Monday, February 20, 2023


The breadth and depth of business initiatives management improvement include business process optimization, revenue growth, people-centricity, etc, to improve the overall business effectiveness, customer-centricity, and maturity.

Information is growing overwhelming, frequent disruptions are part of business new normal, change is continuously happening and spiraling up in such a dynamic environment. The organization has to build differentiated capability, explore multipath global advancement gateways. 

The leader of the future needs to have a contextual understanding about the interconnectivity of the business success factors underlying the surface and focus on building cohesive business capabilities.

It’s important to challenge, debate, and initiate dynamic and respectful dialogue to broaden perspectives and close blind spots: The human element of change entails a people-centric approach to change management style. It’s imperative to awaken the collective consciousness of the people, and handle gray areas effectively. Listen, understand, debate, close blind spots; clarify vision and direction; instill the positive psychology and motivation behind the scenes, etc, in order to lead change smoothly. In practice, there is a poor fit between the new business and the old system; misaligned processes, culture inertia, overly rigid hierarchy or mistrust, dysfunction, silo, too much complication, etc, all those create frictions and make the organization stagnate.

Organizations have to lead continuous changes via building dynamic capabilities and developing organizational advantage. Iteration, interaction, and cross-functional understanding are all crucial in harnessing communication and cross functional collaboration. Navigate change or innovation scenarios on what, who, when, and how to achieve business goals based on the economical value and available resources. Then try implementing to see immediate results to verify against the expectations. Leadership reflection, organizational information consciousness and employee engagement are all crucial to the iterative business continuum.

It’s important to provide the description and articulate the reason for starting an initiative to achieve clearly defined goals: In today’s business world, most relationships are nonlinear, business management is also nonlinear. Every strategic initiative, either at a functional level or corporate scope, has to make sure the business as a whole is superior to the sum of pieces. It’s important to strike the right balance of building strategic advantage, and achieving operational excellences of the company.

Organizations need to clarify their value proposition: Are they competing for best quality, cost advantage or efficient value chain? Can they improve business maturity effectively? Always keep the big picture. It’s important to build common-accepted standards or compatible rules, bridge the variety of differences, and improve the holistic understanding of things and relationships. The more stakeholders can impact a business transformation seriously and collaboratively, the better chance the business initiatives will achieve or exceed the business expectations. All should be synchronized without compromising.

All innovation initiatives, hopefully, are started to achieve some business result directly or indirectly: Innovation actions, processes, and tools can be taught to employees, but creativity, originality, insight, ingenuity, etc., can't be taught completely, they need to be developed by talented people on their own. It is important to note that within the organizations, innovation is rarely an individual action; rather it is a team effort, often across multiple organizational silos, you need to manage innovation in a structural way via a good alignment of innovators, effective technologies, and optimized processes.

Compared to traditional business initiatives, innovation has high risk and high return, with a high failure rate. Effective innovation management initiatives require the highest risk-taking at a strategic value chain. There is transparency in follow-up of a system of the innovation from the idea up to the implementation. Create a disciplined, managed space for developing and testing new models, products, and business approaches. It’s also important to define the right set of performance indicators or indexes for process optimization, culture improvement, innovation capability/capacity building. Just measure results objectively and effectively, more than to measure financial results. And always keep the measurement simple, understandable and understandable.

In order to reinvent the business, often organizations need to change the fundamental business model, culture, or other critical business factors for reaching the next level of organizational growth and maturity. Insightful business initiatives management pivots between the external and internal drivers, frames a systematic strategic change agenda that addresses all the corporate priorities.The breadth and depth of business initiatives management improvement include business process optimization, revenue growth, people-centricity, etc, to improve the overall business effectiveness, customer-centricity, and maturity.


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