It’s important to analyze total cost, total value, and total impact of business investment, and calculate financial & performance indicators wisely.
The most successful organizations have a very clear vision and understanding of why they exist, the value they bring to customers and the very reason for changes. The most effective workplace is the one where collaboration and sharing are the norms; those interdisciplinary and cross-functional teams are able to handle all value-adding steps in the whole flow of work and build a unique set of business capabilities to generate values continually.
It’s the top priority to recognize the value of people, especially today’s knowledge workforce, with many tangible and intangible factors: To compete, businesses rely so much on their human assets or human capital, to reach their goals and succeed. Valuing someone implies respecting them, encouraging them to be who they are, understanding them via empathy, and aligning their value with the organization’s value propositions. There is always a good chance that many people will see value in anything, etc, and they are encouraged to generate value for themselves and their organization.
Not all business value is directly related to ROI. Some people related forms of value include such as employee value, customer value, supplier value, channel partner value, alliance partner value, managerial value, and societal value, By understanding people-centric value; whatever you use to refer to the people in the organization, there is an investment that is needed in order to achieve the business goal and build competitive advantage. The variety of value related perspectives opens our mind, and harnesses the values that each of us can bring to the table.
It’s important to explore how value is created & delivered: The command and control management worked in an industrial age because the value was produced largely by the efficient use of physical assets, with people being secondary. Nowadays, information is growing abundantly and knowledge is power. People's beliefs and values are normally distilled through a long process of cumulating, socio-culturally. The question is to what extent that the trained employees commit to implement what they have learned, become more creative, people-driven, and produce multifaceted value to the organization or our society.
Organizational management needs to assess how balanced and effective their value chain is, reinvent their next practice upon how to provide sufficient opportunities for people with different talents to explore, help them develop professional capabilities effectively to create value, and measure them in tangible ways. The whole value chain needs to be realigned, engaged, and contributing by sharing the value - from employees to suppliers, to shareholders, and get their fair share. So organizations have finite resources to apply to get the best yield possible value to meet stakeholders’ expectations.
It’s important to understand that all sorts of business initiatives need to produce value with clearly defined goals and data support estimation: Organizations have limited resources, talent and time; they need to build a balanced initiative portfolio including both incremental improvements and radical changes; process optimization and business model reinvention. The management should check up: Do we have common values and a dynamic enterprise business model that takes into account initial customer investments, development cycle of customers, products, services, economical cycles, market shifts to ensure flexibility and positive results throughout? Central to creating a new business model is the ‘value proposition’ which describes the “business value” being offered.
In reality, many organizations are unable to demonstrate the value of application portfolio management. Their business model invention fails to realize its purpose and value proposition. Too many applications overlap functionality, too old applications stifle business changes. It’s a dysfunctional issue. So business analytics based on quality information helps to optimize business manageability and drive the actual business value. Do comprehensive value/cost analysis, clearly define appropriate metrics, build a team of inclusive stakeholders and business partners to further define the charter, prioritize and allocate resources, balance quick gain and long term win, to maximize value creation of the organization.
It’s important to analyze total cost, total value, and total impact of business investment, and calculate financial & performance indicators wisely. Refining information into fresh business insight, managing effective application portfolios are all crucial to lead business value generation. Organizations need to discover their hidden value, invest wisely, refine their talent, optimize process, and leverage emerging technology to keep their business relevant and build competitive advantage,
It’s the top priority to recognize the value of people, especially today’s knowledge workforce, with many tangible and intangible factors: To compete, businesses rely so much on their human assets or human capital, to reach their goals and succeed. Valuing someone implies respecting them, encouraging them to be who they are, understanding them via empathy, and aligning their value with the organization’s value propositions. There is always a good chance that many people will see value in anything, etc, and they are encouraged to generate value for themselves and their organization.
Not all business value is directly related to ROI. Some people related forms of value include such as employee value, customer value, supplier value, channel partner value, alliance partner value, managerial value, and societal value, By understanding people-centric value; whatever you use to refer to the people in the organization, there is an investment that is needed in order to achieve the business goal and build competitive advantage. The variety of value related perspectives opens our mind, and harnesses the values that each of us can bring to the table.
It’s important to explore how value is created & delivered: The command and control management worked in an industrial age because the value was produced largely by the efficient use of physical assets, with people being secondary. Nowadays, information is growing abundantly and knowledge is power. People's beliefs and values are normally distilled through a long process of cumulating, socio-culturally. The question is to what extent that the trained employees commit to implement what they have learned, become more creative, people-driven, and produce multifaceted value to the organization or our society.
Organizational management needs to assess how balanced and effective their value chain is, reinvent their next practice upon how to provide sufficient opportunities for people with different talents to explore, help them develop professional capabilities effectively to create value, and measure them in tangible ways. The whole value chain needs to be realigned, engaged, and contributing by sharing the value - from employees to suppliers, to shareholders, and get their fair share. So organizations have finite resources to apply to get the best yield possible value to meet stakeholders’ expectations.
It’s important to understand that all sorts of business initiatives need to produce value with clearly defined goals and data support estimation: Organizations have limited resources, talent and time; they need to build a balanced initiative portfolio including both incremental improvements and radical changes; process optimization and business model reinvention. The management should check up: Do we have common values and a dynamic enterprise business model that takes into account initial customer investments, development cycle of customers, products, services, economical cycles, market shifts to ensure flexibility and positive results throughout? Central to creating a new business model is the ‘value proposition’ which describes the “business value” being offered.
In reality, many organizations are unable to demonstrate the value of application portfolio management. Their business model invention fails to realize its purpose and value proposition. Too many applications overlap functionality, too old applications stifle business changes. It’s a dysfunctional issue. So business analytics based on quality information helps to optimize business manageability and drive the actual business value. Do comprehensive value/cost analysis, clearly define appropriate metrics, build a team of inclusive stakeholders and business partners to further define the charter, prioritize and allocate resources, balance quick gain and long term win, to maximize value creation of the organization.
It’s important to analyze total cost, total value, and total impact of business investment, and calculate financial & performance indicators wisely. Refining information into fresh business insight, managing effective application portfolios are all crucial to lead business value generation. Organizations need to discover their hidden value, invest wisely, refine their talent, optimize process, and leverage emerging technology to keep their business relevant and build competitive advantage,
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