We are in a seamless paradigm shift in thinking from "problem" stickiness, gap enlargement towards multidimensional root-cause analysis, people-centric possibilities and multi-logic & pathways of problem-solving.
It is important to do gap analysis, identify and bridge the multitude of gaps for speeding up changes; transform the traditional process-driven silo management flavor to a people-centric digital management style, for improving organizational agility, innovation, and resilience.
It’s crucial to visualize the “gap of opportunity” between where you are and want to become: In order to make good strategic planning and lead the organization in the right direction; it is important to make a gap analysis between business functions, the current state and future state of the organization. The business architecture can be used as a collaboration instrument to do gap analysis, orchestrate business processes and manage a balanced business initiative portfolio to develop a set of business capabilities by interweaving all key business factors such as people, processes, or technologies for implementing strategic planning..
Capability based strategy management has a significantly high success rate to achieve high performance results. Thus, the management needs to do organizational capability evaluation -capability gap in the context of future need, capability dependency or business capability reliance on technology capability, investment calculation, etc; documenting how an existing capability works/flows to capability re-engineering; making improvements to an existing capability; enhancing capability design; creating a new capability.
It is important to make a gap analysis between business and IT: As information is the great business asset and intensive puzzle piece of innovation, technology is often the disruptive force behind business change. Thus, information technology plays a crucial role in gluing up all important business factors such as people, processes, and technologies into differentiated IT enabled business competency. IT leaders are the gap-minding role to make an objective assessment of the current state and future state of IT, as IT is in a unique position to oversee underlying business functions and structures.
In reality, IT is often perceived as a support function or cost center only; IT leaders should also do the summary of the IT ROI and TCO - as a business case for change, with proven tangible and intangible benefits. Information Technology plays a crucial role in digital transformation, and IT has evolved significantly in all aspects - people, process, technology. It is there to manage expensive resources for the business, doing its best to see that the application of IT brings the best business results possible. Today’s technology enables companies to leverage their various environments, or ecosystems, to integrate the critical components of a smart platform, ensure that interdependencies and loyalties between partners are taken into account and build up a strong innovation engine to accelerate performance.
It's imperative to identify human capital gaps and figure out how to close them smoothly: Due to the increasing speed of change, shortened knowledge cycles, outdated thoughts, knowledge, or skill gaps are the reality. From past, present to the future, people are always the most crucial capital that the business needs to invest in. Talent management needs to identify all sorts of people-related gaps; recognize a gap in the knowledge you have and value in closing the gap. Talent management should be a continuum of practices for identifying, acquiring, developing, deploying, and retaining well-qualified professionals throughout an organization to achieve high performance.
People are the most invaluable asset in any business. Minding the gap between the talent for tomorrow and skills for today is an imperative challenge. Nowadays, to break down unconscious biases, or any types of career ceilings, leadership inclusion and process reinvention are crucial to optimize talent management discipline. It’s important to integrate talent management, communication management, performance management, culture management, etc, into a holistic people management discipline, which enables the business not only to perform well today but also to maximize their potential for gaining long- term business advantage.
We are in a seamless paradigm shift in thinking from "problem" stickiness, gap enlargement towards multidimensional root-cause analysis, people-centric possibilities and multi-logic & pathways of problem-solving. Digital organizations arise when the scale of interactions amplifies the collective capability to achieve more values for the organization. It is important to do comprehensive gap analysis, bridge business communication, collaboration & capability gaps to harmonize strategic partnerships, integrate business capabilities for complex problem-solving with speed, and achieve high performance results with consistency.
It’s crucial to visualize the “gap of opportunity” between where you are and want to become: In order to make good strategic planning and lead the organization in the right direction; it is important to make a gap analysis between business functions, the current state and future state of the organization. The business architecture can be used as a collaboration instrument to do gap analysis, orchestrate business processes and manage a balanced business initiative portfolio to develop a set of business capabilities by interweaving all key business factors such as people, processes, or technologies for implementing strategic planning..
Capability based strategy management has a significantly high success rate to achieve high performance results. Thus, the management needs to do organizational capability evaluation -capability gap in the context of future need, capability dependency or business capability reliance on technology capability, investment calculation, etc; documenting how an existing capability works/flows to capability re-engineering; making improvements to an existing capability; enhancing capability design; creating a new capability.
In reality, IT is often perceived as a support function or cost center only; IT leaders should also do the summary of the IT ROI and TCO - as a business case for change, with proven tangible and intangible benefits. Information Technology plays a crucial role in digital transformation, and IT has evolved significantly in all aspects - people, process, technology. It is there to manage expensive resources for the business, doing its best to see that the application of IT brings the best business results possible. Today’s technology enables companies to leverage their various environments, or ecosystems, to integrate the critical components of a smart platform, ensure that interdependencies and loyalties between partners are taken into account and build up a strong innovation engine to accelerate performance.
People are the most invaluable asset in any business. Minding the gap between the talent for tomorrow and skills for today is an imperative challenge. Nowadays, to break down unconscious biases, or any types of career ceilings, leadership inclusion and process reinvention are crucial to optimize talent management discipline. It’s important to integrate talent management, communication management, performance management, culture management, etc, into a holistic people management discipline, which enables the business not only to perform well today but also to maximize their potential for gaining long- term business advantage.
We are in a seamless paradigm shift in thinking from "problem" stickiness, gap enlargement towards multidimensional root-cause analysis, people-centric possibilities and multi-logic & pathways of problem-solving. Digital organizations arise when the scale of interactions amplifies the collective capability to achieve more values for the organization. It is important to do comprehensive gap analysis, bridge business communication, collaboration & capability gaps to harmonize strategic partnerships, integrate business capabilities for complex problem-solving with speed, and achieve high performance results with consistency.
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