Practicing digital management is about taking a holistic view and applying an interdisciplinary management approach to lead changes or implement strategy.
How leaders tend to restructure or reinvent the management practices if they sense things are becoming dysfunctional, and often with mixed results. How to overcome barriers or pitfalls on the way to drive transformative changes/
Change resistance: Change is inevitable, the only differences are the reasons and goals behind the change and its scope, depth, breadth of change management. The management needs to clarify: Why do you want to change, what do you need to accomplish, what does it consist of and what does it impact. Both personal and structural resistances need to be addressed effectively and efficiently. There are both positive and negative intent behind the change resistor. If someone is "resisting" change, what's that about? Are they perhaps interested in "stability," "think things are on the right path" or “getting stuck at the status quo”?
Good anticipation in planning is key for a smoother change, while regular updates and plan adjustments will enhance your chances of success. It’s critical to clarity on what the "resistance" is all about and look closer to the reality of what's going on. It is also wise to look for a "positive intent" behind a "resistor" – could it be a balancing mechanism to understand the psychology behind change and improve change management effectiveness? If you can tap into, better understand and work with the energy of resistance, you can also accelerate purposeful change.
Skill shortage: People are often the center of the change, but the weakest link in change management. When change fails to achieve higher than expected results, is it caused by a skill gap? talent scarcity? Or simply putting the wrong people in the position to solve wrong problems? From a talent management perspective, most of the time, it is a combination of the multiple factors - lack of a solid recruitment strategy, ineffective talent research & recruitment, wrong communication channel, or weak employer branding are all big obstacles to attracting the right talent and using them in the right way.
To dig through the root cause, talent managers should ponder: What do you mean by skill gap in the context of your organization? Does your organization take advantage of the latest technologies such as social platforms or workforce analytics in talent hiring & retention? Many say, talent shortage is artificial, the talent managers have to open their own mind, to discover talent, craft a robust and integrated talent strategy, leverage the latest digital technologies, in order to hire and engage talent in the digital way, put the right people with the right talent in the right positions to solve right problems.
Logic incoherence: We live in a mixed world full of order and chaos, physical and virtual interaction, positive and negative elements, right and wrong, information and emotion; we need to reach a stage to assess logic of everything: thoughts, words, actions for dealing with complex problems, driving changes, or rewriting the rules of the competitive game. Incoherent logic behind change or problem-solving cause delays, silo mentality, waste resources, stale knowledge, inflexible processes, incompetent employees, or unsatisfied customers.
In face of fierce competition and rapid changes, one of the most obvious symptoms of business distress is the widespread problem of incoherence. In running today’s dynamic organization, a simple variable can be both cause and effect. Linear thinking implies the whole is equal to the sum of its parts, but it’s only part of a story. Problem-solving based on linear logic and analytics can sometimes cause more problems later on if ignoring the interdependence of a variety of connected issues. Business logic becomes nonlinear as organizations or human societies turn to be more hyper-connected, and interdependent. It’s important for organizational leaders and professionals to apply a multidimensional thinking box to understand business context and sustain diversified viewpoints into holistic perspectives without enlarging cognitive/decision gaps and causing too many side effects.
Practicing digital management is about taking a holistic view and applying an interdisciplinary management approach to lead changes or implement strategy. To reach the high level of digital maturity, an organization of today or the future needs to create a new paradigm shift, replacing confusion with clarity by listening and collecting feedback before making assumptions; striking the paradoxical balance of creativity and process; innovation and standardization, etc, to improve business agility and performance.
Change resistance: Change is inevitable, the only differences are the reasons and goals behind the change and its scope, depth, breadth of change management. The management needs to clarify: Why do you want to change, what do you need to accomplish, what does it consist of and what does it impact. Both personal and structural resistances need to be addressed effectively and efficiently. There are both positive and negative intent behind the change resistor. If someone is "resisting" change, what's that about? Are they perhaps interested in "stability," "think things are on the right path" or “getting stuck at the status quo”?
Good anticipation in planning is key for a smoother change, while regular updates and plan adjustments will enhance your chances of success. It’s critical to clarity on what the "resistance" is all about and look closer to the reality of what's going on. It is also wise to look for a "positive intent" behind a "resistor" – could it be a balancing mechanism to understand the psychology behind change and improve change management effectiveness? If you can tap into, better understand and work with the energy of resistance, you can also accelerate purposeful change.
Skill shortage: People are often the center of the change, but the weakest link in change management. When change fails to achieve higher than expected results, is it caused by a skill gap? talent scarcity? Or simply putting the wrong people in the position to solve wrong problems? From a talent management perspective, most of the time, it is a combination of the multiple factors - lack of a solid recruitment strategy, ineffective talent research & recruitment, wrong communication channel, or weak employer branding are all big obstacles to attracting the right talent and using them in the right way.
To dig through the root cause, talent managers should ponder: What do you mean by skill gap in the context of your organization? Does your organization take advantage of the latest technologies such as social platforms or workforce analytics in talent hiring & retention? Many say, talent shortage is artificial, the talent managers have to open their own mind, to discover talent, craft a robust and integrated talent strategy, leverage the latest digital technologies, in order to hire and engage talent in the digital way, put the right people with the right talent in the right positions to solve right problems.
In face of fierce competition and rapid changes, one of the most obvious symptoms of business distress is the widespread problem of incoherence. In running today’s dynamic organization, a simple variable can be both cause and effect. Linear thinking implies the whole is equal to the sum of its parts, but it’s only part of a story. Problem-solving based on linear logic and analytics can sometimes cause more problems later on if ignoring the interdependence of a variety of connected issues. Business logic becomes nonlinear as organizations or human societies turn to be more hyper-connected, and interdependent. It’s important for organizational leaders and professionals to apply a multidimensional thinking box to understand business context and sustain diversified viewpoints into holistic perspectives without enlarging cognitive/decision gaps and causing too many side effects.
Practicing digital management is about taking a holistic view and applying an interdisciplinary management approach to lead changes or implement strategy. To reach the high level of digital maturity, an organization of today or the future needs to create a new paradigm shift, replacing confusion with clarity by listening and collecting feedback before making assumptions; striking the paradoxical balance of creativity and process; innovation and standardization, etc, to improve business agility and performance.
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