Ad hoc digitalization is doomed to fail, how to take the stepwise approach, identify and avoid pitfalls on the way is an important scenario to drive progressive change.
It’s important to identify pitfalls, overcome obstacles. The linear business management discipline needs to be replaced by a highly adaptive digital system viewpoint and nonlinear management discipline to improve business effectiveness and maturity.
Ignorance: Information abundance and continuous disruptions are the new normal. The organizational environment is often fraught with inconsistency, redundancy, sometimes overlapping data or knowledge. The ignorance about the importance of cognitive or capability difference and the behavioral dynamics that operate within their team is contributing to the generally poor performance. Before there are "enough people doing that" to improve the world, the new ignorance will be overwhelming, and those who address ignorance need to be insightful to deal with “VUCA” reality.
It is the responsibility of each individual to examine themselves, fix cognitive ignorance and bridge cognitive difference, to make sure they are open to true understanding. Cognitive understanding requires a person's ability to grasp or comprehend information. Without true understanding, there is no way to have strong discernment, ignorance of critical business success factors would enlarge gaps and generate blind-spots that prevent the management from seeing the holistic pictures. Ignore the trivial, but pay more attention to the significant details, seek out knowledge, and address ignorance and the assumptions you make to minimize it.
Distraction: Rapid change, frequent disruptions, exponential growth of information is part of the new normal. Today’s multitasking, multi-devicing digital workforce in a workplace full of distraction. Dedication becomes a more important quality for business professionals or any knowledge workforce to improve productivity, innovation and effectiveness because they can keep their energy flow in a positive way, not letting negative emotions distract themselves from making achievements.
When people get stuck in the old routine and comfort zone, they barely survive the whirlwind of daily busyness. Thus, it is important to eliminate distractions and develop the culture of high performance. Dedicated professionals can better integrate their talent, aptitude, and attitude, and manage time and resources to achieve their goals in a professional way.
Inflexibility: Good ideas nearly never emerge spontaneously but from interactions, not single individuals. Silos, rigidity, inflexibility, static mindset, or bureaucracy, etc, create gaps, slow down idea flow and stifle innovation. People often have to follow overly restricted rules or algorithms in the workplace, they are unable or unwilling to think out of the box and freeze when they have to face a challenge that is out of the norm. The danger of inflexibility is that it reduces the scope for a critical approach and creativity, leading towards slowness and small-thinking, and generates multiple gaps.
Good ideas nearly never emerge spontaneously but from interactions, not single individuals. Silos, rigidity, inflexibility, static mindset, or bureaucracy, etc, create gaps and cause confusions. Besides talented people, well established rules and optimized processes are critical to achieve high performance. The larger the organization and inputs are, the larger the amount of 'rules' necessary for its functions, to keep dependent variables and output delivery stable. However, if not handled well, organizations are overly rigid, inflexible and become so vulnerable to the dynamic business environment. It means that organizations should be designed to improve their capability to work in this way, drawing on the thinking and creative skills of everybody involved and affected, to improve overall business agility and maturity.
Inertia: Change is the new normal, it becomes fundamentally difficult in most organizations due to the change friction or culture inertia, because it is treated as something distinct from running the business, evolving performance and increasing results over time. In fact, change inertia is one of the fatal issues to cause the business mighty fail.
Sometimes people are not part of change because they feel like they don’t need any change, and even the ones who recognize the importance or urgency of change, do not understand their own role, impact and most importantly, emotions involved in a change process. The entire system is in danger of itself becoming rigid, unresponsive to changing circumstances and obsolete, in the long run.
Incoherence: In face of fierce competitions and rapid changes, one of the most obvious symptoms of business distress is the widespread problem of incoherence. Incoherent organizational settings cause delays, silo mentality, waste resources, stale knowledge, inflexible processes, homogeneous team setting with disengaged employees, and dissatisfied customers. Inconsistent process management is often caused by lack of policies and governance procedures that define processes, and lack of talented people to streamline and optimize processes.
Incoherent process management is often caused by lack of commitment of resources and time to education & communication cross silos; or failure to introduce cultural change or change management initiatives. It further causes culture friction and decelerates performance.
Coherence is simply about logic and consistency. Coherence improves business flow. It’s the ability to maintain focus and clarity, even under extreme pressure. Digital coherence is the decisive factor for the success of business strategy implementation and how well organizations can take the step-wise approach to make the digital change, continual renewal, and innovation fluency.
Ad hoc digitalization is doomed to fail, how to take the stepwise approach, identify and avoid pitfalls on the way is an important scenario to drive progressive change. Business management has to learn how to handle them effectively in order to reach the next level of organizational maturity.
Ignorance: Information abundance and continuous disruptions are the new normal. The organizational environment is often fraught with inconsistency, redundancy, sometimes overlapping data or knowledge. The ignorance about the importance of cognitive or capability difference and the behavioral dynamics that operate within their team is contributing to the generally poor performance. Before there are "enough people doing that" to improve the world, the new ignorance will be overwhelming, and those who address ignorance need to be insightful to deal with “VUCA” reality.
It is the responsibility of each individual to examine themselves, fix cognitive ignorance and bridge cognitive difference, to make sure they are open to true understanding. Cognitive understanding requires a person's ability to grasp or comprehend information. Without true understanding, there is no way to have strong discernment, ignorance of critical business success factors would enlarge gaps and generate blind-spots that prevent the management from seeing the holistic pictures. Ignore the trivial, but pay more attention to the significant details, seek out knowledge, and address ignorance and the assumptions you make to minimize it.
Distraction: Rapid change, frequent disruptions, exponential growth of information is part of the new normal. Today’s multitasking, multi-devicing digital workforce in a workplace full of distraction. Dedication becomes a more important quality for business professionals or any knowledge workforce to improve productivity, innovation and effectiveness because they can keep their energy flow in a positive way, not letting negative emotions distract themselves from making achievements.
When people get stuck in the old routine and comfort zone, they barely survive the whirlwind of daily busyness. Thus, it is important to eliminate distractions and develop the culture of high performance. Dedicated professionals can better integrate their talent, aptitude, and attitude, and manage time and resources to achieve their goals in a professional way.
Inflexibility: Good ideas nearly never emerge spontaneously but from interactions, not single individuals. Silos, rigidity, inflexibility, static mindset, or bureaucracy, etc, create gaps, slow down idea flow and stifle innovation. People often have to follow overly restricted rules or algorithms in the workplace, they are unable or unwilling to think out of the box and freeze when they have to face a challenge that is out of the norm. The danger of inflexibility is that it reduces the scope for a critical approach and creativity, leading towards slowness and small-thinking, and generates multiple gaps.
Good ideas nearly never emerge spontaneously but from interactions, not single individuals. Silos, rigidity, inflexibility, static mindset, or bureaucracy, etc, create gaps and cause confusions. Besides talented people, well established rules and optimized processes are critical to achieve high performance. The larger the organization and inputs are, the larger the amount of 'rules' necessary for its functions, to keep dependent variables and output delivery stable. However, if not handled well, organizations are overly rigid, inflexible and become so vulnerable to the dynamic business environment. It means that organizations should be designed to improve their capability to work in this way, drawing on the thinking and creative skills of everybody involved and affected, to improve overall business agility and maturity.
Inertia: Change is the new normal, it becomes fundamentally difficult in most organizations due to the change friction or culture inertia, because it is treated as something distinct from running the business, evolving performance and increasing results over time. In fact, change inertia is one of the fatal issues to cause the business mighty fail.
Sometimes people are not part of change because they feel like they don’t need any change, and even the ones who recognize the importance or urgency of change, do not understand their own role, impact and most importantly, emotions involved in a change process. The entire system is in danger of itself becoming rigid, unresponsive to changing circumstances and obsolete, in the long run.
Incoherence: In face of fierce competitions and rapid changes, one of the most obvious symptoms of business distress is the widespread problem of incoherence. Incoherent organizational settings cause delays, silo mentality, waste resources, stale knowledge, inflexible processes, homogeneous team setting with disengaged employees, and dissatisfied customers. Inconsistent process management is often caused by lack of policies and governance procedures that define processes, and lack of talented people to streamline and optimize processes.
Incoherent process management is often caused by lack of commitment of resources and time to education & communication cross silos; or failure to introduce cultural change or change management initiatives. It further causes culture friction and decelerates performance.
Coherence is simply about logic and consistency. Coherence improves business flow. It’s the ability to maintain focus and clarity, even under extreme pressure. Digital coherence is the decisive factor for the success of business strategy implementation and how well organizations can take the step-wise approach to make the digital change, continual renewal, and innovation fluency.
Ad hoc digitalization is doomed to fail, how to take the stepwise approach, identify and avoid pitfalls on the way is an important scenario to drive progressive change. Business management has to learn how to handle them effectively in order to reach the next level of organizational maturity.
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