Laser focusing on the top priority issues and maintaining the digital balance.
The executive team needs to act as a change agent, involving all stakeholders right from the beginning to manage business initiatives effectively and accelerate organizational performance.
It’s important to identify what generates the most value for the company and express that in strategic objectives: As the speed of change is expedited, forward-thinking organizations have a full spectrum of business transformation agenda these days. Business management needs to orchestrate strategic plans, allocation of needed assets, time frame, market conditions. It helps managers keep their eyes on what matters. preparing “what if” scenarios, analyzing the impact on customers & competition, and setting the ultimate fishbone diagram planning for multiple forks in the road for the quick agile ability to react
For some thorny issues that haven’t been solved effectively before, you have to reframe a problem and realign resources, refine knowledge, and then, try to solve them effectively. It's critical to recognize patterns, perceive invisible factors behind the scenes, be able to reframe circumstances, alter or change the frame of reference. It takes courage to get out of the conventional thinking box, broaden thoughts and connect interdisciplinary dots, break down some old rules, rewire new connections, to encourage innovative problem-solving. Only initiatives that support the achievement of those objectives should be implemented.
Goals of initiative portfolio management is to improve strategic resource alignment, business effectiveness & efficiency, and value generation: Today companies very often say yes to all the initiatives, with the consequent lack of focus. This is then spread through the organization and people no longer know where the priorities are. Companies without effective portfolio management would ignore important contextual information. Not having the big picture creates a vulnerability to be second-guessed by anyone that might be forced through a transition.
Business executives should say no to many of the initiatives, and just choose a few where they will put most of the resources of the company. It's also a mix of short, mid and long term business initiatives that need to be balanced to lead change with the premium speed. Running a high performance business is risky; in terms of risk avoidance and the risk-tolerance culture, there is a gray area in between, the key is balance, give enough autonomy to the business to improve business risk intelligence.
It’s a strategic imperative to build a people-centric organization for gaining long term business advantages: The business environment becomes overly-competitive, there are diverse purchasing channels, customers become more selective of what and how to buy products or services for fitting their personal needs and wants. It is important to capture customer insight, not just getting information and understand it partially. Study customers’ needs, including their unarticulated needs, and get into the trade-offs so that businesses know that what they are giving the customer is both what they really want and what they are willing to pay for. Organizations have to keep optimizing their business models, processes, capabilities. Hgh-quality indeed can delight the customer and bring satisfaction for all shareholders for the long term, and ensure high shareholder return on investment.
Besides customer satisfaction, employee engagement is also crucial for running a high performance business. The true people-centric business optimization is Employee Engagement (EE) x Customer Experience (CX). The value of feedback is in transforming it from information to insight and using this to interpret people’s needs. Business leadership needs to think about the values they want their employees to have and be sure that not only the experience is good for the customers, but also good for employees. How to capture quality feedback is only one of many mechanisms organizations need to build in order to put people at the center of how they run a business today.
Organizational management is responsible for designing, enabling, energizing, and enforcing an innovative, and inclusive working environment, laser focusing on the top priority issues and maintaining the digital balance, fine-tuning the organizational structure, engaging people to design and produce quality products or services, to achieve high performance and innovation excellence.
It’s important to identify what generates the most value for the company and express that in strategic objectives: As the speed of change is expedited, forward-thinking organizations have a full spectrum of business transformation agenda these days. Business management needs to orchestrate strategic plans, allocation of needed assets, time frame, market conditions. It helps managers keep their eyes on what matters. preparing “what if” scenarios, analyzing the impact on customers & competition, and setting the ultimate fishbone diagram planning for multiple forks in the road for the quick agile ability to react
For some thorny issues that haven’t been solved effectively before, you have to reframe a problem and realign resources, refine knowledge, and then, try to solve them effectively. It's critical to recognize patterns, perceive invisible factors behind the scenes, be able to reframe circumstances, alter or change the frame of reference. It takes courage to get out of the conventional thinking box, broaden thoughts and connect interdisciplinary dots, break down some old rules, rewire new connections, to encourage innovative problem-solving. Only initiatives that support the achievement of those objectives should be implemented.
Goals of initiative portfolio management is to improve strategic resource alignment, business effectiveness & efficiency, and value generation: Today companies very often say yes to all the initiatives, with the consequent lack of focus. This is then spread through the organization and people no longer know where the priorities are. Companies without effective portfolio management would ignore important contextual information. Not having the big picture creates a vulnerability to be second-guessed by anyone that might be forced through a transition.
Business executives should say no to many of the initiatives, and just choose a few where they will put most of the resources of the company. It's also a mix of short, mid and long term business initiatives that need to be balanced to lead change with the premium speed. Running a high performance business is risky; in terms of risk avoidance and the risk-tolerance culture, there is a gray area in between, the key is balance, give enough autonomy to the business to improve business risk intelligence.
It’s a strategic imperative to build a people-centric organization for gaining long term business advantages: The business environment becomes overly-competitive, there are diverse purchasing channels, customers become more selective of what and how to buy products or services for fitting their personal needs and wants. It is important to capture customer insight, not just getting information and understand it partially. Study customers’ needs, including their unarticulated needs, and get into the trade-offs so that businesses know that what they are giving the customer is both what they really want and what they are willing to pay for. Organizations have to keep optimizing their business models, processes, capabilities. Hgh-quality indeed can delight the customer and bring satisfaction for all shareholders for the long term, and ensure high shareholder return on investment.
Besides customer satisfaction, employee engagement is also crucial for running a high performance business. The true people-centric business optimization is Employee Engagement (EE) x Customer Experience (CX). The value of feedback is in transforming it from information to insight and using this to interpret people’s needs. Business leadership needs to think about the values they want their employees to have and be sure that not only the experience is good for the customers, but also good for employees. How to capture quality feedback is only one of many mechanisms organizations need to build in order to put people at the center of how they run a business today.
Organizational management is responsible for designing, enabling, energizing, and enforcing an innovative, and inclusive working environment, laser focusing on the top priority issues and maintaining the digital balance, fine-tuning the organizational structure, engaging people to design and produce quality products or services, to achieve high performance and innovation excellence.
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