The purpose of operating a people-centric organization is to build an intensive and effective working environment allowing all the right people with the right capabilities in the right position to solve the right problems innovatively.
To reach the high level of organizational maturity, companies should gain the super consciousness of business purpose, be able to let themselves think not only of what exists, how they exist in the business world, being in the business world, and how to lead progressive change, build a people-centric organization.
Given the unprecedented level of complexity, and given the challenges of today’s business problems, lack of contextual understanding leads to poor problem-solving for the long run: Often people take the easy path, think and work at a superficial level rather than spend the time to understand what is going on underneath. So the solution only fixes the symptom and even causes more problems later on. knowledge is no doubt important but more than that is complete awareness of what is happening in the context.
In today’s digital world, knowledge is concrete, and intelligence is contextual; logic is often nonlinear and multidimensional. Even now you have all the different angles to consider but they perhaps look very different depending on your perspective. It’s always crucial to classify information and know their linkage to capture the insight for understanding things thoroughly in order to deal with today’s complex business issues effectively.
Given the “VUCA” normality of the ecosystem and given the challenges of ever-evolving business reality, strategy management today is usually dynamic with a lot of moving parts: The business plan is not static, it has to evolve emerging business properties for adapting to changes. It is critical to building dynamic capabilities for accelerating strategy execution. An organization can make a smooth alignment, approach a flow zone when people are ready to move to a fluid structure; leaders are eager to set stages for change acceleration, strike the right balance between centralized efforts and decentralized efforts, build up clear objectives with short, medium and long term performance expectation.
An often forgotten fact is that organizations consist of different types of intersecting and interacting systems: Social, Technical, and Cultural. Business management is an iterative continuum propelled by both visible and invisible enablers such as process, resource, culture, etc. High mature organizations have a healthy business cycle continuum of business interactions, information technology management, and culture refinement. Flexibility should be embodied in the 'right-hand aspects' differently, for dealing with moving parts of strategic planning. Each part of the organization, including all of the key functions must "put it all together," to be successful in implementing strategy and bringing tangible business results.
Given frequent disruptions and numerous obstacles on the way, a mature reaction of the organization to a given situation would determine the level of business resilience: Business management is fundamentally an iterative cycle to design, build, scale and optimize business competency to achieve the desired effect under specified performance standards and conditions. You cannot predict anything beforehand but can imagine with many experiences involved in the current or in the past. There are many roadblocks or hidden pitfalls on the way to drive changes. Business resilience is the capacity to respond to the unexpected in a way that increases gain, minimizes loss.
Resilience enables people to press on and persevere despite difficult circumstances. It involves the translation of “how to deal with uncertainty” into “how to mitigate uncertainty or deduce the degree of uncertainty” via collecting information. Resilience is a measure of how well a business system or a process will resist shock, extreme events, and turbulence. It’s about bouncing back, forwards or restructuring for integrating the change in some way. The level of organizational resilience depends on how the business can manage the gray area effectively in today's “VUCA” environment.
Businesses today are not just working within the industry, but also permeating across the business ecosystem. It is important to apply the holistic management approach to build differentiated business competency. Where the whole has purposes of its own as well as the parts. The organization has purposes of its own and the people working there maintain purposes of their own. The enterprise cannot fulfill its purpose without the employees; and unhappy employees will leave or not fill the purpose they are serving in the enterprise. The purpose of operating a people-centric organization is to build an intensive and effective working environment allowing all the right people with the right capabilities in the right position to solve the right problems innovatively.
0 comments:
Post a Comment