It is important to scrutinize all crucial business factors from mindset to behavior; develop a series of gap-minding practices to speed up changes and lead business progress coherently.
Organization is at different stages of the business growth cycle, it perhaps requires diverse flows and differentiated business manageability. Each growth stage of the business involves flow and ebb to drive evolutionary changes.
Highly discerning people are better equipped to leverage different sources of information to bridge cognitive gaps and make sound judgments. Without true understanding, there is no way to have strong discernment. It’s important to demonstrate the willingness to acquire additional information, update knowledge, address ignorance and the assumptions, and gain a clear discernment to close cognitive gaps.
Gap analysis of business requirements vs. capability: Identify current state, future state of the business, compare the actual performance with the potential performance; do deep analysis, identify areas in a capability portfolio that can be changed and optimized. Do cost-benefit analysis of business capability development by comparing investment cost to its anticipated financial benefit. Do analysis about interdependencies, risks, approach, milestones, etc. At the program level, executives are sufficiently aware of the “general condition” of the various capabilities to input into a qualitative assessment.
Visualize the “gap of opportunity” to catalyze growth and innovation. When you place the “To-Be” state first, it creates a paradigm shift in your approach. List down the factors needed to reach its target state and then, make a plan on how to fill the gap between the two states. It is important because it helps to identify if a company is performing to its potential and if not performing, why it is not performing to its potential. A roadmap should then typically contain or be informed by capabilities needed to get there, transform the manual process and the business requirement to process design and process governance so that the organization’s mission, vision, and goal can be realized effectively.
Gap analysis of people/talent management: There’s a disconnect between short term staff needs and long term talent perspectives. There is also a gap between the traditional way to recruit and manage talent and the alternative pipeline for talent identification and development. It’s an organization’s commitment to effectively managing the flow of talent to achieve an organization’s goals and investing in people to ensure the brighter future of the business.
Innovators are in strong demand to fill the gaps of creative problem-solving. To be creative, one would have to break down some old rules or silo mentality, bridge knowledge/skill gaps, take risks to get out of the conventional thinking box, broaden thoughts and connect wider dots for coming up with alternative solutions. Organizations should update technologies or optimize processes, in order to bring new steps that can open to innovations enhancement.
Today’s organization simply just can’t stand still, bridging the gap of opportunity between where you are and want to become is a welcomed challenge. It is important to scrutinize all crucial business factors from mindset to behavior; develop a series of gap-minding practices to speed up changes and lead business progress coherently.