Organizations need to improve business fluidity, flexibility, and overall organizational fit by continually tuning underlying structures and processes, to improve business agility and maturity.
Managing both strategic and operational levels of business goals are challenging for digital leaders and managers, they need to keep optimizing processes for improving organizational effectiveness and maturity.
It’s important to build key sensing processes, listen to customers, and involve them in both idea generation and process implementation, to gain insight and empathy: People-centricity is the core of digitalization. Process is one of the important elements in keeping a business functioning, innovating. The robustness of process means that there is robustness of the business environment, usually enabling innovation, empowering employees, delighting customers, and delivering measurable business results.
Business processes become more dynamic, goal-driven and people-centric for adapting to the changing environment. The total employee/customer experience is typically a complex set or series of interrelated steps, with mechanisms for "sensing" the external customer environment and "sensing" the internal employee environment for making constant adjustment and optimization.
A "business process" evokes the notion of inputs, to manage the known from flowing: No question processes are at the core of business and the competitive advantage. In order to improve business coherence, intelligence, and resilience, it’s also important to do comprehensive process analysis - what is done, what is needed, describe the problem, and what can be done.
An organization with fine-tuned lightweight business processes allows information and idea flow, harnesses cross-functional communication, and mass collaboration, refine them into multifaceted business value, improve business competency and create business synergy.
Robust processes may take out of box thinking, one needs to step outside the process domain to think about robustness: Business processes become more dynamic, goal-driven and people-centric for adapting to the changing environment. The process oriented perspective enables the business management to make system optimization, process streamlining, cost reduction, business lubrication, innovation enhancement, etc.
It’s important to build key sensing processes, listen to customers, and involve them in both idea generation and process implementation, to gain insight and empathy: People-centricity is the core of digitalization. Process is one of the important elements in keeping a business functioning, innovating. The robustness of process means that there is robustness of the business environment, usually enabling innovation, empowering employees, delighting customers, and delivering measurable business results.
Business processes become more dynamic, goal-driven and people-centric for adapting to the changing environment. The total employee/customer experience is typically a complex set or series of interrelated steps, with mechanisms for "sensing" the external customer environment and "sensing" the internal employee environment for making constant adjustment and optimization.
A "business process" evokes the notion of inputs, to manage the known from flowing: No question processes are at the core of business and the competitive advantage. In order to improve business coherence, intelligence, and resilience, it’s also important to do comprehensive process analysis - what is done, what is needed, describe the problem, and what can be done.
An organization with fine-tuned lightweight business processes allows information and idea flow, harnesses cross-functional communication, and mass collaboration, refine them into multifaceted business value, improve business competency and create business synergy.
So the robustness of process means that there is robustness of loyal users, robustness of engaging employees, robustness of partnership, usually enabling innovation, harnessing changes, and producing measurable business results consistently.
In face of increasing pace of changes and frequent disruptions, organizations today cannot be organized only using the mechanistic paradigm that resulted in bureaucracies. They need to improve business fluidity, flexibility, and overall organizational fit by continually tuning underlying structures and processes, to improve business agility and maturity.
In face of increasing pace of changes and frequent disruptions, organizations today cannot be organized only using the mechanistic paradigm that resulted in bureaucracies. They need to improve business fluidity, flexibility, and overall organizational fit by continually tuning underlying structures and processes, to improve business agility and maturity.
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