Organizations have to strike the right balance; while balance is neither stillness nor stagnation, they have to make better, not perfect solutions, correct wrong, build capacity to generate multifaceted business value smoothly.
Great business initiatives should be viewed as an "opportunity" for solving crucial problems. Dealing with the challenge of business transformation requires accelerated digital mindsets, multidisciplinary knowledge and practices. It is crucial to identify and close enterprise capability gaps for achieving business coherence and improving organizational maturity.
Organizational solutions to wild problems are better or worse, not true-or-false: As problems exist not in isolation, but as an interacting system of problems. If you don't look outside the boundary of the problem, or you ignore the interdependence of seemingly different problems, your solution is not complete as you don't understand your business environment deeply enough. “Completeness” in problem-solving is not necessarily "complete solution," Foresight driven recommended solutions are in demand to drive intended progress. The intention is not about finding the perfect solution but making better problem resolution.
Organizations today encourage innovative problem-solving, usually, complex problems can be broken down to smaller ones, each of them perhaps has multiple solutions. The solutions could be better or worse; but not absolutely “true-or-false.” Choices are great, but how to make the right choice based on trustful information in order to solve problems with an optimal solution. Information could be a very clue to select a better solution. Learn from the past problems and challenges along with encouraging others to learn from the problems that have happened.
Right and wrong have multifaceted means, clarify logic underneath: Sometimes right and wrong mean correct and incorrect; sometimes they mean morally/ethically good or bad; sometimes they mean accurate or inaccurate. Most of the people have been using the words right and wrong in the moral/ethical sense in the society. So how to define right and wrong depends mostly on your perspectives, experiences and situations, whether different societies have their own criteria, laws or standard, etc.
Philosophically, there isn't always a right or wrong choice in any situation and there are a lot of grays. Business leaders and professionals with learning plasticity can learn fast and smart, and apply the acquired knowledge and lessons learned to succeed in new situations. Whether we know it consciously or not, we are always making a choice. Though we can't control the outcome of our choices, Besides engaging with your mind, sometimes you need to follow your gut-feeling to make choices that fit your circumstances while your consciousness might not know for sure. More freedom with more choice is a myth. Sometimes no right or wrong choice, but take the different trail to explore and experience the life or professional journey.
Organizations incorporate means and ends into the business management continuum: Organizations are complex, people are complex, and business ecosystems are complex. There are many shades of complexity today. A good leader is someone who doesn't lose sight of the long-term ‘“big picture" and spends the majority of their time, efforts, and resources on achieving short-term goals. Great professionals keep learning agile, and adapt more readily to whatever changes life/work throws at them. Sharpening the saw is the means to the end, not the end. They apply knowledge to doing knowledge work, observe the consequences of their actions, make inferences about those consequences, and draw implications for future actions.
Contemporary societies are becoming more complex, we all need to take most of the time to sharpen the saws, such as prepare for the emerging changes, build the team, understand the problem, get the right tool ready before jumping in approaching solutions or drawing conclusions. Innovation is the means to an end; it is about production, assimilation, and exploration of a value-added novelty in business, economic and social spheres; renewal of products, services, and markets; development of new methodologies or practices. Sometimes people or things get stuck by misunderstanding the means and end. It’s always crucial to keep the end in mind, generating value ultimately.
The world is dynamic, nonlinear, uncertain, and volatile, logic is often nonlinear and multidimensional in today’s “VUCA” world. As emergence becomes apparent, if people don't understand the purpose of their roles, it will be very hard to run the business effectively and achieve expected business outcomes. Organizations have to strike the right balance; while balance is neither stillness nor stagnation, they have to make better, not perfect solutions, correct wrong, build capacity to generate multifaceted business value smoothly.
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