Balance, growth, and harmony are not fixed, they are flowing.
Organizations should take a nonlinear approach to balance change and stability: “Opportunity vs. risk” is the coexisting truth companies across the vertical sectors need to handle wisely. Organizations across the vertical sectors can grasp growth opportunities, but also identify critical business issues; predict and prevent potential risks timely.
Silo mentality or unprofessionalism can produce a myriad of negative externalities. Organizations have to strike the multitude of balances which impact each other in order to achieve a state of dynamic equilibrium. One focuses on the fundamental management responsibility for supporting; the other drives transformative changes boldly.
Nonlinear discipline can bring greater awareness of intricacies and value of organizational systems, processes, people dynamics, technology, and resource allocation, etc: The digital paradigm that is emerging is interwoven with abundance of knowledge, flexible processes, and unique competencies. It becomes complex if things do interact, particularly in the case of "nonlinear" business relationships, you cannot predict the actual effect of interaction straightforwardly.
It is important to apply interdisciplinary logic to understand the interconnected and interdependent components of issues, build strong teams with specialized expertise and unique competency for solving them piece by piece. Simplexity is nonlinear logic for improving organizational agility, flexibility, and design maturity. The business management sets the good principle, clarifies logic underneath, advocates a kind of transparency or clarity, and improves business manageability.
Organizational leaders must take the holistic discipline with mixed styles for managing everything that is necessary to get digital ready: Although every forward-looking organization intends to build a people-centric organization, very few of them see the interconnectivity between employee satisfaction and customer satisfaction.
It takes a logical approach to leverage resources, assets, and time effectively, making the trade-offs between operational excellence and innovation. To climb up the organizational maturity pyramid from functioning to firm to delight, organizations need to make certain tradeoffs for balancing growth and stability, make the fair tradeoff of employee satisfaction and customer delight.
With “VUCA” normality, business complexity is unavoidable. To survive the fierce competition and thrive with the long-term business advantage involves more planning, adjustment, and speed. It’s important to understand that business management is multifaceted and holistic. It’s difficult for businesses to be good enough in vast dimensions depending on the nature of their industry, as well as which stage they are at the business development cycle. Balance, growth, and harmony are not fixed, they are flowing.
0 comments:
Post a Comment