Business system gains more and more energy until it crosses the point of system resilience and enhances cross-functional and real-time collaboration.
In highly adaptive organizations, strategy management and change management go hand-in-hand. The change management system needs to be the alerts you put in place that act as a tuning force to enable you to identify hot spots to change, harmonize what's going on, take step-wise actions and accelerate business performance.
Buy-in, collaboration with leaders/departments, toot horn successful delivery: Traditional organizations are silo based; traditional management is top-down, control driven. To improve business changeability and strategy execution rate, people are encouraged to break down silos, seek out help, brainstorm fresh ideas, co-solve existing or emerging problems. Planning should start with a bottom-up approach to create buy-in, a realistic plan and execution must start with strong leadership from the top. The top down leadership sponsorship or buy-in; the cross-functional communication & collaboration are crucial to foster a workplace that thrives on cross-functional communication, collaboration, and social interaction in building business competency. It’s important to balance all main elements impacting change. It’s actually very important to have the team own a process by bringing them in early and getting their involvement in creating the process, and allow the community to self-govern for driving desired changes.
Innovation is the most desired change. Collaborating with entirely like-minded people probably won't bridge cognitive gaps to yield innovative results. Collaboration in the business requires a much higher degree of innovative thinking than the competition. The more diversified the team is, the more innovative the collaboration can turn out to be by enhancing real-time sharing, transparency, active listening, on-time feedback, two-way trust in the wisdom of the team. Each team is different and produces varying results as every collaborative team has its own unique “aura,” strength, and practices. A well-considered platform with a set of collaboration tools in the given culture, operating environment, and governance, can be an integral part of management solutions to improve business agility and maturity.
Resource allocation, leveling and balancing is needed to manage work: Organizations have limited resources, how resource allocation is determined should be understood by all-important business parties. An effective resource allocation scenario helps to break down resource bottlenecks, take advantage of resources effectively, optimize cost, set priority, keep process transparent, and bridge talent gaps to improve management maturity.
Business strategy management is dynamic to adapt to the “VUCA” business environment nowadays. Organizations and their people must learn through their interactions with the business environment continually for adapting to changes promptly. It’s also important to rebalance resources, optimize cost, strike the right balance of “running, growing and transforming” business steadfastly, redirect people to learn and achieve for getting digital ready and gain competitive advantages of the business.
Strategy execution model with ADLI technique clarify dynamic strategy management logic: Traditional strategy or change management takes linear steps; but digital management is an iterative continuum. The insightful inquiries to clarify a strategy include: Assuming that the planning process produced a valid strategy, then the question at hand is why it would break down during the execution phase? What is the approach that the leadership at corporate employs & or the approach at the operation level? How does the leadership deploy the changes initiatives, who are change agents? To what levels in the organization have the business initiatives been communicated; what tools, processes, and structures are used to integrate the entire strategy enunciation and implementation process to achieve the common objectives.
The superior execution requires the leaders’ inquisitiveness to dig through the root cause, figure out the optimal solution, rather than fixing the symptoms only. If the structure (process, ownership, accountability) were in place and clearly understood, some execution issues should begin to settle. A strategy implementation team should be built with people who can drive changes proactively, overcome resistance and accept change as the new normal. Thus, the effective strategy execution needs to be holistic, so each part of the organization, including all of the key functions must "put it all together" to be successful.
Buy-in, collaboration with leaders/departments, toot horn successful delivery: Traditional organizations are silo based; traditional management is top-down, control driven. To improve business changeability and strategy execution rate, people are encouraged to break down silos, seek out help, brainstorm fresh ideas, co-solve existing or emerging problems. Planning should start with a bottom-up approach to create buy-in, a realistic plan and execution must start with strong leadership from the top. The top down leadership sponsorship or buy-in; the cross-functional communication & collaboration are crucial to foster a workplace that thrives on cross-functional communication, collaboration, and social interaction in building business competency. It’s important to balance all main elements impacting change. It’s actually very important to have the team own a process by bringing them in early and getting their involvement in creating the process, and allow the community to self-govern for driving desired changes.
Innovation is the most desired change. Collaborating with entirely like-minded people probably won't bridge cognitive gaps to yield innovative results. Collaboration in the business requires a much higher degree of innovative thinking than the competition. The more diversified the team is, the more innovative the collaboration can turn out to be by enhancing real-time sharing, transparency, active listening, on-time feedback, two-way trust in the wisdom of the team. Each team is different and produces varying results as every collaborative team has its own unique “aura,” strength, and practices. A well-considered platform with a set of collaboration tools in the given culture, operating environment, and governance, can be an integral part of management solutions to improve business agility and maturity.
Resource allocation, leveling and balancing is needed to manage work: Organizations have limited resources, how resource allocation is determined should be understood by all-important business parties. An effective resource allocation scenario helps to break down resource bottlenecks, take advantage of resources effectively, optimize cost, set priority, keep process transparent, and bridge talent gaps to improve management maturity.
Business strategy management is dynamic to adapt to the “VUCA” business environment nowadays. Organizations and their people must learn through their interactions with the business environment continually for adapting to changes promptly. It’s also important to rebalance resources, optimize cost, strike the right balance of “running, growing and transforming” business steadfastly, redirect people to learn and achieve for getting digital ready and gain competitive advantages of the business.
The superior execution requires the leaders’ inquisitiveness to dig through the root cause, figure out the optimal solution, rather than fixing the symptoms only. If the structure (process, ownership, accountability) were in place and clearly understood, some execution issues should begin to settle. A strategy implementation team should be built with people who can drive changes proactively, overcome resistance and accept change as the new normal. Thus, the effective strategy execution needs to be holistic, so each part of the organization, including all of the key functions must "put it all together" to be successful.
Business system gains more and more energy until it crosses the point of system resilience and enhances cross-functional and real-time collaboration. The management needs to keep optimizing processes, structures, cultures, to ensure the organization knows the tasks and knowledge required to sustain itself, create an environment and business systems to support those tasks being done and build the organizational competency effectively
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