Initiate empathetic communications, engage in creative activities proactively; make a smooth transition from old and new, and renew business constantly.
Organizations today are the mixed bag of old and new. It is no surprise that there is a tension between “old and new,” of different mindsets, business models, methodologies, processes or practice perspectives. There is a poor fit between the new business and the old system. Organizational management needs to establish fitting rules to harmonize, deal with conflicts effectively and create new paradigm shifts seamlessly.
It's so easy to get stuck in old instead of creating new; the tension between old and new never ends: Different people, functions, organizations, industries make change with their own speed. Breaking down those old thought chains, processes, practices can free people and the organization from the past and leap them toward the next level of business growth cycle. Modern organizations are complex systems that tend to be non-linear and thus, hard to predict the upcoming changes on the way. That needs a new model of leadership with traits of openness, vision, innovation, learning plasticity, flexibility, transparency, etc. Change agents and experts in varying arenas are needed to challenge convention and break down peoples' natural resistance to change or to new ideas.
To create new from the old, today’s business leaders and professionals need to be open-minded, resourceful and learning agile, take a holistic view, offer guidance for problem-solving or creating something new from old. They are able to update related principles, policies, and practices that set boundaries, not overly rigid; strike the balance of “old experience” and “new ways” to do things. They can effectively handle issues that they had never met before, deal with creative tensions, encourage changes and alternative solutions.
It’s no surprise that there is a tension between old and new business models: The emerging digital trends bring significant opportunities for businesses to pursue growth by using the lightweight digital technologies and abundant information. Great business models emerge in diverse industries and geographical locations. The designer should review a list of levers for business model components methodologically, and generate the list of potential business model options, systematically. The business management and then, narrow choices based on their core capabilities in order to maximize the value via new business models.
There is the tension between old and new business models. Where you start your business model from, customer needs, technological leaps, market gaps, could mean very little unless you also simultaneously build business capabilities, a culture that can execute it, as well as how to manage the tension between old and new seamlessly. To avoid obsolescence, the business model needs to allow space for innovation and explore the varying possibilities. Technically, there is the mapping relationship between the business model (value model) and capability model, between capability model and process model. The quality capability model allows business leaders to establish important business goals relevant to implement new business models.
Old problems and new issues come in the way, add another layer of complexity: Running a business is an iterative problem-solving continuum as many companies are inundated with overwhelming growth of information, and old or new problems on a daily basis. The management needs to do the check-up: Has the problem been fixed permanently? Does the solution cause any side effects, or cause more serious issues later on? Rather than fixing problems one by one, is it possible to take care of a series of problems more effectively? A solution should match a real problem and with that in mind, the one thing change would be to build a solution-driven, flexible and highly effective business.
The evaluation of problem-solving is to ensure the real problems have been fixed and cause the least side effect possible, assessing processes/methods/practices for improving problem-solving maturity. Today’s business leaders and professionals need to be open-minded, resourceful and learning agile, be able to explore new ways to do things; also effectively handle issues that they had never met before and overcome some unrepeatable challenges smoothly. They are insightful enough to share the “right” things with others, and are open to “wrongs,” not necessarily real wrong, but the complementary viewpoint for creative problem-solving to achieve better results.
Change is not for its own sake, it can be an opportunity for moving the business numbers upwards and taking the logical steps for achieving calculable results cohesively. It’s important to build a working environment in which different stakeholders can find their role in initiating empathetic communications, engaging in creative activities proactively; making a smooth transition from old and new, and renewing business constantly.
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