Large scale business transformation is not just a one-dimensional technology upgrade, but a multidirectional business exploration to get the organization to achieve the next level of business coherence.
They are able to clarify vision and purpose of the business, close the variety of gaps, fine tune business key success factors to improve business performance, agility, and resilience.
If you do not have a clearly defined, commonly understood business goal, perhaps you get lost at the different level of interpretation: Either setting goals or managing objectives, don’t forget the very purpose of business. Asking the question "WHY" we are pursuing something before and during the journey of business transformation will always test whether the goal or objective being worked towards is a valid one. In reality, the majority of people in the organization barely know the strategic goals of their company. Without purpose, engagement is not possible, association could become overly intrigued.
It’s always important to know how to play a bridge between what the business understands and what different functions understand; between what the top management knows and what the intermediate, frontline level of staffs’ understand. With missing links to communication, often, there are quite lots of confusions, communication gets lost across the different levels of interpretation. Apply Tell-Listen-Adapt communication framework to ensure consistency in message delivery. Make a good alignment between strategy and execution. Have a clear mapping between business objectives and individual goals, pull progressive conversation ahead, focus on business outcomes of the entire organization.
Organizational management should be refined to the point that it can close gaps and adapt to changing business demands in a timely fashion: Besides hard business components such as processes, structures, technologies, the soft success factors such as leadership, communication, culture, as well as external ecosystem factors all play crucial roles in creating change momentum, increasing the tempo of business management. Look at creating digital options for providing organizations with the ability to explore new business opportunities and mitigate risks.
Organizational refinement goes hand-in-hand with organizational performance management: With the rapid changes, blurred territories, expanded business horizons, organizations have to be solid enough to give some sort of form/meaning and open enough to its environment and respond to changes dynamically. It takes a logical scenario to manage change lifecycles, refine core business elements and build organizational capacities through analysis of how the business initiatives impact the people in the organization. Approach the next phase of business refinement via harnessing communication, cross-functional collaboration to unleash business potential.
Organizations today have to enable desirable emergent property, fine tune business processes, structures, cultures, etc. It is complementary, and inextricably linked to the business process of understanding the interconnectivity, the scope and granularity of solution models, collecting all relevant information, harnessing communication, setting the right priority, and seeking additional resources for unlocking business performance.
The effects of an increasingly digitized world are now reaching into every corner of businesses and every aspect of organizations. Every organization has the capacity to change in a sustained way. The large scale business transformation is not just a one-dimensional technology upgrade, but a multidirectional business exploration to get the organization to achieve the next level of business coherence.
If you do not have a clearly defined, commonly understood business goal, perhaps you get lost at the different level of interpretation: Either setting goals or managing objectives, don’t forget the very purpose of business. Asking the question "WHY" we are pursuing something before and during the journey of business transformation will always test whether the goal or objective being worked towards is a valid one. In reality, the majority of people in the organization barely know the strategic goals of their company. Without purpose, engagement is not possible, association could become overly intrigued.
It’s always important to know how to play a bridge between what the business understands and what different functions understand; between what the top management knows and what the intermediate, frontline level of staffs’ understand. With missing links to communication, often, there are quite lots of confusions, communication gets lost across the different levels of interpretation. Apply Tell-Listen-Adapt communication framework to ensure consistency in message delivery. Make a good alignment between strategy and execution. Have a clear mapping between business objectives and individual goals, pull progressive conversation ahead, focus on business outcomes of the entire organization.
Organizational management should be refined to the point that it can close gaps and adapt to changing business demands in a timely fashion: Besides hard business components such as processes, structures, technologies, the soft success factors such as leadership, communication, culture, as well as external ecosystem factors all play crucial roles in creating change momentum, increasing the tempo of business management. Look at creating digital options for providing organizations with the ability to explore new business opportunities and mitigate risks.
Quite a lot of business problems today are intriguing. There are still many gaps that need to be closed, and there are also a lot of pitfalls along the way of business transformation. You recognize a gap in the knowledge you have and value in closing the gap seamlessly, and fulfill business demands timely. It’s important to apply multidimensional thought processes and leverage nonlinear logic to close gaps between planning and implementation, strengthen the weak links in the organization, and build competitive teams for timely execution.
Organizations today have to enable desirable emergent property, fine tune business processes, structures, cultures, etc. It is complementary, and inextricably linked to the business process of understanding the interconnectivity, the scope and granularity of solution models, collecting all relevant information, harnessing communication, setting the right priority, and seeking additional resources for unlocking business performance.
The effects of an increasingly digitized world are now reaching into every corner of businesses and every aspect of organizations. Every organization has the capacity to change in a sustained way. The large scale business transformation is not just a one-dimensional technology upgrade, but a multidirectional business exploration to get the organization to achieve the next level of business coherence.
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