Tuesday, March 15, 2022

Innovateleadership

Insightful global leaders can broaden their viewpoints based on enriched global content; deepen their understanding with contextualism.


In the "birth of the chaotic age" with information abundance and the dawn of digitalization, it makes a very strong case that command-and-control organizations are inherently incapable of managing hyper-complexity and unprecedented uncertainty we are faced with. 

In fact, we live in a hyper-connected and interdependent global society in which change is the norm and if we don't embrace it, accept it, roll with it, or make it happen, we're not able to run an advanced global society. Global leadership is not static, but keeps evolving. Innovative global leaders should understand that we all have different lenses - perceptions in the way we look at the world, it becomes easier to open our minds to bridge our differences, learn from each other to amplify influence.

It's crucial to provide information to the assurance lines that evaluate the business profile for managing the “shade of gray” effectively: With continuous disruptions and dynamic environments, the emergence of potential opportunities for exploring digital transformation is likely to follow the nonlinear patterns with exponential speed. People always look at the world the way they want it to be, so anything that is not matching their way of perception, they consider it as wrong; what’s matching their vision seems right to them. But their perception is perhaps more subjective than objective. To survive and thrive amid constant changes, global leaders should become more learning agile, embrace diverse perspectives, present multidimensional intelligence to understand the “shade of gray”; make effective strategic decisions to adapt to the digital new normal smoothly.

In reality, the “command & control” style stereotypical leadership has gradually lost its steam; the traditional top-down linear management style is frequently criticized for its silo, inflexibility, bureaucracy, unresponsiveness, or lack of creativity. Leadership is an influence, needs to become more open-minded and innovative. It’s from within the massive gray area between the two styles, people need to balance control and autonomy, standardization and flexibility, creativity and discipline, etc, pushing the paradigm shift from overly rigid pyramidal organizational structure toward flatter hierarchies, shifting from inside-out, process-driven to people-centric management.

What was “best” yesterday will not always be the best tomorrow, the next practices continue emerging:
Many seasonal leaders have enriched experience; their organizations seek examples to follow rather than develop the tailored solution. The problem is that the practices that are “best” today are almost always not the “best” in the future since practices, processes, technologies, and markets are constantly morphing under pressure from frequent disruptions.

Change is the new normal, happens all the time; digital transformation has multifaceted perspectives unfolding into a wider multi-dimensionally enhancing systemic continuum. Lots of business leaders and professionals are trapped by current experiences or conventional wisdom, fear taking risks and seldom learn from their mistakes. Trying to fix the wrong cause of a problem will waste time and resources, increase anxiety, cause further issues later on. Until the underlying problem is addressed, the symptom or results will continue to return. Thus, top leaders should keep learning and innovating, and develop the next practices for driving transformative changes.

See the trees, without ignoring the forest:
We live in a global society with enriched knowledge and diversity of talent, to solve business problems large or small, run a successful global organization, business leaders should gain a contextual understanding of where all the boundaries are, the scope and context of the problem, diagnose the root causes, see a larger system with interactive pieces and “conflict” goals, and create the relevant context to make an everlasting solution. Otherwise, you perhaps only fix the symptom or cause more side effects later on; or perhaps run an international organization with cultural frictions, not a global company with coherent management discipline.

Every organization has a purpose, what is needful and paramount is defined and well thought out structures to fit for situations that would serve as a driver of purpose. Leadership needs to be purposeful as well. It is important to gain objective perceptions of varying global events, circumstances, set a strong global leadership theme to unify and harmonize based on a set of agreeable principles, and integrate global quintessential via interdisciplinary lenses. For solving large complex problems at global scope, it might be a good idea to first split problems into different categories and to assess the relative importance of the different categories and what could be done about it. See both trees and forest, continue innovating a harmonized global society.

Insightful global leaders can broaden their viewpoints based on enriched global content; deepen their understanding with contextualism. They play a significant role in setting the common worldwide principles to mind the multitude of gaps, enhancing diversifying ideas, clarifying concepts, and unifying belief cycles of world class insight. So collective progress demonstrates the evolution of humanity into a more unified, prosperous and peaceful society.

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