Change is inevitable, organizations act as complex and unpredictable systems, amplify or ameliorate the effects of others, and deliberately build a dynamic system that keeps evolving.
Business management needs to enable the desirable emergent business property, enhance the broader scope of collaboration, and empower change agents to break through culture inertia, increase business agility, adaptability, and make a seamless business transformation.
Strategic agility: Agility is not only the ability to create the change, but also the capability to adapt to the changes. Need for agility arises due to increasing speed of changes in underlying assumptions. Agility within and of itself is a strategy - the organizational ability to create change momentum by putting emphasis on three “I”s: Interaction, Incrementalism, and Improvement. In order to reach the ultimate vision, business management needs to see the world through the lenses of change, diagnose the existing or emerging crucial business problems, set principles, make the right choices, and take actions to solve them effectively.
Agility is the ability to "pivot" and change direction in response to market pressure, or to create the market opportunities dynamically. Business strategic responsiveness enables the companies to upgrade their technologies, updating information/knowledge, optimize processes/capabilities in order to respond to the increasing pace of changes. Organizational structural flexibility flattens the overly rigid hierarchy to encourage cross-boundary collaboration, deepen vertical penetration of management influence, and harness business accountability. Innovation is often happening at the intersection of business and customer; or process and technology; agility further enhances innovation by integrating differentiated business capabilities and generating new business models, or personalizing business products or services.
Adaptive problem-solving: Fundamentally, strategy management is the journey to realize the well-defined vision of the company by taking an iterative problem-solving continuum. What you need in order to define your starting point, your end-state, and how to get there is completely dependent on the journey you want to take. Some problems are pre-diagnostic, others keep emerging. Self-adaptation is a phenomenon strictly linked to see learning or knowledge increase if shared and consumed; self-adaptive organism is an information-driven process feeding and sustaining it. Adaptive problem-solving is about understanding the people and the organization that use “relations between people” as the loom on which to create management structures and processes that support self-adaptive problem-solving. Anthropology can help us in a better way to focus on people centricity and shaping a problem-solving mindset for framing and solving issues thoroughly.
Being self-adaptive either individually or at the organizational level helps the business act as a complex but cohesive system for developing dynamic capabilities to explore the emergent opportunities. Diversification stimulates change and catalyzes innovation, gaining a competitive advantage; and, generating options for provisioning future business capabilities to adapt to changes. It’s important to provide people with sufficient and updated information, navigate people through new experiences, expose them to additional data through those experiences, and doing that purposefully will create abundant opportunities to shift beliefs, mindsets, attitudes, which will ultimately change their behaviors in a lasting manner for solving problems, rather than generating a new set of problems.
Transformative elasticity: One of the differences between leaders and laggards across industrial sectors is their ability to transform with elasticity, proactively adapt to changes, be nimble and effective to develop their own niche capabilities, scale up and down accordingly to reach the next cycle of business growth. The top business leaders should periodically scrutinize their long term and intermediate strategies, make continuous adjustment of their transformative planning to embrace emerging trends, and ensure a seamless alignment of business drivers, goals, objectives, and milestones agreed with stakeholders’ business architecture and governance framework, and enhance a capability-enabled strategy implementation. So the really important thing is to understand the core business of your enterprise and the prioritized problems to solve, and apply finite resources to get the best yield possible to meet stakeholders’ expectations.
Besides hard capabilities, the reason why some or many transformations fail - some soft factors and the challenge of complexity come into play. Mentality, communication, and leadership maturity are all crucial factors in business transformation success. The significant difference between business transformation and tactical transactional operation is that often transformation has to update rules, toppling hierarchy barriers, and break down the conventional boundary, to encourage the culture of learning and embed it into the core business process and strategy seamlessly. People are both cause and effect of running a great business. Encourage customers to co-design the products, services, solutions, and communities, to share the thought and feedback, to enhance customer responsiveness and satisfaction.
Change is inevitable, organizations act as complex and unpredictable systems, amplify or ameliorate the effects of others, deliberately build a dynamic system that keeps evolving and focus on managing a portfolio of relevant cross-border strategic synergies and business interdependence with the appropriate mix of business elements and maintaining the right level of digital balance, and unleash the full business potential collaboratively.
Strategic agility: Agility is not only the ability to create the change, but also the capability to adapt to the changes. Need for agility arises due to increasing speed of changes in underlying assumptions. Agility within and of itself is a strategy - the organizational ability to create change momentum by putting emphasis on three “I”s: Interaction, Incrementalism, and Improvement. In order to reach the ultimate vision, business management needs to see the world through the lenses of change, diagnose the existing or emerging crucial business problems, set principles, make the right choices, and take actions to solve them effectively.
Agility is the ability to "pivot" and change direction in response to market pressure, or to create the market opportunities dynamically. Business strategic responsiveness enables the companies to upgrade their technologies, updating information/knowledge, optimize processes/capabilities in order to respond to the increasing pace of changes. Organizational structural flexibility flattens the overly rigid hierarchy to encourage cross-boundary collaboration, deepen vertical penetration of management influence, and harness business accountability. Innovation is often happening at the intersection of business and customer; or process and technology; agility further enhances innovation by integrating differentiated business capabilities and generating new business models, or personalizing business products or services.
Adaptive problem-solving: Fundamentally, strategy management is the journey to realize the well-defined vision of the company by taking an iterative problem-solving continuum. What you need in order to define your starting point, your end-state, and how to get there is completely dependent on the journey you want to take. Some problems are pre-diagnostic, others keep emerging. Self-adaptation is a phenomenon strictly linked to see learning or knowledge increase if shared and consumed; self-adaptive organism is an information-driven process feeding and sustaining it. Adaptive problem-solving is about understanding the people and the organization that use “relations between people” as the loom on which to create management structures and processes that support self-adaptive problem-solving. Anthropology can help us in a better way to focus on people centricity and shaping a problem-solving mindset for framing and solving issues thoroughly.
Being self-adaptive either individually or at the organizational level helps the business act as a complex but cohesive system for developing dynamic capabilities to explore the emergent opportunities. Diversification stimulates change and catalyzes innovation, gaining a competitive advantage; and, generating options for provisioning future business capabilities to adapt to changes. It’s important to provide people with sufficient and updated information, navigate people through new experiences, expose them to additional data through those experiences, and doing that purposefully will create abundant opportunities to shift beliefs, mindsets, attitudes, which will ultimately change their behaviors in a lasting manner for solving problems, rather than generating a new set of problems.
Transformative elasticity: One of the differences between leaders and laggards across industrial sectors is their ability to transform with elasticity, proactively adapt to changes, be nimble and effective to develop their own niche capabilities, scale up and down accordingly to reach the next cycle of business growth. The top business leaders should periodically scrutinize their long term and intermediate strategies, make continuous adjustment of their transformative planning to embrace emerging trends, and ensure a seamless alignment of business drivers, goals, objectives, and milestones agreed with stakeholders’ business architecture and governance framework, and enhance a capability-enabled strategy implementation. So the really important thing is to understand the core business of your enterprise and the prioritized problems to solve, and apply finite resources to get the best yield possible to meet stakeholders’ expectations.
Besides hard capabilities, the reason why some or many transformations fail - some soft factors and the challenge of complexity come into play. Mentality, communication, and leadership maturity are all crucial factors in business transformation success. The significant difference between business transformation and tactical transactional operation is that often transformation has to update rules, toppling hierarchy barriers, and break down the conventional boundary, to encourage the culture of learning and embed it into the core business process and strategy seamlessly. People are both cause and effect of running a great business. Encourage customers to co-design the products, services, solutions, and communities, to share the thought and feedback, to enhance customer responsiveness and satisfaction.
Change is inevitable, organizations act as complex and unpredictable systems, amplify or ameliorate the effects of others, deliberately build a dynamic system that keeps evolving and focus on managing a portfolio of relevant cross-border strategic synergies and business interdependence with the appropriate mix of business elements and maintaining the right level of digital balance, and unleash the full business potential collaboratively.
0 comments:
Post a Comment