Because often creative outcomes may come from recombining ideas in different ways to create the fresh ideas or the new ways to solve the old problems.
The organizations have to embed intelligent mechanism across the organization, expand to every dimension of the company, to emphasize communication, participation, relationships, and realize that they have to renew themselves periodically to cope with change effectively and achieve higher-than-expected business results coherently.
Because time-to-insight is increasingly becoming critical and often plays an instrumental role in running a synchronizable organization: Information is an invaluable business asset, what you expect is the capacity to understand and utilize the information, and incorporate that information in ways that inform and enlighten the management teams, encourage and support their associates to go further on things that are important for the organizations and customers. Real-time sharing, transparency, active listening, and two-way trust are crucial ingredients to deepen understanding.
Because people are still the most invaluable business asset, and the center of changes, beside information: Great change agents are people who have an optimistic mindset, updated knowledge, their life lessons about changes, and have established their credibility in their domains. Because of their insightful know-how, they will be the ones to see the need for change, often first to realize the threats and appreciate the opportunities, and have the passion for making things happen.
Because different parts of the business are making shared use of a process or information, they need to keep cross functional communication and collaboration: When organizational change is stuck, the business becomes fragile. Because a much more dangerous thing is the disengaged workforce to continue doing things in the old way even though the circumstances have changed significantly. Equally, there are many aspects that can be adequately addressed through the normal delegation of controls approach of the managerial structure within an enterprise. Organizations need to strike the right balance between “local” and “global”; the balance between virtual worlds and the human connection.
Inclusiveness needs to become the management theme and collaboration is crucial to expedite collective progression. It is in human nature, people don't like the unknown because they fear; people don’t like the ones not from them because they don’t recognize; people don’t like new ideas because they fear to fail. To deal with a variety of biases, we should learn from both our own experiences and from others’ lessons. Hence, cross boundary communication is crucial to unlock collective performance. Business management encourages and supports their associates to go further on things that are important for the organizations and customers.
Because it is easy to look like you are making progress by focusing on the tactical issues, but the organizations get stagnated strategically: Silo is the opposite of holism, and stagnancy is the opposite of business transformation. Lot of business problems are complex, you need to take the interdisciplinary approach to both understand the real problem and take the step-wise approach to solve them thoroughly. A diverse perspective is crucial for thoughtful planning because no individual has all the necessary expertise. Business management tem need to be informative and strategic. Because of their insightful know-how, they will be the ones to see the need for change, often first to realize the threats and appreciate the opportunities, and have the passion for making things happen. The more people know about the change, the more they feel it is necessary and urgent, the more they accept the change and management can take the proactive approach to drive changes smoothly.
Often progress is subjective, what happens is that we think that progress is being made, but your type of progress may not be a progress at all to someone else. How to balance the seemingly opposite forces, and harmonize change strategically? Studying sociology and bringing up the outside-in view is critical for leading people-centric progress because you need to understand how people act, behave or undergo their stage of experience, allowing room for failure; for being "different." then diagnose the problems and try to make improvements. Controls feel stifling not because they are trying to be innovative, rather that they are undisciplined. By integrating, change management becomes a more complex problem because multiple business lines are impacted. Business leaders are open to, conscious of, and feel empowered to act upon change dynamics and improve the overall organizational agility and maturity.
Because often creative outcomes may come from recombining ideas in different ways to create the fresh ideas or the new ways to solve the old problems. Because loose coupling makes it possible to change the components without affecting the system, as long as the interface is kept stable. Business transformation means that you have to strike the right balance between chaos and order, stability and changes, and set a viable path to shape transformative changes.
Because time-to-insight is increasingly becoming critical and often plays an instrumental role in running a synchronizable organization: Information is an invaluable business asset, what you expect is the capacity to understand and utilize the information, and incorporate that information in ways that inform and enlighten the management teams, encourage and support their associates to go further on things that are important for the organizations and customers. Real-time sharing, transparency, active listening, and two-way trust are crucial ingredients to deepen understanding.
Because people are still the most invaluable business asset, and the center of changes, beside information: Great change agents are people who have an optimistic mindset, updated knowledge, their life lessons about changes, and have established their credibility in their domains. Because of their insightful know-how, they will be the ones to see the need for change, often first to realize the threats and appreciate the opportunities, and have the passion for making things happen.
Because different parts of the business are making shared use of a process or information, they need to keep cross functional communication and collaboration: When organizational change is stuck, the business becomes fragile. Because a much more dangerous thing is the disengaged workforce to continue doing things in the old way even though the circumstances have changed significantly. Equally, there are many aspects that can be adequately addressed through the normal delegation of controls approach of the managerial structure within an enterprise. Organizations need to strike the right balance between “local” and “global”; the balance between virtual worlds and the human connection.
Inclusiveness needs to become the management theme and collaboration is crucial to expedite collective progression. It is in human nature, people don't like the unknown because they fear; people don’t like the ones not from them because they don’t recognize; people don’t like new ideas because they fear to fail. To deal with a variety of biases, we should learn from both our own experiences and from others’ lessons. Hence, cross boundary communication is crucial to unlock collective performance. Business management encourages and supports their associates to go further on things that are important for the organizations and customers.
Because it is easy to look like you are making progress by focusing on the tactical issues, but the organizations get stagnated strategically: Silo is the opposite of holism, and stagnancy is the opposite of business transformation. Lot of business problems are complex, you need to take the interdisciplinary approach to both understand the real problem and take the step-wise approach to solve them thoroughly. A diverse perspective is crucial for thoughtful planning because no individual has all the necessary expertise. Business management tem need to be informative and strategic. Because of their insightful know-how, they will be the ones to see the need for change, often first to realize the threats and appreciate the opportunities, and have the passion for making things happen. The more people know about the change, the more they feel it is necessary and urgent, the more they accept the change and management can take the proactive approach to drive changes smoothly.
Often progress is subjective, what happens is that we think that progress is being made, but your type of progress may not be a progress at all to someone else. How to balance the seemingly opposite forces, and harmonize change strategically? Studying sociology and bringing up the outside-in view is critical for leading people-centric progress because you need to understand how people act, behave or undergo their stage of experience, allowing room for failure; for being "different." then diagnose the problems and try to make improvements. Controls feel stifling not because they are trying to be innovative, rather that they are undisciplined. By integrating, change management becomes a more complex problem because multiple business lines are impacted. Business leaders are open to, conscious of, and feel empowered to act upon change dynamics and improve the overall organizational agility and maturity.
Because often creative outcomes may come from recombining ideas in different ways to create the fresh ideas or the new ways to solve the old problems. Because loose coupling makes it possible to change the components without affecting the system, as long as the interface is kept stable. Business transformation means that you have to strike the right balance between chaos and order, stability and changes, and set a viable path to shape transformative changes.
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