Organizational management needs a unified “one sight” focus, striking a dynamic balance between the inner and outer elements.
The management is science as it can be accurately and logically represented; it has a scientific part where a lot of things are proven, repeatable; methodology and practices can be effectively reused, etc. The management is an art as it allows a great deal of interpretation and latitude. So it is hard to pick only one key factor, but varying key success factors in managing the organization right. It’s important to communicate within the spiral of conscious awareness and apply an interdisciplinary approach to lead business forward systematically.
Identifying what issues need to be improved based on the results of the objective evaluation: Running a business is complex nowadays, business management needs to walk through the scenario from generalization to specification by clarifying: What are the exact problems- usually a series of issues that need to be solved? Why haven't they been solved before? Do we have trustful people and sufficient resources to get quality information, suited processes and fitting talent to deal with them smoothly? What are optimized processes, practical methodologies and best practices to solve them? Sometimes, events and patterns are observed on the surface, and then action is taken to fix the symptoms; but real problems come back continually. If you can’t identify the real issues smoothly; that causes problems to grow under the surface, out of sight, out of mind.
Sometimes, there is not one cause, but multiple causes to some problems, some are visible, but quite a few of them are not visible, underneath the surface. Therefore, it’s important to understand problems from an outside-in perspective or read issues from different angles. Focus on your own situation, recognize what you don't know, can't predict and can't control; assess and address root causes objectively. Keep a certain distance from the environment you observe or experience, so you can capture the full picture, and identify what real issues need to be improved and the interdependence of varying problems.
Put efforts in determining how to improve organizational capability development: Business capability encapsulates process, people and technology, as well as other intangible and tangible resources to be effective. Organizational capabilities have business outcomes; they collaborate with each other and are enabled by interrelated resources, talent, processes, services, functions, interfaces, in organization. Often, capabilities are interdependent, so when you want to make a change to one of those capabilities, then your capability mapping and modeling help you understand relationships or dependencies, design and integration capabilities into core competencies.
There are many crucial components in capability development, such as people with the appropriate skills, knowledge, resources, process, information technology systems, or tools, etc. Capability design and optimization evolves and moves between categories based on the technology evolution, information refinement, business driver, business model evolution etc, moving from base or competitive level to differentiated level. It is important to enhance simplification and integration for dynamic capability development.
Calculating value and assessing value generated is where analytics becomes very critical: Many businesses get stuck at the lower level of business maturity. Organizational development often has failed to measure the business performance, and the main source of that is the lack of multidimensional assessment instruments. What efforts are being taken to continue to measure the results of the actions taken; how to make adjustments in the business improvement plan based on the analysis, evaluation of the measurements of the results of the actions.
When making an assessment of business initiatives, Looking only at cost, schedule, and quantity, will not fully address value and only leads to conflicts in what value is as it does not address the portion of value that is not measured in these indexes. It is important to identify the key business capability and make an objective assessment of capability maturity. If measurements are taken and analyzed, the analysis is provided to business management to explain the variances, then correct actions can be assigned, and improvement in the business can be achieved. This is the level of analytics practice needed to understand and measure value to drive improvement in the organization.
Improvement cannot happen without change, and change should not happen without improvement. Organizational management needs a unified “one sight” focus, striking a dynamic balance between the inner and outer elements. understand the relation and dynamics between consciousness (thinking), energy (emotions) and information deeply in order to produce high performance results coherently.
Identifying what issues need to be improved based on the results of the objective evaluation: Running a business is complex nowadays, business management needs to walk through the scenario from generalization to specification by clarifying: What are the exact problems- usually a series of issues that need to be solved? Why haven't they been solved before? Do we have trustful people and sufficient resources to get quality information, suited processes and fitting talent to deal with them smoothly? What are optimized processes, practical methodologies and best practices to solve them? Sometimes, events and patterns are observed on the surface, and then action is taken to fix the symptoms; but real problems come back continually. If you can’t identify the real issues smoothly; that causes problems to grow under the surface, out of sight, out of mind.
Sometimes, there is not one cause, but multiple causes to some problems, some are visible, but quite a few of them are not visible, underneath the surface. Therefore, it’s important to understand problems from an outside-in perspective or read issues from different angles. Focus on your own situation, recognize what you don't know, can't predict and can't control; assess and address root causes objectively. Keep a certain distance from the environment you observe or experience, so you can capture the full picture, and identify what real issues need to be improved and the interdependence of varying problems.
Put efforts in determining how to improve organizational capability development: Business capability encapsulates process, people and technology, as well as other intangible and tangible resources to be effective. Organizational capabilities have business outcomes; they collaborate with each other and are enabled by interrelated resources, talent, processes, services, functions, interfaces, in organization. Often, capabilities are interdependent, so when you want to make a change to one of those capabilities, then your capability mapping and modeling help you understand relationships or dependencies, design and integration capabilities into core competencies.
There are many crucial components in capability development, such as people with the appropriate skills, knowledge, resources, process, information technology systems, or tools, etc. Capability design and optimization evolves and moves between categories based on the technology evolution, information refinement, business driver, business model evolution etc, moving from base or competitive level to differentiated level. It is important to enhance simplification and integration for dynamic capability development.
Calculating value and assessing value generated is where analytics becomes very critical: Many businesses get stuck at the lower level of business maturity. Organizational development often has failed to measure the business performance, and the main source of that is the lack of multidimensional assessment instruments. What efforts are being taken to continue to measure the results of the actions taken; how to make adjustments in the business improvement plan based on the analysis, evaluation of the measurements of the results of the actions.
When making an assessment of business initiatives, Looking only at cost, schedule, and quantity, will not fully address value and only leads to conflicts in what value is as it does not address the portion of value that is not measured in these indexes. It is important to identify the key business capability and make an objective assessment of capability maturity. If measurements are taken and analyzed, the analysis is provided to business management to explain the variances, then correct actions can be assigned, and improvement in the business can be achieved. This is the level of analytics practice needed to understand and measure value to drive improvement in the organization.
Improvement cannot happen without change, and change should not happen without improvement. Organizational management needs a unified “one sight” focus, striking a dynamic balance between the inner and outer elements. understand the relation and dynamics between consciousness (thinking), energy (emotions) and information deeply in order to produce high performance results coherently.
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