Innovative organizations advocate empowerment over control, engagement over command, dynamic over static: autonomy over mandates, heterogeneity over homogeneity, etc
Organizational management shouldn’t lose sight of the long-term or “big picture"; but take balanced efforts, and align resources effectively on achieving either strategic or tactical goals to improve business competency.
Organizational fit is the good balance of the fitting attitude and “misfit” thinking, growth and stability: Organizational management “fitness” doesn’t mean to apply conventional wisdom only or take the cookie cutting approach. True organizational fit means how to balance the fit (growth mindset, learning agility, positive attitude, and accepted behavior) and misfit (independent thinking and creativity to think differently)
To put it briefly, the organizational fit is the good balance of the “misfit” thinking and fitting attitude. So the business management needs to encourage critical thinking, embrace constructive skepticism, and unlock collective creativity. The resources need to be aligned scientifically on achieving strategic goals, not only focusing on “keeping the light on,” but also building long term organizational competency.
Organizations strike the right balance of personalization and standardization, process and flexibility: Organizations across industries strive to become information savvy, people-centric business. Usually, companies need standardization via the capitalization of previous experiences, cost control, and also need to provide customized solutions to fit customers’ needs as they become much more selective than before, so they can possibly provide achievable enterprise-wide solutions.
Hence, the customer, including prospects, should be studied and observed and gain insight upon. Using a more inductive approach as to what the customer wants to accomplish "next"; the management needs to contemplate how to break down silo thinking boxes, balance between the standardization and personalization, process and flexibility, to improve people centricity, organizational agility and competency.
Organizational balance today is the digital theme with the right balanced theme of centralization and decentralization, simplicity and complexity, local and global: Business complexity is unavoidable. It becomes complex if things do interact, particularly in the case of "nonlinear" interaction, you can't separate things properly or you cannot predict the actual effect of interaction straightforwardly. One one side, there is no intelligence without a certain level of complexity, complexity is a property of intelligence. On the other hand, complication or unwanted complexity will stifle innovation and decrease productivity.
Same as centralization and decentralization, Being centralized to improve business efficiency and synchronize the speed; being decentralized to customize and build unique business competency. The goal of hybrid management is to follow the “simplexity” principle to handle the over-complex digital reality, and explore innovative ways to solve problems.
Forethoughtful organizations should apply the balanced management approach, focus on building a diverse and dynamic working environment in which people can constantly grow, innovate; leadership advocate empowerment over control, engagement over command, dynamic over static: autonomy over mandates, heterogeneity over homogeneity, etc. So forward-looking organizations explore the new arena to speed up by balancing stability and fluidity; pushing and pulling, etc, to improve overall organizational maturity.
To put it briefly, the organizational fit is the good balance of the “misfit” thinking and fitting attitude. So the business management needs to encourage critical thinking, embrace constructive skepticism, and unlock collective creativity. The resources need to be aligned scientifically on achieving strategic goals, not only focusing on “keeping the light on,” but also building long term organizational competency.
Organizations strike the right balance of personalization and standardization, process and flexibility: Organizations across industries strive to become information savvy, people-centric business. Usually, companies need standardization via the capitalization of previous experiences, cost control, and also need to provide customized solutions to fit customers’ needs as they become much more selective than before, so they can possibly provide achievable enterprise-wide solutions.
Hence, the customer, including prospects, should be studied and observed and gain insight upon. Using a more inductive approach as to what the customer wants to accomplish "next"; the management needs to contemplate how to break down silo thinking boxes, balance between the standardization and personalization, process and flexibility, to improve people centricity, organizational agility and competency.
Organizational balance today is the digital theme with the right balanced theme of centralization and decentralization, simplicity and complexity, local and global: Business complexity is unavoidable. It becomes complex if things do interact, particularly in the case of "nonlinear" interaction, you can't separate things properly or you cannot predict the actual effect of interaction straightforwardly. One one side, there is no intelligence without a certain level of complexity, complexity is a property of intelligence. On the other hand, complication or unwanted complexity will stifle innovation and decrease productivity.
Same as centralization and decentralization, Being centralized to improve business efficiency and synchronize the speed; being decentralized to customize and build unique business competency. The goal of hybrid management is to follow the “simplexity” principle to handle the over-complex digital reality, and explore innovative ways to solve problems.
Forethoughtful organizations should apply the balanced management approach, focus on building a diverse and dynamic working environment in which people can constantly grow, innovate; leadership advocate empowerment over control, engagement over command, dynamic over static: autonomy over mandates, heterogeneity over homogeneity, etc. So forward-looking organizations explore the new arena to speed up by balancing stability and fluidity; pushing and pulling, etc, to improve overall organizational maturity.
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