Organizations should keep the lights on and also make strategic movements all the time coherently.
Forward-looking organizations explore the new arena to speed up by balancing stability and fluidity; process and innovation; centralization and decentralization, push and pull, etc., manage the “shade of gray”; build differentiated capabilities, to guide the organization forward effectively.
Getting the balance right should result in the future vision aspects: Organizations and their people must learn through their interactions with the business environment, it requires the balance of “old experience” and “new ways to do things”; listening and telling; confidence and humility, etc. The business managers need to balance the long-term strategic goals & short-term tactical tasks, break down outdated concepts or rules and set up digital principles and processes, balance control and autonomy, and run their organizations at premium speed.
Many organizations have the mixed bag of industrial speed and digital agility. It’s from within the massive gray area between the two styles of process and creativity, standardization and flexibility, help to make the paradigm shift. Strategic communication harnesses influence, enforces trust and accountability, streamlines knowledge flow, places a mandated risk tolerance, and envision the possibility to make progressive change in the ever fast changing digital dynamic, to reach the state of digital synchronization.
Organizations and societies need to run a well-balanced system with the abundance of energy and sustainable advantages: We've learned over many years on a conscious level that has changed the way and rate we respond to situations on a more subconscious level. It's important to understand that dynamic business development is multifaceted and gain an impartial perspective by eliminating unconscious bias and uncovering the “shade of gray”; enforce continuous balance cycles of participation, expansion, integration, innovation, and optimization, to accelerate pervasive business transformation.
It's crucial to provide information to the assurance lines that evaluate the business risk profile for change breakthroughs and managing the “shade of gray” effectively. To run a high performance business means constantly fine-tuning the uncontrollable factors acting on the organization and driving change success via multidimensional directions. Guarantee the full consistency of both the organization and its ecosystem with the requirements and by transitivity.
It’s important to understand that business management is multifaceted and holistic. Balance, growth, and harmony are not fixed, they are flowing. From a management perspective, self-management taps the inner and outer resources of creative strength, and gets yourself doing creative things with discipline and practice for achieving measurable goals. You know the team will deliver the best outcome and give them the freedom to do it on their way, and demonstrate unimaginable contribution to innovation excellence.
Organizations should keep the lights on and also make strategic movements all the time coherently. The ultimate goal of running a high-performance business is to strike the right balance of growth and stability; achieve value-added results and reach high-level business agility and maturity.
0 comments:
Post a Comment