It’s important to create a space for open dialogue and design brainstorming, developing a common understanding of business reinvention effort.
Organizational leaders need to lead changes and reinvent the organization from structural design to process tuning, from inside-out operation-driven to outside-in people-centric, in order to harness innovation, build business core competencies and maximize the business value it could bring up.
Organizations need to keep improving their agility and innovativeness by reinventing business structure: Design thinking becomes a mainstream digital mindset which is applied in strategy management, process/structure management, change management, and talent management. From an organizational reinvention perspective, the structure carries inherent capabilities as to what can be achieved within its frame. A misaligned structure might stifle changes. Digital organization needs to be holistic, proactive, and people-centric, to pursue long-term business goals with strategic perspectives.
Organization structure and its impact on efficiency could play either positive or negative impact on business culture and effectiveness. To streamline information flow and raise business speed, functional borders are blurred and silo thinking is gradually broken down. Companies need to have an in-depth understanding of the gains and pains of organizational design and development, practice the art and discipline of designing an enterprise structurally.
It is about tuning the hybrid organizational structure that blends structured and unstructured processes to run with faster speeds: When the enterprise is at risk of being defeated by smaller, nimbler, agiler competitors, then the business management with silo mentality understands it is in their own benefit to collaborate and build the “horizontal” organizational interdependencies to achieve better time to market for business exploring and expanding, to accelerate the speed and achieve high-performance business results.
Traditional hierarchical lines will phase out and a collective of business partners will emerge working collaboratively to set and achieve organizational goals as well as strategy. Adding social interactions in the business processes will make them unstructured and unpredictable. The social process management should handle such hybrid processes effectively, harness change, enforce sentimental analytical intelligence, and improve people centricity.
Integrate organizational design into the process design and organizational re-engineering, to enable employees doing their work more productively: The digital workplace needs to be designed to help employees at all levels within an organization, from top leaders to front-line employees, understand and develop their creative capacity to solve problems and exploit opportunities innovatively. New generations of digital technologies such as a social platform or other collaboration tools are enabling the flexible enterprise in which over-rigid hierarchy is broken down and people are encouraged to think, work innovatively and collaboratively.
The key driving factors of any business transformation include, but not limited to organizational re-engineering practices such as business process tuning, capacity development, cost optimization, leadership development, organizational culture reinvention, etc. It’s always important to explore a successful structure that helps to empower people, enforce iterative communication, and harness cross-functional collaboration to deliver better business results and unleash the full digital potential of the organization consistently.
We are at the intersection of the knowledge economy and innovation economy. Transformation is a radical change. It’s about the company or the society that reinvented itself. It’s important to create a space for open dialogue and design brainstorming, developing a common understanding of business reinvention effort, creating the necessity and motivation for it, as well as getting the management buy-in to improve organizational agility and maturity.
Organizations need to keep improving their agility and innovativeness by reinventing business structure: Design thinking becomes a mainstream digital mindset which is applied in strategy management, process/structure management, change management, and talent management. From an organizational reinvention perspective, the structure carries inherent capabilities as to what can be achieved within its frame. A misaligned structure might stifle changes. Digital organization needs to be holistic, proactive, and people-centric, to pursue long-term business goals with strategic perspectives.
Organization structure and its impact on efficiency could play either positive or negative impact on business culture and effectiveness. To streamline information flow and raise business speed, functional borders are blurred and silo thinking is gradually broken down. Companies need to have an in-depth understanding of the gains and pains of organizational design and development, practice the art and discipline of designing an enterprise structurally.
Traditional hierarchical lines will phase out and a collective of business partners will emerge working collaboratively to set and achieve organizational goals as well as strategy. Adding social interactions in the business processes will make them unstructured and unpredictable. The social process management should handle such hybrid processes effectively, harness change, enforce sentimental analytical intelligence, and improve people centricity.
Integrate organizational design into the process design and organizational re-engineering, to enable employees doing their work more productively: The digital workplace needs to be designed to help employees at all levels within an organization, from top leaders to front-line employees, understand and develop their creative capacity to solve problems and exploit opportunities innovatively. New generations of digital technologies such as a social platform or other collaboration tools are enabling the flexible enterprise in which over-rigid hierarchy is broken down and people are encouraged to think, work innovatively and collaboratively.
We are at the intersection of the knowledge economy and innovation economy. Transformation is a radical change. It’s about the company or the society that reinvented itself. It’s important to create a space for open dialogue and design brainstorming, developing a common understanding of business reinvention effort, creating the necessity and motivation for it, as well as getting the management buy-in to improve organizational agility and maturity.
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