Friday, July 14, 2023


Scenarios can be very strong planning tools qualitatively, and get you the best time-value result.

rganizations large or small are living in the digital sea today, they have to change with the "tide." Business management is often multidimensional in the “VUCA” reality; the nonlinear vertical business logic comes through different characteristics and it is acquired through a learning process involving discourse within the context of an organization. 

Business management is multifaceted; it takes multistage logical scenarios to create multiple pathways for leading changes smoothly.

Logical scenario to manage a healthy workforce is to put the right people in the right position to solve the right problems: Businesses today become hyper connected and interdependent; a systematic management scenario is based on the logical scenario to diagnose the real problem; and solve them radically with less side-effects. From a people management perspective, identify innate talent, figure out what is natural and what could be nurtured. People development scenarios involve different stages such as identifying growth mindset, innate talent, developing needed skill sets, and equipping people with the right toolset to improve their professional competency.

It is the logical scenario to gain curve awareness, motivate people to acquire the relevant knowledge, and develop professional capabilities. Put them in the right position, empower them to speak out, select the right problems to solve. Encourage them to clarify the logic for their professional development: What are the natural barriers to achieving their career goals? What are the human barriers to achieving them? What should you do to reinforce people management effectiveness? Personalized training would be more effective and efficient as people can select the context, fitting styles for their personal needs or schedules.

The more complex the change is, the more comprehensive the changing scenario needs to be: Be cautious of the learning curve and risk behind the large scale of changes. In fact, the change curve seems to be a tempting solution on how to explain the change scenario to the people concerned. It’s important to convey a clear vision, opening the honest dialogue, making an objective assessment of current state, appointing change champions, setting the dynamic change processes and applying nonlinear logic to manage changes effectively.

In order to make effective organizational scope changes, you have to maintain and fix any imbalance in those elements by establishing a cross-functional change management team involving the management of different functions. All stages must be handled with attention, logical reasoning, and knowledge proficiency to ensure success. It is important to experiment, explore, engage and strike the right balance between flexibility and process; creativity and logic. Some additional variables that might merit consideration are the scope, scale, and impact of the changes. (refreshing the portfolio, finding totally new fields or ensuring on-going extension of the current portfolio)

Good planning is goal-directed, purposeful, and logical, establish a set of “What-if” scenario logic with agreed-to response plans in place: When developing a strategy, you should always plan the implementation of the strategy, and prepare for the “What If” scenario which shows potential scale of business benefit to be driven from the portfolio based on different mixes of business initiatives. If you start with the understanding of what we are trying to solve with changing our organization, understand the currency for change and learning, then you are starting off on the right foot.

Retrospective scenario is the process started whenever people start applying the scientific method of observing, experimenting, problem-solving scenario. It’s important to build trust for discovering the root cause of problems and providing solutions to tailor the real problems. There should always, at every turn, be a taste of better days, of continual improvement of retrospective goal-driven action planning. It’s about making continuous improvement, streamlining a stepwise process toward something "better" and leap business management to the next level of agility.

The digital world is dynamic, nonlinear, uncertain, emergence becomes apparent, for adapting to changes. Organizations reach the turning point when their top business leaders can think outside the current constraints and comfort zones. It’s critical to take multiple scenarios for framing the right problems in order to improve problem-solving effectiveness. Scenarios can be very strong planning tools qualitatively, and get you the best time-value result.


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