The breadth and depth of business management improvement include process optimization, people development, workflow streamlining, culture evolution, competency development, etc.
Cross-disciplinary Competency: Those well-designed organizations are experimenting, exploring, learning the lessons, and developing the best and next practices to embrace interdisciplinary digital learning and build well-rounded skills to overcome professional challenges.
It means having better opportunities to connect the dots across geographical, functional, organizational, industrial, or generational boundaries and integrate multidisciplinary methodology for enabling digital leaders and professionals to look at the wider aspects of problem space and then understand the effect of imposing boundaries within that space, in order to frame the right problem and solve it in a structural way.
Technical Competency: Due to the changing nature of digital technologies and the rapid growth of information, the workforce today needs to have both technical and business acumen, and develop professional attitudes, capabilities, skills, flexibility, intelligence, practicality, pragmatism, etc.
High professionals need to be able to think, learn new technologies, and relate what they have known in the past to the new technologies. There is intense learning and continuous knowledge updates for business professionals, thus, learning agility is even more important than knowledge itself.
Holistic Solutionary Competency: Holistic thinking has a correlation with systems thinking which is the thought process for seeing interrelationships rather than isolated things, from seeing patterns of change rather than static “snapshots.” A holistic view can either be used to refine or adjust the problem statement so that it can be approached reductively. Being holistic also suggests a genuine sense of exploration and innovation or simply creative problem-solving.
Entrepreneurship & Intrapreneurship: The heart of intrapreneurship is about changes, the intrapreneurship activities can improve organizational growth and profitability, and depending on the company’s dynamic environment, their impact will increase over time. Many leaders and professionals are trapped by conventional thinking. Intrapreneur leaders are open-minded and confident to take the path perhaps no one ever took before, and be resilient to fail fast and forward. able to explain the big why clearly, articulate the strategic rationale behind the venture, and systematically address the innovation strategy agenda.
Culture Competency: Competency could be learned but the culture of an organization remains a fingerprint and an identity of the organization. If one were to write a case study of the organization's journey to success, the culture of the organization becomes a key element of interpreting the path to excellence, not as much the measured performance parameters. Culture could be considered part of the people skills/competencies component to model a business capability. The culture of an organization is an indicator of the competency parameters at their best.
Resilience Competency: A business system gains more and more energy until it crosses the point of system resilience. The level of organizational resilience depends on how the business can manage the gray area effectively in today's “VUCA” environment. The key is to enlist the dissenters to provide input during the process to maintain engagement. With resilience, individuals are able to bounce back from setbacks or failures; organizations can overcome the continuous digital disruption.
The breadth and depth of business management improvement include process optimization, people development, workflow streamlining, culture evolution, competency development, etc. The cohesive set of business capabilities becomes the digital competency of the organization. The maturity of a business capability would be based on the ability of the organization to deliver on either customer needs or to achieve the desired performance outcome.
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