The future of digital organization needs to be instant-on, learning agile, open to new knowledge, and innovative.
In reality, many business changes or transformational efforts are symptomatic of not having a comprehensive understanding and taking a stepwise approach to manage transformative changes. The organization of the future will be organically developed, putting values and people before rules and roles so that the new breed of digital organizations is agile, innovative, flexible, fast, and resilient.
In order to improve business agility, the underlying structures and processes need to be dynamic and flexible: The business bureaucracy is about process ineffectiveness and inefficiency. There are different levels of process understanding and different parties (management, customers, designers) perceive processes via their lens. If you don't consider the processes as the main driver to deliver the desired result, then you will not get the result you hoped for.
It’s important to keep consolidating, modernizing, integrating, innovating, and optimizing its processes, products, services, and capabilities all the time. Strong goal-driven business processes have a better chance to deliver better results. Processes underpin business capabilities. The business capabilities should be reconfigured dynamically without reinventing the wheel.
Organizational capacity management is the proactive and collaborative effort of management and governance for achieving pre-planned results: Business capacity planning allows for a transparent view across the disciplinarily that should help to improve organizational strategic management effectiveness. Organizations have limited time, resources and budgets, any minute saved fixing issues will enable you to spend another minute preventing one and supporting business initiatives. The key to successful capacity planning is to know what you are doing, being transparent, harnessing leadership disciplines and improving governance effectiveness.
Capacity planning will not lower the workload, but give management a true picture of activities so a decision can be made on the ideal workload. To make capacity planning effective and practical, it is important to get the bigger picture, make decisions about the ideal workload, and become clear on what, who, when, and how to achieve strategic goals based on the financial value and available resources/talent/time, etc.
It often takes cross functional collaboration and interdisciplinary expertise to get integration right: Integration is not always cost-effective, especially with highly disparate systems. Technically, there are information integration, application integration, process, GRC integration, etc. Integration is the key to ensure that the application ecosystem offers real value and also is necessary for future agility. The goal of a variety of integration is to ensure management practices consistency, security, and interoperability, high return on investment for running a high-performance business.
There are different complexities at a different time or dimension and there are multilateral integrations to achieve business coherence. Business management should pay specific attention to integration, quality, standards, regulations, etc. An integration framework provides a view of the entire organization and the interaction between the entire business, integrating their business capacity in order to balance business stability and growth.
The future of digital organization needs to be instant-on, learning agile, open to new knowledge, and innovative. It is designed openly for anyone with ideas on how human organizations ought to be contrived in the face of “VUCA” digital new normal. It’s always important to build the growth mindset, preparing people for the new normal, followed by a series of progressive activities to shape organizational competency and build the substantial bridges between the imaginable state of the organization.
In order to improve business agility, the underlying structures and processes need to be dynamic and flexible: The business bureaucracy is about process ineffectiveness and inefficiency. There are different levels of process understanding and different parties (management, customers, designers) perceive processes via their lens. If you don't consider the processes as the main driver to deliver the desired result, then you will not get the result you hoped for.
It’s important to keep consolidating, modernizing, integrating, innovating, and optimizing its processes, products, services, and capabilities all the time. Strong goal-driven business processes have a better chance to deliver better results. Processes underpin business capabilities. The business capabilities should be reconfigured dynamically without reinventing the wheel.
Capacity planning will not lower the workload, but give management a true picture of activities so a decision can be made on the ideal workload. To make capacity planning effective and practical, it is important to get the bigger picture, make decisions about the ideal workload, and become clear on what, who, when, and how to achieve strategic goals based on the financial value and available resources/talent/time, etc.
There are different complexities at a different time or dimension and there are multilateral integrations to achieve business coherence. Business management should pay specific attention to integration, quality, standards, regulations, etc. An integration framework provides a view of the entire organization and the interaction between the entire business, integrating their business capacity in order to balance business stability and growth.
The future of digital organization needs to be instant-on, learning agile, open to new knowledge, and innovative. It is designed openly for anyone with ideas on how human organizations ought to be contrived in the face of “VUCA” digital new normal. It’s always important to build the growth mindset, preparing people for the new normal, followed by a series of progressive activities to shape organizational competency and build the substantial bridges between the imaginable state of the organization.
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