In order to stay competitive, forward-looking organizations have to manage both the balancing cycle and growth cycle smoothly and build long-term business competencies.
There are often multiple and inter-related dynamics behind business complexity; it’s critical to leverage effective tools, methodologies, or practices, look for patterns rather than isolating causes to improve business agility, productivity, resilience, maturity systematically.
Opportunities and threats cannot exist without a context of interactions, which constitutes an implicit system: In the face of “VUCA” reality, business disruptions are inevitable and organizational transformation is unstoppable. Business management needs to do the periodic check and analyze the current state of the business by asking: What are the concerns with the current state (costs, efficiencies, top-line impacts, etc)? What are current policies, procedures, practices, values, and resources associated with the current reality? What are the biggest issues or gaps to bridge “As is” and “To-be” states? The “across schools” business leaders and practitioners can speak different languages, each sees the world through their practices and manage change differently.
In today's volatile economy, nothing impedes progress more than protective silos which are simply a form of bureaucratic management hierarchy designed to preserve the status quo. To keep evolving and investing in the greater purpose or vision, every department in the company needs to work seamlessly, take collaborative efforts across the entire business scope to streamline processes and keep information flow seamlessly in order to run a fluid innovative business seamlessly.
It’s important to do in-depth analysis of business strength and weakness, and drive the large scale of business transformation in a structural way: Through all the comprehensive analysis and in-depth understanding of the business, change can be managed effectively to achieve the expected business results. There’s observable behavioral change in focus from 'better understanding of solutions' to 'better understanding of issues in an attempt to address perceived increase in business complexity. It’s even more important to have mindset change, value shaping, and culture reinvention behind the scenes. Keep conscious of business weakness or deficiency, frame the most critical challenges facing organizations, and solve the issues with the largest potential impact on the long term success of the organization.
Business managers don’t understand their ever-evolving dynamic business environment because they never look outside the problems boundaries. Organizations can have all the recognition, celebrations, and such it wants, but unless the relationship is a trustworthy one via revisiting, testing, and involving, all those activities will be of limited value in enhancing employee engagement and unlocking performance. Forethought leaders don't just learn from the past to understand the present and predict the future. They learn from the past to "understand"; and shape a new perspective by looking back, so people can understand each other a little more, more insightfully with less bias, and work more collaboratively to accelerate collective performance.
Organizational hierarchy must balance freedom, and responsibilities to unicity: Today’s business environment is dynamic, complex, and uncertain. There are always different complexities at a different time or dimensions. To be a highly functional and agile system, orchestrate the organizational interrelationship between people and process, streamline information and idea flow, enforce business communications, and foster innovation for achieving high-performance results. By following systems principles, business executives are sensitive to emergent trends and keep balanced views, not via stillness, but through the state of the flow.
Running a fitting company as an agile system enables the organization to morph as living conditions and capacity change, allow a better fit for the business purpose; enable employees doing their work more productively and improve customer experiences seamlessly, with the goal to reap the business benefit for the long term. Business leaders and professionals with systematic foresight have a future orientation that makes them more prone to overcome barriers and handle adversities, possess the structural mind with knowledge, skills, abilities, and behaviors necessary to move your business in the direction it needs to go.
Understand the nature of interdependence and follow a nonlinear pattern as the pervasiveness of the journey of change increases: It’s the importance of framing the multidimensional thinking mindset first to identify critical business issues or spot emerging problems via interdisciplinary ecosystem lens. See the interconnectivity between parts and the whole, the relationship dynamic, create common rationale between different perspectives in order to diagnose the real cause of issues, get behind the surface validation, and gain a deep insight into “why does the problem happen,” and how to deal with them in a structured way.
With rapid changes and frequent disruptions, the predictive “cause and effect” in system dynamics perhaps include nonlinear cause and effect models. Gaining an interdisciplinary understanding of nonlinearity and a dynamic business ecosystem could be at the tipping point. The deep problem that reveals is to understand what are the evolutionary pathways implied by the mind switches and how we can leverage Systems Thinking to understand and run a high-performance organization or a society today effectively.
Every organization needs to drive continual improvement in order to meet their objectives and stay competitive. In order to stay competitive, forward-looking organizations have to manage both the balancing cycle and growth cycle smoothly and build long-term business competencies. A high potential organization can grow, innovate and transform by taking a systematic approach to identify and develop potentiality
Opportunities and threats cannot exist without a context of interactions, which constitutes an implicit system: In the face of “VUCA” reality, business disruptions are inevitable and organizational transformation is unstoppable. Business management needs to do the periodic check and analyze the current state of the business by asking: What are the concerns with the current state (costs, efficiencies, top-line impacts, etc)? What are current policies, procedures, practices, values, and resources associated with the current reality? What are the biggest issues or gaps to bridge “As is” and “To-be” states? The “across schools” business leaders and practitioners can speak different languages, each sees the world through their practices and manage change differently.
In today's volatile economy, nothing impedes progress more than protective silos which are simply a form of bureaucratic management hierarchy designed to preserve the status quo. To keep evolving and investing in the greater purpose or vision, every department in the company needs to work seamlessly, take collaborative efforts across the entire business scope to streamline processes and keep information flow seamlessly in order to run a fluid innovative business seamlessly.
It’s important to do in-depth analysis of business strength and weakness, and drive the large scale of business transformation in a structural way: Through all the comprehensive analysis and in-depth understanding of the business, change can be managed effectively to achieve the expected business results. There’s observable behavioral change in focus from 'better understanding of solutions' to 'better understanding of issues in an attempt to address perceived increase in business complexity. It’s even more important to have mindset change, value shaping, and culture reinvention behind the scenes. Keep conscious of business weakness or deficiency, frame the most critical challenges facing organizations, and solve the issues with the largest potential impact on the long term success of the organization.
Business managers don’t understand their ever-evolving dynamic business environment because they never look outside the problems boundaries. Organizations can have all the recognition, celebrations, and such it wants, but unless the relationship is a trustworthy one via revisiting, testing, and involving, all those activities will be of limited value in enhancing employee engagement and unlocking performance. Forethought leaders don't just learn from the past to understand the present and predict the future. They learn from the past to "understand"; and shape a new perspective by looking back, so people can understand each other a little more, more insightfully with less bias, and work more collaboratively to accelerate collective performance.
Running a fitting company as an agile system enables the organization to morph as living conditions and capacity change, allow a better fit for the business purpose; enable employees doing their work more productively and improve customer experiences seamlessly, with the goal to reap the business benefit for the long term. Business leaders and professionals with systematic foresight have a future orientation that makes them more prone to overcome barriers and handle adversities, possess the structural mind with knowledge, skills, abilities, and behaviors necessary to move your business in the direction it needs to go.
Understand the nature of interdependence and follow a nonlinear pattern as the pervasiveness of the journey of change increases: It’s the importance of framing the multidimensional thinking mindset first to identify critical business issues or spot emerging problems via interdisciplinary ecosystem lens. See the interconnectivity between parts and the whole, the relationship dynamic, create common rationale between different perspectives in order to diagnose the real cause of issues, get behind the surface validation, and gain a deep insight into “why does the problem happen,” and how to deal with them in a structured way.
With rapid changes and frequent disruptions, the predictive “cause and effect” in system dynamics perhaps include nonlinear cause and effect models. Gaining an interdisciplinary understanding of nonlinearity and a dynamic business ecosystem could be at the tipping point. The deep problem that reveals is to understand what are the evolutionary pathways implied by the mind switches and how we can leverage Systems Thinking to understand and run a high-performance organization or a society today effectively.
Every organization needs to drive continual improvement in order to meet their objectives and stay competitive. In order to stay competitive, forward-looking organizations have to manage both the balancing cycle and growth cycle smoothly and build long-term business competencies. A high potential organization can grow, innovate and transform by taking a systematic approach to identify and develop potentiality
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