Rejuvenating business is not an overnight phenomenon, organizational reinvention takes planning, experimenting and scaling up to achieve high performance results coherently.
It's a strategic imperative for scrutinizing the strength and weakness of the business, rationalizing application portfolio, analyzing total value and cost, to improve business agility, performance, and resilience.
It is important to scrutinize digital intent - vision, purpose, strategic goals; recognize pathfinders who can come with a foresight: Organizations need to determine what the future needs to look like, envision a need that others overlook or ignore, and have a willingness to forge ahead to satisfy their vision. It takes exceptionally strong and visionary leadership to see all important business forces working against the better path of the business growth, bring about significant changes in business minds, attitudes, and behaviors. It's also about understanding people’s strength, enforcing their talent and accountability, and giving them a means to shine.
Business ecosystem becomes so dynamic, if the business understands itself in relation to its context, it should be able to determine whether it requires organizational design to become viable. It’s important to listen to people’s feedback because often they are the cause and center of business transformation; involve them in both change planning and process implementation, to gain fresh insight. It’s important to continuously collect customers’ feedback such as the information customers really use, the process customers encounter difficulties, as well as their overall experience of adopting new products or services, etc. So all sorts of business pathfinders (leadership influencers, innovators, change agents, customer evangelists, talent refiners, etc) are able to close gaps, generate clear vision to reinvent the business.
It’s imperative to take initiatives for optimizing processes and application portfolio: Organizations should build a strong application portfolio, to constantly sharpen dynamic business capabilities, enabling an iterative planning-implementing cycle. Rationalization efforts must be incorporated in a business-led effort to address a business pain point. On top of that, the organization now realizes that you cannot just rationalize the application portfolio without looking at holistic business context, emerging technology, collective skill sets, and sourcing portfolio.
In reality, too many applications overlap functionality, too old applications stifle business changes. It’s a dysfunctional issue and decreases business speed. Application rationalization can’t be successful unless the short-term quick win nature of applications are transformed into the long-term strategic advantage. Gain an in-depth understanding of underlying business processes, functions, and structures, examine inner-connections and define any constraints in the business system in order to take effective rationalization scenarios. For the actual business process optimization, application rationalization, share some best and next practices about how to rate, rank, optimize objectively.
It's important to analyze total cost, total value, and total impact of developing a set of unique organizational abilities: Organizations have limited assets or resources, to improve business effectiveness and efficiency; it’s important to understand that all sorts of business initiatives need to produce value with clearly defined goals and data support estimation. Do comprehensive value/cost analysis, clearly define appropriate metrics, build a team of inclusive stakeholders to further define the charter, prioritize and allocate resources, balance quick gain and long term win.
The challenge is to have visibility and traceability between costs and the assets consuming those costs. Also, understand that value is multifaceted, besides tangible economical value, there are customer value, cultural value, societal value which are “soft,” hard to measure tangibly. Data-based cost/benefits analysis is an important tool to optimize cost structure without sacrificing quality, improve value chain and better brand value. Use hard numbers if you can, measure the right things, and measure them right.
The very characteristics of real-time organization are openness, responsiveness, innovativeness, fluidity, hybridity, etc. The business management needs to properly understand all elements of value that are translated to the organization, and how all the pieces and parts of the organization are ultimately impacted. Rejuvenating business is not an overnight phenomenon, organizational reinvention takes planning, experimenting and scaling up to achieve high performance results coherently.
Business ecosystem becomes so dynamic, if the business understands itself in relation to its context, it should be able to determine whether it requires organizational design to become viable. It’s important to listen to people’s feedback because often they are the cause and center of business transformation; involve them in both change planning and process implementation, to gain fresh insight. It’s important to continuously collect customers’ feedback such as the information customers really use, the process customers encounter difficulties, as well as their overall experience of adopting new products or services, etc. So all sorts of business pathfinders (leadership influencers, innovators, change agents, customer evangelists, talent refiners, etc) are able to close gaps, generate clear vision to reinvent the business.
It’s imperative to take initiatives for optimizing processes and application portfolio: Organizations should build a strong application portfolio, to constantly sharpen dynamic business capabilities, enabling an iterative planning-implementing cycle. Rationalization efforts must be incorporated in a business-led effort to address a business pain point. On top of that, the organization now realizes that you cannot just rationalize the application portfolio without looking at holistic business context, emerging technology, collective skill sets, and sourcing portfolio.
In reality, too many applications overlap functionality, too old applications stifle business changes. It’s a dysfunctional issue and decreases business speed. Application rationalization can’t be successful unless the short-term quick win nature of applications are transformed into the long-term strategic advantage. Gain an in-depth understanding of underlying business processes, functions, and structures, examine inner-connections and define any constraints in the business system in order to take effective rationalization scenarios. For the actual business process optimization, application rationalization, share some best and next practices about how to rate, rank, optimize objectively.
The challenge is to have visibility and traceability between costs and the assets consuming those costs. Also, understand that value is multifaceted, besides tangible economical value, there are customer value, cultural value, societal value which are “soft,” hard to measure tangibly. Data-based cost/benefits analysis is an important tool to optimize cost structure without sacrificing quality, improve value chain and better brand value. Use hard numbers if you can, measure the right things, and measure them right.
The very characteristics of real-time organization are openness, responsiveness, innovativeness, fluidity, hybridity, etc. The business management needs to properly understand all elements of value that are translated to the organization, and how all the pieces and parts of the organization are ultimately impacted. Rejuvenating business is not an overnight phenomenon, organizational reinvention takes planning, experimenting and scaling up to achieve high performance results coherently.
0 comments:
Post a Comment