It’s important to understand that digital management is multifaceted and holistic. Balance, growth, and harmony are not fixed, they are flowing.
The trick to thrive is to discover how the business evolves to create new value, and, ultimately, succeed in the long-term. The corporate management needs to unshackle the old organizational hierarchical chain, deal with conflicts and handle tensions thoughtfully.
Intra-divisional tensions: It is no surprise that there is a tension between “old and new,” from the mindset, business model, process or practice perspectives. It is the reality that there are functional silos existing, so the organizational progress and harmony often get hampered by the team or functional level “He said, she said,” intra-divisional tension scenario. Most businesses also face resource or schedule constraints. As nowadays, there are so many things on the business executives’ plate, they have to spin them all very well in order to keep the right balance. To take care of interdivisional tensions and harmonize cross-functional relationships, all executives need to play as true business leaders, not as functional managers, aligning resources with strategic goals scientifically.
It takes exceptionally strong and visionary leadership to see varying forces working against the better path of the business as a whole and work together to bring about that significant change in behavior. If business is too stifle or slow, corporate divisions need to take fair share of responsibility, share the reward and shame together. If one division such as information technology fails, it's also business's failure, "blame game" should be replaced by solution focus. The bottom line is, for any company to succeed, it’s essential for the entire company to be pulling in the right direction, break down silos, soothe tensions, lubricate relationship hierarchy, and overcome constraints, to accelerate performance and unlock business potential.
Operational tensions: Operational tensions are tensions related to the decisions or actions of roles, it is clear already who has to do what, you just need them to do it. This type of tension is resolved in a tactical meeting or directly from role to role. Processing of a tension that results in a request of business initiatives from another role happens in a tactical (operational) meeting, or directly to the person filling that role. As to how circles can create work for roles outside of their circle: the whole organization is linked via double links. Tactical tensions are brought to higher circles by the rep links and down to lower circles by the lead links. Using these double links, a role can have tension resolved anywhere in the organization.
To improve adaptability and harmony, organizations today cannot be organized using the outdated or mechanistic paradigm that resulted in bureaucracies. Optimizing processes and flexing structure are all critical for allowing the organization to morph into living conditions and organizational capacities change to allow a better fit for the purpose. An organization can only achieve high performance by taking the collaboration road.
Governance tensions: Corporate governance indicates a relationship with the board, shareholders, management and stakeholders. If all these parties would perform to the vision and mission of the organization, it would increase the performance significantly. Governance sometimes may not serve the goal of creating good art, but deploying services or components to the enterprise without governance is the trap to failures. In practice, governance tensions are tensions related to the clarity of the roles and policies of the circle. it's the tension you have when it is not clear who has to do what or how things are supposed to be done.
Governance as a discipline is a living breathing entity that continually requires stroking and attention, otherwise, it will stagnate and lose its ability to be one of the prime enablers. Governance tensions should be dealt with smoothly via harnessing shareholders’ communication & collaboration, enhancing mature alignment; organizations with higher and stronger maturity outperform organizations with lower maturity.
It’s important to understand that digital management is multifaceted and holistic. Balance, growth, and harmony are not fixed, they are flowing. The journey of digital transformation is all about weighing the main business elements impacting change -people, process, and technology and balancing the timing, tempo, to the harmony of digitalization.
Intra-divisional tensions: It is no surprise that there is a tension between “old and new,” from the mindset, business model, process or practice perspectives. It is the reality that there are functional silos existing, so the organizational progress and harmony often get hampered by the team or functional level “He said, she said,” intra-divisional tension scenario. Most businesses also face resource or schedule constraints. As nowadays, there are so many things on the business executives’ plate, they have to spin them all very well in order to keep the right balance. To take care of interdivisional tensions and harmonize cross-functional relationships, all executives need to play as true business leaders, not as functional managers, aligning resources with strategic goals scientifically.
It takes exceptionally strong and visionary leadership to see varying forces working against the better path of the business as a whole and work together to bring about that significant change in behavior. If business is too stifle or slow, corporate divisions need to take fair share of responsibility, share the reward and shame together. If one division such as information technology fails, it's also business's failure, "blame game" should be replaced by solution focus. The bottom line is, for any company to succeed, it’s essential for the entire company to be pulling in the right direction, break down silos, soothe tensions, lubricate relationship hierarchy, and overcome constraints, to accelerate performance and unlock business potential.
Operational tensions: Operational tensions are tensions related to the decisions or actions of roles, it is clear already who has to do what, you just need them to do it. This type of tension is resolved in a tactical meeting or directly from role to role. Processing of a tension that results in a request of business initiatives from another role happens in a tactical (operational) meeting, or directly to the person filling that role. As to how circles can create work for roles outside of their circle: the whole organization is linked via double links. Tactical tensions are brought to higher circles by the rep links and down to lower circles by the lead links. Using these double links, a role can have tension resolved anywhere in the organization.
To improve adaptability and harmony, organizations today cannot be organized using the outdated or mechanistic paradigm that resulted in bureaucracies. Optimizing processes and flexing structure are all critical for allowing the organization to morph into living conditions and organizational capacities change to allow a better fit for the purpose. An organization can only achieve high performance by taking the collaboration road.
Governance as a discipline is a living breathing entity that continually requires stroking and attention, otherwise, it will stagnate and lose its ability to be one of the prime enablers. Governance tensions should be dealt with smoothly via harnessing shareholders’ communication & collaboration, enhancing mature alignment; organizations with higher and stronger maturity outperform organizations with lower maturity.
It’s important to understand that digital management is multifaceted and holistic. Balance, growth, and harmony are not fixed, they are flowing. The journey of digital transformation is all about weighing the main business elements impacting change -people, process, and technology and balancing the timing, tempo, to the harmony of digitalization.
0 comments:
Post a Comment