It’s important to define more than one way to achieve the business goals, and take alternative paths for experimenting and exploring the digital new normal.
ue to the “VUCA” (Velocity, Uncertainty, Complexity, Ambiguity) characteristics of the new normal, organizations have to leverage information to improve its agility and speed. There are many ways to change, the art of discovery is about rising above the learning curves and taking on a new set of activities to create previously unconsidered solutions.
It would be really great to create a fit between the state of the firm and its environment with the appropriate mindset, skillset, and toolkit: The journey of running a purposeful business is more evolutionary than revolutionary. It’s a strategic imperative to create a disciplined space for inspiring creativity, developing and testing new business models, products, services, and business management approaches. People must believe in the company’s vision and mission. They should cultivate the right environment to foster integrity, trust, transparency, and risk-taking in order to build an innovative workforce; focus on what customers want and what the marketplace is moving towards.
In the business cycle of forming-storming-performing-reforming, communicate the higher purpose, and establish clear and shared goals. It’s important to enforce clarity and transparency in communications of strategic initiatives, thereby overcoming uncertainty, ambiguity, and doubt which reduces resistance when implementing change. Do enough analysis to break down an intellectual or substantial whole into parts or components; and then do synthesis-combining separate elements or components in order to form a coherent whole. Keeping business fit means you need to continuously do consolidation, integration, modernization, automation, innovation, optimization with the appropriate mindset, skillset and toolkit.
It becomes more and more important that you’re willing to fight fair in the contest of ideas: Although information is abundant, organizations have limited resources, budget, talent, and there are always some constraints for businesses to explore new opportunities or deploy fresh ideas. Because overly rigid rules, structures, or processes stifle innovation. It is critical to recreate the startup stage and develop an environment in which business encourages dissent, candor, and inspires people to think independently, question common understanding, renew creative energy.
In reality, very few organizations can manage ideas effectively; it’s great to be a strong advocate for the position you consider best. Encourage people to speak frankly, actively listen to what others say, engage in candid give and take communication, and ensure that there is no retaliation for raising difficult issues or constructive criticism. Build a methodological platform to make sure that your company has a steady flow of fresh ideas floating in your innovation pipeline. Learn innovative ideas across the industrial border; learn what the trend of such new ideas are. Ideas are built on other ideas and that idea combination is a powerful technique, and the chain of ideas keeps the organization energetic and people engaged.
It’s important to build in objective fault tolerance to allow for a certain amount of dissension: Organizations and their people learn through their interactions with the environment; they will see the mixed picture of “old and new” in the organization, from the mindset, business model, process or practice perspectives. They plan, act, observe the consequences of their actions. Opportunities, strategies, objectives, analysis, synthesis, tactics and measures follow from that for improving business competency. In order to keep improving, the key is to enlist the dissenters to provide input during the process to maintain engagement.
Business management is usually nonlinear nowadays; you can perceive an emergence of the future state of the business through a multidimensional lens. Forward-thinking organizations cannot think in terms of single-thread serial actions alone nor can they give undue priority to areas that are covered by the tactical implementation of strategic planning only. Change management needs to go hand in hand with strategy people, and performance management. It’s important to get people to want to be involved, create a positive experience for them and build a more open culture where change becomes much better regarded.
It’s important to define more than one way to achieve the business goals, and take alternative paths for experimenting and exploring the digital new normal. The level of organizational resilience depends on how the business can manage change effectively in today’s “VUCA” environment. Forward-looking organizations can grow, innovate and transform by taking a systematic approach to identify and develop potentiality into a more solid form and transform it into differentiated business competency.
