Thursday, December 15, 2022


The digital organization is a living thing with the ability to continually change, renew as the world changes and evolves with an intersecting and interacting business ecosystem seamlessly.

The digital era upon us is full of uncertainty, complexity, ambiguity, unpredictability. Ignorance of the unknown, silo, misinformation, misalignment, misunderstanding cause business management struggling to navigate through “VUCA” reality, or even mislead the business in the wrong direction.

The senior business leaders including BoDs should focus on effectiveness - the “why” part of business oversight, avoid the trap of nearsightedness, to ensure the organization has a clear vision and well-defined goals before jumping into “how” to reach it, and deal with numerous business struggles for improving business effectiveness.

Organizations are struggling to provide the right information to the right people at the right time for solving right problems: Due to restrictive boundaries and overly rigid organizational hierarchy, silo is part of reality, there is friction between different functions and departments. So the management is struggling in enhancing cross-boundary information-based problem-solving. To survive and thrive around the hyperconnected business world, it's important for companies to gather and refine relevant, consistent and actionable information lies in business processes and structured methodology, apply information based analytics and business intelligence to decode business complexity

To deal with information related struggles, Information Management makes information available and useful, exert lots of intelligence, do data analytics, look for customer insights for delivering personalized solutions consistently. Information flow cross-functionally helps to achieve the visibility of business management and making sure that sanity checks are done regularly on information gathered by varying resources is crucial. Information Management provides a viable pathway into process optimization and dynamic competency in enabling business transformation.

Business theory and practice are interactive and interdependent to improve business manageability: In business daily reality, it is a little like the struggle in the management sciences between theorists and experimentalists. They might dislike each other, but they actually need each other to enhance induction-deduction management logic fluence and improve business maturity. There are many theories and frameworks upon how to craft a strategic planning, however, it is a fact that executing it is usually more difficult than defining it, as it requires the right mix of theoretic guidelines and experimental deployment in a longer period of time and sufficient resources for achieving high performance results.

In organizations, people play different personas based on their expertise to complement each other’s viewpoint and lead change collaboratively. For instance, business architecture people tend to be theorists at heart; business people tend to be experimentalists at heart: they want to get to the concrete, to the numeric, to the results and keep updating knowledge and revising theory. In fact, organizations need both, but if these two personas don't try to understand each other's views, then they can't help each other. Many strategies are not executable, as many organizations have an intention, but not an execution ethos.

The other struggle is to find the right balance in a leadership team between strategic thinking and operational competence: An organization needs people that can turn that strategic thinking into reality. These same people though probably struggle with the potentially "fuzzy" nature of strategy management. The general misnomer is that executives are leaders, strategic thinkers, and more simply have the right answers. With rapid change and information exponentiality, leaders should recognize their own strengths and weaknesses objectively, and those of the team, as well as recruit or train accordingly.

It's the companies that find a balanced workforce and understand people's mindsets & skillsets and optimize them that greatly enhance their chances for success. You have to enhance an iterative planning-implementation cycle. You can only manage what you measure. It also generally starts at the top with senior executives leading the way by setting the strategic goals clearly and ensuring that they are adhered to through measurement and metrics.

The digital organization is a living thing with the ability to continually change, renew as the world changes and evolves with an intersecting and interacting business ecosystem seamlessly. Organizations can become more innovative to achieve high performance by leveraging powerful digital platforms and technologies, handling those business management struggles smoothly; harnessing cross-functional collaboration and making continuous improvement.


Post a Comment