The organization has to explore digital in all directions and change to the fundamental business model, culture, or other critical business factors for reaching the next level of organizational growth and maturity.
To break down the silo mentality and management bottleneck, it’s important to observe, listen, and collect feedback, to truly improve communication effectiveness with empathy and clarity. Business managers have to come from clarity about internal and external environments and the dynamics that affect them, enhance the healthy cycle of business improvement and lead transformative change effortlessly.
Synchronization-Commitment-Consistency-Predictability-Adaptability-Implementation-Customer-Trust-Wisdom-Worth: In the digital era with “VUCA” characteristics, timing is always important to leverage the right information for making effective decisions by the right people. Information synchronization presupposes the ability of each link to articulate their “strategic intent,” provides real-time information delivery to predict emerging trends or prevent risks, capture business insight, to ensure information fluidity and business holism; enabling the organization to function like a living thing that is organic, holistic, energetic, responsive, coordinated, and consistent in the relationship with its environment. With fierce competition and more selective customers, organizations acquire the information-based analytics and synchronization abilities to reshape products, services, and customer engagement almost real time for gaining competitive advantage. The management needs to make a commitment to deliver value-added products/services to deliver customers and unlock performance.
To deal with an ever changing environment, adaptability through openness to personal transformation and evolution is to be understood as the ability of a business system to adapt itself efficiently and fast to changed circumstances. Consistency is the key to success in shaping high quality business and leading a meaningful life journey. The goal is to make hierarchical systems adaptive so that they can respond to the challenges of a more complex, interconnected, and interdependent world timely. Highly adaptive organizations can facilitate social communities to provide self-organizing methods and tools to collectively deliver results. The insight-driven strategy implementation can create the synchronization of all functions running seamlessly. The digital transformation takes a clarified vision, a larger strategic investment, well-defined goals, and a stepwise change scenario to unlock business performance, to ensure the business moves forward with the right pace and drive digital transformation steadfastly.
Goal + Policy + Process + Practice + Training: The business rule that defines or constrains some aspect of business and always resolves to either true or false are intended to assert business structure or to control, influence the behavior of the business. Business logic comprises business rules that express business policy, such as channels, location, logistics, prices, and products; describe the operations and constraints that apply to an organizational management. It’s also important to find the “cause and effect” chain of intermediate milestones required to achieve end benefits and transformative objectives. Processes underpin business capabilities. Business process management is to manage known flows. With the awareness and understanding of all of the process flaws, businesses can begin to visualize both the need and means to create much better processes to manage information effectively. Robust process means a set of connected things or parts forming a complex whole, or a set of things working together as interconnecting parts of a mechanism to build cohesive business capabilities.
Policies, processes, and commitment from top management should establish a close connection to the market for all parts of the organization. To avoid reinventing the wheel, amplify change impact, develop your set of best and next practices which can be used wisely and with the expertise to really add value; gain advantage from the "wisdom of crowds," share best practices across the organizational hierarchy, and improve business management competency. However, one size doesn’t fit all. Taking the best practice from one environment into another could turn out to be the worst practice. The key is “context.” Training is also important to update knowledge or build professional competency. Identify the skill gaps and define the competencies required to achieve business goals. First, define the competencies required to achieve organizational goals at strategic/technical/functional level, behavioral and attitudinal, core competencies including values, the generic and foundation skills/training that affect all employees or management competencies.
Clarity-Visibility-Contribution-Measurability-Result: You can only manage what you measure. It’s important to clarify goals, increase visibility of business processes, set the right measurement and assess results in a tangible manner to make continuous progress. Nobody can guarantee the achievement of the annual goals. But their achievement's probability can be increased if the strategic management system is built and used according to the correct and complete framework to clarify business purposes & goals; keep management transparent, identify talent, set performance indicators and evaluate business results smoothly.
Select a set of measurements that are seen as critical. Usually the senior management team defines and sets the objective, and ensures it is achievable. It is only achievable if the supporting goals assigned to the individual contributors downstream (employees), can actually be achieved. However, in many companies, a pervasive obsession for purely quantitative measurement or numerical performance indicators sweeps aside much of the softer and more qualitative information that is crucial in developing differentiated business competency, etc.
Business transformation is the change on a grand level. Handling complexity, clarifying assumptions & dependencies more clearly reveals the intentions of the management and its purpose. Those objectives that do not support the vision and mission, may not be relevant and guide positive improvement. The organization has to explore digital in all directions and change to the fundamental business model, culture, or other critical business factors for reaching the next level of organizational growth and maturity.
Synchronization-Commitment-Consistency-Predictability-Adaptability-Implementation-Customer-Trust-Wisdom-Worth: In the digital era with “VUCA” characteristics, timing is always important to leverage the right information for making effective decisions by the right people. Information synchronization presupposes the ability of each link to articulate their “strategic intent,” provides real-time information delivery to predict emerging trends or prevent risks, capture business insight, to ensure information fluidity and business holism; enabling the organization to function like a living thing that is organic, holistic, energetic, responsive, coordinated, and consistent in the relationship with its environment. With fierce competition and more selective customers, organizations acquire the information-based analytics and synchronization abilities to reshape products, services, and customer engagement almost real time for gaining competitive advantage. The management needs to make a commitment to deliver value-added products/services to deliver customers and unlock performance.
To deal with an ever changing environment, adaptability through openness to personal transformation and evolution is to be understood as the ability of a business system to adapt itself efficiently and fast to changed circumstances. Consistency is the key to success in shaping high quality business and leading a meaningful life journey. The goal is to make hierarchical systems adaptive so that they can respond to the challenges of a more complex, interconnected, and interdependent world timely. Highly adaptive organizations can facilitate social communities to provide self-organizing methods and tools to collectively deliver results. The insight-driven strategy implementation can create the synchronization of all functions running seamlessly. The digital transformation takes a clarified vision, a larger strategic investment, well-defined goals, and a stepwise change scenario to unlock business performance, to ensure the business moves forward with the right pace and drive digital transformation steadfastly.
Policies, processes, and commitment from top management should establish a close connection to the market for all parts of the organization. To avoid reinventing the wheel, amplify change impact, develop your set of best and next practices which can be used wisely and with the expertise to really add value; gain advantage from the "wisdom of crowds," share best practices across the organizational hierarchy, and improve business management competency. However, one size doesn’t fit all. Taking the best practice from one environment into another could turn out to be the worst practice. The key is “context.” Training is also important to update knowledge or build professional competency. Identify the skill gaps and define the competencies required to achieve business goals. First, define the competencies required to achieve organizational goals at strategic/technical/functional level, behavioral and attitudinal, core competencies including values, the generic and foundation skills/training that affect all employees or management competencies.
Select a set of measurements that are seen as critical. Usually the senior management team defines and sets the objective, and ensures it is achievable. It is only achievable if the supporting goals assigned to the individual contributors downstream (employees), can actually be achieved. However, in many companies, a pervasive obsession for purely quantitative measurement or numerical performance indicators sweeps aside much of the softer and more qualitative information that is crucial in developing differentiated business competency, etc.
Business transformation is the change on a grand level. Handling complexity, clarifying assumptions & dependencies more clearly reveals the intentions of the management and its purpose. Those objectives that do not support the vision and mission, may not be relevant and guide positive improvement. The organization has to explore digital in all directions and change to the fundamental business model, culture, or other critical business factors for reaching the next level of organizational growth and maturity.
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