Forward-looking organizations deliberately plan and grow their ecosystem with the goal to unlock collective potential and improve business maturity.
It takes structural thinking and planning upon strategic fit, structural capability, risk intelligence and executable business mode to produce great outcomes consistently .
It’s a strategic imperative to run IT as a value generator, rather than just a support function: Information prevalence and ubiquity in the business can neither be undermined nor ignored. Modern enterprises are over complex, data, as a critical corporate asset in the digital era, has been set up the boundary to lose the insight; silo functions stop innovation flowing. Therefore, it’s imperative to run IT as a linchpin to connect cross-functional dots for generating value and build business competency.
In fact, the ubiquity of information has provided both growth opportunities and increasing risks to organizations. Organizations today need to constantly improve the business and see change as an opportunity while keeping a holistic overview of the business. The crucial issue is to understand the use of information technology in the organization and in its market ecosystem. IT is in a unique position to provide a horizontal view of the business and its capacities; break down traditional silos, and help companies operate with a higher level of efficiency and effectiveness than they otherwise would.
Information technology weaves key business factors into differentiated organizational competencies: Information provides the very clue about business innovation and strategic fitness of the organization. Technology can automate mundane business processes and allow you to maximize efficiency in areas where technology can not replace the human touch. It is true that technology grows rapidly, even in the case of the digital paradigm shift. It is also true that the growth of technology may trigger a paradigm shift. How the social and technical aspects of a workplace fit together directly impact the effectiveness and maturity of the company.
To digitize business and drive growth, information technology provides collaboration platforms for content creation, distribution, consuming, co-creation, cross boundary communication and business transformation. Digital technologies enable social behaviors to take place online, endowing these interactions with scale, speed, and disruptive economics,
Agile approaches require evolution within organizations, especially in regard to governance: Business agility is the ability to not just adapt to change, but to drive change proactively. There’re many pitfalls on the Agile journey, the organizations have to assess how ubiquitous and successful your Agile journey is, and take an adventure to run a real time high performance organization.
Implementing agile with people who still subscribe to old practices will not likely lead to success. Managers will need to relinquish control. Consider the culture and how it needs to change organization-wide. People are more influenced by their environment than environments by people. Being agile needs to have a totally different mindset and interdisciplinary perspective. The key to agile is not to just implement agile practices, but to actually be agile for advocating interactive communication and iterative improvement.
Today’s businesses are becoming more interconnected and interdependent with its macro-environment by engaging in conversation with partners, customers, community group, industry expertise, Forward-looking organizations deliberately plan and grow their ecosystem with the goal to unlock collective potential and improve business maturity.
It’s a strategic imperative to run IT as a value generator, rather than just a support function: Information prevalence and ubiquity in the business can neither be undermined nor ignored. Modern enterprises are over complex, data, as a critical corporate asset in the digital era, has been set up the boundary to lose the insight; silo functions stop innovation flowing. Therefore, it’s imperative to run IT as a linchpin to connect cross-functional dots for generating value and build business competency.
In fact, the ubiquity of information has provided both growth opportunities and increasing risks to organizations. Organizations today need to constantly improve the business and see change as an opportunity while keeping a holistic overview of the business. The crucial issue is to understand the use of information technology in the organization and in its market ecosystem. IT is in a unique position to provide a horizontal view of the business and its capacities; break down traditional silos, and help companies operate with a higher level of efficiency and effectiveness than they otherwise would.
Information technology weaves key business factors into differentiated organizational competencies: Information provides the very clue about business innovation and strategic fitness of the organization. Technology can automate mundane business processes and allow you to maximize efficiency in areas where technology can not replace the human touch. It is true that technology grows rapidly, even in the case of the digital paradigm shift. It is also true that the growth of technology may trigger a paradigm shift. How the social and technical aspects of a workplace fit together directly impact the effectiveness and maturity of the company.
To digitize business and drive growth, information technology provides collaboration platforms for content creation, distribution, consuming, co-creation, cross boundary communication and business transformation. Digital technologies enable social behaviors to take place online, endowing these interactions with scale, speed, and disruptive economics,
Agile approaches require evolution within organizations, especially in regard to governance: Business agility is the ability to not just adapt to change, but to drive change proactively. There’re many pitfalls on the Agile journey, the organizations have to assess how ubiquitous and successful your Agile journey is, and take an adventure to run a real time high performance organization.
Implementing agile with people who still subscribe to old practices will not likely lead to success. Managers will need to relinquish control. Consider the culture and how it needs to change organization-wide. People are more influenced by their environment than environments by people. Being agile needs to have a totally different mindset and interdisciplinary perspective. The key to agile is not to just implement agile practices, but to actually be agile for advocating interactive communication and iterative improvement.
Today’s businesses are becoming more interconnected and interdependent with its macro-environment by engaging in conversation with partners, customers, community group, industry expertise, Forward-looking organizations deliberately plan and grow their ecosystem with the goal to unlock collective potential and improve business maturity.
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