Changes or problems usually do not happen in isolation from each other in predictable ways, but intertwined across knowledge domains or geographical borders.
Thus, cross disciplinary leaders and professionals are in demand to broaden their global perspective, deepen understanding of global issues, and set a directional guide for collaboratively solving complex cross-industrial problems in a structural way.
Share in-depth understanding of issues with common interest cross knowledge, industrial, geographical boundaries: Knowledge is the most important soft asset of the organization, knowledge assets are a blend of resources which includes knowledge, education, training, historical lessons, experience of the people who comprise the company. The border of knowledge domains is blurred, cross-disciplinary knowledge is powerful to solve many of today’s over-complex and interdependent problems. Knowledge re-categorization or reclassification becomes a necessary angle to refresh knowledge and improve interdisciplinary knowledge management effectiveness. Knowledge integration is crucial to bridge gaps between multiple subject domains, enforce organizational knowledge alignment and recycling.
To move up toward the next level of understanding and professionalism, the interdisciplinary tones and personalized themes allow people to break down the old knowledge box, deepen their understanding of subjects and generate something fresh. Global leaders and professionals are intellectually curious, with a strong desire to learn updated knowledge, recognize and diagnose the plethora of contextual factors inherent in the circumstances, develop many important skills such as learning agility, cross-boundary communication and collaboration, expand their horizon to look at problems holistically and solve them innovatively.
Intentionally and intuitively help people adjust their mindset and behaviors in order to exert influence in global context: The contemporary society is the product of the past. When moving forward, the past is like the rearview, you need to look at it once a while. However, don’t overly focus on the past with “we always do things like that” mentality. As the fixed or rigid mind usually won’t allow a person to think beyond a point. In traditional organizations, people are afraid of being themselves and saying anything which might cause conflicts. Global citizens are experiencing the same world but perhaps perceive it subjectively. Because each mindset filters information differently, thinks differently, and learns differently.
Thus, to accelerate transformative changes, it’s an imperative to see the world with fresh eyes, open mind, appreciate different viewpoints, enhance interdisciplinary understanding, identify the leverage points and then 'choose' the 'decisive' factors for understanding global issues contextually and dealing with common challenges cross-industry or cross-geographical locations smoothly. Global leaders can think or work through the context across the industrial, knowledge boxes to inspire alliance and encourage cross-boundary innovation. Passionate global professionals can initiate cross boundary interactions to create thresholds of possibilities that can result and expand into innovative thinking and creative wisdom. They are also cool headed to perceive global issues that eliminate unconscious biases, pay more attention to subjective cultural preference, break down outdated common beliefs, and conventional wisdom to expedite business transformation smoothly.
Look at the wider aspects around problem space, pull people in the same directions based on such common understanding: All human beings are more similar than different, it is possible to set the common principles to bridge the difference and co-solve global problems effectively. In hyper-connected and interdependent organizations, change and learning need to go hand-in-hand, to enhance a healthy cycle of learning-doing-relearning. Without learning agility, you cannot make change progressively. Knowledge-based work with an unstructured and collaborative process requires cross-domain knowledge sharing and discussions with different groups, cross-functional or cross-industrial coordination of content, correspondence. The learning plasticity significantly enforces people’s adaptability, to ensure everyone stays on the same page, speaks the same language, pulls in the same direction, and fosters an atmosphere of openness to accelerate change cross disciplinarily.
In practice though, we all live in our own subjective reality. People create conflicts between different groups that have their own senses of belief, reality, strength and weakness. Thus, disagreements and antagonisms arise between diverse groups that cross boundaries constantly. This may cause people to rationalize their own sense of reality by ignoring others’ viewpoints unwisely. In order to solve varying complex issues cross industry, individual work and group work cannot be done as a segregated form but within a framework of an entire business ecosystem including policies, processes, practices, culture, and customers, etc. it’s critical for the management to find a need for a “pull” - pulling all necessary business resources and components to develop innovative solutions collaboratively.
The pace of change is increasing, the world becomes flattened, changes or problems usually do not happen in isolation from each other in predictable ways, but intertwined across knowledge domains or geographical borders. Thus, worldwide insight is important in a more hyper-connected and globally distributed world as it deepens a holistic understanding of circumstances and people with empathy. Leaders and professionals need to broaden their perspective of future global society; clarify their roles on making desired changes, build inclusive teams for co-solving common problems at the worldwide base and developing the next level of professional competencies indefatigably.
Share in-depth understanding of issues with common interest cross knowledge, industrial, geographical boundaries: Knowledge is the most important soft asset of the organization, knowledge assets are a blend of resources which includes knowledge, education, training, historical lessons, experience of the people who comprise the company. The border of knowledge domains is blurred, cross-disciplinary knowledge is powerful to solve many of today’s over-complex and interdependent problems. Knowledge re-categorization or reclassification becomes a necessary angle to refresh knowledge and improve interdisciplinary knowledge management effectiveness. Knowledge integration is crucial to bridge gaps between multiple subject domains, enforce organizational knowledge alignment and recycling.
To move up toward the next level of understanding and professionalism, the interdisciplinary tones and personalized themes allow people to break down the old knowledge box, deepen their understanding of subjects and generate something fresh. Global leaders and professionals are intellectually curious, with a strong desire to learn updated knowledge, recognize and diagnose the plethora of contextual factors inherent in the circumstances, develop many important skills such as learning agility, cross-boundary communication and collaboration, expand their horizon to look at problems holistically and solve them innovatively.
Thus, to accelerate transformative changes, it’s an imperative to see the world with fresh eyes, open mind, appreciate different viewpoints, enhance interdisciplinary understanding, identify the leverage points and then 'choose' the 'decisive' factors for understanding global issues contextually and dealing with common challenges cross-industry or cross-geographical locations smoothly. Global leaders can think or work through the context across the industrial, knowledge boxes to inspire alliance and encourage cross-boundary innovation. Passionate global professionals can initiate cross boundary interactions to create thresholds of possibilities that can result and expand into innovative thinking and creative wisdom. They are also cool headed to perceive global issues that eliminate unconscious biases, pay more attention to subjective cultural preference, break down outdated common beliefs, and conventional wisdom to expedite business transformation smoothly.
Look at the wider aspects around problem space, pull people in the same directions based on such common understanding: All human beings are more similar than different, it is possible to set the common principles to bridge the difference and co-solve global problems effectively. In hyper-connected and interdependent organizations, change and learning need to go hand-in-hand, to enhance a healthy cycle of learning-doing-relearning. Without learning agility, you cannot make change progressively. Knowledge-based work with an unstructured and collaborative process requires cross-domain knowledge sharing and discussions with different groups, cross-functional or cross-industrial coordination of content, correspondence. The learning plasticity significantly enforces people’s adaptability, to ensure everyone stays on the same page, speaks the same language, pulls in the same direction, and fosters an atmosphere of openness to accelerate change cross disciplinarily.
In practice though, we all live in our own subjective reality. People create conflicts between different groups that have their own senses of belief, reality, strength and weakness. Thus, disagreements and antagonisms arise between diverse groups that cross boundaries constantly. This may cause people to rationalize their own sense of reality by ignoring others’ viewpoints unwisely. In order to solve varying complex issues cross industry, individual work and group work cannot be done as a segregated form but within a framework of an entire business ecosystem including policies, processes, practices, culture, and customers, etc. it’s critical for the management to find a need for a “pull” - pulling all necessary business resources and components to develop innovative solutions collaboratively.
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