In the high level of maturity, the digital organization encourages great autonomy, “self-generated” engagement, and self-renewal.
The contemporary organization or society is a dynamic ecological system with many attributes such as responsiveness, engagement, adaptability, flexibility, innovativeness, self-renewal, and resilience, etc.
Responsiveness: Running a real-time digital organization or society means high-responsiveness and high speed. The digital organizations are more dynamic, if you look at an organization as a collection of subsystems, the degree of system responsiveness depends on how those subsystems interact with each other, and those interactions can be structural, technical, informational, or human. However, in today's volatile economy, nothing impedes progress more than protective silos or inertia culture. In order to adapt to the dynamic business environment, organizations must have strategic responsiveness to process business information almost real-time, communicate and collaborate with business counterparts timely.
As geopolitics and social expectations change the business landscape and blur the digital territories, running a high-responsive organization needs to leverage tailored approaches to fit specific circumstances, take a different approach with the adaptability to meet the business’s expectation. Instead of out-of-date disjointed, overly rigid top-down management paradigms, business management today needs to become more interdisciplinary, with the large dash of freedom; make a smooth shift from inside out operation-driven to outside-in people-centric. So the probability of organizational achievement can be increased if the strategic management systems are not static, but dynamically built and leveraged to respond to the environment promptly.
Engagement: People engagement becomes more critical to unleash collective human potential. Forethoughtful organizations leverage collaboration tools to capture cross-functional insight and adopt a socialization process designed to unleash collective human potential. Understanding a human system requires us to employ empathy, apply rational or technical analysis to gain in-depth understanding of human nature, talent, competency, leverage workforce planning to improve business potentiality development, culture engagement, and performance optimization.
To improve employee engagement, the leadership team should expand people’s horizons by sharing their vision about the future of the organization; mapping strategic goals with the daily work of employees, facilitating brainstorming activities to spur creativity. There are frictions or conflicts existing in human interactions. When the engagement is low, and performance suffers; the real problem that the team can understand and can agree needs addressing, and can see that shortfall of collaboration is a root cause. Then, you have a good reason for improving collaboration in that respect, and a fair chance that the team will want to work to ensure high engagement and high performance.
Innovation: Without progress, without human progress. Innovation is a means, not an end. If you don’t know where you want to go, you are unlikely to get there. To make creative disruptions and catalyze innovation, organizations depend more heavily on their technological knowledge and market capabilities to experiment, learn and innovate. In the dynamic business ecosystem, to reach the depth and breadth of innovation management, a corporation needs the processes and culture to sustain cross-boundary engagement to discover external ideas, leverage via sociological lens is to get mass collaboration, innovate through less hierarchy and cross-domain knowledge transfer.
The very goal of doing innovation is to solve problems large or small; the depth of innovation is to dig into the root cause of issues, and figure out the best technique to solve it in an alternative way. "Pushing" only is not efficient to drive innovation as idea creation scenarios take brainstorming, collaboration, knowledge absorbing and insight capture. Idea implementation requires pulling the resource and talent management in the right direction, recognizing and positioning different innovation personals such as idea creators, facilitators, or implementers properly, enhancing governance mechanisms, in order to expedite innovation delivery and improve innovation management effectiveness.
Flexibility: Over-complexity, uncertainty, and ambiguity are the new normal, organizations are inflexible due to friction between the parts, or incoherent integration between parts and whole. Not to mention that the degree of inflexibility in constraints perhaps causes additional complexity. based on the law of action-reaction mutual reinforcement. To simplify and optimize, organizations need to keep tuning their structure and process, flex the rigid organizational hierarchy, to operate appropriately and change smoothly.
From a management perspective, it is almost impossible for anyone to function well in an organizational structure that does not have flexibility in its hierarchy and trust as its core foundation. A flexible management style means creativity over standardization; openness vs. closeness; engagement over command & control, customer centricity vs. rigid process. A flexible digital workplace is able to navigate change and deal with the complexity of an expanded business ecosystem with which the organization is able to correct itself through flexible structure and cultures, encourage entrepreneurial attitude, and improve the tolerance of ambiguity.
Renewal: The world becomes more dynamic, change is for renewal; innovation is for renewal; it is equivalent to sustainability and resilience for an increasing number of hyper-connected enterprises and industries. Today’s companies should have a greater awareness of interconnectivity, intricacies and the systemic value of organizational systems, business processes, people dynamics, resource alignment, information fluency, or technological touches. And the societal system needs to be organized in keeping renewing themselves periodically to cope with changes effectively.
In the high level of maturity, the digital organization encourages great autonomy, “self-generated” engagement, and self-renewal. To understand the business or the world as a complex adaptive system requires an understanding of how things have come together, being built on an intuitive level. Organizational management needs to understand the systemic, systematic aspects of business discipline, encourage growth mindset, teamwork, self-management, giving everyone a voice about how the organization and the people in it can prosper and thrive. Talented people are inspired to discover their career goals and strengths, well aligned with business goals and vision to amplify collective potential, accelerate performance and speed.
Variety, hyper-connectivity, diversification, interdependence, nonlinearity increase change intensity, the organization is one of the drivers for the environment to change because the organization by its behavior changes the environment and our co-shared society. They need to continue sharpening their strength and shaping dynamic capabilities; help to innovate organizations or societies via process optimization, talent development and capacity building with quality and reusability.
Responsiveness: Running a real-time digital organization or society means high-responsiveness and high speed. The digital organizations are more dynamic, if you look at an organization as a collection of subsystems, the degree of system responsiveness depends on how those subsystems interact with each other, and those interactions can be structural, technical, informational, or human. However, in today's volatile economy, nothing impedes progress more than protective silos or inertia culture. In order to adapt to the dynamic business environment, organizations must have strategic responsiveness to process business information almost real-time, communicate and collaborate with business counterparts timely.
As geopolitics and social expectations change the business landscape and blur the digital territories, running a high-responsive organization needs to leverage tailored approaches to fit specific circumstances, take a different approach with the adaptability to meet the business’s expectation. Instead of out-of-date disjointed, overly rigid top-down management paradigms, business management today needs to become more interdisciplinary, with the large dash of freedom; make a smooth shift from inside out operation-driven to outside-in people-centric. So the probability of organizational achievement can be increased if the strategic management systems are not static, but dynamically built and leveraged to respond to the environment promptly.
Engagement: People engagement becomes more critical to unleash collective human potential. Forethoughtful organizations leverage collaboration tools to capture cross-functional insight and adopt a socialization process designed to unleash collective human potential. Understanding a human system requires us to employ empathy, apply rational or technical analysis to gain in-depth understanding of human nature, talent, competency, leverage workforce planning to improve business potentiality development, culture engagement, and performance optimization.
To improve employee engagement, the leadership team should expand people’s horizons by sharing their vision about the future of the organization; mapping strategic goals with the daily work of employees, facilitating brainstorming activities to spur creativity. There are frictions or conflicts existing in human interactions. When the engagement is low, and performance suffers; the real problem that the team can understand and can agree needs addressing, and can see that shortfall of collaboration is a root cause. Then, you have a good reason for improving collaboration in that respect, and a fair chance that the team will want to work to ensure high engagement and high performance.
Innovation: Without progress, without human progress. Innovation is a means, not an end. If you don’t know where you want to go, you are unlikely to get there. To make creative disruptions and catalyze innovation, organizations depend more heavily on their technological knowledge and market capabilities to experiment, learn and innovate. In the dynamic business ecosystem, to reach the depth and breadth of innovation management, a corporation needs the processes and culture to sustain cross-boundary engagement to discover external ideas, leverage via sociological lens is to get mass collaboration, innovate through less hierarchy and cross-domain knowledge transfer.
The very goal of doing innovation is to solve problems large or small; the depth of innovation is to dig into the root cause of issues, and figure out the best technique to solve it in an alternative way. "Pushing" only is not efficient to drive innovation as idea creation scenarios take brainstorming, collaboration, knowledge absorbing and insight capture. Idea implementation requires pulling the resource and talent management in the right direction, recognizing and positioning different innovation personals such as idea creators, facilitators, or implementers properly, enhancing governance mechanisms, in order to expedite innovation delivery and improve innovation management effectiveness.
Flexibility: Over-complexity, uncertainty, and ambiguity are the new normal, organizations are inflexible due to friction between the parts, or incoherent integration between parts and whole. Not to mention that the degree of inflexibility in constraints perhaps causes additional complexity. based on the law of action-reaction mutual reinforcement. To simplify and optimize, organizations need to keep tuning their structure and process, flex the rigid organizational hierarchy, to operate appropriately and change smoothly.
From a management perspective, it is almost impossible for anyone to function well in an organizational structure that does not have flexibility in its hierarchy and trust as its core foundation. A flexible management style means creativity over standardization; openness vs. closeness; engagement over command & control, customer centricity vs. rigid process. A flexible digital workplace is able to navigate change and deal with the complexity of an expanded business ecosystem with which the organization is able to correct itself through flexible structure and cultures, encourage entrepreneurial attitude, and improve the tolerance of ambiguity.
In the high level of maturity, the digital organization encourages great autonomy, “self-generated” engagement, and self-renewal. To understand the business or the world as a complex adaptive system requires an understanding of how things have come together, being built on an intuitive level. Organizational management needs to understand the systemic, systematic aspects of business discipline, encourage growth mindset, teamwork, self-management, giving everyone a voice about how the organization and the people in it can prosper and thrive. Talented people are inspired to discover their career goals and strengths, well aligned with business goals and vision to amplify collective potential, accelerate performance and speed.
Variety, hyper-connectivity, diversification, interdependence, nonlinearity increase change intensity, the organization is one of the drivers for the environment to change because the organization by its behavior changes the environment and our co-shared society. They need to continue sharpening their strength and shaping dynamic capabilities; help to innovate organizations or societies via process optimization, talent development and capacity building with quality and reusability.
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