The inevitable range, breadth, depth, and pace of uncontrollable factors acting on any organizations mean identifying potential pitfalls, business vulnerability and constant fine-tuning is essential to improve business adaptability, performance, and maturity.
Either solving business problems or implementing strategies, organizational management needs to gain the contextual understanding of the inter-connectivity of both visible and invisible success factors, identify and deal with the following pitfalls or the barriers on the way, apply interdisciplinary approaches to enforce interorganizational linkage and vertical staff accountability for running a high performance business.
Low quality information: Every company has a significant amount of information with mixed quality; it does not live alone but permeates everywhere in the businesses. Important bits and bytes of quality information needed to forecast a new market, an emerging technology trend, or business growth opportunities. But there are also inherent dangers of too much misinformation or incoherence in exponential growth of information and the body of knowledge that surrounds us causes miscommunication, poor judgment, or stagnation. That said, if information is unavailable, inaccurate, lost, stolen, or compromised, it will hinder the achievement of business goals timely, disengage employees, disappoint customers, and even mislead the business in the wrong direction. With continuous disruptions, misinformation can cause business failure at any moment
Information becomes one of the most invaluable business assets, but it could also turn out to be one of the biggest pitfalls for business management if it is not handled properly or interpreted accurately. Therefore, information management effectiveness directly impacts the maturity level of the entire business as effective Information Management can capture the real-time business insight and customer foresight for discovering the new areas which contribute to the business growth, or spot the opportunities to increase revenues. To avoid misinformation pitfalls, it’s critical to understand and manage complexity, know how to prioritize based on the business needs, communicate extensively, to ensure information quality, accessibility, reliability, and refine information to fully support the business goals and objectives collaboratively.
Overly rigid hierarchy: Change and disruptions are the new normal, to improve business agility, speed, and flexibility, flattening the overly rigid hierarchy and battling bureaucracy is a journey worth the effort at the emerging digital era with the nature of hype connectivity, nonlinearity, and interdependence. Rigid hierarchy slows down business speed and enhances silo mentality; and silo self-perpetuates when the soft elements of the organization such as leadership or culture have some serious issues, such as emphasizing on individual goals with unhealthy competitions, but ignoring strategic business goals for the long run. The overly rigid hierarchy with very characteristics such as bureaucracy, inflexibility, inefficiency, dysfunctional systems/processes, etc, are root causes of missing synergy and business stagnation.
From top-down organizational hierarchy, there are frictions between management and staff; people and people, employees and customers, etc. The enterprise collaboration platforms and tools provide efficient tools to encourage cross-functional communication and collaboration. to enable information fluidity, workforce creativity and management holism. To run a highly functional organizational system, the organizational hierarchy must balance the freedoms, and responsibilities of the subsystems and total system; the formal and informal structures wrap around with each other; there must be enough central control to achieve coordination toward the large-system goals, and enough autonomy to keep all subsystems such as individuals, teams, or divisions flourishing, functioning, and self-organizing. Modern digital organizations are not the sum of functional pieces, but an integral whole.
Misalignment: Many organizations get stuck at the daily busyness, ignoring the symptoms of business dysfunctioning. When productivity is low and synergy is missing; when people are not working via the system to solve the real problems but play the system to or build “comfort zones” and create frictions to changes, When different shareholders push the business to different directions, change gets stuck and digital transformation is stalled. Misalignment stifles changes and decreases the success rate of strategy management. Many times, communication bottleneck and collaboration ineffectiveness is a dissonance between upper and middle management or middle management and frontline employees. Role conflict or differing priority is often the cause of misalignment.
More specifically, misalignment is caused by silo thinking, miscommunication, lack of cross-functional understanding, or simply wrong people put in the wrong position to solve the wrong problems. So the management needs to clarify: Are your processes functioning to deliver results consistent with the strategic intent? Are your people acting in a way that is consistent with the strategy? Are your processes, portfolio investment, and people integrated to ensure a consistent ability to deliver customer value as defined in the strategy? If you can answer yes to these questions you have a better alignment. If not, you have to identify which of the strategy, processes, and people elements are out of alignment and fix them. Holistic management approach provides structure coupled with strategic planning towards preventing sprawl, ensuring strategy alignment is assured through financial alignment and towards leveraging existing investments as much as possible.
The organizations are so technology-driven and information-intensive today, the inevitable range, breadth, depth, and pace of uncontrollable factors acting on any organizations mean identifying potential pitfalls, business vulnerability and constant fine-tuning is essential to improve business adaptability, performance, and maturity.
Low quality information: Every company has a significant amount of information with mixed quality; it does not live alone but permeates everywhere in the businesses. Important bits and bytes of quality information needed to forecast a new market, an emerging technology trend, or business growth opportunities. But there are also inherent dangers of too much misinformation or incoherence in exponential growth of information and the body of knowledge that surrounds us causes miscommunication, poor judgment, or stagnation. That said, if information is unavailable, inaccurate, lost, stolen, or compromised, it will hinder the achievement of business goals timely, disengage employees, disappoint customers, and even mislead the business in the wrong direction. With continuous disruptions, misinformation can cause business failure at any moment
Information becomes one of the most invaluable business assets, but it could also turn out to be one of the biggest pitfalls for business management if it is not handled properly or interpreted accurately. Therefore, information management effectiveness directly impacts the maturity level of the entire business as effective Information Management can capture the real-time business insight and customer foresight for discovering the new areas which contribute to the business growth, or spot the opportunities to increase revenues. To avoid misinformation pitfalls, it’s critical to understand and manage complexity, know how to prioritize based on the business needs, communicate extensively, to ensure information quality, accessibility, reliability, and refine information to fully support the business goals and objectives collaboratively.
Overly rigid hierarchy: Change and disruptions are the new normal, to improve business agility, speed, and flexibility, flattening the overly rigid hierarchy and battling bureaucracy is a journey worth the effort at the emerging digital era with the nature of hype connectivity, nonlinearity, and interdependence. Rigid hierarchy slows down business speed and enhances silo mentality; and silo self-perpetuates when the soft elements of the organization such as leadership or culture have some serious issues, such as emphasizing on individual goals with unhealthy competitions, but ignoring strategic business goals for the long run. The overly rigid hierarchy with very characteristics such as bureaucracy, inflexibility, inefficiency, dysfunctional systems/processes, etc, are root causes of missing synergy and business stagnation.
From top-down organizational hierarchy, there are frictions between management and staff; people and people, employees and customers, etc. The enterprise collaboration platforms and tools provide efficient tools to encourage cross-functional communication and collaboration. to enable information fluidity, workforce creativity and management holism. To run a highly functional organizational system, the organizational hierarchy must balance the freedoms, and responsibilities of the subsystems and total system; the formal and informal structures wrap around with each other; there must be enough central control to achieve coordination toward the large-system goals, and enough autonomy to keep all subsystems such as individuals, teams, or divisions flourishing, functioning, and self-organizing. Modern digital organizations are not the sum of functional pieces, but an integral whole.
Misalignment: Many organizations get stuck at the daily busyness, ignoring the symptoms of business dysfunctioning. When productivity is low and synergy is missing; when people are not working via the system to solve the real problems but play the system to or build “comfort zones” and create frictions to changes, When different shareholders push the business to different directions, change gets stuck and digital transformation is stalled. Misalignment stifles changes and decreases the success rate of strategy management. Many times, communication bottleneck and collaboration ineffectiveness is a dissonance between upper and middle management or middle management and frontline employees. Role conflict or differing priority is often the cause of misalignment.
More specifically, misalignment is caused by silo thinking, miscommunication, lack of cross-functional understanding, or simply wrong people put in the wrong position to solve the wrong problems. So the management needs to clarify: Are your processes functioning to deliver results consistent with the strategic intent? Are your people acting in a way that is consistent with the strategy? Are your processes, portfolio investment, and people integrated to ensure a consistent ability to deliver customer value as defined in the strategy? If you can answer yes to these questions you have a better alignment. If not, you have to identify which of the strategy, processes, and people elements are out of alignment and fix them. Holistic management approach provides structure coupled with strategic planning towards preventing sprawl, ensuring strategy alignment is assured through financial alignment and towards leveraging existing investments as much as possible.
The organizations are so technology-driven and information-intensive today, the inevitable range, breadth, depth, and pace of uncontrollable factors acting on any organizations mean identifying potential pitfalls, business vulnerability and constant fine-tuning is essential to improve business adaptability, performance, and maturity.
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