The focal point of business management is based on the future trends, the varying business ecosystem circumstances; and based on what the business requires for its long-term sustenance.
Alignment: There is resource alignment, information alignment, talent alignment, etc. The alignment is more as a result rather than a process. Are your processes functioning to deliver results consistent with the strategic intent? Strategic Alignment occurs on multiple levels; it presupposes the ability of each 'link' to articulate their “strategic intent.”
From a problem-solving perspective, behind every problem is a relationship dynamic out of alignment. Thus, understanding the interconnectivity of systems and relationship dynamics are important for both diagnosing the real cause of problems and solving them. Organizations that have a higher mature strategic alignment through integration, collaboration and harmony, etc. tend to be more responsive to the business dynamic and reach the next level of organizational maturity.
Adaptability: Business environment is dynamic, the ways of doing business and meeting customer expectations both tend to be more adaptable than the siloed industrial age. Adaptation is a way of searching, exploring and creating, the ability of people or organizations to adapt themselves to changed circumstances smoothly, develop adaptability through openness, create mutual interest communities, be able to seek ways and means of adjusting your perspective and those around you. Develop adaptability to identify common, yet flexible processes that introduce focus and lubricate frictions to improve business agility.
Due to dynamics and variation, there will always be some resistors even where the change program has been well planned and is fully consistent with the organization's business drivers. High-adaptive organizations need to keep tuning organizational structure, process, functions, meet the business’s expectation, leverage tailored approaches to fit specific circumstances, and ultimately respond to the external environment with speed.
Design: To improve organizational maturity from functioning to delight, design needs to become an integral component of business strategy to build a people-centric organization. Business transformation needs to be carried out within the company's system, apply design principles accordingly and build design as a unique business competency. Companies need to have an in-depth understanding of the gains and pains of organizational design and development, practice the art and discipline of designing an enterprise continually.
Many organizations today leverage emergent digital technologies, adopt the hybrid organizational structure that creatively blends structured and unstructured processes, strike the right balance between centralized and decentralized efforts. The collaboratively interdependent organizations can reach the next level of business growth because limited hierarchy works best in a creative environment where the free flow of ideas and their prompt implementation is a key element of business success.
Capability: Business capabilities underpin organizational strategy. There are a variety of hard and soft elements such as talent, internal/external knowledge, habit/routines, processes, any type of tangible/intangible resources, assets, culture, and forms of communications to shape dynamic business capabilities and build business competencies. These modular business capabilities can be recombined into dynamic digital capabilities with a much shorter building cycle.
It’s important to gain insight into the condition and relationship or dependency of capabilities to improve capability coherence and maturity, and focus on building long-term business competency. Individually, contemporary digital professionals with innovative, proactive and progressive digital profiles and a unique set of professional competencies can reinvent themselves seamlessly, amplify digital influence via practicing high professional knowledge power. Effective organizations can manage a portfolio of relevant cross-border strategic synergies, organizational interdependence with the appropriate mix of business capabilities, engaging digital talent, balancing effectiveness and efficiency to implement business strategy.
A business system gains more and more energy until it crosses the point of system resilience. Organizations should investigate "hidden risks," uncover gray areas. The risk management mechanism needs to be well embedded into both soft business factors such as corporate culture and hard organizational elements such as process; businesses should shift from process-driven “command & control” to people-centric risk management, to improve risk intelligence of the organization.
Until an organization understands the core problem it is facing, an appropriate strategic direction can't be arrived upon. The focal point of business management is based on the future trends, the varying business ecosystem circumstances; and based on what the business requires for its long-term sustenance. It’s important to fine tune key business elements, build differentiated organizational capabilities to improve overall business competencies and maturity.
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