©2024 Impestra, LLC
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What does the performance of an organization mean, practically? How to measure, improve or maintain it?
Reducing headcount might work but just as well hurt the organization in the long run.
Are your organization structure, model and operating parameters still in tune with the business needs, volumes and market conditions?
How critical to business is the in-house knowledge?
Skills and competencies must map to the company’s mission and create differentiators for the business. Let’s rethink the structure and goals of the organization , based on today’s business needs.
Virtualization has changed how we do business, how we interact and even the notion of privacy and ownership. The dematerialization of processes and data sources has started to change how sales and marketing are done and managed, how we search and find things. The virtualization of knowledge is shaking the definition of an experienced leader or a knowledgeable expert: we can access to an limitless trove of information. What about HR? IT? Marketing? Executives? Welcome to the new world order; now let’s rethink the enterprise.
Organization Fitness Roadmap
Structure & Competencies
Organizational Learning – Agility
Transformation Roadmap
Management of Change
Assessment / Roadmap
Rapid Diagnostic / Roadmap
Performance Improvement Plan
Collaborative Project
Organizational strategy scholars stated for decades that the enterprise does not operate in insulation, but in a continuous exchange with its environment. As the business capabilities mature, so does the inter-dependencies between a business and its suppliers, partners and even customers.
The acceleration of the business cycle in the past 10 years has been calling for more agility and this demand has been bearing on the entire business eco-system.
The capabilities of the enterprise are much more than what Miles & Noble called the “firm-specific assets”, expanding to the suppliers, partners and networks associated with the business end-to-end activity. The natural and contingent collaboration between components of the eco-system at large create “meta-capabilities”.
Then why not letting your suppliers do some primary research and ideation to find novel ideas, as they might have qualified resources available in their own space?
Meta-capabilities across the network are better suited to respond to market changes, as they enable the end-to-end moves of the eco-system, saving precious time deploying the change into the network after the “mothership” completed it. An additional benefit is the capacity of the entire network to capture, evaluate and respond to emerging changes to market conditions, taking advantage of their multi-layered capture.
As opposed to radical innovation, evolutionary improvements of a product or service relies mainly on the needs and expectations of the end users or the capabilities offered by technology or business advances. The net cast by an eco-system can catch emerging trends at their source and bring them into the light. An add-on feature requested by end users for instance, which is not part of the core product definition, is almost certainly rising from the filed-use of the product and its interaction with other needs and processes. This information would be almost impossible to capture with a narrow view of the product environment and configuration.
©2024 Impestra, LLC