As a Business Leader: How do you Value your People

Value is multidimensional but also very specific.

We experience the value of someone we just met through an exchange of information. Employers experience the value of their employees every day through their daily interactions with the company customers. In our data-driven society, we seem to measure everything and everyone, and then, we use that information to judge the value and worth of people consciously and unconsciously. However, how can you look at "value" as a situationally specific and multidimensional way, and as a leader or manager, when you value someone, can you make a fair judgment and treat them the same by treating them differently?

Value is multidimensional but also very specific: To really recognize the value, we must value everything. People’s mindsets, skills, capabilities, emotions, and weaknesses, our professional goals, our relationships, nature, society at large. Only then can we strike a balance without compromising the value of any person or anything. If you treat everyone and everything as valuable then deal with your own biases, everyone starts with a level playing field. The value is very specific. It depends on how one would define value and interpret it to fit the mold or apply criteria to create the desired value. Value is also multidimensional, such as personal value, ethical values, principal values, and cultural values, etc. You can not determine the value of someone based on observation, statistics, or assumptions. However, you can experience the value of someone directly or indirectly through engagements or interactions with that someone or a group of people.

The value of an individual is measured based on productivity, creativity, and contribution to the organization today and tomorrow. An individual hired in the wrong capacity may not seem as valuable or as contributing as much unless allowed to help with other functions or share ideas that change the way processes or procedures are done, adding value to the organization. The value of an individual is based on their contributions and connections to the organization. Many skills can be taught, but if someone doesn't have a passion for their work and a connection to the organization, it becomes very difficult to contribute fully, and, therefore, the value is less. All companies & HR departments claim to value their employees highly, but this value (perceived or actual) of a person changes depending on time & circumstances. Employees are valued when they are seen as performers who devote maximum time, efforts and resources to meeting organizational goals. Talent managers should also spend time on unleashing the talent potential and transform it into business value for long-term growth.

Valuing someone implies respecting them, just like valuing nature implies respect for the environment. For people this is reflected in seeking their support and offering yours; being courteous and caring. By collectively valuing everyone also places you strategically to extract the best performance from all employees. It is obvious that the actions we CHANGE are our behavior to pass judgment when we have not had an opportunity to experience the value of what it is that we want to judge. Valuing someone implies respecting them, encourage them to be who they are, understand them via empathy, and align their value with the organization’s value propositions.

Avoid falling into the value assessment trap and looked at each person as a valuable team member. At first glance, they may not fit the mold expected or be at their best in a specific role but time spent on getting to know the team allows a leader to understand the individual contribution of all of their people; adjusting, realigning roles and responsibilities and optimizing output - making best use of all of your valuable people. There is always a good chance that many people will see value in anything. What another fails to do is controlling their prejudices, which is an individual choice. By accepting that every employee is unique with unique sets of abilities, it is critical to recognize that everyone is valuable, so treat them the same by treating them differently and manage them accordingly.

Valuing employees do not mean you treat everybody exactly the same way but it means you treat them the same by treating them differently. In terms of capability for how people need to engage with one another, whether it be in a professional or personal sense and whether those capabilities can be nurtured and developed in a way that is mutually beneficial for both parties. The feeling of being valued or not is mostly the result of how we have or haven't communicated our intentions to use or develop people's capabilities and unleash their potentials.

Value is multidimensional and situational; there is a tangible value and intangible value as well. So managers need to avoid making value judgments even in the face of performance issues by understanding who, what and why. They need to be a huge advocate for making people feel secure in the wider organization and then tuning the individual's role or responsibilities to suit their character, abilities or preferences, which required the whole management team to really get to know their people profoundly.

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Info-intellent

The voice of Systems Thinking, to communicate within the spiral of conscious awareness, is a story.

Humans as intelligent beings with the ability to think! One might ask: What is the purpose of thinking? Do primitive and sometimes fairly sophisticated forms of 'thinking' take place with other species or do we humans confine it to homo sapiens? What is the purpose of Systems Thinking and what is the purpose of being a Systems Thinker? Would you agree that every human mind is a complex system designed to perceive the systematized world in a systematic way, enabling it to perform the simplest of tasks to highly complex engineering?

The purpose of Systems Thinking is to solve problems and creating desirable futures. So many people do not know how to connect the dots within complex systems, nor think inclusively, or holistically, nor comprehend dynamics, induction or deduction, nor understand expensive variables, interfaces, and interactions. System Thinking cannot be completely acquired from theory, or book, or from formal schooling. System Thinking is gained via experience during professional practices. Those who find their way into Systems Thinking, or indeed to a more holistic and integrated way of approaching situations and problems, may do so because of a set of cognitive competencies, or preferences that they possess. Whether our psychological styles and preferences have come about through genetic (innate in some way) or environmental factors is an argument that pervades psychology and beyond.

System thinking can be applied to an entity. A “system” is a source of abstraction. System axioms all equate to context. Experienced System Engineers may be aware that it is all connected. There is flexibility, abstraction, and pliability in the concept of a system and system of systems. These entities are comprised of humans, machines, and the environment. In an oversimplification, one must understand the interactions and interfaces of the defined system under consideration. Your System Thinking abilities can be limited based on the knowledge of applied system engineering axioms. Unfortunately, many have a limited understanding of complexities within integrated systems comprised of hardware, software, firmware, the human and the environment. One has to understand the interfaces and interactions associated with complex systems. We cannot oversimplify thinking about failures and functions. Not everything is stochastic or probabilistic. System Analysis requires many forms of additional thinking: abstract, holistic, system, quantitative, objective, subjective, temporal (life cycle), and critical.

The true purpose of Systems Thinking is to understand and to integrate oneself into the General System. It’s the way that keeps reducing inconsistencies between the actual flows of the System, and one's understanding of the System and its flows. True Systems Thinking practitioners are those who have integrated Systems Thinking so thoroughly that they see themselves too as being already integrally in flow within the rest of the dynamics of the General System, ever alert to the other system dynamics flowing around and through them on a continuing basis. The purpose of a Systems Thinker is determined by the role she or he undertakes in the system she or he perceives as the one she or he inhabits. Who else can determine the purpose other than the systems thinker? Everyone has internal motivations that may conflict with the systems in which we purportedly operate.

Systems Thinkers are experts in helping people and the team get the complete and full pictures. Once we fully understand that any act that we have made is having an effect on everything around us, we can truly understand the value and the importance of "Systems Thinking," until then many may not understand the voice of the Systems Thinkers- in order to gain insight and understanding. Within a team, observations come from different viewpoints, different mindsets, life experiences, educational backgrounds. A team must be grounded in the same value paradigm, which in turn assures the integrity of individual contributions, provides certainty of 'intentions' by individual contributors. Systems Thinking sees the essential components interconnected and interdependent, co-creating lifetimes of shared desirable consequences both intended and unintended, as a way of being modeling the way in every present moment committed to embracing uncertainty, co-leading, and shaping patterns doing the right things right in a world and universe where we are all-inclusive. The systematic structure provides the shell within which individuals can collaborate to create transparency to problems. Once a state of transparency has been reached, collaboration turns into cooperation, as multiple approaches to finding solutions require efforts only guided by intentions, based on common values.

Systems Thinking is searching for meaningful relationships both within these subsystems and between them; monitoring and observing links and feedback systems. That is complex. One description of purpose, for an efficient and flexible living system, is to thrive, (safe conditions, energy inputs, and reproduction), to sense objects distal or proximal, and to adapt to environmental deviations. The living system achieves this by taking the path of least resistance. Those interested in Systems Thinking are either drawn to or interested in the variability of nested interactions. The interactions are required to maintain or be enabled in returning to a thriving condition.

The voice of Systems Thinking, to communicate within the spiral of conscious awareness, is a story. Metaphors that appeal to 'common sense' understandings of situations that require solutions. ST is about the agility of decision making in the unfamiliar and rapidly changing environment. Solve problems in a lasting way without creating other and more problems, or, at least, optimize the solution by understanding the trees without missing the forest.

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The CIO Leadership is the CENTER of the “Future of CIO”

The CIO LEADERSHIP is the CENTER of the "Future of CIO"!

The blog is a dynamic book flowing with your thought; growing through your dedication; sharing your knowledge; conveying your wisdom, and making influence through touching the hearts and connecting the minds across the globe. The Blog is a Dynamic Book which Flip to the Future Continually!

The “Future of CIO” Blog has reached 1.5 million page views with the #2131th blog posting today. Among 50+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting, CIO LEADERSHIP is the CENTER of the "Future of CIO"! Here is a set of featured “Future of CIO” categories to highlight CIO leadership and management capability:

The CIO Leadership is the Center of “Future of CIO”

1. CIO Leadership/CIO Debates/ (350+ Blogs): The magic “I” of CIO sparks many imaginations: Chief information officer, chief infrastructure officer, Chief Integration Officer, chief International officer, Chief Inspiration Officer, Chief Innovation Officer, Chief Improvement Officer, Chief Insight Officer, Chief Imagination Officer, Chief Interaction Officer, and Chief Influence Officer etc. The future of CIO is entrepreneur driven, situation oriented, value-added, she or he will take many paradoxical roles: both as business strategist and technology visionary, talent master and effective communicator, savvy business enabler and relentless cost optimizer, and transform the business into a Digital Master!

2. IT Transformation/IT Strategy & Roadmap/IT Performance/KPIs (300+ Blogs): IT is not just to support strategy, IT strategy is an integral part of business strategy. The main problem is that business executives still limit their vision of IT as “IT supports a strategy,” CIOs role as C-level is to contribute to the formulation of the business strategy where new trends of technology will provide strategic business capabilities to the business that will enhance the competitive advantages of the organization. With information and technology interwoven into business strategy, IT will re-integrate into the business, delivering business initiatives derived from corporate strategy. Such effort will just be one that is appropriate to the organizational maturity and culture.

3. Digitalization/Digital Master Tuning (250+ Blogs): Digital Master - Debunk the Myths of Enterprise Digital Maturity was published in Jan. 2015, it is the book to envision the multidimensional impact that digital philosophy, technology, innovation, and methodology will have on the future of business and human society. It received overall great feedback in the IT community and beyond. After publishing, I also wrote more than 100+ blogs to continually advocating the best principles and the next practices to run a “Digital Master” - The organization that has rich digital insight, high-level innovation capability, and maturity, not only to initiate digital innovation but also to drive enterprise - wide digital transformation.

4. Information Management/Analytics/Cloud/Social Computing (500+ Blogs): Information Potential directly impacts business's potential of organization: Potential value of business all depends on how the information will be used again in the future and this is often exceptionally uncertain. Information may never be used again, or it may be used multiple times. Unless you can predict how it might be used again for tangible gain, it is difficult to say what, if any, potential value. The art and science of information management are to optimize information usage and achieve its value and full potential. The purpose of IT organization is to leverage the latest technology trends such as SMAC and ensure the right people getting the right information at the right time and location. 
5. IT Principles/Practices//EA/Capabilities/PM/BPM (350+ Blogs): Organizations today have to manage the large quantity of projects to beat competition and delight customers. Think about how a portfolio platform might look, it includes innovation management, portfolio management, enterprise architecture, business process, the planning aspects of a portfolio, all should make up a platform. They all offer extensive reconfigurability to reflect the way you like to see the portfolio sliced and projects run (flexible or formal process with "forks"), with links to business strategy alignment, scenario planning, program and project life cycles, project initiation, requirements management, risk management, resource management, project controls (progress, finance, quality and change), comprehensive dashboard reporting and tracking of benefit realization.

6. Innovation/ Creativity (250+ Blogs): In recent years, creativity has become a very highly valued skill. Creative people combine existing possibilities to reach more often unexpected solutions. Creativity is an essential building block for innovation in business. It is very important to recognize that innovation is an essential factor for a company’s long-term success. However, becoming a truly innovative company is difficult, due to the risks involved and management skills needed. Innovation is about moving forward. In any business, if you are not moving forward, you are moving backward.

7. Talent Management (200+ Blogs): People are the most invaluable asset in any organization anytime and anywhere. However, the traditional talent management treats people more as cost or resource, less as an asset or capital investment; performance management approaches more focus on measuring behaviors and quantitative results, with ignorance of qualitative assessment about character, mindsets, talent potential, multidimensional intelligence and culture effect. Talent competency is the digital lenses through which people managers ought to assess and manage talent in more strategic, analytical and creative way.

8. Change Management (200+blogs):  Change Management and Strategy Management need to go hand in hand. The goal for change is always to make improvement or innovations happen, and it's a progressive journey to keep business move forward. Change is inevitable, but more than two-thirds of change effort fail to achieve the expected results. The change shouldn't be treated as a singular occurrence when it is an ongoing, continued process and dynamic capability within the organization.

9. Governance/Decision Making/ Quality/UX/IT Vendor Relationship (250+ Blogs): Governance is like a steering wheel, to ensure your project or business as a whole to run towards the right direction. The entire point of any governance discipline is to optimize decision making. Governance, risk, and compliance are not a single process. It is a collection of processes (and other governance mechanisms, such as roles) to improve quality, efficiency, effectiveness, agility and maturity of the business.

Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes the time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

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How to Define the Quality of Experience

The better way to define experience is “Lessons Learned.”

Humans are curious by nature and have an unfazed attraction towards perfection. Whatever we are today - our knowledge and our capabilities are on account of our cumulative experience only right from the day we were born, even before. These experience got created consciously and subconsciously both as such, some are positive, and some are negative; some help us grow, and some are undesirable and become the stumbling blocks. What is exactly the experience? Should Experience be measured in more quantitive or qualitative way? And when does experience become a hindrance to future progress?

Experience in most of the case is a mixture of success and failure. It is much more like our personal library, a reference or a chronicle. The very theme for us is that our life is the journey with the knowledge we gain and the experience we accumulate, etc. Everything is like a partially full, or partially empty glass of water, depending on the optimistic or pessimistic mode you are in. We all are in some way givers and seekers. From knowledge point of view, we gave others what we learned or experienced and sought new knowledge from others or experiences of others. All efforts directed to fill the gap in the water level of our glass. Either the fresh thinking or the old thoughts, analyze them, evaluate them and choose the best for the situation. It is not necessary that a correct solution in one situation will be correct in all similar situations. Experience is not about doing the same things again and again; it is about always learning the new things through it -either it’s success or failure. Working with attention to detail by staying focused at the moment while having a certain awareness of the big picture is the best way to handle both. It is a win - win situation. When experiences become cyclical, repetitive with no focus or interest; it soon becomes a trap.

The experiences become a hindrance to future progress when experience resist you to intake knowledge, or de-learn and relearn when necessary. Or the experience causes the arrogance, makes you feel that you are finally capable of everything. Nowadays, we live in the age of information explosion; knowledge is only a click away, but wisdom is still in scarcity. And knowledge life cycle is significantly shortened. A knowledgeable mind can become outdated much sooner than before if it stops filling in the new knowledge. And an experienced professional is faced with similar challenges - do you have X years experience or do you have ONE year experience X times? The pace of change is increasing, EXPERIENCE can no longer be measured quantitatively only, quality counts, dynamic counts, and learning agility counts - in mastering the full cycle of learning, de-learning and relearning. You just have to deepen the experience continually to capture the insight or broaden your experiences to cultivate creativity or refine wisdom.

The better way to define experience is “Lessons Learned.” If lessons are NOT Learned, then it is not Experience. Any lessons learned are helpful in future progress.We as a human also have few attributes like fear (the most important quality needed for survival), skepticism, "first impression is last impression" syndrome, and so on. Although these attributes are necessary, it may actually contribute towards the possible conversion of an experience from an opportunity into a hindrance. But in that case, the so-called "experience" cannot be truly termed as experience. Experience, be it bad or good, has a repository of learnings of "do & don't." Our intentions to gain experience needs to be pure and the aim should be solely driven towards understanding the truth and filling our emptiness in the glass; it will definitely drive us towards progress personally, socially, and technologically, you name it. Some researchers experiment to leverage the systematic thinking and methodology of getting rid of such undesirable experiences. As the nervous system cannot distinguish between a real and vividly imagined experience, they used the synthetic ( vividly imagined ) experience to bring about the desired changes. They found that synthetic experience could change people's behavior - habits, attitudes, beliefs, perceptions, etc.

When experience saturates your mind, you are not open to understanding beyond what you’ve already known. If one has understood about a certain thing in a particular way, then one is not ready to leave it and look at it in multiple different directions. Experience needs to be defined as the lessons we learn, from Experience to Education to Wisdom. If experience brings wisdom, then there is a definite growth. If an experience is repetitive, and then there is a limitation. Experience to tackle new situations under diverse factors is what we should be looking at. So the quality of experience is very essential.

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Three Aspects to Differentiate Digital Leaders from Laggards

Digital masters are dynamic, high-agile, high-innovative, and high-mature business leaders or champions with their own unique strengths and styles.

Digital transformation is a journey, compared to the change, TRANSFORMATION is definitely the more ambitious sounding term, and organization’s digitalization is surely a transformation journey, it has to permeate into the business vision and strategy, mindset and culture, communication and action, process and capability. In the book of Digital Master, I defined the tree-level of digital maturity: Level 1: Digital Laggard, Level 2: Digital Mediocrity. Level 3: Digital Master. What are the important factors to differentiate digital leaders from laggards? Why are there so many companies not taking advantage of customer-facing opportunities to digitize interactions with digital technologies? Even during the journey, shall you continuously check: Are you doing the right things? Are you doing them the right way? Are you doing them well? Are you achieving the desired outcomes? Are you shaping the good digital strategy about the future and positioning appropriately for your place within it? Do you have enough resource to implement the digital strategy? Are the assumptions and risks understood and manageable smoothly? Here are three aspects to build a Digital Master.

Change capability: Digital transformation is the leapfrogging scenario with accumulated steps of changes. Change turns to be one of the ongoing strategic capabilities which underpin successful execution and move an organization from efficiency to agility. However, no change is for its own sake, there's always a clear business purpose behind it, and people are the core of changes. Developing change capability in those who'll help drive and deliver the change, consider also the capability or ability of those impacted by the change to handle its impacts; their resilience will be massively increased if they are involved, included and educated as to what they should expect. Many people across the organization are either directly involved in contributing to the change effort, or they have the opportunity to participate and choose to hold back but know they had the chance to contribute, or, at least, they regularly hear about the key change effort, the design, and progress made even if they have no direct involvement at all. The key trait is credibility at every level of organizations. It is imperative to find a progressive executive sponsor, but you must also find other like-minded, well-respected individuals throughout the organization, to take accountability in the change project or any transformation effort. They will serve the organization with more energy and determination.

Innovation: According to Drucker,” Innovation is the specific instrument of entrepreneurship, the act that endows resources with a new capacity to create wealth.” From a business perspective, innovation is how to transform novel ideas into products and services to achieve its business values. At the individual level, what matters now is creativity. Creativity can manifest in a collective environment: While the individual contributions provide the building block of creativity, it is the collective consensus on what to do with them that is exciting. Develop employees entrepreneurially, let them do things and problems solving in their own way to meet good results. Though the guide is needed at that crucial time, you will see the innovations in your company pipeline. Management should direct workflow, support the health of the team, create an environment where people want to work, encourage brainstorming. If management is successful, innovation will follow. Business innovation is bravery - it may take you to a whole other place. And it’s the success factors to grow into a digital master.

Learning agility: Learning agility is the willingness and ability to learn, de-learn and relearn, and then apply those lessons to succeed in new situations. People who are learning agile continuously seek new challenges, solicit direct feedback, self-reflect, and get jobs done resourcefully. They see unique patterns and make fresh connections that others overlook. At the organizational level, learning organizations are comfortable with complexity, ambiguity, paradoxes and they have a penchant for candor. So high organizational learning relates to high response in recognizing and addressing system constraints. Unless constraints are addressed, a range of employees’ frustrations, risks, stress, and poor organizational performance examples can increase. This means, in turn, understanding levels or approaches at which organizational systems operate, and recognizing how and why they should change, and how they learn. As a result, this can influence employee and group learning and development. Thus, for a learning organization, it is not enough to survive only, but for thriving; not just for running a business today, but for growing and transforming the business to reach a high level of digital maturity in the long run.

Digital Masters are the high mature digital leaders in their vertical sector and business ecosystem. The digital transformation does not mean only to adopt the latest digital technologies or tools; it refers to modification and internalization of new values, behaviors, and culture when the need for the significant digital shift is identified. The business capabilities are also different from the mere sum of individual abilities and skills of its members; processes underpin business capabilities; and culture nurtures capability coherence. It’s about what we do as a company, how we do it, it’s collective capabilities to ensure organization as a whole can achieve more even it is consist of a group of normal people, and the well set of optimal capabilities can be cultivated via cultural coherence and continuous process improvement. Digital masters are dynamic, high-agile, high-innovative and high-mature business leaders or champions with their own unique strengths and styles.

Digitalization is like a flywheel, and Digital Masters are the one riding above it. Surf more Information about Digital Master:

Digital Master Kindle Version Book Order URL

Digital Master Book URL

Digital Master Author URL

Digital Master Video Clip on YouTube

Digital Master Fun Quiz

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A Contextual Mind: Context is the Chain of Association

Context is part of a polygon. Each vertex dynamically interacts with the other vertices.

Some say, content is the queen, and context is the king. Context is “the parts of a written or spoken statement that precede or follow a specific word or passage, usually influencing its meaning or effect: You have misinterpreted my remark because you took it out of context. The set of circumstances or facts that surround a particular event, situation, etc.” (dictionary.com). So, it is about the context that gives something meaningful but isn't a context bound, aren't you limited by a particular perspective? Does the dime stop being a dime despite its many uses or does its meaning accumulate with each fresh perspective of the thinking perceiver? Would it be appropriate to summarize by saying that context aids us in understanding what's relevant and what's not?

Context aids us in understanding what’s relevant and what’s not. From a practical perspective, 'seeing' the context you are 'part' of, allows one to identify the leverage points of the system and then 'choose' the 'decisive' factors, in the attempt to achieve the set purpose. To clarify it, without any doubt, this example is always appropriate: when you have to cross a river, no matter being a good or not so good swimmer, the first thing that you are 'interested' in is the depth of the water, rather than its chemical composition; understanding the workings of a river, not just how wide the river is but also knowing its bends, where it is narrow, or where it is deep impacts trade routes, the transportation of people and goods. Also, if you are going to cross that river, you need to know what's in it. Abstractions of rivers--models of models, for example, can give you a general idea of a river but can lull us as well, it all depends on one's perspective and 'inner' structure. The 'constraints' could be identified and the previous experience in the area too, the context offers new opportunities, as well. Talking about development and the context relevance, maybe on the other side, you meet someone who likes to buy your boat - the commercial relationship. Or maybe you discovered a new route for crossing that river, the most effective known by now so that a regular service could be provided for the ones who want to visit the other side. Further contextual intelligence about the river: Shall you consider the river's particular characteristics, its personality. Are you aware of flooding, the seasons of the river, the melting of snow and ice that may feed a river, the animals that may live in the river like alligators or piranha, but also if the animals are protected? The surrounding human settlements of the river also differ, depending on the river. What is being dumped in the river and vented? Water treatment plants, power plants, or factories impact ecosystems. The surroundings create a context for the river in terms of whether you can drink from it, swim in it, or eat fish from it. Pretending a river is a river can be disastrous depending on the context of your own motivations and needs.

Context is the king, and the purpose makes the difference. Context is part of a polygon. Each vertex dynamically interacts with the other vertices. One vertex is cognitive perception. Another vertex is the expectation that there is more going on than just the image. Each vertex interacts with the other, changing as it interacts. Context is of utmost importance. The art and the science are in the creation of the context, which some people will perceive immediately. Teachers create contexts for learning. Scientists create contexts with criteria, stating that under these given conditions, this will happen or appear this way because of the very purpose. Causation is always within a context. For example, water is liquid under given conditions of temperature and pressure. We can create the context for business practices as well. Context can be altered with urgency or the perception of urgency. The motivation for change is not just because it would make work better. It's because of the need, the urgency, the competition, the acquisition of some new capacity that creates the difference between "should" and "is." There are theories and ideas that, when presented well, can inspire, but gets no traction in the application. Great ideas that work great in the context of a lab, but it can't be reproduced in "the wild." How many breathless science articles come out filled with the implications and possibilities of a certain new technological breakthrough, but we have yet to realize these possibilities. It is not possible yet, not possible because of the context--capacity, materials, expertise, scalability, audience or customer need, etc. Context matters because a system will interact with other systems that share or compete for the same resources.

Context is a chain of associations. It's like when you contemplate a work of art. You don't get the whole idea immediately. It has to grow on you, sometimes one piece by the other piece. The implications of its effects on the perceiver reach beyond the visual. It also triggers a chain of associations. You see it in another context, or you might see the influences of another domain colliding with the expected domain. Understanding a work of art and getting it is a learning process. It is a statement about how vision works as well as a demonstration of the perception of the form using only color--points of color--without a line. There is also a surprise in the paintings as well. That, instead of getting clarity as you get closer to the painting, the images become more vague, chaotic, almost meaningless. Instead, you gain visual clarity if you are further away from the painting. The role of context in developing a perspective of a system is that it may be a partial cause for many of the behaviors demonstrated by a system. The implication is that the model of the context could be useful in developing the perspective of a system. Another way to see the power of context is in the ways you can change the factors that create a context. Context needs to be split into two dimensions in terms of understanding the scope - functional and physical, and a third aspect (to assist planning. risk assessment, etc.) is to understand the environment in which the "something" will be developed and then operate.

For complex problem solving, understanding context is often the first and the important step in understanding - without it, you are working without any boundaries, or basis for understanding what you are doing. You always have to build a scaffold towards the solution so that capacity can be developed. Only then can the information be used the way it needs to be used, create the relevant context to make a more lasting solution. That's part of the allure of constructing knowledge. Everybody participates and has a stake in the solution.

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A Strategic HR

 The HR in any organization as a department or individual need to be proactive in all aspects.

Today most of the organizations have a reactive HR. First of all, why aren't people always talking to HR? Why is HR only seen while recruitment, appraisal, increment or separation? HR needs first to bridge the gap to become the place where an employee needs to feel the importance of HR. Which role HR plays in an organizational profitability? And how to run a strategy HR?

HR helps organizations put "the right people with the right role at the right time." HR must start thinking like the rest of the business, and that includes proper strategic thinking designed to achieve the greatest impact for the least resource spend. Where to start? The fastest and best way to impact profitability is to make sure the hiring process is based on proven performance predictors so the right people get put in the right jobs, then integrate with evidence-based talent management, so performance continues to improve. Do those two things and you'll have transformed the business so much you won't need to worry about your internal PR. One of the major and important roles of HR is to help business hire the best of in terms of character and support later on in training on the technique and growing the expertise. Therefore, It improves the business effectiveness and efficiency, not only in terms of cost but also in terms of quality of the deliverables, which means happy clients, more work, happy employees, etc. And then HR can prove itself as a strategic corporate asset by creating value and cost control. This can happen when HR plays the key role in ensuring that the company strategic plan is implemented successfully by providing HR deliverables that are in alignment with company performance drivers. Secondly, HR should develop a performance measurement system that keeps corporate leaders update about how HR is contributing to overall firm performance and how HR impacts on the bottom line. HR can assess the role of talent acquisition initiatives, system processes, and the cost-benefit of utilizing vendors. HR can mitigate a company's risk at many different levels at its foundation and provide executive support in many other areas of the business around, training, recruiting and communication to name a few.

HR professionals serving as business strategists is an important step to transform HR as a strategic business partner. The fact is that there are many things HR can do to improve profitability. HR should understand their company's objectives; from there, be able to build strategies that tie into these to contribute to the organization's profitability. Overall, HR is experts at attracting, motivating and retaining key talent. Without this, a company in this day and age could lose this crucial competitive advantage and as such profitability as well! One of the success factors to HR significantly improving profitability begins with HR professionals serving as business professionals and strategists first and only then as HR experts on problems or issues addressed. When the real value is added to the business, only then can significant profit be generated. Those who just do not perform the HR journey often forget that for most of the organizational members, HR represents the face of their organization. Although, to the equity holder, it is the financial man that holds the key, often forgetting that even the finance man is a part of the human face of the organization. In essence, investors look at the numbers in money terms whereas a visionary organization looks into beyond these financial numbers. However, it is the onerous responsibility of the HR professionals to ensure that they do not remain just numbers because numbers do not perform journeys whereas the HR performs.

The benefits HR plays are in retaining and developing employees. The cost of hiring, training, and investing in a new employee is a major expense that is constantly rising and if you face constant turnover, a new hire is a huge expense that you may not get the return on your investment for. By ensuring that employees are properly trained, building a strong company culture, and developing successful employee retention programs, as well as many other things, HR not only contributes to saving their company a lot of money by reducing turnover, but also by developing strong performing employees that contribute to the profits and success of the company. From Strategic Planning, Recruiting, Training, Performance Management to providing uncompromising Leadership, HR can contribute a lot to improve company profitability by quantifying workforce productivity, controlling workforce costs and the true cost of recruiting, mobility, training, performance, engagement and turnover, managing cultural change, developing and coaching others, implementing healthy organizational environment. Employee engagement has been shown to affect profitability. Satisfaction may not promote increased engagement, but dissatisfaction will limit or prevent engagement. There are all sorts of things that can cause dissatisfaction; HR should learn what they are and try to ameliorate the causes

Human Resources also occupies a unique position within a business enabling them to identify organizational problems, resulting from poor management or weak leadership. By regularly communicating with employees at all levels, they can often gain insights others cannot. Knowing the "upcoming" talent within the company HR often is in the best position to suggest who can move into problem areas as needed. HR should, and must, become a business partner. It is urgent for them to get power to decide back, in a sea of engineers and finance experts. Because it all starts from within, a good way to raise HR PR / profitability is as follows:

-HR objectives to be clearly defined in the organization.

-HR to partner up with the business to ensure ongoing and adaptable contribution.

-HR to perform efficiently and effectively and then put in place evaluation methods to be able to build on feedback.

-HR to communicate the advantages on an ongoing basis.

HR practitioners need to use data more often to build business cases for talent analytics and expenditure analytics. They need to work to develop professional relationships with other senior leaders. The efforts should be collaborative, and more about building teams and relationships. When you do this, a trust level enters into the equation, and colleagues will not always automatically view HR as an expense. Especially when data supports the decisions and action. What can HR do to improve Company profitability? The "ticket" to having the seat at the table is to deliver real measurable value in the key areas such as developing a desired culture (safety, innovation, execution, change, etc.), improving retention by developing leaders who get what it takes to continually re-recruit and retain great people. Doing well in the key areas of retaining and finding talent, bench strength development, and a culture of being values-driven (vs. policy driven) deliver value in tangible ways. Where HR goes above and beyond is a relentless focus on eliminating waste and inefficiencies that deliver reduced costs and improved profitability. (Reduction of administrative fees, eliminating redundancy and time-consuming tasks, and reducing direct and indirect costs that result from harm in the workplace.

HR plays a significant role in an organization's profitability. When it is acknowledged that employees play a major part in an organization's performance, HR function does play its part equally. Recruiting right talent to the business at the right time is the key for success. Tracking the efficiency and optimizing the productivity of employees supports the company greatly. This helps in rightly sizing manpower for the organization. HR has a paramount importance, in supporting the business, hire the right people today for tomorrow, meaning those people which have the right attitude and soft skills, allowing the organization to adapt to the future through multidisciplinary capabilities, adaptation to change, flexibility and open mind. A Proactive HR can not only make a business profitable but also let it survive through tough times like recession! 
HR is an artery of every organization since the recruitment and selection process is carried out by this office amongst other responsibilities. There would definitely be no profits in an organization should HR carry out the recruitment and selection process incorrectly. Thus, HR should ensure that its systems and processes are up to date and relevant to the dynamic environment at all times. HR needs to be the business partner to both operations and transformation, understanding the organization's goals & issues, deriving HR's strategy thereby. And HR has its own expertise based on solid evidence over time and across all industries, company sizes & company maturity levels. These are the themes which HR needs to emphasize and prove their worth to business strategy and implementation; recruiting the right people for skills, capabilities fit, developing people in skills and leadership, recognizing & rewarding individual & team performance. Its overall function is to make sure the organizations walks its cultural talk. It is the internal oil that ensures the other parts are blending smoothly which includes identifying that talent is used effectively and paid well, ensures that turnover is monitored, complaints get heard and responded to in a timely way, HR proactively honors the human pulse of the organizations and looks for ways to enhance the culture to keep organizational leadership in tune with changing times.

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