Digging into Three “P”s in Running Digital Organizations

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Digital transformation represents the next stage of business maturity which will improve how the enterprise works and interacts with its ecosystem, with the customer at the center of its focus, information as the life blood, and innovation as the new muscles. Due to the “VUCA” nature of digitalization, the business complexity is unavoidable, companies that are skilled at running a high-effective digital organization can gain advantages by pushing the boundaries of a more complicated business mix, building coherent organizational capabilities, and digging into three “P”s, for running high-mature digital organizations.
Personality: Organizations have personalities in the same way that an individual does. In many ways, the organization is a reflection of the personality of its leaders or managers. Because organizations look to and talk about and mimic their organizational managers and leaders, it is these groups (particularly the first line / middle-level managers) that have a lot of power to influence the environment quickly and substantially. An “introvert” organization perhaps are more information-driven, able to “think” more, and respond to its environment intelligently. An “extrovert” organization are more action driven based on the leaders’ intuition. And each type has its own pros and cons. Every organization has a story: A set of beliefs, values, myths, history and judgments about the inner world of work, and the external environment around them. Whether at an individual or collective organizational level, what the personality assessment measures are the underlying motivational drivers that drives one’s focus, mental map, decision-making style, relationship to norms, time and change, etc. Together these patterns ultimately drive behavior, actions and performance.
Performance: Performance is a result of how well the organization achieve its business goals, or how well a manager engages in developing an employee to make a certain accomplishment. A robust performance management system needs to be designed with end users in mind, more output driven, not process-driven; create synergy and optimize overall organizational maturity. Performance management is not just about winning, but in pursuit of excellence. It is important to streamline performance management scenario by simplifying systems, processes, objectives and share ownership, and follow with the amplifying individual, group and organization’s achievements. Winning and excellence are superb words for people who work very hard to achieve their goals and be competitive, and in the scope of organization, the fundamental business goal is to pursue operational excellence and achieve high performance business result.
background-1886783_1280.jpgPotential: Performance keeps the lights on, and potential leap the individual or the organization to the next level. All ambitious businesses strive to unlock its business creativity and unleash its full digital potential. It includes establishing a business climate that encourages creativity, and it also means investing the time and resources to develop domain skills in people and effective collaboration in groups, Helping people recognize when they are being creative shows them what you’re expecting from them when you ask them to be “creative.” Also create an interactive environment with customers. Business Creativity” must be something to do with the customers , create an interactive environment with customers, so that you can reverse engineer from customer to a creative product. Without innovative leadership, creativity is sporadic rather than integrated into the thinking and activities of the organization.  it needs to be truly spread throughout organizations to maximize the collective business potential.
Assessing organizational personality, managing company performance and maximizing business potential are important management scenario to build up a positive business climate, foster trustful relationship, enforce relentless communication and collaboration, encourage creativity, pursue excellence, to improve digital business maturity.
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May 27, 2017 at 11:12AM

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from Pearl Zhu

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IT is the Business inside the Business

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At traditional organization setting, IT was perceived as a support function only to keep the lights on. Nowadays, information is permeating into every corner of the business and digital technologies are the driving force behind business disruptions. The exponential growth of the “digital transformation” opportunities is creating new innovation opportunities for the business. The business must begin to see IT as an integral part of the business and not just as an enabler. In fact, IT is the business inside the business. The role of the CIO continues to evolve rapidly in the midst of the information in digital transformation and the accelerating changes in technology.
The digital revolution means that channels to customers, running IT as a customer-centric business: IT has both internal and external customers, IT doesn’t exist to take the order from internal customers only.  IT doesn’t exist to do everything it is asked. Nor does it exist to implement without business justification. It is there to manage a scarce and expensive resource for the business, to improve both top-line business growth and bottom line efficiency. IT is the plumber to keep information flow, IT is also a conductor to play its own music sheet and orchestrate digital symphony. When IT leaders complained that they are not invited to the big table for participating strategy making and oversight, and when business departments complain that the IT department doesn’t understand business, you know, the gaps between business and IT are enlarged. Often correctly skill roles are missing from an integral digital organization. From talent management perspective, what is needed are lots more impartial and independent hybrid talents (either specialized generalists or generalized specialists) who can help businesses define a robust and rigorous set of needs, work with technologists to deliver the solution and with both parties to ensure the desired outcome happens. The reality is that business leaders need digital acumen as much as financial acumen, psychological knowledge as well as business/technology knowledge, doing its best to see that the application of IT brings the best business results. IT is the business inside the business.
IT and the business need to develop a true equal partnership and work to pursue the desired outcomes: IT shouldn’t react just as a support function to keep the lights on, as nowadays, businesses count on IT to process data, refine information and capture insight, to grasp the emergent business opportunities or prevent the potential risks. “First seeking to understand then be understood.” IT is no longer that island, or corner and those who still want to stick in that corner or periphery are living in a fool’s paradise! IT is integral to the business. It cannot deign to step off the line and work autonomously. Today’s IT professionals understand there is only business initiative, keep the end in mind to either achieve business value or improve customer satisfaction. IT can’t behave in a vacuum or at arm’s length; IT acts as an agent for different functions and countless other crucial business processes that affect most of an enterprise. Repeatable success comes when IT and business act from ‘IT vs. business’ to a true partnership.  It is the time for business and IT to take each other more seriously, and ideally, integrate as a whole.
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IT strives to be a revenue contributor to the business: IT needs to spend more resources on spotting business growth opportunities, looking for solutions which will directly benefit the external end customers will improve the competitive advantage and in-turn bring in increased revenue. Businesses need people who are passionate about exploiting information enabled by information technology to work at the heart of the enterprise. With emerging digital opportunities and risks, business leaders (including IT leaders) are once again seeing the benefit of the IT strategy being fully part of the enterprise strategy. IT is the business inside the business. That is the way to go. Alway take the customer views as the basis of either strategy management or performance/measurement, reduce the delivery cycle time to customers. Running IT as the software startup mentality helps to energize the organization to do more with innovation, speed up, reduces the cost of doing business, increases the margin, and even helps to bring the new revenues stream. The companies that are working to bridge IT-business gap will be the most successful business going forward. They see that technology is driving their business regardless of the industry segment they play in, and information is the gold mine all forward-looking businesses are digging in to explore the art of possible.
To run IT as the business, IT leaders and professionals have to practice strategic thinking, creative thinking and systems thinking to laser focus on customers, and keep the business end in mind, to always thinking the better way to do things and achieve high-performance business result. The payoff of IT digital transformation is not just for the quick win, but to build the long-term business competency.

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May 27, 2017 at 11:09AM

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Shutterstock CEO Says New Business Plan Hinged Upon Total Overhaul of IT

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Shutterstock has grown rapidly since 2003, evolving from crowdsourced photo market into a one-stop shop for agencies and creative professionals in need of pictures, video, music, editing tools and more. “Getting to the point where we can sell any asset, any time, to any customer, under a simplified license was one of the reasons why we have migrated and why we continue to push toward a unified platform,” says Jon Oringer, founder and CEO. “Change is hard. Not everyone was up for it.”

May 27, 2017 at 02:53AM

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from Steve Rosenbush

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BrandPost: Is your business AI-ready?

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In a poem first published in 1967, Richard Brautigan imagined a world in which people were freed of all their labors and reunited with nature in a world “all watched over by machines of loving grace.” In different words, this theme was a hot topic for attendees and presenters at the recent Dell EMC World conference in Las Vegas. Not so much about machines of loving grace, but it seemed that everywhere you went people were talking about machine learning and artificial intelligence, and what this new era means for all of us.

In a “Guru Session,” Sir Tim Berners-Lee, the inventor of the World Wide Web, explored some of the implications of the rise of AI, including the notion of machines taking over jobs long held by humans. That’s not necessarily a scary proposition from his perspective. He noted that there are many mundane jobs that humans really shouldn’t be doing. So, the issue is not one of robots taking jobs away from humans, but of humans doing the jobs of robots. Sir Tim predicted that the future will bring many AI applications that will allow robots to take care of everyday mundane tasks, freeing humans for higher-level work.

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May 27, 2017 at 01:46AM

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from Brand Post

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Muitos acreditam que as Fintechs acabarão com os bancos. Não é bem assim…

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Vivemos uma onda de “banco digital”, que nada mais é que a descomplicação do produto bancário, e a abertura de crédito mais fácil e inteligente, a partir de qualquer local, no dispositivo de sua preferência

May 27, 2017 at 01:44AM

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