To run a performance business means constantly fine-tuning the visible and invisible factors acting on the business and driving change success via multidimensional directions.
Make sure the executive team first understands what it needs to change, develop an open atmosphere, fortify cross-functional coordination based on quality information, interdisciplinary expertise, and co-shared responsibility, for shaping the future of business.
It’s important to balance the art and science that goes back and forth between business capability design and integration: The functional silo in the traditional organizational setting brings a certain level of business efficiency, but sometimes, it limits the business from thinking and doing things holistically, and stops them from unleashing full potential. Good functional leaders share just enough 'outside the silo' to keep them involved and invested in the greater purpose or vision, but not too much that it slows them down on what they really focus on doing In order to build dynamic business capabilities, you have to balance the art and science that goes back and forth between business capability design and modeling for improving the organizational capability maturity.
To run a holistic people-centric organization, integrating functional silos and customer experience with business design should be a critical aspect of planning and architecting future businesses. The cross-functional teams are given the opportunity to work together, not only learning from each other and tackling the tactical issues together but striving for the same strategic business goals and building integral capabilities. The successful integration will depend on the underlying business relationships between all of the crucial points and how they influence each other into business process design and organizational reengineering activities.
Organizations change constantly as events happen and people come and go frequently: Being humans, we should have one big advantage - knowing about our own nature, the physiology and psychology underneath. People have no problem with change! They have problems with uncertainty, risk, and fear. Most managers are impeding progress up the pyramid rather than helping their people reach the summit. Hence, in order to initiate change, especially the large scale of business transformation, they need to gain a deeper level of understanding of collective mindsets, attitudes, and behaviors.
People come and go with reasons, and figure out the cause-effect behind it. Organizations need to foster a deeper sense of connection and purpose in employees, ignite latent worker passion and bring together disparate parts of the organization. It is critical to cultivate the culture of change, creativity, learning agile, recognize change agents, innovation champions and build creative teams with cognitive diversity. Because they set great examples to walk the talk, renew fresh energy effortlessly. Business management should align employee purpose and business purpose, with the goal to run a high performance organization. And there are no shortcuts to getting to that state, it’s a process and it takes time and a real commitment to getting there.
Organizations or people fit or unfit are based on their abilities to grow and innovate: The businesses and the world become over-complex, uncertain, and ambiguous, the business dynamic allows the organization to morph as the business conditions and organizational capacities for change to allow a better fit, “Fit” doesn't mean that everyone needs to have the same thought process, the same personalities, the same preferences, or the same experiences. Two different people have different backgrounds, different thought processes, different approaches, and different opinions, they can both fit for business development.
Fit or misfit is contextual. The management needs to ponder: Are you planning to build a homogeneous or heterogeneous team; a complimentary team or a competitive team? "People engagement" blended with "context-fit" makes the people "fit. The goal of an organization is to find out how you can locate the right people for a specific position within an organization to solve problems innovatively. It presents the recognizable digital rhythm to keep the business moving forward with the right pace and generate multifaceted value smoothly.
With high velocity and hyper-connectivity, people and organizations are becoming more interdependent with each other. To run a performance business means constantly fine-tuning the visible and invisible factors acting on the business and driving change success via multidimensional directions. Organizations can establish more sustainable and transformational capabilities based on key dimensions such as scope, alignment, design, execution, governance, etc to improve overall business agility and resilience.
It’s important to balance the art and science that goes back and forth between business capability design and integration: The functional silo in the traditional organizational setting brings a certain level of business efficiency, but sometimes, it limits the business from thinking and doing things holistically, and stops them from unleashing full potential. Good functional leaders share just enough 'outside the silo' to keep them involved and invested in the greater purpose or vision, but not too much that it slows them down on what they really focus on doing In order to build dynamic business capabilities, you have to balance the art and science that goes back and forth between business capability design and modeling for improving the organizational capability maturity.
To run a holistic people-centric organization, integrating functional silos and customer experience with business design should be a critical aspect of planning and architecting future businesses. The cross-functional teams are given the opportunity to work together, not only learning from each other and tackling the tactical issues together but striving for the same strategic business goals and building integral capabilities. The successful integration will depend on the underlying business relationships between all of the crucial points and how they influence each other into business process design and organizational reengineering activities.
Organizations change constantly as events happen and people come and go frequently: Being humans, we should have one big advantage - knowing about our own nature, the physiology and psychology underneath. People have no problem with change! They have problems with uncertainty, risk, and fear. Most managers are impeding progress up the pyramid rather than helping their people reach the summit. Hence, in order to initiate change, especially the large scale of business transformation, they need to gain a deeper level of understanding of collective mindsets, attitudes, and behaviors.
People come and go with reasons, and figure out the cause-effect behind it. Organizations need to foster a deeper sense of connection and purpose in employees, ignite latent worker passion and bring together disparate parts of the organization. It is critical to cultivate the culture of change, creativity, learning agile, recognize change agents, innovation champions and build creative teams with cognitive diversity. Because they set great examples to walk the talk, renew fresh energy effortlessly. Business management should align employee purpose and business purpose, with the goal to run a high performance organization. And there are no shortcuts to getting to that state, it’s a process and it takes time and a real commitment to getting there.
Fit or misfit is contextual. The management needs to ponder: Are you planning to build a homogeneous or heterogeneous team; a complimentary team or a competitive team? "People engagement" blended with "context-fit" makes the people "fit. The goal of an organization is to find out how you can locate the right people for a specific position within an organization to solve problems innovatively. It presents the recognizable digital rhythm to keep the business moving forward with the right pace and generate multifaceted value smoothly.
With high velocity and hyper-connectivity, people and organizations are becoming more interdependent with each other. To run a performance business means constantly fine-tuning the visible and invisible factors acting on the business and driving change success via multidimensional directions. Organizations can establish more sustainable and transformational capabilities based on key dimensions such as scope, alignment, design, execution, governance, etc to improve overall business agility and resilience.
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