It’s important to scale up and expand the boundaries, optimize organizational processes and develop business competencies, transform the underlying organizational structures and functions to ensure long term business prosperity.
In fact, organizational management today should provide a new level of transparency, cross-examine business opportunities and risks, contribute to or facilitate and accelerate organizational performance systematically.
Organizations rise and fall, not on the quantum of static plans and resources, but on the capabilities to lead and manage for producing better than expected outcome: In a VUCA world, business executives should be sufficiently aware of the "general condition" of the various capabilities to input into a qualitative assessment of the current state of the business. Timing is everything; execution is more critical than planning. It is essential for the entire company to be pulling in the right direction by allocating resources, time, and assets scientifically. It's leadership's responsibility to lead the implementation of the business strategies step-wisely.
The top reason why business implementations fail is because they were not actionable from the get-go. There are lots of pitfalls in business execution, such as lack of accountabilities, lack of expertise, unhealthy inter or intra-divisional tensions, frictions, competitions. The managers today, especially senior leaders should have the ability to perceive the big picture of the business ecosystem, complement the team’s viewpoint to bridge gaps, integrate the expectations of critical internal stakeholders into design; integrate people, process, technology into core competency, to accelerate business performance smoothly.
Organizations rise and fall not on their well-trained traditional management methodology, but on their abilities to move the needles forward, make a leap with agility: Most “classic” management principles rooted back from the industrial revolution are silo based, with command & control style, gradually losing steam in the hyperconnected digital era. As silo functions and divide-and-conquer methodologies for running the business with overly rigid processes and structures causes ineffectiveness in the long run. The consequence of all of these are lots of delays, waste, decision bottlenecks, culture inertia, low performance, etc.
Digital era is full of uncertainty, velocity, complexity, and ambiguity. To run a holistic business, it’s about seeing interrelationships rather than isolated things, for understanding patterns of changes; strike the right balance of transaction and transformation. The essence of holistic management discipline is about constantly improving the business and seeing change as an opportunity while keeping evolving an ever-expanding business ecosystem, with the goal to produce great results.
Organizations rise and fall not on the “under-control” on the surface, but on business’s abilities to handle conflicts, risks, and increase resilience: In many command-control working environments, there is no energy in the room because people are afraid of being themselves and saying anything. But these businesses also lack the healthy cycle of feedback management, creative workforce and fresh energy to renew. There is the energy between people; it is so natural if a bunch of people are working in a team towards the common goal, there will be conflicts and it is the manager's top duty to resolve those issues without unconscious bias. In fact, it’s the chance to know the team, the situation, the scenario, and the root cause, encourage constructive behavior and open discussion upon the issues with the goals to clarify values, complement each other’s differences and increase business agility.
Opportunities and risks co-exist. When you avoid risks, you might also lose opportunities for business growth. Risk management needs to lift up from risk control to risk intelligence which can identify the potential business growth opportunities. The leader with risk intelligence will integrate risk mechanisms into the enterprise’s core processes with the proactive risk management scenario to improve business responsiveness and resilience.
Nowadays, organizations suffer from overwhelming information, overloaded tasks; over-crowded market space. Holistic business management is an iterative cycle to design, build, scale, and optimize business competencies to achieve desired effects under specified performance standards and conditions. It’s important to scale up and expand the boundaries, optimize organizational processes and develop business competencies, transform the underlying organizational structures and functions to ensure long term business prosperity.
Organizations rise and fall, not on the quantum of static plans and resources, but on the capabilities to lead and manage for producing better than expected outcome: In a VUCA world, business executives should be sufficiently aware of the "general condition" of the various capabilities to input into a qualitative assessment of the current state of the business. Timing is everything; execution is more critical than planning. It is essential for the entire company to be pulling in the right direction by allocating resources, time, and assets scientifically. It's leadership's responsibility to lead the implementation of the business strategies step-wisely.
The top reason why business implementations fail is because they were not actionable from the get-go. There are lots of pitfalls in business execution, such as lack of accountabilities, lack of expertise, unhealthy inter or intra-divisional tensions, frictions, competitions. The managers today, especially senior leaders should have the ability to perceive the big picture of the business ecosystem, complement the team’s viewpoint to bridge gaps, integrate the expectations of critical internal stakeholders into design; integrate people, process, technology into core competency, to accelerate business performance smoothly.
Organizations rise and fall not on their well-trained traditional management methodology, but on their abilities to move the needles forward, make a leap with agility: Most “classic” management principles rooted back from the industrial revolution are silo based, with command & control style, gradually losing steam in the hyperconnected digital era. As silo functions and divide-and-conquer methodologies for running the business with overly rigid processes and structures causes ineffectiveness in the long run. The consequence of all of these are lots of delays, waste, decision bottlenecks, culture inertia, low performance, etc.
Digital era is full of uncertainty, velocity, complexity, and ambiguity. To run a holistic business, it’s about seeing interrelationships rather than isolated things, for understanding patterns of changes; strike the right balance of transaction and transformation. The essence of holistic management discipline is about constantly improving the business and seeing change as an opportunity while keeping evolving an ever-expanding business ecosystem, with the goal to produce great results.
Opportunities and risks co-exist. When you avoid risks, you might also lose opportunities for business growth. Risk management needs to lift up from risk control to risk intelligence which can identify the potential business growth opportunities. The leader with risk intelligence will integrate risk mechanisms into the enterprise’s core processes with the proactive risk management scenario to improve business responsiveness and resilience.
Nowadays, organizations suffer from overwhelming information, overloaded tasks; over-crowded market space. Holistic business management is an iterative cycle to design, build, scale, and optimize business competencies to achieve desired effects under specified performance standards and conditions. It’s important to scale up and expand the boundaries, optimize organizational processes and develop business competencies, transform the underlying organizational structures and functions to ensure long term business prosperity.
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