Up to the next level of organizational maturity, businesses not only need to adapt faster but need to accelerate, innovate and speed up planning-implementation continuum.
The blurring line of the business border and the uncharted frontier provides both unprecedented opportunities and emergent risks that companies must deal with appropriately for adapting to the dynamic ecosystem smoothly.
You never know for sure what is going to happen. It’s important to rejuvenate passion, build courage, leave the nostalgic past and take a leap of business growth.
Be able to push the same button to create change momentum, pull the structural lever: Change indicates a degree of uncertainty. Silo is usually part of business reality, functional friction and change inertia stifle change. Incoherence, change fatigue, are all symptoms that cause growth pain. More often, change cannot be pushed down, but needs to be pulled through empathetic communication, cross-functional collaboration, holistic discipline. In order to expedite business speed, people across the organization need to move in the same direction, also look at all key business elements, including the human element; integrate all critical business elements to form the unique business competency.
From letting go of the current reality to allowing an unknown future state to emerge. It is critical to identify and strengthen the weakest link of strategy implementation, and determine how each part of the organization, including all of the key functions must "put all things together" to bring tangible business results and reach the clarified business vision ultimately. The bottom line is, for any company to succeed, it’s essential for the entire company to be pulling in the right direction, break down silos, soothe tensions, and overcome constraints, to accelerate business performance.
Be able to provide coherence between actual capability and the objectives that have been defined, and addresses in outline how the strategic objectives will be achieved: There is a willingness to "not know" and be able to source possibilities in the emergence space, be curious and receptive to improvisation and experimentation. Business capability coherence is the decisive factor for the success of business planning-implementation and how well organizations can take the step-wise approach to make the cohesive change in a logical way,
Many times you don't consider the processes as the main driver to produce the desired result, and then you will not get the result you hoped for. Processes underpin capabilities. The business capability is modular, dynamic, and nonlinear, having many visible and invisible elements. Capability-based implementation has a significantly higher success rate. In order to achieve business execution coherence, choose how to improve business capabilities based on your enterprise strengths and integrating capabilities into cohesive business competency; make continual renewal, and build a long-term advantage of the business.
It’s important to develop expertise, collaborate through communities with geographically-distributed teams, and arise the opportunity to implement strategic planning: From silo to connectivity is the paradigm shift. The larger initiatives you take, the more chances you perhaps fail. “You will be held accountable” is on the face of it, not a bad thing, you have the freedom to do whatever needs to be done, and the responsibility to ensure you do your best to bring about a good outcome. Implementation is usually a cross-functional collaboration, you need to include all of the remote teams in iteration planning; every individual both local and remote to commit as one to the iteration of plan-implementation.
It’s important to assess the team effectiveness and performance: How educated your team are in the delivery mechanisms you are proposing. Do they know what is expected of them? How empowered do they feel? Can you “build the right thing" along with "building it right"? More emphasis will be placed on the practice rather than dogma. What works will replace what is fashionable and theologically correct. Business leaders today must be able to foster a workplace that thrives on cross-functional communication, collaboration, and social interaction in building business competency and making seamless strategy implementation.
At today’s “VUCA” new normal, if you do not change proactively, you would become irrelevant gradually. Up to the next level of organizational maturity, businesses not only need to adapt faster but need to accelerate, innovate and speed up planning-implementation continuum. The purpose of integration, optimization, and acceleration is to make a significant difference in the overall levels of business performance and organizational maturity.
Be able to push the same button to create change momentum, pull the structural lever: Change indicates a degree of uncertainty. Silo is usually part of business reality, functional friction and change inertia stifle change. Incoherence, change fatigue, are all symptoms that cause growth pain. More often, change cannot be pushed down, but needs to be pulled through empathetic communication, cross-functional collaboration, holistic discipline. In order to expedite business speed, people across the organization need to move in the same direction, also look at all key business elements, including the human element; integrate all critical business elements to form the unique business competency.
From letting go of the current reality to allowing an unknown future state to emerge. It is critical to identify and strengthen the weakest link of strategy implementation, and determine how each part of the organization, including all of the key functions must "put all things together" to bring tangible business results and reach the clarified business vision ultimately. The bottom line is, for any company to succeed, it’s essential for the entire company to be pulling in the right direction, break down silos, soothe tensions, and overcome constraints, to accelerate business performance.
Be able to provide coherence between actual capability and the objectives that have been defined, and addresses in outline how the strategic objectives will be achieved: There is a willingness to "not know" and be able to source possibilities in the emergence space, be curious and receptive to improvisation and experimentation. Business capability coherence is the decisive factor for the success of business planning-implementation and how well organizations can take the step-wise approach to make the cohesive change in a logical way,
Many times you don't consider the processes as the main driver to produce the desired result, and then you will not get the result you hoped for. Processes underpin capabilities. The business capability is modular, dynamic, and nonlinear, having many visible and invisible elements. Capability-based implementation has a significantly higher success rate. In order to achieve business execution coherence, choose how to improve business capabilities based on your enterprise strengths and integrating capabilities into cohesive business competency; make continual renewal, and build a long-term advantage of the business.
It’s important to develop expertise, collaborate through communities with geographically-distributed teams, and arise the opportunity to implement strategic planning: From silo to connectivity is the paradigm shift. The larger initiatives you take, the more chances you perhaps fail. “You will be held accountable” is on the face of it, not a bad thing, you have the freedom to do whatever needs to be done, and the responsibility to ensure you do your best to bring about a good outcome. Implementation is usually a cross-functional collaboration, you need to include all of the remote teams in iteration planning; every individual both local and remote to commit as one to the iteration of plan-implementation.
It’s important to assess the team effectiveness and performance: How educated your team are in the delivery mechanisms you are proposing. Do they know what is expected of them? How empowered do they feel? Can you “build the right thing" along with "building it right"? More emphasis will be placed on the practice rather than dogma. What works will replace what is fashionable and theologically correct. Business leaders today must be able to foster a workplace that thrives on cross-functional communication, collaboration, and social interaction in building business competency and making seamless strategy implementation.
At today’s “VUCA” new normal, if you do not change proactively, you would become irrelevant gradually. Up to the next level of organizational maturity, businesses not only need to adapt faster but need to accelerate, innovate and speed up planning-implementation continuum. The purpose of integration, optimization, and acceleration is to make a significant difference in the overall levels of business performance and organizational maturity.
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