Organizations today need to keep improving how the enterprise works and interacts with its ecosystem in order to unlock business performance and improve organizational maturity.
The goals themselves will change, just as the pathways you take will change. Self-organization allows you to adapt to current context and circumstance, to emerge the next most evolutionary change to get where you think you need to go next.
It is natural that the reorganization takes time and it requires a great degree of leadership to improve business performance: Many traditional organizations have an overly rigid hierarchy which encourages silo or bureaucratic management styles. To improve organizational agility and speed, it’s important to fine tune business structure and enhance organizational design, harness communication and accelerate collective performance. From the business management perspective, it would take effort to shape self-organized teams, build trust and empowerment, encourage autonomy, and self-discovery.
It is good to see that a team self organizes into something that is fair and enables everyone to have an equal voice and contribute their best. So the leadership skills are needed by the self-management to coach the team towards self-organization. It is an ongoing process to keep tuning the team to produce high performing results. The high degree of the team’s self-management capability reflects its maturity to be disciplined enough to do the work well, and be flexible to overcome over-rigility in a dynamic environment.
Organizational reinvention efforts should embed transparency into the business processes and unleash organizational growth potential: The problem of traditional organization is the overly restricted organizational hierarchy and command-control management style which often diminish trust, discourages growth and self-renewal. It’s important to put the effort into organization reinvention. The team is able to organize itself on how it will address the problem that has been presented to it. A self-organizing team has full authority on the practices, processes, tools, engineering methods they would like to use to build customized products/services.
Business management inspects what the team is doing, but they should not dictate to the team how to do it and how to measure their own performance. The focus is to manage and organize work with high autonomy. It requires people taking responsibility, get the work done smoothly. The team has all the right skills to make the right decisions and do the work resourcefully. No one on the outside directs this. The organization with a “self-management” theme can make “conscious” business choices and improve organizational agility.
If organizations can be reorganized around core principles such as people-centricity, the business cycle could be viewed as resulting in emergent means of self-renewing: Reorganization is an agile way to improve the workforce satisfaction, innovation and productivity. Becoming a self-organizing team does not happen overnight. There is the risk that you will be stuck with the varying cultural friction, which will include individuals not ready to self-organize, not collaborate with other team members or cross-team smoothly; and not inclined to learn how to behave with self-disciplines.
The organizational design shifts from inside-out process-driven to outside-in people-centric. The self-organizing organization is an organic system that is able to re-configure its own structure and change its own behavior during business execution, leading progressive changes. So people, teams, or organizations need to adapt themselves through a collaborative and peer to peer approach to build a fluid ecosystem which keeps evolving
Business growth and innovation today are heavily dependent on those talented people who have the fitting aptitude, attitude, autonomy, and bring positive energy to the workplace. The business ecosystem is dynamic, but also adaptively rational. it has to strike the balance of “keeping the order,” and sparking innovation fluently. Organizations today need to keep improving how the enterprise works and interacts with its ecosystem in order to unlock business performance and improve organizational maturity.
It is natural that the reorganization takes time and it requires a great degree of leadership to improve business performance: Many traditional organizations have an overly rigid hierarchy which encourages silo or bureaucratic management styles. To improve organizational agility and speed, it’s important to fine tune business structure and enhance organizational design, harness communication and accelerate collective performance. From the business management perspective, it would take effort to shape self-organized teams, build trust and empowerment, encourage autonomy, and self-discovery.
It is good to see that a team self organizes into something that is fair and enables everyone to have an equal voice and contribute their best. So the leadership skills are needed by the self-management to coach the team towards self-organization. It is an ongoing process to keep tuning the team to produce high performing results. The high degree of the team’s self-management capability reflects its maturity to be disciplined enough to do the work well, and be flexible to overcome over-rigility in a dynamic environment.
Organizational reinvention efforts should embed transparency into the business processes and unleash organizational growth potential: The problem of traditional organization is the overly restricted organizational hierarchy and command-control management style which often diminish trust, discourages growth and self-renewal. It’s important to put the effort into organization reinvention. The team is able to organize itself on how it will address the problem that has been presented to it. A self-organizing team has full authority on the practices, processes, tools, engineering methods they would like to use to build customized products/services.
Business management inspects what the team is doing, but they should not dictate to the team how to do it and how to measure their own performance. The focus is to manage and organize work with high autonomy. It requires people taking responsibility, get the work done smoothly. The team has all the right skills to make the right decisions and do the work resourcefully. No one on the outside directs this. The organization with a “self-management” theme can make “conscious” business choices and improve organizational agility.
The organizational design shifts from inside-out process-driven to outside-in people-centric. The self-organizing organization is an organic system that is able to re-configure its own structure and change its own behavior during business execution, leading progressive changes. So people, teams, or organizations need to adapt themselves through a collaborative and peer to peer approach to build a fluid ecosystem which keeps evolving
Business growth and innovation today are heavily dependent on those talented people who have the fitting aptitude, attitude, autonomy, and bring positive energy to the workplace. The business ecosystem is dynamic, but also adaptively rational. it has to strike the balance of “keeping the order,” and sparking innovation fluently. Organizations today need to keep improving how the enterprise works and interacts with its ecosystem in order to unlock business performance and improve organizational maturity.
0 comments:
Post a Comment