Friday, January 27, 2023


Forward-thinking organizations need to refine information, navigate through the future of change smoothly.

Compared to changes, the transformation is more radical, with all sorts of ups and downs, bumps and curves. It brings opportunities for business growth, also chaos, frictions as pitfalls. 

It takes a holistic approach to connect all important dots with multifaceted perspectives; try to develop, improve, or change everything in prioritized order continuously, and manage business continuums as long as it creates a more long-term business advantage and solves critical business challenges. There are different aspects of business changes at different rates, organizations today need to keep building their unique competency and manage digital transformation seamlessly.

Navigation: With blurred territories and interdependent business elements, business transformation is difficult; going digital is more like a journey than a destination by navigating through changes in a structural way. The real challenge is to understand where and how you can and should improve to get the biggest effect and scale-up across the digital ecosystem smoothly. Building business navigation competency requires the multidimensional understanding of both tangible and intangible business success factors, overcome silo or overly rigid polarity, strike the right balance to lead change steadfastly.

On the navigation dimension, digital leaders have more antennae focused on the trends-what’s going on in the business and the world. Predicting and preparing the next level of business transformation is an iterative learning and changing continuum. So the strategic plans need to get to the level of specifically achievable goals via navigation by clarifying:"Who is doing what, with whom, how are they doing it and when does it need to be started and finished by. As the scale of the organizational interrelations, interactions, and collaboration amplifies the collective capability to achieve more values.

Generalization: Specialization-generalization-specialization is an important iterative cycle of practice-theory-practice for making business evolutionary movements. From a business management perspective, the functional silo is supposed to practice specialization, have a specific goal, and that is actually okay to improve business productivity. But it might cause internal politics, unprofessional competition, cross-functional frictions, etc when different functions need to work collaboratively, generalize a common set of principles, practices, to produce business outcomes.. Holistic management implies that the business as a whole is superior to the sum of pieces.

From an architecture lens, generalization is about abstraction and reusability. An effective generalization framework along with some best practices or lessons learned from the past helps to generalize or figure out a “common formula” for dealing with certain business issues such as product or process development, people, culture development, and identify the right components for reuse. In specific, take an existing or proposed solution and extract from it, by generalization, to come up with an optimal set of guidelines, processes or the next practices to solve problems smoothly, run business optimistically and make transformative changes proactively.

: Change is an ongoing business activity. Besides integrating tangible, it’s important to fine-tune “invisible” business elements for striking the right balance, take a further step and involve internalization of the “out-of-the-box” thinking and the digital conceptual model. Business transformation involves internalization of the defined values, culture, and conceptual model, the newly established behaviors will be in harmony with the internalized values.

In order to internalize multifaceted values, rejuvenate business models and reinvent business leadership, there are some key characteristics to build an open culture, assemble a highly competitive team with all sorts of talent and skills, to harness change and reap benefits. Business leaders and professionals need to become open-minded and disciplined; creative and critical; confident and humble; local and global; perceptive and persuasive, passionate and mature, etc, in order to deal with intriguing digital new normal and lead forward confidently.

The emerging digital era has many dimensions and demonstrates different characteristics, providing unprecedented opportunities to leap the business up to the next level of organizational maturity. Forward-thinking organizations need to refine information, navigate through the future of change smoothly. They should fine-tune business structures, processes, cultivate a culture of innovation, build inclusive teams to move forward competitively and thrive in the hyperconnected digital era with fierce competition stepwisely.


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