Organizations today need to take logical steps for building dynamic business competencies and developing solid pillars to shape a high performance business.
It requires accelerated mindsets and takes a multidisciplinary management approach to improve change capacity of the business, intensify enterprise growth orchestration and unlock business performance.
It is the responsibility of the leader to initiate his or her team to break down the silos to realize the common values & goals: Each organization has its own set of values and purposes. After clarifying the multifaceted value of stakeholders, business management needs to build their corporate strategic goals for conveying the value. The corporate strategy is far more important than the personal and departmental goals. It’s important for organizations to be more future-oriented, focus on long term perspective, make the combination of components or elements to form a connected whole, perceive “what could be,” rather than sticking to the traditional ways of fixing symptoms,
In practice, examination of a single part does not reveal the wholeness of parts. Having alignment at the top of global management concerns is indicative of the persistent, pervasive conundrum. To implement strategic goals, you need to understand where you are "coming" from and to know where you need to go. To achieve this, you must understand the "eco-environment." so corporations become agiler to achieve strategic goals, with nonlinear steps, with a dynamic continuum.
It is not about the plan; rather, it is about the planning process that you will go through continuously as you implement: Sometimes you need to be flexible when implementing the strategic goals; as significant variation from the planned result may, in fact, be a signal that the original plan is flawed; that a major shift in the environment has occurred, It necessitates rethinking the plan and adjust actions. It might be good to work with plans and assumptions and scenarios, as long as you keep in mind that these have been elaborated from past knowledge or experiences. If it is really unpredictable, that means the future cannot be, in any way, deduced from the past.
In times of uncertainty and unpredictability, change is part of reality, there will be several short-term changes in direction that could slow down the long-term direction but does not cause a 180-degree turn. Organizational management needs to be opportunistic and agile within a general strategy and adapt their plans to fit the emerging environment while staying the overall course.
It’s always important to strike the right balance of process and customization; more focus on outside-in, people-centricity: People-centric business is fluid, agile, flexible and resilient in knitting all necessary elements together into great customer experience management. There are a lot of key success factors, including “hard” factors such as policy, process, performance, and “soft” factors such as culture, leadership, and communication that come with that, in order to make business transformation sustainable.
Customer perception and experience is bottom-up: leadership influence is top down. Quality customer feedback can be refined into fresh insight to understand customers’ needs and wants. Customized process management has potential to refine and integrate customers’ feedback into process management. People-centricity are obliged by the external environment to be flexible for meeting customers’ expectation, developing the trustful relationship with suppliers, and even building the “coorpetition” association with competitors
Organizations become more complex; there are different complexities at a different time or dimension; and there are multilateral integrations to achieve business coherence. Organizations today need to take logical steps for building dynamic business competencies and developing solid pillars to shape a high performance business.
In practice, examination of a single part does not reveal the wholeness of parts. Having alignment at the top of global management concerns is indicative of the persistent, pervasive conundrum. To implement strategic goals, you need to understand where you are "coming" from and to know where you need to go. To achieve this, you must understand the "eco-environment." so corporations become agiler to achieve strategic goals, with nonlinear steps, with a dynamic continuum.
It is not about the plan; rather, it is about the planning process that you will go through continuously as you implement: Sometimes you need to be flexible when implementing the strategic goals; as significant variation from the planned result may, in fact, be a signal that the original plan is flawed; that a major shift in the environment has occurred, It necessitates rethinking the plan and adjust actions. It might be good to work with plans and assumptions and scenarios, as long as you keep in mind that these have been elaborated from past knowledge or experiences. If it is really unpredictable, that means the future cannot be, in any way, deduced from the past.
In times of uncertainty and unpredictability, change is part of reality, there will be several short-term changes in direction that could slow down the long-term direction but does not cause a 180-degree turn. Organizational management needs to be opportunistic and agile within a general strategy and adapt their plans to fit the emerging environment while staying the overall course.
Customer perception and experience is bottom-up: leadership influence is top down. Quality customer feedback can be refined into fresh insight to understand customers’ needs and wants. Customized process management has potential to refine and integrate customers’ feedback into process management. People-centricity are obliged by the external environment to be flexible for meeting customers’ expectation, developing the trustful relationship with suppliers, and even building the “coorpetition” association with competitors
Organizations become more complex; there are different complexities at a different time or dimension; and there are multilateral integrations to achieve business coherence. Organizations today need to take logical steps for building dynamic business competencies and developing solid pillars to shape a high performance business.
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