment, enablement, and collaboration. The organizational structure tuning helps to flatten the overly restrictive hierarchy, creating the chemistry that has a significant impact on productivity, performance and creativity.
It’s about design for trust, improving adaptability and maturity of the organization. The right mixed structure allows the growth mindset and digital culture to bloom so that the business can stretch out in every business dimension for driving the full-fledged digital transformation. An organization can approach the flow zone when positions in its hierarchy have clear and accountable tasks, make sure talented people get placed into the most conducive environment where they can flourish and make the maximum contribution not only to the business but also to their own life. By taking advantage of emerging digital platforms and technologies, ideal organizational structures are achieved through the right mix of “physical and virtual,” horizontal expansion and vertical penetration, to ensure responsibility enforcement, information flow and synergy creation.
Realign the business priority and enterprise resources: To adapt to the changing environment and handling overloaded assignments and tasks, there is no way to create a definitive prioritized list without more business context. Prioritization management is not so easy. From a change management perspective, it is difficult to take the decisions in which order to make the changes and prioritize between changes. Identifying what generates the most value for the company and expressing that in strategic objectives help managers keep their eyes on what matters and set the right priority to improve business strategy management effectiveness.
Prioritization is critical, as the alternative is a land grab for resources. The organization has limited resources, time, and talent; they can’t chase all emerging opportunities. Resource management becomes a bottleneck for running a high quality and a high-performance business. The dilemma is whether "doing more with less" should be counted as an increase in resource: It depends on whether you choose to regard a resource as "something that is" or as "something that does. The really important thing is to understand the core business of your enterprise and the problem to solve, and apply finite resources to get the best yield possible to meet stakeholders’ expectations. Successful capacity and resource management are critical to ensuring that resources are available before they are needed.
The business transformation is a radical change, with all sorts of ups and downs, bumps and curves, roadblocks and pitfalls on the way. it means that the company needs to reinvent itself, sometimes, even need to redesign the fundamental business model, rejuvenate organizational culture, or refresh all sorts of critical business factors for reaching the next level of organizational growth and maturity.
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