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Strategization and digitalization is a bumpy journey with many ups and downs. It could be misled because of the wrong focus, the wrong assumptions, the wrong ends, the wrong talent, and the wrong means. 

The digital world is so data-driven and information-intensive, there are varying distractions and fierce competitions these days, digital leaders and professionals need to concentrate on things that really matter. 

The leaders or digital professionals with strategic wisdom would have a clear vision to pursue the large scale of transformation; the courage to step into the uncharted water, the agility to adapt to changes and have their perseverance to keep a laser focus on the most important things for achieving high performance results.

Stay focusing on the broader dynamics, rather than small and isolated situations: Change is inevitable, to survive in the “VUCA” reality and step into the future smoothly takes focus, how to concentrate on what's most important to compete via well aligning the business resources & process, to create business synergy. A small change at the macro level is most effective to create a big impact sometimes. It may also be useful to keep in mind that the macro system has more "dimensions of analysis" that should be considered; put some focus on quantifying the unknowns in a story. Uncertainty is an obvious driver in how long it takes to complete a story. Focus on the emergence and emergent properties and how those can bring growth opportunities or impact corporate performance in the long run.

Concentration strategy directs its resources to the profitable growth of a single product, in a single market, with a single dominant technology: The main rationale for this approach is sometimes called market penetration. Organizations have limited resources and time, it is really important to focus on a few initiatives and prioritize them, and develop few profitable products/services. In reality, chaos is sometimes the part of change scenario due to natural resistances or sometimes dysfunctional systems, corporate managers need to listen to the priorities of senior executives of the company, also collect feedbacks from varying stakeholders such as customers, employees, vendors, etc, focusing on the things that matter for the business’s strategic priority. Every organizational function or division has its own focus and dialect, the mistake that most organizations make in this regard is that they fail to translate the high-level language of business strategy into the sub-strategy of business functions. A concentration strategy does conform to a sequence, a focus or a goal, a motivation to explore proposals, and develop the best and next practices to overcome business challenges.

Concentrate on seamless implementation, with critical tactics facilitates focus and momentum with the ability to execute cleanly and quickly: People, process, technology alignment is critical to implement well-crafted strategy smoothly. While communication is critical for success, accountability is also important, talent plays a role, but being realistic about the number of tactics is key to execution. People are still the key factor in successful execution. The leaders can inspire the team to take initiatives. However, motivation seems to fade away sometimes, it is critical to set the right priority, set the tone for continuing source of learning and growth, align people’s talent & skill, career goals with the strategic goals that the organization intends to achieve. Ultimately the answer lies in focus to execute times and achieve high performance results promptly.

Focus on the better way, neither your way nor our way: Either individually or collectively, keep absorbing new knowledge; update their viewpoint, skill sets, concentrate on building competencies for the individuals’ benefit first; they will ultimately spill these competencies for the benefit of others, building a compelling team to deliver high performance results. What's required then is an attentive engagement with the target environment critically, focus on making choices, selecting the best solution to fix prioritized issues and deal with the most crucial problems smoothly. Try to inspire everybody and fight to make your organization customer-centric, also keep at the profitable trail for the long run.

The management should be focused on mission accomplishment: Behind on-time, on-value problem-solving, it’s the leadership focus and employee engagement. Anything that a leader does that does not advance the strategy is the wrong thing to do, and they should do the right things before doing things right. Look at problems in a proactive way to frame the right problems and solve them smoothly. Shifting a team's focus to bigger “picture” objectives are key and managers are the owners of this messaging. But to do so effectively requires an identification and clearing of current roadblocks that have so far hindered staff engagement.

Strategization and digitalization is a bumpy journey with many ups and downs. It could be misled because of the wrong focus, the wrong assumptions, the wrong ends, the wrong talent, and the wrong means. Today’s business leaders and professionals should learn how to “ignore,” laser focus on the most important things, benefit from systematic management discipline, along with structured approaches to keep creative energy flow, manage workflow effectively and accelerate performance collaboratively.

Posted in: Execution,Strategy