Be conscious of the learning curves, keep sharpening their mindset and skill set, in order to drive large scale change in a structural way.
The business will become more successful when the corresponding learning curve has reduced the uncertainty to the point where the information can be synchronized, organizational interdependence can be structured, and the strategic synergy can be created to expedite business performance.
It's about creating a better value proposition: Business value is multifaceted and could mean different things to different people. There are different forms of value such as employee value, customer value, economic value, alliance partner value, managerial value, and societal value, etc. Good values shape a benevolent culture and a better society. The whole value chain needs to be aligned, engaged, contributing by sharing the value so varying stakeholders get their fair share.
Many leaders are trapped by conventional thinking and get stuck inside the familiar box which limits their knowledge and perspectives. To perceive and preserve value, identify stories on the basis of value proposition, you need to have a very clear idea of the overall "value proposition" as well as the business model. The whole value chain needs to be aligned, engaged, and contributing so customers and stakeholders get their fair share, define the ideal business model, distribution, products & services, and business brand. The value chain process is the flow of activities, which include what managers, employees and applications do, to build a good strategy to drive value-added innovation.
It is no surprise that there is a tension between “old and new,” from the business model, mindset, process or practice perspectives: Organizations today are the mixed bag of old and new. There is a poor fit between the new business and the old system. Many organizations are struggling with overly rigid business hierarchy, inefficient processes, and shortage of professional skill sets. It is the reality that there are functional silos existing, so the organizational progress and harmony often get hampered by incoherent capabilities and inconsistent speed.
It’s no surprise that there is the tension between open-mindedness and close-mindedness; old and new business models; static processes and dynamic processes, best practices and next practices, etc. The emerging digital technologies & trends bring significant opportunities for businesses to pursue growth and explore new ways to do things. There is a delicate balance of inside and outside factors that enables business management to be aware of flow, and be open to engage people in the activities that help them rejuvenate positive energy.
It's important to create the space for innovation dialogues and debates: Innovation is all about figuring out the better ways to do things or produce something new to achieve its business value. It is about how to ride the learning curve to get into actions in creative, positive, and productive ways. People are encouraged to challenge old assumptions, embrace different perspectives, update knowledge, and apply alternative ways to solve problems. It’s about debating why innovation is important for their organization, developing a common understanding of it, creating the necessity and motivation for it.
It’s important to keep a workforce open to innovation by cultivating a compelling future vision, the presence of transformational leadership, and justice. It’s important to identify innovation capacity gaps or bottlenecks, such as resource limitation, process ineffectiveness, skills deficiency, or culture inertia, etc. Only in an open trusting space, creativity can flow smoothly and innovation can be catalyzed effortlessly. A participatory management style with multi-channel organizational communications are in demand to catalyze innovation and produce value-added services or products to current customers or exploring the new customer need.
Organizational leaders and professionals should be comfortable with “VUCA” reality, envision the bigger picture, predict and prepare the next level of business transformation. Be conscious of the learning curves, keep sharpening their mindset and skill set, in order to drive large scale change in a structural way.
It's about creating a better value proposition: Business value is multifaceted and could mean different things to different people. There are different forms of value such as employee value, customer value, economic value, alliance partner value, managerial value, and societal value, etc. Good values shape a benevolent culture and a better society. The whole value chain needs to be aligned, engaged, contributing by sharing the value so varying stakeholders get their fair share.
Many leaders are trapped by conventional thinking and get stuck inside the familiar box which limits their knowledge and perspectives. To perceive and preserve value, identify stories on the basis of value proposition, you need to have a very clear idea of the overall "value proposition" as well as the business model. The whole value chain needs to be aligned, engaged, and contributing so customers and stakeholders get their fair share, define the ideal business model, distribution, products & services, and business brand. The value chain process is the flow of activities, which include what managers, employees and applications do, to build a good strategy to drive value-added innovation.
It is no surprise that there is a tension between “old and new,” from the business model, mindset, process or practice perspectives: Organizations today are the mixed bag of old and new. There is a poor fit between the new business and the old system. Many organizations are struggling with overly rigid business hierarchy, inefficient processes, and shortage of professional skill sets. It is the reality that there are functional silos existing, so the organizational progress and harmony often get hampered by incoherent capabilities and inconsistent speed.
It’s no surprise that there is the tension between open-mindedness and close-mindedness; old and new business models; static processes and dynamic processes, best practices and next practices, etc. The emerging digital technologies & trends bring significant opportunities for businesses to pursue growth and explore new ways to do things. There is a delicate balance of inside and outside factors that enables business management to be aware of flow, and be open to engage people in the activities that help them rejuvenate positive energy.
It's important to create the space for innovation dialogues and debates: Innovation is all about figuring out the better ways to do things or produce something new to achieve its business value. It is about how to ride the learning curve to get into actions in creative, positive, and productive ways. People are encouraged to challenge old assumptions, embrace different perspectives, update knowledge, and apply alternative ways to solve problems. It’s about debating why innovation is important for their organization, developing a common understanding of it, creating the necessity and motivation for it.
It’s important to keep a workforce open to innovation by cultivating a compelling future vision, the presence of transformational leadership, and justice. It’s important to identify innovation capacity gaps or bottlenecks, such as resource limitation, process ineffectiveness, skills deficiency, or culture inertia, etc. Only in an open trusting space, creativity can flow smoothly and innovation can be catalyzed effortlessly. A participatory management style with multi-channel organizational communications are in demand to catalyze innovation and produce value-added services or products to current customers or exploring the new customer need.
Organizational leaders and professionals should be comfortable with “VUCA” reality, envision the bigger picture, predict and prepare the next level of business transformation. Be conscious of the learning curves, keep sharpening their mindset and skill set, in order to drive large scale change in a structural way.
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