Digital transformation represents a break from the past, with a high level of impact and complexity. Transformation efforts need to be undertaken as the means of getting to a defined different capability to accomplish a defined goal.
Digital transformation is a multi-dimensional pursuit to embed digital into the very fabric of the business: Increasingly, enterprises find themselves enmeshed in the digital ecosystem. To stay competitive, companies must go beyond experimenting with digital and commit to transforming themselves into a fully digital business powerhouse. To effectively respond to the new dynamics, companies must begin thinking about ways to broaden their ecosystems and revenue streams while becoming more responsive. Business management systems and processes are gradually moving away from a static, unidirectional, and time-bound avatar to a more dynamic, continuous, and interactive state, such a dynamic ecosystem explicitly seeks to create a ‘living” environment where people can grow, and businesses focus on dynamic resource management, harmonized business relationships, the long-term business perspective, and scalable organizational performance.
Digital synchronization occurs when all parts of the choir sing their respective parts in harmony: often the different functions of organizations evolve digital with different speed. So many organizations will have to 'mix & match' at least two different speeds.' The majority of organizations today are running in between - the mix of old and new - the hybrid mode. In practice, even in the simplest organizations, the 'speed' is not homogeneous across the enterprise, there are seed differences between 'front office' and 'back office,' enterprises with multiples businesses and associated business models. If the majority of organizations at the industrial age are manipulated by silo thinking and hierarchical style, and then digital means holism and interconnectivity. Building an evolving digital organization is to advocate the concept of “business as a whole is superior to the sum of pieces.”
The digital age of business and world shall move up from apathy, to sympathy, to empathy: The powerful and hyperconnected digital technologies, in fact, make the world “smaller,” the physical barriers such as mountains or oceans, can no longer isolate people from understanding each other deeply, it is must easier for people to find the “like-minded” friends across the globe. The hyperconnected digital world is, in fact, moving from ampathy to sympathy, and now to empathy. Still, many leaders have sympathy, but lack empathy, they intend to help and manage well, however, sometimes, it goes to the opposite direction. You can always listen and build understanding by imagining you were in the other party’s position, pondering what it could feel like, and acknowledging that experience, especially when it is much different than your own. Without empathy, the wrong problems were framed, and therefore, often the symptoms, not the root causes, were fixed. Empathy conveys the respect which is crucial in the binding of peer-to-peer relationship, connecting the minds and touching the hearts.
The powerful digital forces bridges digital divides accelerate digital flow and improves digital fluency: Creating a business context where people can collaborate where they are empowered and respected and make collective decisions is the essence of the digital information fluency. Understand the competitive landscape, find business partners that can help the business succeed, and demonstrate benefits to the entrepreneurial ecosystem in ways that might have happened in the past but at a much faster rate with much broader impact in the digital era. It is the business "harmony." A digital organization can only achieve high performance via bridging the digital divides, enforcing communication, harnessing collaborations, and making a seamless execution. Moreover, such a digital management approach should offer a more holistic view, hence allowing for the review of work design, pay and incentive systems, decision-making structure.
The business advantage lies in the hands of people with “KASH” - Knowledge, Attitudes, Skills, and Habits! To be successful, leaders should know that they need to learn quickly as to how they can assign the right person with the right capability to the right position at the right time to solve the right problems, and fully unleash their potentials. Digital fitness doesn’t mean to set the cookie-cutting standard to ensure that everyone needs to have the same thought process, the same personalities, the same preferences, or the same experiences or capabilities. Indeed, the digital fit means to “think differently.” The best fit team has complementary skills and capabilities, and the best-fit organization has differentiated competency to achieve a high-performing result. Digital means the rapid speed of change and unprecedented complexity of the business. From talent management perspectives, managers should help employees find the way to link their activities to digital strategy, by doing that, every staff should be able to see what they can make a difference to the company, and hopefully to the customers as well. And employees are more willing to take up challenging works outside their comfort zone and keep understanding of how their actions impact on the “big picture,” customers, and translate to the business objectives.
Create your digital credos to accelerate digital transformation. This is accomplished through establishing strong interdependent relationships, inspiring creativity and innovation, achieving operational excellence, improving customer satisfactions and building a superior set of digital capabilities in order to move up the organizational maturity.
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