It is evolutionary to shift from inside-out traditional linear management discipline to outside-in, people-centric nonlinear management.
When problems or organizations become overly complex, people get frustrated by not being able to achieve their tasks easily; organizations get stagnated by not producing high performance results they would like to see. To survive the “VUCA” digital new normal and thrive with the long-term business advantage involve more planning, adjustment, and speed.
It is about leaders identifying their vision, strategy, and making dynamic business planning with strong processes to produce better performance: Organizations are complex nowadays, business planning and implementation is an iterative continuum. There's nothing to be done about an uncontrollable situation although a good plan can identify the external factors, and a scientific process can enable a company to work around the externals. To avoid planning fallacy, it’s important to practice self-awareness and accept vulnerability, evolving emerging events, and making timely adjustments.
To achieve success rate of large scale business initiative implementation, take a logical scenario, start small, create a core team, build resilient processes, identify resources from other areas that can assist with business initiatives, build on the momentum while keeping an eye on the scale, adoption, flexibility, make people feel responsible for the success of the plan, engage them actively and make sure they are accountable to produce higher than expected results consistently.
Running a business is an iterative problem-solving continuum: In today's interdependent global economy with a high level of unpredictability, uncertainty, and unrepeatability, see a larger system with interactive pieces and “conflict” goals. “Emergence” results from the fact that resources are embedded in the organization, influencing and being influenced by the broader context of the organization. Fundamentally, the purpose of running an effective business is to solve problems large or small, create value by creating customers and improving customer satisfaction. The business management should gain a contextual understanding of the scope and context of the problem, create the relevant context to make an optimized solution. Otherwise, you perhaps only fix the symptoms and the real problems would still come inevitably..
With high velocity and uncertainty, you have to look into an unknown future and attempt to define the business landscape with its risks and opportunities. Diagnose the real issues of the business and make an objective assessment of digital readiness. Ignorance of the unknown is the huge pitfall for problem-solving. People are encouraged to break down silos, brainstorm fresh ideas, seek out help, and co-solve existing or emerging business problems. The digital workforce should be empowered to think differently and equipped with efficient tools to do their work better, to achieve high-performance business results cohesively.
Business management has to enforce flexibility and automation to deal with rapid changes: It is a continuously changing world with “VUCA” new normal, no organization can afford to stick to its old ways of doing things. Inefficient processes or procedures, incoherent process management is often caused by a lack of policies and governance procedures that define processes or monitor performance. In fact, modern management is the journey of taking a balanced approach to simplify. In the core of simplicity lies complexity; it’s always important to keep optimizing processes and build dynamic organizational competency.
Organizations are interlaced systems which have their own purpose, and the processes are determined by the intrinsic nature of the whole. There is a logical flow that evolves capability requirements into processes management perspective. Process change is not a one-time initiative but an ongoing capability in management optimization; organizational capabilities continue being considered market-relevant bundles of resources with the potential to increase competitiveness, build a high-performance digital business.
The tides of change and waves of disruptions indicate that business leaders couldn’t predict the future with a certain degree of accuracy. It’s important to work cross boxes instead of within the box; go broader to understand issues holistically, and dig deeper to fine-tune the underlying functions, empower people to evolve, innovate and accelerate. To effectively respond to the digital dynamics, it is evolutionary to shift from inside-out traditional linear management discipline to outside-in, people-centric nonlinear management, strengthen the weakest links in management disciplines, focus on prioritized problem-solving, and create business synergy.
It is about leaders identifying their vision, strategy, and making dynamic business planning with strong processes to produce better performance: Organizations are complex nowadays, business planning and implementation is an iterative continuum. There's nothing to be done about an uncontrollable situation although a good plan can identify the external factors, and a scientific process can enable a company to work around the externals. To avoid planning fallacy, it’s important to practice self-awareness and accept vulnerability, evolving emerging events, and making timely adjustments.
To achieve success rate of large scale business initiative implementation, take a logical scenario, start small, create a core team, build resilient processes, identify resources from other areas that can assist with business initiatives, build on the momentum while keeping an eye on the scale, adoption, flexibility, make people feel responsible for the success of the plan, engage them actively and make sure they are accountable to produce higher than expected results consistently.
Running a business is an iterative problem-solving continuum: In today's interdependent global economy with a high level of unpredictability, uncertainty, and unrepeatability, see a larger system with interactive pieces and “conflict” goals. “Emergence” results from the fact that resources are embedded in the organization, influencing and being influenced by the broader context of the organization. Fundamentally, the purpose of running an effective business is to solve problems large or small, create value by creating customers and improving customer satisfaction. The business management should gain a contextual understanding of the scope and context of the problem, create the relevant context to make an optimized solution. Otherwise, you perhaps only fix the symptoms and the real problems would still come inevitably..
With high velocity and uncertainty, you have to look into an unknown future and attempt to define the business landscape with its risks and opportunities. Diagnose the real issues of the business and make an objective assessment of digital readiness. Ignorance of the unknown is the huge pitfall for problem-solving. People are encouraged to break down silos, brainstorm fresh ideas, seek out help, and co-solve existing or emerging business problems. The digital workforce should be empowered to think differently and equipped with efficient tools to do their work better, to achieve high-performance business results cohesively.
Organizations are interlaced systems which have their own purpose, and the processes are determined by the intrinsic nature of the whole. There is a logical flow that evolves capability requirements into processes management perspective. Process change is not a one-time initiative but an ongoing capability in management optimization; organizational capabilities continue being considered market-relevant bundles of resources with the potential to increase competitiveness, build a high-performance digital business.
The tides of change and waves of disruptions indicate that business leaders couldn’t predict the future with a certain degree of accuracy. It’s important to work cross boxes instead of within the box; go broader to understand issues holistically, and dig deeper to fine-tune the underlying functions, empower people to evolve, innovate and accelerate. To effectively respond to the digital dynamics, it is evolutionary to shift from inside-out traditional linear management discipline to outside-in, people-centric nonlinear management, strengthen the weakest links in management disciplines, focus on prioritized problem-solving, and create business synergy.
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