Organizations that thrive on consistency and agility are excellent at maintaining business growth momentum.
The management needs to understand the whole story behind the scene, break through the bottlenecks, increase the speed of changes, and ensure the business as a whole is superior to the sum of pieces, in order to make a smooth business transformation.
Framework as facilitator: The term framework is mostly addressed as a business issue by defining abstract components and recognizing patterns; reducing the scope of errors and abstracting the concerns. The framework approach makes sense if there are many large-scale issues that need to be dealt with; and there are diverse groups of people that are impacted by problem-solving effectiveness. It’s also important to recognize what you don't know, can't predict and can't control. A framework approach is a facilitator to assess and address varying issues, unify communication, realign enterprise resources, and streamline the business value chains effectively.
In search of holism: It’s easy to get lost without holistic thinking, you have to gain an interdisciplinary understanding of the business via different lenses. The success of business transformation is not casual actions, there are thoughtful planning and cohesive efforts behind it. The best-performing companies not only understand what drives cost but, more importantly, understand how that spending creates value. Low costs do not automatically translate into high profits. Leading changes at the “VUCA” digital new normal needs to leverage the pairs of seemingly opposite forces, such as process vs creativity, analysis vs. synthesis; centralized vs. decentralized control, stability vs. growth, in search of holism. The logical sequence of holistic management needs to be executed in account simultaneously with essential dimensions: people-centricity, business values generation, and organizational structure refinement.
Quality-based approach: In organizations, quality management is an overarching management discipline. Quality is about doing the right things right the first time. Remove the obstacles to quality, clearly. The most important thing is that you need to define quality as leadership and quality as management. Quality management should focus not only on the quality of products and services but also the means to achieve the overall business quality. Business leaders deepen their understanding of the particular organization's current and potential corporate structure, management style, and strategic plan, so they can take a quality based approach to achieve business management excellence smoothly.
Organizations that thrive on consistency and agility are excellent at maintaining business growth momentum. By leveraging a framework as a steering tool, enhancing a holistic understanding of complex organization, and taking a quality based approach, business management can become more effective at envisioning, planning, implementing, and monitoring the overall health of the business.
Framework as facilitator: The term framework is mostly addressed as a business issue by defining abstract components and recognizing patterns; reducing the scope of errors and abstracting the concerns. The framework approach makes sense if there are many large-scale issues that need to be dealt with; and there are diverse groups of people that are impacted by problem-solving effectiveness. It’s also important to recognize what you don't know, can't predict and can't control. A framework approach is a facilitator to assess and address varying issues, unify communication, realign enterprise resources, and streamline the business value chains effectively.
In search of holism: It’s easy to get lost without holistic thinking, you have to gain an interdisciplinary understanding of the business via different lenses. The success of business transformation is not casual actions, there are thoughtful planning and cohesive efforts behind it. The best-performing companies not only understand what drives cost but, more importantly, understand how that spending creates value. Low costs do not automatically translate into high profits. Leading changes at the “VUCA” digital new normal needs to leverage the pairs of seemingly opposite forces, such as process vs creativity, analysis vs. synthesis; centralized vs. decentralized control, stability vs. growth, in search of holism. The logical sequence of holistic management needs to be executed in account simultaneously with essential dimensions: people-centricity, business values generation, and organizational structure refinement.
Organizations that thrive on consistency and agility are excellent at maintaining business growth momentum. By leveraging a framework as a steering tool, enhancing a holistic understanding of complex organization, and taking a quality based approach, business management can become more effective at envisioning, planning, implementing, and monitoring the overall health of the business.
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