Surviving and thriving in today’s business dynamic requires structural flexibility, information & intelligence aggregation, and cross-functional collaboration.
Organizations today need nothing less than a paradigm shift in their thinking about the fundamentals of how organizations work, as well as how to build an ever-evolving intelligent organization by improving information quality, business capacity and risk intelligence.
Information aggregation: Information Management makes information available and useful for growing business or delighting customers. Aggregation of information and the assessment of that information creates the intelligence to develop a real time high performance organization. The intrinsic and extrinsic value of information management is multifold. Depending on the level of information granularity and aggregation, you can use it for multiple purposes, with expansive impact on the economy, politics, culture, and human behavior.
Information Management is the overall process of refining and aligning the use of information through the management practices to capture unique insight, track the behavior of past decisions to support future business directions. Information-savvy management can apply information-based intelligence to utilize cognitive abilities of the smart business to derive the value for the betterment of the organization as a whole in the long run.
Process aggregation: Process underpin business capabilities, capabilities implement business strategy. The processes enabled by digital technologies are more lightweight and dynamic to improve organizational agility. It’s important to scrutinize process, structure, technology, people, the critical success factors of the business, and collect feedback from the risk management process. One of the important aspects when designing a process is to perform a risk analysis. The enablers to meaningful risk information include appropriate aggregation processes that need to be fine tuned to improve process intelligence.
Either for achieving process intelligence or intelligent processes, there are aggregated processes involving. Designing people-centric processes requires you to understand your business from a cross-functional process perspective, leverage emerging digital technologies, and apply quality information to improve process intelligence. Embed risk identification and assessment in operational processes and multiple management disciplines. Assessing risk both from people and process perspective is a critical process before process implementation. Otherwise, if you analyze risks after you have already implemented changes in the process could waste efforts for the organization.
Culture aggregation: Culture as the aggregate of people's mindsets, attitudes, and behaviors. It comprises many intricate and interconnected parts, including core values, corporate brand, business policies, communication styles, etc. Sometimes in businesses, what is taken for a problem in culture is really something situational. The collective mindset and attitude - culture change can take place at any level of any organization. It should investigate ways to enhance and empower the positive aspects of the culture so that it can be reinvented or renewed to improve organizational performance.
Culture development isn't built in a day as it is an evolutionary journey to aggregate collective mindset, attitude and behavior to act as enablers, make the business transformation journey easier, faster and more successful. It takes strong leadership and long-term strategy to build up a high performance culture, starting with effective communication which is like the bridge to keep people evolved and updated to perform meaningful activities and build unique capabilities.
Surviving and thriving in today’s business dynamic requires structural flexibility, information & intelligence aggregation, cross-functional collaboration to reduce business fricitions and deal with conflict, to shape a people-centric organization from functioning to delight.
Information aggregation: Information Management makes information available and useful for growing business or delighting customers. Aggregation of information and the assessment of that information creates the intelligence to develop a real time high performance organization. The intrinsic and extrinsic value of information management is multifold. Depending on the level of information granularity and aggregation, you can use it for multiple purposes, with expansive impact on the economy, politics, culture, and human behavior.
Information Management is the overall process of refining and aligning the use of information through the management practices to capture unique insight, track the behavior of past decisions to support future business directions. Information-savvy management can apply information-based intelligence to utilize cognitive abilities of the smart business to derive the value for the betterment of the organization as a whole in the long run.
Process aggregation: Process underpin business capabilities, capabilities implement business strategy. The processes enabled by digital technologies are more lightweight and dynamic to improve organizational agility. It’s important to scrutinize process, structure, technology, people, the critical success factors of the business, and collect feedback from the risk management process. One of the important aspects when designing a process is to perform a risk analysis. The enablers to meaningful risk information include appropriate aggregation processes that need to be fine tuned to improve process intelligence.
Either for achieving process intelligence or intelligent processes, there are aggregated processes involving. Designing people-centric processes requires you to understand your business from a cross-functional process perspective, leverage emerging digital technologies, and apply quality information to improve process intelligence. Embed risk identification and assessment in operational processes and multiple management disciplines. Assessing risk both from people and process perspective is a critical process before process implementation. Otherwise, if you analyze risks after you have already implemented changes in the process could waste efforts for the organization.
Culture development isn't built in a day as it is an evolutionary journey to aggregate collective mindset, attitude and behavior to act as enablers, make the business transformation journey easier, faster and more successful. It takes strong leadership and long-term strategy to build up a high performance culture, starting with effective communication which is like the bridge to keep people evolved and updated to perform meaningful activities and build unique capabilities.
Surviving and thriving in today’s business dynamic requires structural flexibility, information & intelligence aggregation, cross-functional collaboration to reduce business fricitions and deal with conflict, to shape a people-centric organization from functioning to delight.
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