Thursday, May 25, 2023


The key factor to the digital paradigm shift has been the endless self-exploration and self-renewal in different dimensions that need to co-evolve together for building unique capabilities and accelerating performance consistently.

t is a continuously changing world with “VUCA” new normal, no organization can afford to stick to its old ways of doing things without progression. Running a successful business requires maintaining a delicate balance between solid and liquid, “old experiences” and “new ways to do things,” innovation & standardization; process & flexibility.

 High-performance organizations are solid enough to execute well and fluid enough to allow movement - information flow, idea flow, talent flow etc, to produce great outcomes seamlessly.

It is important to gain a different view in understanding problems objectively, and prepare for the different scenarios to deal with them smoothly: Nowadays running a business is complex; the forward-looking view is more about thinking ahead, to prepare for the challenges and uncertainty on the way to the future. Usually people have limited cognition threshold, the same problem perhaps means different things to different people because they have cognitive differences to perceive things differently; they present some “unconscious bias” or emotional burdens to understand the situation objectively. In many organizations that get stuck at the “daily busyness.” People continue fixing symptoms, but allow problems to grow under the surface, out of sight, until they turn out to be very critical issues and become out-of-control.

The comprehensive understanding of a complex business and interdisciplinary management approach requires breakdown of the silo mentality, leverage different thought processes, and gain cross-domain knowledge. In most cases, quite many problems are very complex; your solution is not complete as you don't understand your business environment, because you have never looked outside the boundary of the problem. Thus, you often ignore the interdependence of seemingly different issues. To run a successful business, organizational leaders and professionals need to become effective problem solvers; gain sufficient knowledge and unique insight to observe deeper and see around the corner, define the right landscapes, deal with complex problems systematically, and make a significant impact.

It has to strike the right balance of incremental improvement and breakthrough innovation: The digital era upon us is all about the rapid changes, blurred territories, expanded business horizons. The exponential growth of information and cross-boundary communication bring abundant ideas, how these ideas are recognized, filtered and dealt with becomes a crucial factor for the business’s long term success. The agile organizations have to be solid enough to give some sort of meaning and open enough to its environment and respond to changes dynamically. Continuous improvement is a linear process pointed at creating stable processes.

Breakthrough innovations are not something everyone can accomplish. You have to systematically craft a unique set of capabilities to execute it successfully. How successful that organization can manage “disruptive ideas” and radical business transformation depends on how those ideas are recognized, filtered and dealt with. It’s critical to enhance an iterative management cycle of “planning, designing, developing, investing, innovating, monetizing, and orchestrating” for pursuing growth opportunities and “consolidating, rationalizing, modernizing, integrating, securing, or optimizing” for achieving operational excellence.

It’s useful to define the business ecosystem; then look for its emergent properties which help to deal with future possibilities: To succeed in today's digital dynamic in the long term, Companies today need to understand the dynamic competitive landscape, proactively look for ecosystem partners that can help the business build core capabilities. Organizations should have a very clear vision and understanding of why they exist, the value they bring to customers and the very reason for changes. Business executives, employees, customers, and vendors all have their various observations on business capability management cycles. They can provide great feedback, their respective viewpoints based on their special angles can indicate useful areas for further business confirmation and innovation exploration.

So organizations need to awaken the ecosystem consciousness, bring different perspectives, and generate the flow of ideas to deal with varying challenges. Resources should be managed at the level of the ecosystem, rather than managing individual pieces, to improve business performance. Global organizations involve customers and different stakeholders such as channel partners, suppliers, and industry ecosystem participants as active agents, listen to their feedback, and involve them in both idea generation and process implementation. They are able to grasp opportunities for business growth, prevent risks, orchestrate the cross boundary collaboration for overcoming common challenges with much broader impact.

Innovative organizations are fluid, flexible, informative and autonomous; understanding the business transformation via an expanded lens makes it possible to allow the organization to explore growth opportunities in all directions and broaden their ecosystem influence. The key factor to the digital paradigm shift has been the endless self-exploration and self-renewal in different dimensions that need to co-evolve together for building unique capabilities and accelerating performance consistently.


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