Sunday, July 16, 2023


Forward-looking organizations can leverage information-based forecasts to bring business insight, allowing business functions, stakeholders, and executives to clearly foresee what’s happening.

In face of rapid change and frequent disruptions, organizations need to awaken the ecosystem consciousness, start thinking about ways to improve, influence, and cultivate a dynamic business ecosystem. 

It’s about understanding how relationships, ecosystems, market dynamics, and the connections between business units are related. Some large business initiatives require the highest risk-taking at a strategic value chain; including organization, investments, and assets. It’s important to take a holistic management approach to run a value-driven business.

It is important to make management reinforcement for steering the business in the right direction and stepping into the deep digital new normal steadfastly: In the company, every department needs to work together to be successful. Interaction, collaboration, lubrication are important to break down silo realities and lead transformative change that carries with it a sense of "evolution." The management needs to figure out a way to ensure that everyone is working towards that company's strategic goals and also towards their own functional or professional goals that will have a positive impact on the organization as a whole.

Organizational leaders and professionals should reinforce thinking processes such as critical thinking, creativity, pattern thinking, and other cognitive skills for either making effective decisions or solving complex problems. Besides shaping a fitting mindset, it’s also crucial to change attitude and desired behaviors. Behavior is a manifestation of attitude. Those are the result of years of habits and reinforcement. Reinforce a set of clearly defined rules, always take process improvement and business optimization as a journey, develop their own set of tailored best and next practices

Recapitulate business cases by focusing on “why,” not just “what”: A business Case provides the description and reason for starting an initiative. Many times we’ve seen business cases that are verbose and rarely read. So to laser focus on the most important perspective, discover “why” you need to take this initiative, then what’s the key point to manage it right. Business executives clarify “why” by deepening understanding of “what”: What are the key drivers behind this project? What problem or event is driving the need for the business initiatives? Etc.

Then, do some estimation analysis to address: What immediacy does this problem or event have and why does it need to be addressed now?What is the cost, time; other resources needed to get to the proposed state? The financial impact of the proposed state in terms of ROI benefits will be achieved through addressing the key business drivers? Can these business benefits be measured? What outcomes can the project sponsor expect to achieve through investment in the proposed initiative?

It’s important to refine people-centricity by clarifying how all the business processes fit together, how accountability, ownership between teams and processes are designed:
Forethoughtful organizations focus on people-centricity. It's the entire value stream that influences the customer experience. The key here is consistency, you can have one of the great experiences with limited processes, but you won't get it right in the majority of cases, or ideally in all cases. If you don't design and manage processes properly, a process design is a pattern, not an instruction.

The contributing factor to customer experience is more than just process. List a set of questionnaires to clarify the plan of customer-centric process implementation, control, and measures: How much time/ finance requires at each step or touchpoints? Are there some points that take too much time and money? What are company internal performance versus Customer Experience; Is it possible to measure it in each Touch Point? How to reveal activities and evaluate outcomes.

Forward-looking organizations can leverage information-based forecasts to bring business insight, allowing business functions, stakeholders, and executives to clearly foresee what’s happening. Leadership teams first understand what it needs to drive future business growth: then they can acquire new abilities to reshape products or services for delighting customers or engaging employees, enter new markets, explore digital marketing channels or optimize business operations continually and build long term business advantage.


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