Pearl Zhu's Blog, page 1450
March 7, 2015
Digital Master Tuning #52: Can Organizations Overcome the Barrier of Effective Implementation of Innovation as a Strategy
Innovation should eventually result in business benefits - be it tangible or intangible.
Innovation has to result in something which leads businesses to a better state than where they are today. However, people invest in many failed projects because they dream big; their thoughts did help the incubation but were not able to navigate the twists and turns during actual implementation resulting in either a failed state or a completely inverse ROI. That's why innovation success rate is still in single digit percentage. Can we debate more on "does innovation happens when you are pushed to the corner or can it be driven," while doing so how important the vision, strategy, commitment and funding from top management is.
Innovation should eventually result in business benefits - be it tangible or intangible. Innovation is different than creativity. The biggest challenge in organizations with innovation as a strategy is the in-depth understanding of what is means to innovate and then mechanisms for enabling innovation across the organization. Innovation should eventually result in business benefits - be it tangible or intangible. Many times the employees have been biased with innovation only as disruptive innovation and did not consider incremental innovation as an option. With a well-defined approach in leading employees towards coming up with innovative changes in the day-to-day tasks, organizations have seen significant benefits. Most employees when they are asked to put focus on innovation, then tend to think only large, absolutely out of the box ideas - this is disruptive innovation, and is not so easy to achieve. Another type of innovation is incremental manner - small innovation in day-to-day working, which is more realistic and steers towards the organization in achieving its strategic goals. Most projects fail, if at all they are put through execution, due to the human element. There is a fear of the unknown, then a lot of times, innovation is feared to bring in job cuts. It also fails because the management fails to understand who all are the real stakeholders (direct and indirect) and since they are not taken into confidence, they are the cause of "entropy."
Building a culture of innovation is strategic imperative. Innovation is not necessarily related to only new products & new service offerings. It can be in areas of new business models or operational effectiveness. Why does the innovation fail? Because the word innovation is either misunderstood by many or by hearing word innovation people step back, it is not possible in these kinds of work. You should first break this barrier and mindset. From incremental manner to break through, the start point could be improving in the day to day work before thinking big, so that bringing in the culture and build a creative environment to make the workforce think and execute rather than just doing their daily work.The second aspect is that organization has to put in big effort to change mindset, the culture, to make employees understand innovation could be in process, system, marketing, organization etc, but not only product innovation. And, implementation of innovation is a collective and inclusive action by all in the organization / teams involved. It is by every individual in the stream from top to bottom line members of the implementing team. The important element is never assume all employees in an organization can innovate to the same level, statistically only around 15% are proactive innovators and early adopters in an organization, that means never push all employees to innovate which will not happen, at best 15% of population would have inclination to innovate, better encourage them first to achieve something.
Create the synergy of innovative implementation. Innovation is the first step, what lacks is execution and of course the organization willing to accept change due to innovation and execution and then in particular give it enough time to flourish. Innovation is about getting new ideas and someone needs to have little space to think about the ideas. People are so busy in executing their day to day things and have very little or no space to come out of their current sphere and think about doing things in different way, that makes a big gap in implementing the innovation. Engage more employees and give them space. Barriers can be daunting, yet overcome. Innovative implementation has advanced many, but if something is missing, stagnation and uncertainty will surface. Be it business, family or community, idealism should not take a backseat to the bottom-line of competition and profit. Since each human bears the potential of greatness as intellectual beings, cooperative effort is crucial. Therefore, each can contribute to overcoming barriers or creating them. If we each recognize the need, properly defined expectation, barriers are overcome. If personal growth is our highest and best objective, individuality is valued as leadership and service co-exist in harmony. Thus, management investing in idealism accomplishes the good that builds the whole; be it business, family, community or nation, if each one shares in orderly implementation, each produces responsible innovative process. Achieving this goal can be difficult, if selfish ambition is allowed, the errors of the past are repeated, the fullness of divinely inspired innovation suffers.
One of the most important aspect for highly successful companies are the ability to innovate and implement successfully. Innovation, in any organization, comes with the baggage like: do we really NEED, who will be RESPONSIBLE, what will be the COST, RISK and ROI etc.... but we all know in today's scenario where we have to work against all odds to become more innovative. Identify the types of companies successfully in innovating and implementing on a very high level: 1) Startups - Startups are mostly successful in innovating & implementing innovation because they have more open culture and less change friction. 2) Dynamic companies - this is a set of companies that are always agile & dynamic for reasons like their domain which might be fast changing, culture of the company, size of company, having exceptional "leaders with vision."What is the innovative result that can be drawn? 1) One important aspect that spreads across both types of companies is the motivation factor. Startups are in the hunt to prove themselves and create their own space, hence they are motivated. Similarly the dynamic set of companies either are into some domain that is fast changing, highly competitive, hence the motivation to be in the game or has it in its culture with motivated individuals as strategized by the company, etc. 2) An incremental run can be had with some baggage as you are running a continuing marathon & have occupied a certain space. While disruptive innovation requires change of mindset. So it’s become important to drop all the baggage & run light - which is what startups inherently do.
The question comes to mind is what is next, how do businesses exist and survive first, should innovation become your first priority etc. Innovation strategy needs to be practiced by management in true spirit. There should be encouragement and involvement by management to spread the spirit. Innovation can be any change which adds value. Even a simple process change can improve efficiency. No doubt every organization has its own vision, mission, value system, strategy, game plan, road map etc and various initiatives are being driven. What you need to revisit is that enough for you to exist, survive and still to achieve what you want to be. Innovative efforts can sometimes fail. Still it is to be recognized. A failure can lead to further probing and can bring results. Innovation has to be a special drive/initiative in every organization to see the big change, great success and be ahead of the game.
Digitalization is like a flywheel, and Digital Masters are the one riding above it. Surf more Information about Digital Master:
Digital Master Wikipedia Introduction
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
Follow us at: @Pearl_Zhu
Innovation has to result in something which leads businesses to a better state than where they are today. However, people invest in many failed projects because they dream big; their thoughts did help the incubation but were not able to navigate the twists and turns during actual implementation resulting in either a failed state or a completely inverse ROI. That's why innovation success rate is still in single digit percentage. Can we debate more on "does innovation happens when you are pushed to the corner or can it be driven," while doing so how important the vision, strategy, commitment and funding from top management is.
Innovation should eventually result in business benefits - be it tangible or intangible. Innovation is different than creativity. The biggest challenge in organizations with innovation as a strategy is the in-depth understanding of what is means to innovate and then mechanisms for enabling innovation across the organization. Innovation should eventually result in business benefits - be it tangible or intangible. Many times the employees have been biased with innovation only as disruptive innovation and did not consider incremental innovation as an option. With a well-defined approach in leading employees towards coming up with innovative changes in the day-to-day tasks, organizations have seen significant benefits. Most employees when they are asked to put focus on innovation, then tend to think only large, absolutely out of the box ideas - this is disruptive innovation, and is not so easy to achieve. Another type of innovation is incremental manner - small innovation in day-to-day working, which is more realistic and steers towards the organization in achieving its strategic goals. Most projects fail, if at all they are put through execution, due to the human element. There is a fear of the unknown, then a lot of times, innovation is feared to bring in job cuts. It also fails because the management fails to understand who all are the real stakeholders (direct and indirect) and since they are not taken into confidence, they are the cause of "entropy."
Building a culture of innovation is strategic imperative. Innovation is not necessarily related to only new products & new service offerings. It can be in areas of new business models or operational effectiveness. Why does the innovation fail? Because the word innovation is either misunderstood by many or by hearing word innovation people step back, it is not possible in these kinds of work. You should first break this barrier and mindset. From incremental manner to break through, the start point could be improving in the day to day work before thinking big, so that bringing in the culture and build a creative environment to make the workforce think and execute rather than just doing their daily work.The second aspect is that organization has to put in big effort to change mindset, the culture, to make employees understand innovation could be in process, system, marketing, organization etc, but not only product innovation. And, implementation of innovation is a collective and inclusive action by all in the organization / teams involved. It is by every individual in the stream from top to bottom line members of the implementing team. The important element is never assume all employees in an organization can innovate to the same level, statistically only around 15% are proactive innovators and early adopters in an organization, that means never push all employees to innovate which will not happen, at best 15% of population would have inclination to innovate, better encourage them first to achieve something.
Create the synergy of innovative implementation. Innovation is the first step, what lacks is execution and of course the organization willing to accept change due to innovation and execution and then in particular give it enough time to flourish. Innovation is about getting new ideas and someone needs to have little space to think about the ideas. People are so busy in executing their day to day things and have very little or no space to come out of their current sphere and think about doing things in different way, that makes a big gap in implementing the innovation. Engage more employees and give them space. Barriers can be daunting, yet overcome. Innovative implementation has advanced many, but if something is missing, stagnation and uncertainty will surface. Be it business, family or community, idealism should not take a backseat to the bottom-line of competition and profit. Since each human bears the potential of greatness as intellectual beings, cooperative effort is crucial. Therefore, each can contribute to overcoming barriers or creating them. If we each recognize the need, properly defined expectation, barriers are overcome. If personal growth is our highest and best objective, individuality is valued as leadership and service co-exist in harmony. Thus, management investing in idealism accomplishes the good that builds the whole; be it business, family, community or nation, if each one shares in orderly implementation, each produces responsible innovative process. Achieving this goal can be difficult, if selfish ambition is allowed, the errors of the past are repeated, the fullness of divinely inspired innovation suffers.
One of the most important aspect for highly successful companies are the ability to innovate and implement successfully. Innovation, in any organization, comes with the baggage like: do we really NEED, who will be RESPONSIBLE, what will be the COST, RISK and ROI etc.... but we all know in today's scenario where we have to work against all odds to become more innovative. Identify the types of companies successfully in innovating and implementing on a very high level: 1) Startups - Startups are mostly successful in innovating & implementing innovation because they have more open culture and less change friction. 2) Dynamic companies - this is a set of companies that are always agile & dynamic for reasons like their domain which might be fast changing, culture of the company, size of company, having exceptional "leaders with vision."What is the innovative result that can be drawn? 1) One important aspect that spreads across both types of companies is the motivation factor. Startups are in the hunt to prove themselves and create their own space, hence they are motivated. Similarly the dynamic set of companies either are into some domain that is fast changing, highly competitive, hence the motivation to be in the game or has it in its culture with motivated individuals as strategized by the company, etc. 2) An incremental run can be had with some baggage as you are running a continuing marathon & have occupied a certain space. While disruptive innovation requires change of mindset. So it’s become important to drop all the baggage & run light - which is what startups inherently do.
The question comes to mind is what is next, how do businesses exist and survive first, should innovation become your first priority etc. Innovation strategy needs to be practiced by management in true spirit. There should be encouragement and involvement by management to spread the spirit. Innovation can be any change which adds value. Even a simple process change can improve efficiency. No doubt every organization has its own vision, mission, value system, strategy, game plan, road map etc and various initiatives are being driven. What you need to revisit is that enough for you to exist, survive and still to achieve what you want to be. Innovative efforts can sometimes fail. Still it is to be recognized. A failure can lead to further probing and can bring results. Innovation has to be a special drive/initiative in every organization to see the big change, great success and be ahead of the game.
Digitalization is like a flywheel, and Digital Masters are the one riding above it. Surf more Information about Digital Master:
Digital Master Wikipedia Introduction
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
Follow us at: @Pearl_Zhu
Can Organizations Overcome the Barrier of Effective Implementation of Innovation as a Strategy
Innovation should eventually result in business benefits - be it tangible or intangible.
Innovation has to result in something which leads businesses to a better state than where they are today. However, people invest in many failed projects because they dream big; their thoughts did help the incubation but were not able to navigate the twists and turns during actual implementation resulting in either a failed state or a completely inverse ROI. That's why innovation success rate is still in single digit percentage. Can we debate more on "does innovation happens when you are pushed to the corner or can it be driven," while doing so how important the vision, strategy, commitment and funding from top management is.
Innovation should eventually result in business benefits - be it tangible or intangible. Innovation is different than creativity. The biggest challenge in organizations with innovation as a strategy is the in-depth understanding of what is means to innovate and then mechanisms for enabling innovation across the organization. Innovation should eventually result in business benefits - be it tangible or intangible. Many times the employees have been biased with innovation only as disruptive innovation and did not consider incremental innovation as an option. With a well-defined approach in leading employees towards coming up with innovative changes in the day-to-day tasks, organizations have seen significant benefits. Most employees when they are asked to put focus on innovation, then tend to think only large, absolutely out of the box ideas - this is disruptive innovation, and is not so easy to achieve. Another type of innovation is incremental manner - small innovation in day-to-day working, which is more realistic and steers towards the organization in achieving its strategic goals. Most projects fail, if at all they are put through execution, due to the human element. There is a fear of the unknown, then a lot of times, innovation is feared to bring in job cuts. It also fails because the management fails to understand who all are the real stakeholders (direct and indirect) and since they are not taken into confidence, they are the cause of "entropy."
Building a culture of innovation is strategic imperative. Innovation is not necessarily related to only new products & new service offerings. It can be in areas of new business models or operational effectiveness. Why does the innovation fail? Because the word innovation is either misunderstood by many or by hearing word innovation people step back, it is not possible in these kinds of work. You should first break this barrier and mindset. From incremental manner to break through, the start point could be improving in the day to day work before thinking big, so that bringing in the culture and build a creative environment to make the workforce think and execute rather than just doing their daily work.The second aspect is that organization has to put in big effort to change mindset, the culture, to make employees understand innovation could be in process, system, marketing, organization etc, but not only product innovation. And, implementation of innovation is a collective and inclusive action by all in the organization / teams involved. It is by every individual in the stream from top to bottom line members of the implementing team. The important element is never assume all employees in an organization can innovate to the same level, statistically only around 15% are proactive innovators and early adopters in an organization, that means never push all employees to innovate which will not happen, at best 15% of population would have inclination to innovate, better encourage them first to achieve something.
Create the synergy of innovative implementation. Innovation is the first step, what lacks is execution and of course the organization willing to accept change due to innovation and execution and then in particular give it enough time to flourish. Innovation is about getting new ideas and someone needs to have little space to think about the ideas. People are so busy in executing their day to day things and have very little or no space to come out of their current sphere and think about doing things in different way, that makes a big gap in implementing the innovation. Engage more employees and give them space. Barriers can be daunting, yet overcome. Innovative implementation has advanced many, but if something is missing, stagnation and uncertainty will surface. Be it business, family or community, idealism should not take a backseat to the bottom-line of competition and profit. Since each human bears the potential of greatness as intellectual beings, cooperative effort is crucial. Therefore, each can contribute to overcoming barriers or creating them. If we each recognize the need, properly defined expectation, barriers are overcome. If personal growth is our highest and best objective, individuality is valued as leadership and service co-exist in harmony. Thus, management investing in idealism accomplishes the good that builds the whole; be it business, family, community or nation, if each one shares in orderly implementation, each produces responsible innovative process. Achieving this goal can be difficult, if selfish ambition is allowed, the errors of the past are repeated, the fullness of divinely inspired innovation suffers.
One of the most important aspect for highly successful companies are the ability to innovate and implement successfully. Innovation, in any organization, comes with the baggage like: do we really NEED, who will be RESPONSIBLE, what will be the COST, RISK and ROI etc.... but we all know in today's scenario where we have to work against all odds to become more innovative. Identify the types of companies successfully in innovating and implementing on a very high level: 1) Startups - Startups are mostly successful in innovating & implementing innovation because they have more open culture and less change friction. 2) Dynamic companies - this is a set of companies that are always agile & dynamic for reasons like their domain which might be fast changing, culture of the company, size of company, having exceptional "leaders with vision."What is the innovative result that can be drawn? 1) One important aspect that spreads across both types of companies is the motivation factor. Startups are in the hunt to prove themselves and create their own space, hence they are motivated. Similarly the dynamic set of companies either are into some domain that is fast changing, highly competitive, hence the motivation to be in the game or has it in its culture with motivated individuals as strategized by the company, etc. 2) An incremental run can be had with some baggage as you are running a continuing marathon & have occupied a certain space. While disruptive innovation requires change of mindset. So it’s become important to drop all the baggage & run light - which is what startups inherently do.
The question comes to mind is what is next, how do businesses exist and survive first, should innovation become your first priority etc. Innovation strategy needs to be practiced by management in true spirit. There should be encouragement and involvement by management to spread the spirit. Innovation can be any change which adds value. Even a simple process change can improve efficiency. No doubt every organization has its own vision, mission, value system, strategy, game plan, road map etc and various initiatives are being driven. What you need to revisit is that enough for you to exist, survive and still to achieve what you want to be. Innovative efforts can sometimes fail. Still it is to be recognized. A failure can lead to further probing and can bring results. Innovation has to be a special drive/initiative in every organization to see the big change, great success and be ahead of the game.
Follow us at: @Pearl_Zhu
Innovation has to result in something which leads businesses to a better state than where they are today. However, people invest in many failed projects because they dream big; their thoughts did help the incubation but were not able to navigate the twists and turns during actual implementation resulting in either a failed state or a completely inverse ROI. That's why innovation success rate is still in single digit percentage. Can we debate more on "does innovation happens when you are pushed to the corner or can it be driven," while doing so how important the vision, strategy, commitment and funding from top management is.
Innovation should eventually result in business benefits - be it tangible or intangible. Innovation is different than creativity. The biggest challenge in organizations with innovation as a strategy is the in-depth understanding of what is means to innovate and then mechanisms for enabling innovation across the organization. Innovation should eventually result in business benefits - be it tangible or intangible. Many times the employees have been biased with innovation only as disruptive innovation and did not consider incremental innovation as an option. With a well-defined approach in leading employees towards coming up with innovative changes in the day-to-day tasks, organizations have seen significant benefits. Most employees when they are asked to put focus on innovation, then tend to think only large, absolutely out of the box ideas - this is disruptive innovation, and is not so easy to achieve. Another type of innovation is incremental manner - small innovation in day-to-day working, which is more realistic and steers towards the organization in achieving its strategic goals. Most projects fail, if at all they are put through execution, due to the human element. There is a fear of the unknown, then a lot of times, innovation is feared to bring in job cuts. It also fails because the management fails to understand who all are the real stakeholders (direct and indirect) and since they are not taken into confidence, they are the cause of "entropy."
Building a culture of innovation is strategic imperative. Innovation is not necessarily related to only new products & new service offerings. It can be in areas of new business models or operational effectiveness. Why does the innovation fail? Because the word innovation is either misunderstood by many or by hearing word innovation people step back, it is not possible in these kinds of work. You should first break this barrier and mindset. From incremental manner to break through, the start point could be improving in the day to day work before thinking big, so that bringing in the culture and build a creative environment to make the workforce think and execute rather than just doing their daily work.The second aspect is that organization has to put in big effort to change mindset, the culture, to make employees understand innovation could be in process, system, marketing, organization etc, but not only product innovation. And, implementation of innovation is a collective and inclusive action by all in the organization / teams involved. It is by every individual in the stream from top to bottom line members of the implementing team. The important element is never assume all employees in an organization can innovate to the same level, statistically only around 15% are proactive innovators and early adopters in an organization, that means never push all employees to innovate which will not happen, at best 15% of population would have inclination to innovate, better encourage them first to achieve something.
Create the synergy of innovative implementation. Innovation is the first step, what lacks is execution and of course the organization willing to accept change due to innovation and execution and then in particular give it enough time to flourish. Innovation is about getting new ideas and someone needs to have little space to think about the ideas. People are so busy in executing their day to day things and have very little or no space to come out of their current sphere and think about doing things in different way, that makes a big gap in implementing the innovation. Engage more employees and give them space. Barriers can be daunting, yet overcome. Innovative implementation has advanced many, but if something is missing, stagnation and uncertainty will surface. Be it business, family or community, idealism should not take a backseat to the bottom-line of competition and profit. Since each human bears the potential of greatness as intellectual beings, cooperative effort is crucial. Therefore, each can contribute to overcoming barriers or creating them. If we each recognize the need, properly defined expectation, barriers are overcome. If personal growth is our highest and best objective, individuality is valued as leadership and service co-exist in harmony. Thus, management investing in idealism accomplishes the good that builds the whole; be it business, family, community or nation, if each one shares in orderly implementation, each produces responsible innovative process. Achieving this goal can be difficult, if selfish ambition is allowed, the errors of the past are repeated, the fullness of divinely inspired innovation suffers.
One of the most important aspect for highly successful companies are the ability to innovate and implement successfully. Innovation, in any organization, comes with the baggage like: do we really NEED, who will be RESPONSIBLE, what will be the COST, RISK and ROI etc.... but we all know in today's scenario where we have to work against all odds to become more innovative. Identify the types of companies successfully in innovating and implementing on a very high level: 1) Startups - Startups are mostly successful in innovating & implementing innovation because they have more open culture and less change friction. 2) Dynamic companies - this is a set of companies that are always agile & dynamic for reasons like their domain which might be fast changing, culture of the company, size of company, having exceptional "leaders with vision."What is the innovative result that can be drawn? 1) One important aspect that spreads across both types of companies is the motivation factor. Startups are in the hunt to prove themselves and create their own space, hence they are motivated. Similarly the dynamic set of companies either are into some domain that is fast changing, highly competitive, hence the motivation to be in the game or has it in its culture with motivated individuals as strategized by the company, etc. 2) An incremental run can be had with some baggage as you are running a continuing marathon & have occupied a certain space. While disruptive innovation requires change of mindset. So it’s become important to drop all the baggage & run light - which is what startups inherently do.
The question comes to mind is what is next, how do businesses exist and survive first, should innovation become your first priority etc. Innovation strategy needs to be practiced by management in true spirit. There should be encouragement and involvement by management to spread the spirit. Innovation can be any change which adds value. Even a simple process change can improve efficiency. No doubt every organization has its own vision, mission, value system, strategy, game plan, road map etc and various initiatives are being driven. What you need to revisit is that enough for you to exist, survive and still to achieve what you want to be. Innovative efforts can sometimes fail. Still it is to be recognized. A failure can lead to further probing and can bring results. Innovation has to be a special drive/initiative in every organization to see the big change, great success and be ahead of the game.
Follow us at: @Pearl_Zhu
March 6, 2015
How to Avoid those "Worst Pieces of advices" for Agile
Agile is not just a project methodology, but a management philosophy.
There are many good advice to lead Agile success, however, what are those worst pieces of advice you've ever got for Agile, to cause the project fail:
We normally do it this way.
Just do it in development, the business don't need to know.
We don't need creative types in Scrum.
Developers are for coding, testing are for finding their mistakes. They should never mix.
In scrum it is forbidden to write a document.
Basically, trying to do anything but be Agile and wonder why it fails.
Implement Agile but don't bother with Management, they won't understand nothing!? Results: no cultural change at the top, big failure
Agile will automatically lead to an improvement in your software quality…
Focus only on nearest target.
You don't need design documents.
If you build it…they will come.
Just listen to your users.
Usability testing isn't part of agile.
We don't need testers integrated with the development team.
Misunderstanding Agile will cause the project failure. Agile is not lack of discipline, but needs to have better engineering and management discipline. Follow us at: @Pearl_Zhu
There are many good advice to lead Agile success, however, what are those worst pieces of advice you've ever got for Agile, to cause the project fail:
We normally do it this way.
Just do it in development, the business don't need to know.
We don't need creative types in Scrum.
Developers are for coding, testing are for finding their mistakes. They should never mix.
In scrum it is forbidden to write a document.
Basically, trying to do anything but be Agile and wonder why it fails.
Implement Agile but don't bother with Management, they won't understand nothing!? Results: no cultural change at the top, big failure
Agile will automatically lead to an improvement in your software quality…
Focus only on nearest target.
You don't need design documents.
If you build it…they will come.
Just listen to your users.
Usability testing isn't part of agile.
We don't need testers integrated with the development team.
Misunderstanding Agile will cause the project failure. Agile is not lack of discipline, but needs to have better engineering and management discipline. Follow us at: @Pearl_Zhu
The Worst Pieces of advice for Agile
There are many good advice to lead Agile success, however, what are those worst pieces of advice you’ve ever got for Agile, to cause the project fail:
We normally do it this way.
Do something completely pointless up-front. Do more up-front, they need to do more work up-front, until they learn how not to need more up-front work.
Just do it in development, the business don't need to know.
Developers are for coding, testing are for finding their mistakes. They should never mix.
In scrum it is forbidden to write a document.
Basically, trying to do anything but be Agile and wonder why it fails.
Implement Agile but don't bother with Management, they won't understand nothing!? Results: no cultural change at the top, big failure
Agile will lead to an improvement in your software quality…
Focus only on nearest target.
You don't need design documents.
If you build it…they will come.
Just listen to your users.
Usability testing isn't part of agile.
We don't need creative types in Scrum"
We don't need testers integrated with the dev team.Follow us at: @Pearl_Zhu
Thinking about Thinking
When the neurons in the brain start clicking and connecting, the thought is created.
There are somewhere 80-100 billion neurons nerve cells in the human brain. It’s fascinating to explore the world of thinking and particularly now when neuroscience and attachment science have converged to explain so much about the human condition and software is being developed to amplify our thought processing capabilities. What motivates us to think? Why do people make the decisions and choices they do? What goes on in our minds in the build-up to the point of decision and then afterwards?
Consciousness is an emergent faculty of the Cosmos. Everyday mundane reality is constantly constructed by our minds. As cosmologists examine the Universe at the largest scale, and quantum physicists examine the Universe at the smallest scale, it is becoming more apparent that our consciousness is the element that is there. This insight is convergent with Eastern philosophies going back millennia. Self and ego are simply organizing principles of our consciousness, an artifact. We are not separate from the Cosmos. We are both physically and meta-physically an undifferentiated part of it.
If we understand how we influence the picture we can collectively and intentionally create desirable outcomes/reality. Look at the picture of reality today, if we had the technology we could search the past for decisions, choices and actions that have created this picture. it is collective unconscious collaboration. Getting a critical mass to consciously collaborate should turn the tide. Just look how technology has us chatting across the world, its on its way. With every decision, choice and action taken in the present moment this image changes, future reality is in a state of flux. There is millions of years invested into how we perceive reality, and to some degree we are where we belong. the next quantum leap is our discovery of what we are truly capable of within the bounds of who and what we are. We have barely scratched the surface. What is reality in the human context? If you press the 'pause' button on any individuals brain/mind and do a stocktake of their reality, it will be a mirror of the content - beliefs - self image etc., the world is how you are.
The saying “necessity is the mother of invention” might give a clue as to what motivates us to think. Your mind started with a thought and continue to develop and thrive from thoughts piled upon thoughts so it’s quite sobering to think that the vast majority of these thoughts we have each day are unplanned and completely random. A clear mind needs to well sort out those thoughts into the very solution to make life better for our species. Further, what happens though when the needs are fulfilled? Do we stop thinking? No, there is always something new. Rapid absorption by the senses or high speed thinking followed by slower deliberate thinking about those same thoughts is proving to be highly effective at generating actionable insights and innovative creativity. The eminent and respected psychologist Daniel Kahneman describes some of the mechanisms in detail in his book "Thinking Fast and Slow."
When the neurons in the brain start clicking and connecting, the thought is created; the thoughts piled upon the thought form into your mind; and when the mind keeps wondering and growing, it becomes who you are; so your brain is part of your body, but your mind strengthens you as a being...
Follow us at: @Pearl_Zhu
There are somewhere 80-100 billion neurons nerve cells in the human brain. It’s fascinating to explore the world of thinking and particularly now when neuroscience and attachment science have converged to explain so much about the human condition and software is being developed to amplify our thought processing capabilities. What motivates us to think? Why do people make the decisions and choices they do? What goes on in our minds in the build-up to the point of decision and then afterwards?
Consciousness is an emergent faculty of the Cosmos. Everyday mundane reality is constantly constructed by our minds. As cosmologists examine the Universe at the largest scale, and quantum physicists examine the Universe at the smallest scale, it is becoming more apparent that our consciousness is the element that is there. This insight is convergent with Eastern philosophies going back millennia. Self and ego are simply organizing principles of our consciousness, an artifact. We are not separate from the Cosmos. We are both physically and meta-physically an undifferentiated part of it.
If we understand how we influence the picture we can collectively and intentionally create desirable outcomes/reality. Look at the picture of reality today, if we had the technology we could search the past for decisions, choices and actions that have created this picture. it is collective unconscious collaboration. Getting a critical mass to consciously collaborate should turn the tide. Just look how technology has us chatting across the world, its on its way. With every decision, choice and action taken in the present moment this image changes, future reality is in a state of flux. There is millions of years invested into how we perceive reality, and to some degree we are where we belong. the next quantum leap is our discovery of what we are truly capable of within the bounds of who and what we are. We have barely scratched the surface. What is reality in the human context? If you press the 'pause' button on any individuals brain/mind and do a stocktake of their reality, it will be a mirror of the content - beliefs - self image etc., the world is how you are.
The saying “necessity is the mother of invention” might give a clue as to what motivates us to think. Your mind started with a thought and continue to develop and thrive from thoughts piled upon thoughts so it’s quite sobering to think that the vast majority of these thoughts we have each day are unplanned and completely random. A clear mind needs to well sort out those thoughts into the very solution to make life better for our species. Further, what happens though when the needs are fulfilled? Do we stop thinking? No, there is always something new. Rapid absorption by the senses or high speed thinking followed by slower deliberate thinking about those same thoughts is proving to be highly effective at generating actionable insights and innovative creativity. The eminent and respected psychologist Daniel Kahneman describes some of the mechanisms in detail in his book "Thinking Fast and Slow."
When the neurons in the brain start clicking and connecting, the thought is created; the thoughts piled upon the thought form into your mind; and when the mind keeps wondering and growing, it becomes who you are; so your brain is part of your body, but your mind strengthens you as a being...
Follow us at: @Pearl_Zhu
What Motivates us to Thinking and What is Reality in the Human Context
There are somewhere 80-100 billion neurons nerve cells in the human brain. It’s fascinating to explore the world of thinking and particularly now when neuroscience and attachment science have converged to explain so much about the human condition and software is being developed to amplify our thought processing capabilities. What motivates us to think? Why do people make the decisions and choices they do? What goes on in our minds in the build-up to the point of decision and then afterwards?
Consciousness is an emergent faculty of the Cosmos. Everyday mundane reality is constantly constructed by our minds. As Cosmologists examine the Universe at the largest scale, and Quantum Physicists examine the Universe at the smallest scale, it is becoming more apparent that our consciousness is the element that is there. This insight is convergent with Eastern philosophies going back millennia. Self and ego are simply organizing principles of our consciousness, an artifact. We are not separate from the Cosmos. We are both physically and meta-physically an undifferentiated part of it.
There is millions of years invested into how we perceive reality, and to some degree we are where we belong. the next quantum leap is our discovery of what we are truly capable of within the bounds of who and what we are. We have barely scratched the surface. What is reality in the human context? If you press the 'pause' button on any individuals brain/mind and do a stocktake of their reality, it will be a mirror of the content - beliefs - self image etc., the world is how you are.
If we understand how we influence the picture we can collectively and intentionally create desirable outcomes/reality. Look at the picture of reality today, if we had the technology we could search the past for decisions, choices and actions that have created this picture. it is collective unconscious collaboration. Getting a critical mass to consciously collaborate should turn the tide. Just look how technology has us chatting across the world, its on its way. With every decision, choice and action taken in the present moment this image changes, future reality is in a state of flux.
The saying “necessity is the mother of invention” might give a clue as to what motivates us to think. Your mind started with a thought and continue to develop and thrive from thoughts piled upon thoughts so it’s quite sobering to think that the vast majority of these thoughts we have each day are unplanned and completely random. Perhaps each of these wonderful, sometimes ore-inspiring, multifarious things we’ve invented to make life better for our species have in the main simply been stumbled upon by accident in the mind of someone somewhere sometime and for no particular reason other than that’s what we do – think about stuff. Further, what happens though when the needs are fulfilled? Do we stop thinking? No, there is always something new. Rapid absorption by the senses or high speed thinking followed by slower deliberate thinking about those same thoughts is proving to be highly effective at generating actionable insights and innovative creativity. The eminent and respected psychologist Daniel Kahneman describes some of the mechanisms in detail in his book "Thinking Fast and Slow."
When the neurons in the brain start clicking and connecting, the thought is created; the thoughts piled upon the thought form into your mind; and when the mind keeps wonder and growing, it becomes who you are; so your brain is part of your body, but your mind strengthens you as a being...
Follow us at: @Pearl_Zhu
How IT Change Management Aims at Improving Customer Experience
Digital is the age of customer, being a customer-centric business is in every forward-thinking organization’s agenda. Corporate IT plays significant role in digitizing every touch point of customer experience and sharpening key business capabilities. IT implementations are core to strategic changes today. However, many IT organizations fail to reach customers’ expectation fully, did it achieve the original objective, did the customer experience actually improve significantly? And, how sustainable is the change or would it break down, has the entire organization embraced it well? What are the IT change management principles & implementation best practices?IT implementation with change management best practices - should aim at improving customer experience. However, for many IT organizations, the one important aspect -customer experience, is missed or overlooked majority of the time. The focus always remains on technicalities of implementation and preparedness of business / user community gets forced focus only at the end. the word "forced" is being used as user community get attention at end as there is no choice but to go live on system only with them. So what is really important is the design stage. If 80 percent of the time is a well thought through and documented activity, the implementation would be seamless.
Leadership sponsorship is critical in IT change management. Leadership involvement, particularly the leaders who really need the changes and have sponsored it, throughout the journey is low or sporadic- either due to underestimation of the need to be involved or over estimation of the executor's capabilities. Few communication activities don’t create that awareness and change management is day to day activity. So it’s important to build up an uninterrupted channel which will keep explaining about management vision and expectations from this IT initiative. The channel should also enable training so as to make the change management process easier; to convert cynics to the project champions and they are the best opinion makers. Of course that helps organizations to embrace the change better. However, for many of the IT initiatives, such channels do exist as a formality or the deliverables but driven by weak leader, so it becomes ineffective. It must be driven by a leader who has power, influence, and respect and to certain extent he or she should be feared.
Set clear perspectives on how IT change management efforts affect customers and corporate brand. There should be enough collective experience in any organization these days on change management to take the changes with systematic steps and measure the results accordingly. But often all along implementation, the same business and user community puts its complete resistance as majority of the time, management has not made clear about their intentions and goals while embarking on such IT initiative. In very few implementations, customer are making effort to ascertain how a "day in life" of any worker at any level (from labor to management) will be impacted due to this IT initiative. Apart from the 'normal' best practices, the following two aspects differentiate a successful IT change management effort from a failed one:1). Clear understanding of the monetary benefits the customer is going to realize from the intended change.Well if a project is important and a game changer, the budget will come for it... 2). More importantly, serious awareness of the adverse impact (monetary as well as brand value) due to the failed change.
Pre-forecast, post forecast and track actuals against the forecast. every aspect should have a measure. While some changes could be business critical, so without a measure the effort cannot be justified. At times you tend to conclude that measures are applicable only in operations world or sales and marketing world and so on; every project implementation should not just capture technicalities and high level functionalities, but also a measure of success and sustainability, keeping in mind the long term vision of the project. How do you measure the success of the change - you have to be honest about what’s going on, and should have the measures laid out beforehand to clearly indicate the extent to which the "why change is needed" is achieved through the change (not just the milestones of the change project).
Customer facing employees need to become customer experience advocate: Well, in a back-office scenario, the customer facing employees will be better suited to handle problems/issues and suggest solutions to the satisfaction of the customers, since they will have a better understanding of the system and its capabilities. In today's world if you can think that a product, be it hardware or software, is a technical solution to a business problem, then we have achieved a great success of paradigm shift from the techies.
Some key principles for IT change management are: 1. Questioning: First question all structural inefficiencies; These lead to bad process which cannot be undone by automation (Customer, Product/Service, Organization, Market position...) 2) Keep the END in mind: Remember constantly that the the tool and automation are not the goal - the operating model, structure, process, automation and tools are all means to something else. If you forget this your requirement set will be sub-optimal .3) Cost estimation: Then balance costs of the change to that of the post-change operating model. For example if this exercise leads to a forecast that 'if we do not do this expensive customization then the cost of operation will be too high ...', question whether you have violated #1 or #2 ...If not, then question if you have placed the function appropriately or using the wrong tool! IT is business, and the very purpose of businesses is to create customers. Hence, IT change management effort and project implementation are not just pure technical challenges, or for the tools sake, keep the end in mind and delight customer are the principles, design is the one of the best practices, in order to improve IT performance, agility and organizational maturity.Follow us at: @Pearl_Zhu
March 5, 2015
The Contemplation about the Past, Present and Future
Learn from the past, live in today and look forward to the future!
Time is continually moving forward. How much time separates, "the future," from, "the present," (if any) and what do we mean today when we talk about, "the future." Are we marking the passage of time? And what does the current thinking about the relationship between the past, present and future, say about us as an individual, a business or a society? What are those interesting and insightful quotes in manifesting the past, the present and the future?
The cognitive view of time: The way the brain processes past (memory) present (experience colored by memory) and future, (memory stimulated by imagination) results in the ability to "mental time travel." So to the traveller there is no difference depending on the intensity with which each phase is experienced. If you have intense memory and acute imagination, then past and future can be as real as each other. To those with less developed, or consciously suppressed faculties, only the present is real. That's the cognitive view.
The historical & philosophical view of time: People always say you shouldn't live in the past. But there are valuable lessons to draw on in one's past from time to time. The past holds comforting thoughts in times of great stress or pain. So in some ways the past is always present. It has value. However, the positive and forward-looking view of life is more about thinking ahead, to prepare and face the challenges and uncertainty on the way to the future. The philosophical view is more problematic, especially when thinking forward, because the consequences of legacy - not owning, but holding in trust for future generations - brings a question of harm to the future in decision and planning. The further away the future impact, the harder it is for those living in today to see any reason to care.
The business view of organizational life cycle: The life cycle of business today grows shorter and shorter because analysts and investors need a reason to drive share price up or down: You see a conjunction of cognitive and philosophical thinking with a decidedly short term nowist model where the present extends to an annual forecast and the future is no more than a year or two. It takes truly strategic thinking and foresight to run a business, learning from its historical root (past), keep the light on (today) and make a long term plan for the future.
The insightful quotes about the past, present and future: We crucify ourselves between two thieves: regret for yesterday and fear of tomorrow. - Fulton Oursler In today already walks tomorrow. - Friedrich von Schiller The future is an opaque mirror. Anyone who tries to look into it sees nothing but the dim outlines of an old and worried face. - Jim Bishop One of the most tragic things I know about human nature is that all of us tend to put off living. We are all dreaming of some magical rose garden over the horizon, instead of enjoying the roses that are blooming outside our windows today. - Dale Carnegie We should all be concerned about the future because we will have to spend the rest of our lives there. - Charles F Kettering The past can't see you, but the future is listening. - Destin Figuier And in today already walks tomorrow. - Samuel Taylor Coleridge A preoccupation with the future not only prevents us from seeing the present as it is but often prompts us to rearrange the past. - Eric Hoffer The course of life is unpredictable... no one can write his autobiography in advance. - Abraham Joshua Heschel
The past is time beyond reach. The future is time being created. The present is when you have the time to think about them all. So learn from the past, enjoy today and look forward to the future.
Follow us at: @Pearl_Zhu
Time is continually moving forward. How much time separates, "the future," from, "the present," (if any) and what do we mean today when we talk about, "the future." Are we marking the passage of time? And what does the current thinking about the relationship between the past, present and future, say about us as an individual, a business or a society? What are those interesting and insightful quotes in manifesting the past, the present and the future?
The cognitive view of time: The way the brain processes past (memory) present (experience colored by memory) and future, (memory stimulated by imagination) results in the ability to "mental time travel." So to the traveller there is no difference depending on the intensity with which each phase is experienced. If you have intense memory and acute imagination, then past and future can be as real as each other. To those with less developed, or consciously suppressed faculties, only the present is real. That's the cognitive view.
The historical & philosophical view of time: People always say you shouldn't live in the past. But there are valuable lessons to draw on in one's past from time to time. The past holds comforting thoughts in times of great stress or pain. So in some ways the past is always present. It has value. However, the positive and forward-looking view of life is more about thinking ahead, to prepare and face the challenges and uncertainty on the way to the future. The philosophical view is more problematic, especially when thinking forward, because the consequences of legacy - not owning, but holding in trust for future generations - brings a question of harm to the future in decision and planning. The further away the future impact, the harder it is for those living in today to see any reason to care.
The business view of organizational life cycle: The life cycle of business today grows shorter and shorter because analysts and investors need a reason to drive share price up or down: You see a conjunction of cognitive and philosophical thinking with a decidedly short term nowist model where the present extends to an annual forecast and the future is no more than a year or two. It takes truly strategic thinking and foresight to run a business, learning from its historical root (past), keep the light on (today) and make a long term plan for the future.
The insightful quotes about the past, present and future: We crucify ourselves between two thieves: regret for yesterday and fear of tomorrow. - Fulton Oursler In today already walks tomorrow. - Friedrich von Schiller The future is an opaque mirror. Anyone who tries to look into it sees nothing but the dim outlines of an old and worried face. - Jim Bishop One of the most tragic things I know about human nature is that all of us tend to put off living. We are all dreaming of some magical rose garden over the horizon, instead of enjoying the roses that are blooming outside our windows today. - Dale Carnegie We should all be concerned about the future because we will have to spend the rest of our lives there. - Charles F Kettering The past can't see you, but the future is listening. - Destin Figuier And in today already walks tomorrow. - Samuel Taylor Coleridge A preoccupation with the future not only prevents us from seeing the present as it is but often prompts us to rearrange the past. - Eric Hoffer The course of life is unpredictable... no one can write his autobiography in advance. - Abraham Joshua Heschel
The past is time beyond reach. The future is time being created. The present is when you have the time to think about them all. So learn from the past, enjoy today and look forward to the future.
Follow us at: @Pearl_Zhu
Artistic Creativity vs. Organizational Creativity
If we change the way we look at things, the way we look at things can change.
At individual level, the whole creative process can be frustrating because it's so nonlinear. Do you feel an inner urge to be creative? Do you like solving problems in novel ways? Perhaps you like investigating possibilities. Were you born wired for creativity or are you learning creativity as part of a quest to become a well-rounded person? At organizational level, from innovation management perspective, is there any best scenario to manage innovation? Can a single model of the process of creativity be a one-size-fits-all solution? What would be the characteristics of an effective model for the domain within which you work?
A proposition regarding the differences of artistic creativity and organizational creativity (innovation and management) may be based on the end-result of each process. An individual artistic creativity is an innate and nonlinear activity, the “aha” moment; although creativity can not be taught, your creativity can be harnessed via continuous practice. However, in an organizational level, a systematic innovation process leads to the development of a project foundation, understanding the challenge, understanding boundaries and hurdles as well as stakeholders core discipline. Keep it simple with the purpose of calibrating the team while enabling free thinking without judgement.
Creating is usually the easy part. The hard part tends to be coming up with a clear vision or intention for the project. When master the vision, the process tends to flow. More information and more development time from the technical staff does not help management make right decisions about innovation since management cannot understand the opportunities offered to the company - adding stiffer processes and upfront data requirements seems to be only in place to deal with management with information overload (lid on the pot). Also without any resource commitment in justification of objective decision-making, the more information offered to prop up immature ideas becomes ammunition to shoot them down.
Innovation management process needs to be nimble, not rigid: acknowledge the idea, provide some starter resources (food, people, space), flesh out an idea on competing technologies/complexity, develop it into a more solid form, form impact assessments on integration and environmental/societal changes, and then present back to management in a more well-developed and streamlined vision for further investment. Nurture this culture and its output before stress testing immature ideas. If one wants innovation and then not preparing to make decisions about the value or investment requirements to commercialize it, and instead only requiring outside validation to support idea valuation/investment is just closing the proverbial door after the horse has left the barn.
Innovation is the change, change is not necessarily the innovation. Only 20% of an organization's change management effort is in "hard" innovation such as products or service innovation, and the other 80% is in organizational change/transformation management. After all you can only transform what you have but to innovate means you have to bring in the new idea, although digital innovation expands its horizon including "soft innovation" such as leadership innovation, communication innovation and culture innovation. This also goes with the random verses coherent thoughts from quantum as well. They are in a balance and when one moves to a new level the other plays catch up to match it.
Benjamin Franklin's 13 virtues for insight in the creative process: If you consider the creative process, a process toward refinement then all challenges, failures or successes are possible outcomes. A positive attitude in the creative process to redefine, re-invent, re-innovate one’s commitment to creativity is key. Perhaps challenges or failures can be considered part of the learning curve. In the art and design practice, the creative problem solving is a process in critical thinking. If you are committed to excellence, then all outcomes are inspiration for future new developments. It would be helpful to study Benjamin's Franklin's 13 virtues for insight in attitude toward success in the creative process: Humility, Silence, Justice, Temperance, Cleanliness, Moderation, Frugality, Industry, Tranquility, Order, Sincerity, Chastity & Resolution.
Creative people are inspired to think and work nearly everyday on creating, they are not waiting for such “Aha” moment, but proactively stimulate the new energy of fresh thinking; at organizational level, even innovation management processes are systematic, it is also an “anti-status quo” flow, the processes shouldn’t be too rigid to stifle innovation, but have to continually adapt to changes, to leverage the emergent thinking and ride above the learning curve.
Follow us at: @Pearl_Zhu
At individual level, the whole creative process can be frustrating because it's so nonlinear. Do you feel an inner urge to be creative? Do you like solving problems in novel ways? Perhaps you like investigating possibilities. Were you born wired for creativity or are you learning creativity as part of a quest to become a well-rounded person? At organizational level, from innovation management perspective, is there any best scenario to manage innovation? Can a single model of the process of creativity be a one-size-fits-all solution? What would be the characteristics of an effective model for the domain within which you work?
A proposition regarding the differences of artistic creativity and organizational creativity (innovation and management) may be based on the end-result of each process. An individual artistic creativity is an innate and nonlinear activity, the “aha” moment; although creativity can not be taught, your creativity can be harnessed via continuous practice. However, in an organizational level, a systematic innovation process leads to the development of a project foundation, understanding the challenge, understanding boundaries and hurdles as well as stakeholders core discipline. Keep it simple with the purpose of calibrating the team while enabling free thinking without judgement.
Creating is usually the easy part. The hard part tends to be coming up with a clear vision or intention for the project. When master the vision, the process tends to flow. More information and more development time from the technical staff does not help management make right decisions about innovation since management cannot understand the opportunities offered to the company - adding stiffer processes and upfront data requirements seems to be only in place to deal with management with information overload (lid on the pot). Also without any resource commitment in justification of objective decision-making, the more information offered to prop up immature ideas becomes ammunition to shoot them down.
Innovation management process needs to be nimble, not rigid: acknowledge the idea, provide some starter resources (food, people, space), flesh out an idea on competing technologies/complexity, develop it into a more solid form, form impact assessments on integration and environmental/societal changes, and then present back to management in a more well-developed and streamlined vision for further investment. Nurture this culture and its output before stress testing immature ideas. If one wants innovation and then not preparing to make decisions about the value or investment requirements to commercialize it, and instead only requiring outside validation to support idea valuation/investment is just closing the proverbial door after the horse has left the barn.
Innovation is the change, change is not necessarily the innovation. Only 20% of an organization's change management effort is in "hard" innovation such as products or service innovation, and the other 80% is in organizational change/transformation management. After all you can only transform what you have but to innovate means you have to bring in the new idea, although digital innovation expands its horizon including "soft innovation" such as leadership innovation, communication innovation and culture innovation. This also goes with the random verses coherent thoughts from quantum as well. They are in a balance and when one moves to a new level the other plays catch up to match it.
Benjamin Franklin's 13 virtues for insight in the creative process: If you consider the creative process, a process toward refinement then all challenges, failures or successes are possible outcomes. A positive attitude in the creative process to redefine, re-invent, re-innovate one’s commitment to creativity is key. Perhaps challenges or failures can be considered part of the learning curve. In the art and design practice, the creative problem solving is a process in critical thinking. If you are committed to excellence, then all outcomes are inspiration for future new developments. It would be helpful to study Benjamin's Franklin's 13 virtues for insight in attitude toward success in the creative process: Humility, Silence, Justice, Temperance, Cleanliness, Moderation, Frugality, Industry, Tranquility, Order, Sincerity, Chastity & Resolution.
Creative people are inspired to think and work nearly everyday on creating, they are not waiting for such “Aha” moment, but proactively stimulate the new energy of fresh thinking; at organizational level, even innovation management processes are systematic, it is also an “anti-status quo” flow, the processes shouldn’t be too rigid to stifle innovation, but have to continually adapt to changes, to leverage the emergent thinking and ride above the learning curve.
Follow us at: @Pearl_Zhu
Digital Master Tuning #51: The Future of Organizational Development
Organizational development is part of digital strategy, and digital strategy equals to business strategy with digital new normal.
Organizational Development helps organizations become more mature by providing an environment within which employees at all levels are inspired and allowed to commit their best in the organization's service. This is definitely a leadership challenge because effective leaders inspire that commitment habitually. However, in most of organizations, leadership of that ilk is in short supply. What's the digital vision of business leaders and how to clearly define the business goals of such organizational tuning?
Organizational development needs to focus on improving employee engagement. Organizational Development could regain some of the reputation it once had if businesses focused more on the root causes that employees are not engaged fully, and not spend so much time chasing and trying to treat the symptoms. This requires that management starts with a complete and accurate diagnosis of the organization's current state, identifying any barriers to excellence that may exist, then developing strategies for lowering or removing those barriers. This diagnostic shortcoming is where most Organizational Development processes get off to a poor start.
Organizations need to have in-depth understanding of gains and pains of organizational development: Very few of organizations understand all the gains they will enjoy from such initiatives in their organizations. Gains like profitability, agility, new learning, sales growth and market domination for starter. Gains in culture change (adaptability and responsiveness), in innovation rate and employee retention for a second level of gains; the behavior change comes first; right at the top-reward of the team and not individuals. And then remove the fear of the unknown as they go towards implementation (and there are many unknowns on this journey). The behaviors change comes first; right at the top-reward of the team and not individuals. And then remove the fear of the unknown as they go towards implementation, there are many unknowns on the change journey.
Organizational development needs to manage the conflict between classic style and digital style of management: Old line leaders expect command-control, young people demand engagement. Old line leaders view performance from a behavioral compliance to norms world, young people view performance as largely knowledge based, particular to technology, the assessment of both thinking performance and doing performance objectively. Many 'classic' organizations and managers can be presence based (you can only do your job if you're physically here) when 'newer' employees increase their engagement when they feel trusted to get the job done...when and where they think is most opportune. The work is what you accomplish, not where you go.
Organizational development needs to become part of business strategy: Don't think strategy is easy. If you don't take the time and make the effort to get the strategy right, you could end up "doing to the wrong things right." It will also take effective leadership to drive strategy execution. Low motivation leads to low commitment. To be an effective leader and see positive results, you must be invested, empowering and motivated yourself, if you plan to motivate others, rather than ignoring an employees growth, potential or pointing out their areas of weakness, offer proper training and encouragement, catch them doing something right... A little goes a long way.
Organizational development is part of digital strategy, and digital strategy equals to business strategy nowadays. It is an important tuning step in business's digital transformation. It is also not just one leader or one department's effort, but needs to have the sponsorship from the whole senior leadership team and the collective effort from different functions, in order to well align the best talent, the effective processes and the latest digital technologies for gaining high-performing business result and improve organizational maturity.
Digitalization is like a flywheel, and Digital Masters are the one riding above it. Surf more Information about Digital Master:
Digital Master Wikipedia Introduction
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
Follow us at: @Pearl_Zhu
Organizational Development helps organizations become more mature by providing an environment within which employees at all levels are inspired and allowed to commit their best in the organization's service. This is definitely a leadership challenge because effective leaders inspire that commitment habitually. However, in most of organizations, leadership of that ilk is in short supply. What's the digital vision of business leaders and how to clearly define the business goals of such organizational tuning?Organizational development needs to focus on improving employee engagement. Organizational Development could regain some of the reputation it once had if businesses focused more on the root causes that employees are not engaged fully, and not spend so much time chasing and trying to treat the symptoms. This requires that management starts with a complete and accurate diagnosis of the organization's current state, identifying any barriers to excellence that may exist, then developing strategies for lowering or removing those barriers. This diagnostic shortcoming is where most Organizational Development processes get off to a poor start.
Organizations need to have in-depth understanding of gains and pains of organizational development: Very few of organizations understand all the gains they will enjoy from such initiatives in their organizations. Gains like profitability, agility, new learning, sales growth and market domination for starter. Gains in culture change (adaptability and responsiveness), in innovation rate and employee retention for a second level of gains; the behavior change comes first; right at the top-reward of the team and not individuals. And then remove the fear of the unknown as they go towards implementation (and there are many unknowns on this journey). The behaviors change comes first; right at the top-reward of the team and not individuals. And then remove the fear of the unknown as they go towards implementation, there are many unknowns on the change journey.
Organizational development needs to manage the conflict between classic style and digital style of management: Old line leaders expect command-control, young people demand engagement. Old line leaders view performance from a behavioral compliance to norms world, young people view performance as largely knowledge based, particular to technology, the assessment of both thinking performance and doing performance objectively. Many 'classic' organizations and managers can be presence based (you can only do your job if you're physically here) when 'newer' employees increase their engagement when they feel trusted to get the job done...when and where they think is most opportune. The work is what you accomplish, not where you go.
Organizational development needs to become part of business strategy: Don't think strategy is easy. If you don't take the time and make the effort to get the strategy right, you could end up "doing to the wrong things right." It will also take effective leadership to drive strategy execution. Low motivation leads to low commitment. To be an effective leader and see positive results, you must be invested, empowering and motivated yourself, if you plan to motivate others, rather than ignoring an employees growth, potential or pointing out their areas of weakness, offer proper training and encouragement, catch them doing something right... A little goes a long way.
Organizational development is part of digital strategy, and digital strategy equals to business strategy nowadays. It is an important tuning step in business's digital transformation. It is also not just one leader or one department's effort, but needs to have the sponsorship from the whole senior leadership team and the collective effort from different functions, in order to well align the best talent, the effective processes and the latest digital technologies for gaining high-performing business result and improve organizational maturity.
Digitalization is like a flywheel, and Digital Masters are the one riding above it. Surf more Information about Digital Master:
Digital Master Wikipedia Introduction
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
Follow us at: @Pearl_Zhu
