Organizational leaders and professionals need to understand the tide, wave, and the ripple effect of an evolving organization in order to lead transformative changes in a systematic way.
The challenge is to prioritize what you know about and keep an eye open for signs of things you don't know about. Only through an in-depth understanding of business, you can reach up to the next level of people engagement, customer satisfaction, effectiveness, competency, and transformative changes.
Up to the next level of real-time collaboration: Business needs move so quickly that the talent needed tomorrow is very difficult to determine today. In order to solve many emerging problems quickly, collaboration becomes a whole lot easier and real-time if you start to leverage powerful technology tools to make formerly invisible patterns of social interaction more visible, apply quality information analysis to boost social engagement and foster real-time collaboration. Corporate leaders and professionals need to leverage the right information, engage at the right level, provide and receive constructive feedback, and focus on solving the most critical problems timely.
The emergence of social platforms provides a new way to identify talent, learn, share and collaborate, engaging in "just-in-time” collaboration, giving everyone a voice about how the organization and the people in it can prosper and thrive. In practice, every collaborative team has its own unique “aura” and practices, thus, each team produces varying results. That meant in order to build dynamic and competitive teams, look through the alternative talent pipeline and source candidates across-geographical boundaries, find the right talent to fill the need. In practice, the timing of need to fill and desire to move was critical in order to solve problems smoothly. Technically, real-time collaboration is now all about real-time sharing, active listening, on-time feedback, two-way trust in the wisdom of the team
Up to the next level of business effectiveness and efficiency: Effectiveness is about doing the right things and qualifying the business result. Efficiency is about doing things right by minimizing cost and resources. Generally speaking, you have to have effectiveness first, and then make the effect more efficient. One of the pitfalls for achieving high business effectiveness is sometimes getting the “right answer” to the “wrong question.” When the organization reaches its capacity, business effectiveness and efficiency are correlated specifically. At some point, trying to improve effectiveness brings down efficiency and vice versa. Also, distributing workloads and delegating is often necessary, but many business practices add complexity that inevitably leads to additional expenses or bureaucracy, etc, and becomes the very obstacle for businesses to improve agility and flexibility.
Thus, up to the next level of the business agility should be on the effectiveness of improving business effectiveness, which could implicitly involve the efficiency of improving effectiveness by enforcing prioritization, alignment, integration. Senior leadership teams should always play an important role in scrutinizing the effectiveness of the business, setting digital principles to ensure the right things are easy to do and encompass the business in the right direction.
Up to the next level, businesses not only need to adapt faster, but orchestrate a large-scale business transformation: Change is the new normal, simply adapting to it is often not sufficient to run a high performance organization. To move up the organizational maturity level, businesses need to shift from transactional mode to transformational mode. The word "transformation" in itself means the large scale of change and change for the better, the new ways and methods of doing things, new rules, structures, cultures, capabilities, etc, to not only adapt, but more crucially, create conditions to change and thrive for the long run. The ultimate goal is to implement business strategy effectively and accelerate business performance significantly.
Business transformation is inevitable, with proven advantages to improve organizational agility, competency and maturity, but if something is missing, stagnation and uncertainty will surface. It takes transformational leadership, not transactional management, in order to lead the radical digital transformation. It is a tough journey with the bumpy road, full of challenges, it is no surprise that there are many visible obstacles or hidden pitfalls on the way. Successful business transformation must be partnered with solid change management and communication plans, drive changes simultaneously with essential dimensions: people, business values & culture, and organizational structure, to unlock the full potential of the business.
Nowadays, digitalization disrupts not only the business functional boundary but also the industry boundary, as well as the geographical boundary. Change becomes more dynamic and distractive without planning and adaptability. The digital ecosystem has also become more complex and dynamic. Therefore, today’s digital leaders and professionals need to understand the tide, wave, and the ripple effect of an evolving organization in order to lead transformative changes in a systematic way.
Up to the next level of real-time collaboration: Business needs move so quickly that the talent needed tomorrow is very difficult to determine today. In order to solve many emerging problems quickly, collaboration becomes a whole lot easier and real-time if you start to leverage powerful technology tools to make formerly invisible patterns of social interaction more visible, apply quality information analysis to boost social engagement and foster real-time collaboration. Corporate leaders and professionals need to leverage the right information, engage at the right level, provide and receive constructive feedback, and focus on solving the most critical problems timely.
The emergence of social platforms provides a new way to identify talent, learn, share and collaborate, engaging in "just-in-time” collaboration, giving everyone a voice about how the organization and the people in it can prosper and thrive. In practice, every collaborative team has its own unique “aura” and practices, thus, each team produces varying results. That meant in order to build dynamic and competitive teams, look through the alternative talent pipeline and source candidates across-geographical boundaries, find the right talent to fill the need. In practice, the timing of need to fill and desire to move was critical in order to solve problems smoothly. Technically, real-time collaboration is now all about real-time sharing, active listening, on-time feedback, two-way trust in the wisdom of the team
Up to the next level of business effectiveness and efficiency: Effectiveness is about doing the right things and qualifying the business result. Efficiency is about doing things right by minimizing cost and resources. Generally speaking, you have to have effectiveness first, and then make the effect more efficient. One of the pitfalls for achieving high business effectiveness is sometimes getting the “right answer” to the “wrong question.” When the organization reaches its capacity, business effectiveness and efficiency are correlated specifically. At some point, trying to improve effectiveness brings down efficiency and vice versa. Also, distributing workloads and delegating is often necessary, but many business practices add complexity that inevitably leads to additional expenses or bureaucracy, etc, and becomes the very obstacle for businesses to improve agility and flexibility.
Thus, up to the next level of the business agility should be on the effectiveness of improving business effectiveness, which could implicitly involve the efficiency of improving effectiveness by enforcing prioritization, alignment, integration. Senior leadership teams should always play an important role in scrutinizing the effectiveness of the business, setting digital principles to ensure the right things are easy to do and encompass the business in the right direction.
Business transformation is inevitable, with proven advantages to improve organizational agility, competency and maturity, but if something is missing, stagnation and uncertainty will surface. It takes transformational leadership, not transactional management, in order to lead the radical digital transformation. It is a tough journey with the bumpy road, full of challenges, it is no surprise that there are many visible obstacles or hidden pitfalls on the way. Successful business transformation must be partnered with solid change management and communication plans, drive changes simultaneously with essential dimensions: people, business values & culture, and organizational structure, to unlock the full potential of the business.
Nowadays, digitalization disrupts not only the business functional boundary but also the industry boundary, as well as the geographical boundary. Change becomes more dynamic and distractive without planning and adaptability. The digital ecosystem has also become more complex and dynamic. Therefore, today’s digital leaders and professionals need to understand the tide, wave, and the ripple effect of an evolving organization in order to lead transformative changes in a systematic way.
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