Thursday, December 9, 2021


 People-centric business is fluid, agile, flexible and resilient in knitting all necessary elements together into a great customer or employee experience.

We are in the era of information exponentially and hyper-connectivity, contemporary organizations are all about people-centricity, empathy, innovation, agility, and high-level business maturity. One of the key determinants of whether an organization can move to the personalized digital age is how well it can engage employees, delight customers and truly understand their stakeholders to run a people-centric organization. "People-Centric Organization" means very different things to different people. The management needs to clarify the concept about what the people-centricity means to their organization, where, and to which extent it is real, as well as how to take initiatives, and who are their ideal workforce to lead the change they would like to see.

Organizational structure tuning: People centricity is a trend for connecting the enterprise today to pleasing tomorrow. However, the organizational structures and relationships with and between employees were designed for a very different age. The traditional organization often has an overly rigid hierarchy which enforces bureaucracy and stifles innovation. In people-driven organizational design, the most important internal players are those understanding the “what,” “how,” and “who” – plus the “why.” Creating positive change and building a delightful working environment is a strategic imperative to build a high mature digital organization.

The most effective workplace is in which sharing and collaboration are the norms, recognizing that everyone plays a “piece of the pie.” Thus, fine-tuning organizational structure becomes necessary to break down silos, lubricate business relationships, amplify the possibilities of human potential and collective human capabilities. Ideally, people-centric organizational design has to be much more organic in the sense that it’s melded with the process and even technology about how customer-related information should be managed and on which systems often have significant organizational repercussions.

Forecast future behavior: Nowadays the perspective of change unfolds into a wider multi-dimensionally business continuum, people are the center of the business. One of the key determinants of whether an organization can move up to the next cycle of corporate growth or progressive change is the development level of the people, either at the cognitive level or capability level. Approaches to building business intelligence upon people tend to look at the past behavior of individuals to try to determine the segments that they belong to and forecast future behavior. Data based insight and foresight enables the management to make more effective decisions upon how to engage employees in running a high performance business; as well as how to delight customers by inviting them to the idea-brainstorming conversations and optimizing their experience with the company.

In the organizational scope, there are important bits and bytes of information needed when predicting business trends, evaluating a new market or technology, as well as smelling the business growth opportunities or potential risks. The emergent trends can shape the behavior of future enterprises and some have been happening already. Corporate behaviors or actions are often manipulated by their people. Thus, forecasting people’s behaviors is also crucial in managing a successful organization. For example, to spur people-centric innovation, customers should always be involved, listening to their needs and gaining a deep understanding of the motivational construct, figure out what they will likely want or do next. People make changes deliberately or abruptly; understanding them deeper helps to forecast future behavior, driving transformative changes proactively.

Optimize goal-driven, people-centric processes:
Processes underpin organizational capabilities to run a people-centric business. Business leaders should have a process-oriented perspective, seize the opportunity to take a fresh look at the processes, evaluate an organizational management approach on how people-centric it is, as well as process design, publication, ownership, improvement etc. An organization with fine-tuned lightweight business processes allows information and idea flow, get nurtured and turn into business value, harness cross-functional communication and mass collaboration, to create business synergy and people-centricity.

Process management is not an isolated discipline, processes, structures, behaviors, and self-interest of individuals and groups -all these factors interact in a dynamic. It’s not like linear relationships, but as a mutual reinforcement circle. How would you ensure that all structures, processes and strategy alignment around excellent customer experience to result in a profitable and evolving business? The successful process improvement initiatives should have representation and input from organizational design management. Structural changes may also be necessitated based on the extent and spread of re-design of processes. At times latent ways and powerfully impact the direction and outcome of the transitions. Solid process management improves business transparency, adaptability, interoperability, and people-centricity.

People-centric business is fluid, agile, flexible and resilient in knitting all necessary elements together into a great customer or employee experience. High-mature people-centric organizations are not the sum of functional pieces, but an integral whole. People-centric enterprise vision, strategy and governance model should enforce alignment of the various silos towards customer-centric products and delivery mechanisms. This also provides the potential for enterprise effectiveness and efficiency, for orchestrating the people-centric efforts and behaviors to drive high performance results consistently.


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