In the senior position, top leaders stay on strategic focus rather than just the tactical details.
Senior leadership makes influence from mindset to behavior, and evolving to what is needed next for radical changes. They need to be fluent in multidimensional thinking and must participate in shaping a company's vision and strategy, cultivate a culture of innovation and participate in digital dialogues for orchestrating transformative changes and societal advancements.
C-level advocates agile principle and enhance agility: Doing Agile is only an engineering practice, but being agile is the multidisciplinary challenge and a digital management philosophy that focuses on interaction, improvement, iterative change continuum. C-level executives have to understand and essentially accept the idea, otherwise, it could collapse when a conflict between Agile team and the rest of the organization arises and reaches executive level.
C-level needs to focus on creating the right organizational culture, in which people can take ownership of their processes and believe they will benefit from doing so. For a change of that magnitude, support from top down is required. To build an Agile organization, you need buy-in from all levels within the company, apply agile principles to scale up and develop a set of practices to build a truly agile organization.
C-levels sponsor business process improvement initiatives: Business process management usually introduces a structured and systematic way of working that directly impacts business performance and culture. Business process management means change, change takes courage, strategy, and methodology. Business process management will become relevant to the C-level when it contributes to getting relevant performance issues on their business transformation agenda proactively.
Process is an important domain sometimes worth senior leadership attention because change or innovation management can be looked at deeply via the process lens: Are business processes too rigid to adapt; too fragile to handle disruptions, or too inside-out without embracing people centricities? Are there any fundamentally different approaches to process management that would provide more flexibility, sensitivity, and responsiveness? Business process management adoption cannot be done disparately from cultural change within a company. Thus, C-level’s oversight and sponsorship improve business effectiveness, efficiency and resilience.
C-level orchestrates customer-centric conversations and practices: Customer experience is the key differentiator and an important strategy for long-term business advantage. You have to put the customer at the heart of everything that you do as a business, great customer experience management is a differentiator for companies. The balancing act of looking to increase profit while keeping the customer-centric strategy of the business is challenging. It’s important to get the C-suite behind customer experience initiatives and orchestrate efforts for improving people centricity by convincing top management the value of customer experience with both “Hard Data” and soft touch.
Different C-level roles understand the importance of Customer Experience from their own lenses. There are a number of business areas that can be transformed by a systematic yet sensitive approach to customer feedback. Without the CXO participation, the initiatives to improve customer experience may wither away; getting the C-suite stand behind Customer Experience initiatives can truly make customer experience an important component of business strategy, embed the culture of customer-centricity, and manage Customer Experience systematically.
In the senior position, top leaders stay on strategic focus rather than just the tactical details. They should have a certain level of ambiguity tolerance to inspire a culture of innovation, people-centricity, risk-taking, appreciate different perspectives, and different ways to frame a set of issues, take growth paths for experimenting, exploring, solving problems creatively, and amplify leadership influence continually.
C-level advocates agile principle and enhance agility: Doing Agile is only an engineering practice, but being agile is the multidisciplinary challenge and a digital management philosophy that focuses on interaction, improvement, iterative change continuum. C-level executives have to understand and essentially accept the idea, otherwise, it could collapse when a conflict between Agile team and the rest of the organization arises and reaches executive level.
C-level needs to focus on creating the right organizational culture, in which people can take ownership of their processes and believe they will benefit from doing so. For a change of that magnitude, support from top down is required. To build an Agile organization, you need buy-in from all levels within the company, apply agile principles to scale up and develop a set of practices to build a truly agile organization.
C-levels sponsor business process improvement initiatives: Business process management usually introduces a structured and systematic way of working that directly impacts business performance and culture. Business process management means change, change takes courage, strategy, and methodology. Business process management will become relevant to the C-level when it contributes to getting relevant performance issues on their business transformation agenda proactively.
Process is an important domain sometimes worth senior leadership attention because change or innovation management can be looked at deeply via the process lens: Are business processes too rigid to adapt; too fragile to handle disruptions, or too inside-out without embracing people centricities? Are there any fundamentally different approaches to process management that would provide more flexibility, sensitivity, and responsiveness? Business process management adoption cannot be done disparately from cultural change within a company. Thus, C-level’s oversight and sponsorship improve business effectiveness, efficiency and resilience.
Different C-level roles understand the importance of Customer Experience from their own lenses. There are a number of business areas that can be transformed by a systematic yet sensitive approach to customer feedback. Without the CXO participation, the initiatives to improve customer experience may wither away; getting the C-suite stand behind Customer Experience initiatives can truly make customer experience an important component of business strategy, embed the culture of customer-centricity, and manage Customer Experience systematically.
In the senior position, top leaders stay on strategic focus rather than just the tactical details. They should have a certain level of ambiguity tolerance to inspire a culture of innovation, people-centricity, risk-taking, appreciate different perspectives, and different ways to frame a set of issues, take growth paths for experimenting, exploring, solving problems creatively, and amplify leadership influence continually.
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