Initiatives

Constantly explore the rationale, intuitive, and strategic side of business management accordingly, and chart digital paradigm shifts seamlessly.

There are competitions, conflicts, and controversies all over the place in today’s complex marketing environment. Most companies would never take a big leap even with the enticement of a huge payback due to the minimum risk culture which delivers minimal payback. Business management needs to ensure they have enough resources and fluent skills to implement strategic goals; ensuring risks and assumptions are understood and manageable; the business is synchronized with the flow of quality information, and people are empowered to coordinate and execute, to achieve high performance results coherently.

Organizations need to self-evaluate often and understand what they can and can't do based on their business strength and weakness: A strategy must account for both changing market forces and the ongoing investment in developing business core competency to ensure your business can remain relevant in your chosen market. When you start getting the business imperatives addressed and taken care of by setting priority right, then you know, the strategic planning is working. Strategic initiatives need to be dynamic and evolutionary at the same time linked to business strategic goals based on the dynamics of business imperatives.

Jumping into a new market or technology with no competency to produce a good outcome is sure to result in failure. It's a strategic imperative to frame the global mind to see the ever-changing world via the multi-dimensional lenses. Insightful global leaders can engage with multiple internal and external stakeholders worldwide effectively; abstract various perspectives into world class insight based on an updated global view, build dynamic capabilities to achieve strategic goals.

It’s important to know there are different kinds of rationality that apply to different dimensions of corporate management: People can be rational; they know how to make rational decisions; they know how to design with observability and controllability in mind. They can build or restructure systems rationally. However, in reality, the experience tells people that they observe highly technical and rational people acting on impulses/gut feeling or so-called “irrational mind” in the spur of the moment, making ineffective decisions, causing problems even though they have intention to solve them.

Management of any type is a complex interaction of many cognitive systems, and in a knowledge society to realize multifaceted corporate value. Corporate value is a multi-dimensional concept, there’re utility value, efficiency value, financial value, customer value, employee value or social value, etc. Not all business value is directly related to ROI, at least not in the near term. It’s important to balance rationality and innovation; process and flexibility. Effective business management is the result of the synchronization of all key business factors to create business synergy, build differentiated business competency to make continuous improvement.

It’s important to do business process analysis or improvement: There are smaller process improvement exercises, some may be larger process re-engineering and the largest are truly transformational in nature. The point is the budget is always tight for most of the organizations, resources allocation, leveling and balancing is needed to improve process management. Business management needs to broaden its horizon, from traditional process automation expanding to process optimization and innovation, leverage business architecture to provide orchestration for some of structured work to improve overall organizational performance.

There is a danger of not having a dynamic process to "develop and nurture" performance. If the business can keep improving its process; it has the opportunity to create a business model and value proposition for any process and find both revenue enhancement as well as cost optimization opportunities. Business process management is about the journey, not the end. The end of business process management is a mature business model that is the goal.

High-mature organizations always look for opportunities across the business ecosystem to increase the usage of abundant information and emergent technologies, explore the rationale, intuitive, and strategic side of business management accordingly, and chart digital paradigm shifts seamlessly.

Posted in: Business Process Management,Execution,Performance Master