Unique business capabilities as the differentiator can deliver, innovate and ultimately excel in returns and unleash the full potential of the business.
In order to adapt to the increasing pace of change and ecosystem dynamic, automation, integration, customization, are all crucial steps in developing sets of dynamic business capabilities that directly decide the overall organization’s competency.
Automation: Many organizational functions operate in silos with separate teams delivering separate functional tasks. To optimize business operations and accelerate business speed, it’s important to automate the logistic part of the business to further improve productivity, performance, and quality of the organization. Effective automation should first examine certain functions and understand the connections and define any constraints in the business system, look to automate these first to reduce the overall delivery cycle for a task.
Not everything can be automated; not every automation is a success story. Some obstacles of automation include such as: lack of organizational readiness for automation, failure of previous automation projects. Some are simply not mature enough and automating those processes may create a lot of issues. You cannot automate all aspects of GRC, but many of the elements of those various governance processes could be automated. Automation ensures less divergence in the business strategy execution and often allows for much better information gathering on the performance indicators that matter most.
Integration: Many companies that get stuck at the lower level of organizational maturity operate as the sum of pieces, rather than an integral whole. Integration is not always about cost effectiveness. The very goal of business integration is to reduce frictions, optimize processes, eliminate cost, streamline information flow, and achieve coherence. Those organizations that have better integration maturity outperform their competitors and tend to be more responsive to increasing pace of changes, achieve better performance.
It’s important to take a wide look at what's going on across the organizational ecosystem, seamless alignment and integration will help to determine the appropriate dynamic aspects and enable the architect to simplify the elements appropriately to build cohesive business capabilities, take an “interconnected systems “approach to enhance the integration of across local and global business ecological systems.
Customization: In the era of people-centricity, you have to provide customized solutions to tailor their needs, to have the gain from the change via value perceived by customers. Personalization is the process of making a company's products and services extraordinarily relevant to the wants, needs or desires of customers. Keep optimizing processes, improve customer relationships and make continuous deliveries of customized products/services.
To develop customer-centricity, organizations need to understand whether their processes can "sensing" either the external customer environment or internal employee environment, how good the parts are integrated in terms of capabilities for implementing personalization solutions. More companies put focus on building capabilities to enable customization, optimizing tangible experience people have with a company and improving the company’s brand promises.
All businesses have certain capabilities, what matters is maturity as organizations are at the different stages of the business growth cycle. A firm's capabilities today are the result of its history and this history constrains what capabilities the firm can perform in the future. The business capability coherence can make organizations more adaptable to fulfill their strategy. Unique business capabilities as the differentiator can deliver, innovate and ultimately excel in returns and achieve higher than expected business outcomes.
Automation: Many organizational functions operate in silos with separate teams delivering separate functional tasks. To optimize business operations and accelerate business speed, it’s important to automate the logistic part of the business to further improve productivity, performance, and quality of the organization. Effective automation should first examine certain functions and understand the connections and define any constraints in the business system, look to automate these first to reduce the overall delivery cycle for a task.
Not everything can be automated; not every automation is a success story. Some obstacles of automation include such as: lack of organizational readiness for automation, failure of previous automation projects. Some are simply not mature enough and automating those processes may create a lot of issues. You cannot automate all aspects of GRC, but many of the elements of those various governance processes could be automated. Automation ensures less divergence in the business strategy execution and often allows for much better information gathering on the performance indicators that matter most.
Integration: Many companies that get stuck at the lower level of organizational maturity operate as the sum of pieces, rather than an integral whole. Integration is not always about cost effectiveness. The very goal of business integration is to reduce frictions, optimize processes, eliminate cost, streamline information flow, and achieve coherence. Those organizations that have better integration maturity outperform their competitors and tend to be more responsive to increasing pace of changes, achieve better performance.
It’s important to take a wide look at what's going on across the organizational ecosystem, seamless alignment and integration will help to determine the appropriate dynamic aspects and enable the architect to simplify the elements appropriately to build cohesive business capabilities, take an “interconnected systems “approach to enhance the integration of across local and global business ecological systems.
To develop customer-centricity, organizations need to understand whether their processes can "sensing" either the external customer environment or internal employee environment, how good the parts are integrated in terms of capabilities for implementing personalization solutions. More companies put focus on building capabilities to enable customization, optimizing tangible experience people have with a company and improving the company’s brand promises.
All businesses have certain capabilities, what matters is maturity as organizations are at the different stages of the business growth cycle. A firm's capabilities today are the result of its history and this history constrains what capabilities the firm can perform in the future. The business capability coherence can make organizations more adaptable to fulfill their strategy. Unique business capabilities as the differentiator can deliver, innovate and ultimately excel in returns and achieve higher than expected business outcomes.
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