The arising new paradigm is all about people-centricity, social, economic, technological, and environmental sustainability issues may be a prelude to paradigm shifts supported by System Principles.
Being people-centric is a transcendent digital trait and the core of the corporate strategy in today’s digital organizations. System wisdom is more as philosophical wisdom rather than just scientific intelligence. Here are a few systems analysis and insight of people-centricity.
Interaction: People have purposes that arise from their interactions with others and environment. They too are influenced by unconscious emotions or the surrounding environment. These interactions manifested with social, political, technical values, etc, tend to be dynamic. System Thinking is about understanding the interconnectivity between parts and the whole and enhances people-centricity. Business leaders have to keep developing their best and next practices, focus on harnessing cross-functional collaboration through iterative communications, robust processes, and efficient technological tools, to accelerate business performance, maintain and fix any imbalance in key business elements such as people, process, and technology, update structures, methodologies, and cultures, inspire teamwork and collaboration which are the route towards building a people-centric organization.
Business is a system, people are systems; every system has its position in the hierarchy of systems. System hierarchy provides system stability and resilience. From a system perspective, high-mature people-centric organizations are not the sum of functional pieces, but an integral whole.The most effective workplace is in which sharing and collaboration are the norms, understanding, and recognizing that everyone plays a “piece of the pie.” Today’s organizations are at a crossroads where the siloes of business functions are at a need to reach across the aisles and respectively work with each other to achieve common goals. Organizational leaders need to take a holistic look at the variety of business relationships and interconnectivity, appy interdisciplinary management to enforce cross-functional communication and collaboration, in order to maximize the company's performance and achieve customers’ expectations.
Nonlinearity: We are what we think and read; human thoughts are characterized by expansion in multiple directions, rather than in one direction, and based on the concept that there are multiple starting points from which one can apply logic to problems. System is nonlinear. Non-linear thinking is less constrictive – letting the creative side of you run rampant because of its wild imagination or inherent divergence. The beauty of human thoughts is its freshness as the hyperconnected people-centric organizations always seek fresh ideas and explore the new opportunities, treat customers, channel partners, suppliers, and varying industry ecosystem participants as active digital agents who can brainstorm and share thoughts and ideas regardless of their physical location.
The purpose of Systems Thinking is to frame-solve problems and create desirable futures. Applying a system's lens to understand how the people factor affects the business system, and then, manage the complex business system as the organic living thing. Just like our thoughts and ideas are often spontaneous; systems have emergent properties. Idea Management takes the good alignment of people, process, and technology, the capabilities of managing innovation in the organization is part of the value of innovation. People centric organizations need to keep evolving, renewing, managing ideas and knowledge in a structural way and achieving the state of flow and business continuum. Instead of being rigidly grouped around a specific function or business. The purpose of operating a people-centric organization is to build an intensive and effective working environment enabling the organization to get all the right people with the right capabilities in the right position to solve the right problems systematically.
Coherence: A fully functioning system is coherent, in which people as a subsystem also need to be coherent by harmonizing your thoughts, attitude, and behavior in order to achieve the collective purpose. Traditional organizations are process-driven, but digital organizations are people-centric. The structural design shows how well the different parts of the system work and how they fit together cohesively, and people are always the center to achieve business system purposes. To scale up and amplify business impact, people are the center of the interwoven business ecosystem within which there are multi-layer and multi-dimensional stakeholder relationships. With ecosystem involvement, companies will become more open to diverse opinions and feedback, be more people -centric, and be more resilient to failure forward.
The purpose is the source of all power. It is amazing what people can do when they see they have a source of all power within themselves, a system can be seen to have a purpose of its own when it produces unexpected behavior or ideally creates synergy all the time. Some complex systems produce behavior that is hard to fathom and sometimes impossible to understand. But these properties function together as one interactive, dynamic, multi-dimensional system of purpose that is at the heart of any human system. There are many components in an effective people-centric environment or ecosystem. Each component by itself may not cause a good environment, but collectively, they can and weave an ecosystem such as leadership, culture, capability, practices, tools, recognition system measurements, risk approach.
The arising new paradigm is all about people-centricity, social, economic, technological, and environmental sustainability issues may be a prelude to paradigm shifts supported by System Principles. People become the center of management and they are the major focus for business process and accomplishment. It’s important to apply hard and soft science wherever possible, to diagnose problems, look at the whole picture, with the interaction and relationships holistically, and involve the sequential alignment of a series of steps in building a people-centric organization
Interaction: People have purposes that arise from their interactions with others and environment. They too are influenced by unconscious emotions or the surrounding environment. These interactions manifested with social, political, technical values, etc, tend to be dynamic. System Thinking is about understanding the interconnectivity between parts and the whole and enhances people-centricity. Business leaders have to keep developing their best and next practices, focus on harnessing cross-functional collaboration through iterative communications, robust processes, and efficient technological tools, to accelerate business performance, maintain and fix any imbalance in key business elements such as people, process, and technology, update structures, methodologies, and cultures, inspire teamwork and collaboration which are the route towards building a people-centric organization.
Business is a system, people are systems; every system has its position in the hierarchy of systems. System hierarchy provides system stability and resilience. From a system perspective, high-mature people-centric organizations are not the sum of functional pieces, but an integral whole.The most effective workplace is in which sharing and collaboration are the norms, understanding, and recognizing that everyone plays a “piece of the pie.” Today’s organizations are at a crossroads where the siloes of business functions are at a need to reach across the aisles and respectively work with each other to achieve common goals. Organizational leaders need to take a holistic look at the variety of business relationships and interconnectivity, appy interdisciplinary management to enforce cross-functional communication and collaboration, in order to maximize the company's performance and achieve customers’ expectations.
Nonlinearity: We are what we think and read; human thoughts are characterized by expansion in multiple directions, rather than in one direction, and based on the concept that there are multiple starting points from which one can apply logic to problems. System is nonlinear. Non-linear thinking is less constrictive – letting the creative side of you run rampant because of its wild imagination or inherent divergence. The beauty of human thoughts is its freshness as the hyperconnected people-centric organizations always seek fresh ideas and explore the new opportunities, treat customers, channel partners, suppliers, and varying industry ecosystem participants as active digital agents who can brainstorm and share thoughts and ideas regardless of their physical location.
The purpose of Systems Thinking is to frame-solve problems and create desirable futures. Applying a system's lens to understand how the people factor affects the business system, and then, manage the complex business system as the organic living thing. Just like our thoughts and ideas are often spontaneous; systems have emergent properties. Idea Management takes the good alignment of people, process, and technology, the capabilities of managing innovation in the organization is part of the value of innovation. People centric organizations need to keep evolving, renewing, managing ideas and knowledge in a structural way and achieving the state of flow and business continuum. Instead of being rigidly grouped around a specific function or business. The purpose of operating a people-centric organization is to build an intensive and effective working environment enabling the organization to get all the right people with the right capabilities in the right position to solve the right problems systematically.
Coherence: A fully functioning system is coherent, in which people as a subsystem also need to be coherent by harmonizing your thoughts, attitude, and behavior in order to achieve the collective purpose. Traditional organizations are process-driven, but digital organizations are people-centric. The structural design shows how well the different parts of the system work and how they fit together cohesively, and people are always the center to achieve business system purposes. To scale up and amplify business impact, people are the center of the interwoven business ecosystem within which there are multi-layer and multi-dimensional stakeholder relationships. With ecosystem involvement, companies will become more open to diverse opinions and feedback, be more people -centric, and be more resilient to failure forward.
The purpose is the source of all power. It is amazing what people can do when they see they have a source of all power within themselves, a system can be seen to have a purpose of its own when it produces unexpected behavior or ideally creates synergy all the time. Some complex systems produce behavior that is hard to fathom and sometimes impossible to understand. But these properties function together as one interactive, dynamic, multi-dimensional system of purpose that is at the heart of any human system. There are many components in an effective people-centric environment or ecosystem. Each component by itself may not cause a good environment, but collectively, they can and weave an ecosystem such as leadership, culture, capability, practices, tools, recognition system measurements, risk approach.
The arising new paradigm is all about people-centricity, social, economic, technological, and environmental sustainability issues may be a prelude to paradigm shifts supported by System Principles. People become the center of management and they are the major focus for business process and accomplishment. It’s important to apply hard and soft science wherever possible, to diagnose problems, look at the whole picture, with the interaction and relationships holistically, and involve the sequential alignment of a series of steps in building a people-centric organization
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