The enterprises today need to become more open and responsive, changing the underlying management practices and values that drive performance.
The more effortlessly you can guide, align, integrate, and optimize important business elements such as people, process, technology and culture, enforce the variety of business management cycles, the closer you can accelerate business performance, and lift the business up to the hyper-cycle of digital transformation.
Vision-strategy-execution cycle: information is growing exponentially and technology is changing so rapidly. With the increasing speed of changes, business leaders need to envision the emerging trends, predict potential risks, and clarify the “end state of the business” the organization needs to reach. Digital strategy and execution are interdependent, they are not linear steps, but an iterative continuum. Corporate leaders need to get involved in every step of such vision-strategy-execution flow, understand the core business of your enterprise and the problem to solve, prioritize and strike the right balance of building long term competitive advantage and reaping some quick wins.
Ignoring an emerging trend perhaps puts your organization behind the competition and keeps your business irrelevant for the long run. Vision is not static, but a living thing which needs to be shared, adjusted properly to ensure that the business can unleash its full potential without suffering change fatigue, or getting lost in the daily busyness. It’s important to follow the logic steps, but be agile and flexible to adapt to the emerging changes in strategy execution. Strategy is not a strategy when it cannot assure a competitive advantage in terms of capabilities-based performance results with continuous deliveries.
Information processing-analyzing-refining management cycle: Nowadays, information is the most invaluable asset besides people. Information brings about business ideas; business ideas generate lots of information. In fact, information is the most time intensive piece of business innovation. Thus, holistic information management needs to be synchronized with strategy change management to improve the speed of the business transaction, idea-generation, decision-making, innovation, impacts the velocity of capital flow, and thus the business maturity. In reality though, the organizational data environment is often fraught with inconsistency, redundancy, overlapping data, information or knowledge platforms, all of which make business vulnerable, incoherent, and make information management one of the most difficult, but critical management disciplines, becoming challenging to run a real time high performance business.
Information collecting, storing, processing, analyzing, and refining are all critical steps for enhancing the synchronicity of the information management cycle to ensure that quality information can flow to the right people and allow them to make effective decisions at the right time consistently. The organizations who invest in strategic information management solutions proactively today will be able to competitively go forward by enabling real-time information access and analysis by breaking down the silos, handling information intensity effectively, capturing business foresight and customer insight timely. So the information value will become readily apparent and quantifiable by association to achieve multifaceted business value timely.
Sequence-Consequence cycle: Running a high performance business is technically a problem framing and solving continuum. When a problem occurs, it is an unintended consequence of the design or actions. Hence, understanding cause effect, sequence and consequence of collective business personality, attitude and behavior, are important to improve business effectiveness. The management needs to predict which consequences can be created through action steps of change initiatives or strategic implementation, and how to make proper adjustments and continuous adjustments.
In the organizational environment, often management needs to handle sequence & consequence in a rational way, narrows down the root causes of problems, instill passion, boost the energy and excitement to solve problems for achieving the ultimate business results. It involves the continual attention to current changes in the organization and its external environment, and how this affects the future of the organization, enforcing nonlinear logic to drive progressive changes.
These days, strategy steers execution and execution directs strategy. The enterprises today need to become more open and responsive, changing the underlying management practices and values that drive performance. Strategy management is multidimensional, stakeholder involvement and engagement always makes the difficult paths of strategy management easier to tread, improve people centricity, accelerate business speed and improve overall business agility and maturity.
Vision-strategy-execution cycle: information is growing exponentially and technology is changing so rapidly. With the increasing speed of changes, business leaders need to envision the emerging trends, predict potential risks, and clarify the “end state of the business” the organization needs to reach. Digital strategy and execution are interdependent, they are not linear steps, but an iterative continuum. Corporate leaders need to get involved in every step of such vision-strategy-execution flow, understand the core business of your enterprise and the problem to solve, prioritize and strike the right balance of building long term competitive advantage and reaping some quick wins.
Ignoring an emerging trend perhaps puts your organization behind the competition and keeps your business irrelevant for the long run. Vision is not static, but a living thing which needs to be shared, adjusted properly to ensure that the business can unleash its full potential without suffering change fatigue, or getting lost in the daily busyness. It’s important to follow the logic steps, but be agile and flexible to adapt to the emerging changes in strategy execution. Strategy is not a strategy when it cannot assure a competitive advantage in terms of capabilities-based performance results with continuous deliveries.
Information processing-analyzing-refining management cycle: Nowadays, information is the most invaluable asset besides people. Information brings about business ideas; business ideas generate lots of information. In fact, information is the most time intensive piece of business innovation. Thus, holistic information management needs to be synchronized with strategy change management to improve the speed of the business transaction, idea-generation, decision-making, innovation, impacts the velocity of capital flow, and thus the business maturity. In reality though, the organizational data environment is often fraught with inconsistency, redundancy, overlapping data, information or knowledge platforms, all of which make business vulnerable, incoherent, and make information management one of the most difficult, but critical management disciplines, becoming challenging to run a real time high performance business.
Information collecting, storing, processing, analyzing, and refining are all critical steps for enhancing the synchronicity of the information management cycle to ensure that quality information can flow to the right people and allow them to make effective decisions at the right time consistently. The organizations who invest in strategic information management solutions proactively today will be able to competitively go forward by enabling real-time information access and analysis by breaking down the silos, handling information intensity effectively, capturing business foresight and customer insight timely. So the information value will become readily apparent and quantifiable by association to achieve multifaceted business value timely.
In the organizational environment, often management needs to handle sequence & consequence in a rational way, narrows down the root causes of problems, instill passion, boost the energy and excitement to solve problems for achieving the ultimate business results. It involves the continual attention to current changes in the organization and its external environment, and how this affects the future of the organization, enforcing nonlinear logic to drive progressive changes.
These days, strategy steers execution and execution directs strategy. The enterprises today need to become more open and responsive, changing the underlying management practices and values that drive performance. Strategy management is multidimensional, stakeholder involvement and engagement always makes the difficult paths of strategy management easier to tread, improve people centricity, accelerate business speed and improve overall business agility and maturity.
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