Organizational leaders need to be sensitive to emergent trends, pay dynamic attention to the opportunities and risks on the way.
They have to be solid enough to give some sort of form or meaning but amorphous or fluid enough to the environment and respond to change promptly. In fact, we are at the intersection point of knowledge economy and creative economy; we are on the journey to build a highly-innovative and highly intelligent society with the following characteristics.
Innovative leadership: Leadership is a sophisticated discipline in dealing with challenges and tough problems facing today’s business. Conflicts or disruptions arise no matter how well you prepare, leadership should become more open, innovative and omnipresent in the digital era because the hierarchy of an organization is flatter and cross-boundary collaboration is imperative. Leadership also becomes more complex due to the exponential growth of information and frequent disruptions. Vision allows leaders to see possibilities before others, so they can also tackle great challenges with grand consequences over long time spans. Great leaders can inspire, provoke, empower their innovators and change agents, provide direction when needed and give others time, space, and freedom to create and influence.
Organizational leaders today can harness innovation by practicing open leadership styles, provide clear guidelines and set the right tones to encourage cross-functional collaboration and harness innovation for achieving high-performance results. It would be great if leaders themselves are versatile innovators who are passionate to lead transformational change; courageous to break down outdated rules or knowledge; flexible to adjust their leadership styles accordingly in order to catalyze change and harness innovation for leading their organization to the next level of organizational maturity
Information technology synchronization: With exponential growth of information and emerging lightweight technologies, modern organizations should continue to disrupt themselves, break down silo, old business models, methodologies, or management practices, and reinvent themselves by leveraging information technology as a backbone and people as change agents. In many legacy organizations, their methods and procedures/knowledge base were so large, their internal search capabilities were so limited and their speed to the changing environment are simply not fast enough to interact. In fact, nowadays, information technology synchronization is the prerequisite to run a real-time, high-intelligent and innovative organization and society.
Information is processed data; knowledge is abstracted information. The power of information is to empower the organization with real-time insight across the environment in ways never possible before. Managing information technology, knowledge becomes more challenging but critical for running an intelligent business. Thus, IT assets need to be centralized, re-allocated, updated, or replaced if needed to optimize organizational capacity. Information/knowledge management needs to be organized with a holistic discipline via effective platforms and tools to improve decision effectiveness, encourage knowledge sharing and spur collaborative innovation. Look at all the present collaborative processes already being used to evaluate them for improvements, to enhance knowledge sharing, decision making, and follow on actions based on the decisions made.
Intelligence Process: The process consists of interrelated intelligence operations such as planning and direction, collection, analysis and production, dissemination and integration, evaluation and feedback. Intelligence process is the process by which information is converted into intelligence and made available to users for improving their productivity and efficiency. To run an innovative organization or society, the process optimization needs to focus on people centric and goal driven. Process is one of the greatest tools for collaboration. Holistic process management needs to seamlessly integrate people, process, and technology into dynamic business capabilities for improving effectiveness of strategy implementation.
There is no such thing as intelligent processes, only intelligent people. Process is ineffective without people; intelligence in a process comes from people. Where processes are overly static or rigid, people do not have a hands-on relationship to process, a culture of conformity replaces innovation and the process becomes stagnant very quickly. An intelligent process can capture knowledge and provide a structure for collaboration and innovation; intelligent process easily grows more intelligent because its ability to integrate multi-dimensional business elements such as "process," "people," "technology" and link these dimensions intelligently for transforming the traditional process-driven silo management discipline to a people-centric management style.
Culture of innovation: The culture of innovation starts with a culture of participation. In a creative working environment, self-motivated leaders, teams, and employees have the passion to catalyze innovation, streamline business transformation scenarios, build on the organizational knowledge and structure for responding to rapidly changing conditions effortlessly. Shaping an innovative organization or society is about putting the right elements such as value, trust, communication, collaboration, simplicity, adaptability, and continuous improvement, etc, to rejuvenate an environment in which people can think freely; solve problems innovatively and work collaboratively to unlock collective performance.
Interdependence and hyper-diversity are the very characteristics of modern society. Whether a group of people has an amplified creativity depends on varying factors such as different intent, different talent traits, different cognition, different working styles, and different outcomes. The management should orient people and make them aware of the power of diversity as the hotbed of creativity, and set inclusiveness as a core principle for building competitive teams to improve business competency. But don’t make the rules or structure overly restrictive, and leave the room for management innovation.
Integral risk management: Uncertainty and ambiguity are the key challenges for business management today. Opportunities and risks co-exist. To build an innovative organization, instead of risk management being viewed as the role of a few people in risk management, it needs to be viewed as the responsibility of every person in the organization that makes a decision and involves risk. In fact, risk management needs to be integrated into multiple management disciplines such as strategy management, change management, information technology management, culture management, etc., in a complementary fashion for leading organizations forward by avoiding barriers and pitfalls on the way. Strong risk management can be integrated into organizational culture-collective mindset and behavior to run a risk intelligent organization.
The efforts on managing risk holistically or in a more integrated fashion are critical for the long run. Risk management may require a lot more future vision as well as a strategic mindset, therefore, management discipline is critical. As financial performance is highly correlated with the level of integration and coordination across risk, control and compliance functions. The more diverse, the more regulated, the more geographically dispersed an organization is, the more important an integrated or federated risk management approach becomes. Risk management is important, but it needs to shift from risk mitigation to risk intelligence and risk prevention – being handled cohesively without negatively impacting flexibility or stifling innovation.
With high velocity and continuous disruption, building an innovative organization or society is not an overnight phenomenon, but a long-term planning and years’ efforts. Organizational leaders need to be sensitive to emergent trends, pay dynamic attention to the opportunities and risks on the way. They have to look beyond today and ask open-ended questions for future orientation. It requires structural flexibility, cross-functional collaboration, intelligent processes to reduce business frictions and deal with conflicts or disruptions that arise, to shape a people-centric organization from functioning to delight.
Organizational leaders today can harness innovation by practicing open leadership styles, provide clear guidelines and set the right tones to encourage cross-functional collaboration and harness innovation for achieving high-performance results. It would be great if leaders themselves are versatile innovators who are passionate to lead transformational change; courageous to break down outdated rules or knowledge; flexible to adjust their leadership styles accordingly in order to catalyze change and harness innovation for leading their organization to the next level of organizational maturity
Information technology synchronization: With exponential growth of information and emerging lightweight technologies, modern organizations should continue to disrupt themselves, break down silo, old business models, methodologies, or management practices, and reinvent themselves by leveraging information technology as a backbone and people as change agents. In many legacy organizations, their methods and procedures/knowledge base were so large, their internal search capabilities were so limited and their speed to the changing environment are simply not fast enough to interact. In fact, nowadays, information technology synchronization is the prerequisite to run a real-time, high-intelligent and innovative organization and society.
Information is processed data; knowledge is abstracted information. The power of information is to empower the organization with real-time insight across the environment in ways never possible before. Managing information technology, knowledge becomes more challenging but critical for running an intelligent business. Thus, IT assets need to be centralized, re-allocated, updated, or replaced if needed to optimize organizational capacity. Information/knowledge management needs to be organized with a holistic discipline via effective platforms and tools to improve decision effectiveness, encourage knowledge sharing and spur collaborative innovation. Look at all the present collaborative processes already being used to evaluate them for improvements, to enhance knowledge sharing, decision making, and follow on actions based on the decisions made.
Intelligence Process: The process consists of interrelated intelligence operations such as planning and direction, collection, analysis and production, dissemination and integration, evaluation and feedback. Intelligence process is the process by which information is converted into intelligence and made available to users for improving their productivity and efficiency. To run an innovative organization or society, the process optimization needs to focus on people centric and goal driven. Process is one of the greatest tools for collaboration. Holistic process management needs to seamlessly integrate people, process, and technology into dynamic business capabilities for improving effectiveness of strategy implementation.
There is no such thing as intelligent processes, only intelligent people. Process is ineffective without people; intelligence in a process comes from people. Where processes are overly static or rigid, people do not have a hands-on relationship to process, a culture of conformity replaces innovation and the process becomes stagnant very quickly. An intelligent process can capture knowledge and provide a structure for collaboration and innovation; intelligent process easily grows more intelligent because its ability to integrate multi-dimensional business elements such as "process," "people," "technology" and link these dimensions intelligently for transforming the traditional process-driven silo management discipline to a people-centric management style.
Culture of innovation: The culture of innovation starts with a culture of participation. In a creative working environment, self-motivated leaders, teams, and employees have the passion to catalyze innovation, streamline business transformation scenarios, build on the organizational knowledge and structure for responding to rapidly changing conditions effortlessly. Shaping an innovative organization or society is about putting the right elements such as value, trust, communication, collaboration, simplicity, adaptability, and continuous improvement, etc, to rejuvenate an environment in which people can think freely; solve problems innovatively and work collaboratively to unlock collective performance.
Interdependence and hyper-diversity are the very characteristics of modern society. Whether a group of people has an amplified creativity depends on varying factors such as different intent, different talent traits, different cognition, different working styles, and different outcomes. The management should orient people and make them aware of the power of diversity as the hotbed of creativity, and set inclusiveness as a core principle for building competitive teams to improve business competency. But don’t make the rules or structure overly restrictive, and leave the room for management innovation.
Integral risk management: Uncertainty and ambiguity are the key challenges for business management today. Opportunities and risks co-exist. To build an innovative organization, instead of risk management being viewed as the role of a few people in risk management, it needs to be viewed as the responsibility of every person in the organization that makes a decision and involves risk. In fact, risk management needs to be integrated into multiple management disciplines such as strategy management, change management, information technology management, culture management, etc., in a complementary fashion for leading organizations forward by avoiding barriers and pitfalls on the way. Strong risk management can be integrated into organizational culture-collective mindset and behavior to run a risk intelligent organization.
The efforts on managing risk holistically or in a more integrated fashion are critical for the long run. Risk management may require a lot more future vision as well as a strategic mindset, therefore, management discipline is critical. As financial performance is highly correlated with the level of integration and coordination across risk, control and compliance functions. The more diverse, the more regulated, the more geographically dispersed an organization is, the more important an integrated or federated risk management approach becomes. Risk management is important, but it needs to shift from risk mitigation to risk intelligence and risk prevention – being handled cohesively without negatively impacting flexibility or stifling innovation.
With high velocity and continuous disruption, building an innovative organization or society is not an overnight phenomenon, but a long-term planning and years’ efforts. Organizational leaders need to be sensitive to emergent trends, pay dynamic attention to the opportunities and risks on the way. They have to look beyond today and ask open-ended questions for future orientation. It requires structural flexibility, cross-functional collaboration, intelligent processes to reduce business frictions and deal with conflicts or disruptions that arise, to shape a people-centric organization from functioning to delight.
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