Senior leadership of the organization is like the steering wheel to ensure their businesses are moving in the right direction, with premium speed.
For business management, especially at senior management level, practicing strategic leadership is about leveraging nonlinear lenses, taking a holistic view, experimenting with better ways to lead, and applying interdisciplinary management approach to business planning and implementation.
Bridge the multitude of viewpoints to make effective decisions: Information is growing overwhelmingly, the business ecosystem becomes more dynamic and interdependent. In the digital era, we will be confronting a number of high-complex problems in the hyper-connected world. Thus, organizations today need to take an integral information and knowledge management approach, encourage knowledge exchange cross-functionally, and harness cross-functional collaboration. That requires leaders to frame bigger thinking boxes, bridge diverse viewpoints and manage the digital business by taking the multi-faceted approach.
Silo and linear thinking should be replaced by multidimensional thought processes and nonlinear understanding. It’s best to bring a group of people together with cognitive differences, different backgrounds, capabilities, or strengths etc, so they do not have the same view of the small part of the world, but can complement each other’s viewpoint to analyze the problem.
Orchestrate interdisciplinary management approach to solve complex problems: Running a business is a problem-solving continuum. Business leaders should have a solid grasp on what has been tried before and analyze why those initiatives didn’t succeed, what consequences can be created through actions, constant experimenting and gain lessons learned etc. At the strategic level, the interdisciplinary business insight should lead us not only to understand, but also predict; dig into the root cause of problems, not just finger pointing or fixing symptoms only.
The very characteristic of the digital organization and dynamic business ecosystem could be at the tipping point for the digital paradigm shift. One of the most obvious symptoms of business distress is the widespread problem of incoherence. Top leaders apply a multidimensional lens to gain an understanding of complex issues, as a simple variable can be both cause and effect sometimes; integrate multidisciplinary methodologies, to solve problems systematically.
In business reality, most organizations are organized in silos. The top management needs to check: How would you ensure that all structures, processes and strategy align around people-centricity to result in a profitable and evolving business? How would you model different value propositions to different customer segments yet developing products and services using similar business capabilities? How to align resource, talent, capability scientifically to expedite strategy management cycle for achieving high performance results? Generate some distinct alternatives that could pursue the objectives, articulate the vision and define the goals which are stretched out, but realistic to achieve.
Organizational human nature is a reflection of the underlying national culture. This is a challenge for multinational organizations that can excel in performance in the different regions and grow to be a truly global enterprise. People lead at different levels. The senior leadership of the organization is like the steering wheel to ensure their businesses are moving in the right direction, with premium speed. Upon their guidance, business management are able to identify stories on the basis of the "strategic" or "tactical" value of the organization and take a holistic approach to help the business become more sustainable and "future proof."
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