People should spend time to step back from undesired complexity or old routine to do the things, focus on things that are needed and eliminate those that are no longer required to be done.
Keep complexity transparent: Complexity is part of business new normal, complex organizations don’t always behave in a linear way, altering cultural, organizational, and operating systems can, therefore, have unintended consequences that may generate even more complexity. There is needed complexity and undesired complexity. Over-complexity in a business may be hiding simple and innovative ways to achieve premium outcomes because people involved just usually get the time to step back from the complexity. People continue to leverage conventional thinking and follow the old routine to do their work. Trust for transparent performance is only possible if the cultural grain, dictated formally or informally, by the leaders at the top support an open and trusting work environment to improve quality and improve business results.,
To deal with complexity as the growth pain, making business processes more transparent is the first step in order for people to understand and optimize complexity. besides consolidation. As organizational transparency will enable effective communication, build trust, enforce collaboration, manage change smoothly. Beside consolidation or modernization, integrate the loosely coupled functions into integrated business competency; integrate - integrate sub-strategy into a holistic corporate strategy; integrate organizational capabilities into core competencies; integrate best/next practices into innovative management disciplines.
Keep complexity coherent: There are many ways that cause complexity, and there are different angles that you can see through complexity. Look at complexity from a business impact perspective as well as from a solution perspective. problem-solving is the process to pursue simplicity and improve quality. Removing complexity (assumptions & dependencies) more clearly reveals the intentions of quality refinement and design maturity. The more complex the situation is; the more different approaches are needed to reach for understanding and keep complexity coherent. To break down silos and handle complex problems thoughtfully, digital leaders and professionals today need to be in a continuous learning mode with multidimensional thought processes, interdisciplinary knowledge, and apply interdisciplinary logic to deal with complexity in a structural way.
Logically, pay more attention to redundancy and eliminate waste. Simplifying the complicated thing is an optimal and smart choice to improve products/service quality and solving problems optimally. When problems or organizations become overly complex, people get frustrated by not being able to achieve their tasks easily. They start to clarify issues, search for better concepts, methods, technologies, or practices to optimize, find out the complexities within the system and break them down to simplify so that they can focus on things that are needed and eliminate those that are no longer required to be done. A healthy complexity management cycle is to optimize, simplify unnecessary complexity, retire legacy systems; reassess any systems that suck too much resource, budget, energy or require too much IT effort, look for what is common for maximum reuse and keep the complexity management coherent.
Keep complexity lubricate: As the saying is going, simplicity is the optimal level of complexity. Soft overcomes hard; keep things flowing to avoid getting stuck. From a design perspective, external simplicity is directly proportional to internal complexity. Optimized complexity can be revealed in information fluidity, relationship harmony; data/process coherence, and strategy management dynamism. Certain aspects of the problem space may be inherently complex. Keeping things simple and optimizing businesses is all about leveraging technologies to lower costs, improve operation, lubricate business relationships, increase revenue, and enhance complexity-simplicity optimization cycle. With optimized complexity, what we are adding is clarity, fluidity, quality and purpose.
When problems or organizations become overly complex, people get frustrated by not being able to achieve their tasks easily, they get stuck in their comfort zone, the business gets stagnated. To keep things moving forward, simplicity is the building blocks. Logically, simplifying complicated things, either business processes or methodologies is an optimal and smart choice to make progress. High performance companies follow the “Simplicity” principles, start to clarify issues, search for simpler concepts, methods, technologies, or practices to lubricate and innovate business. An organization can approach such a flow zone when it builds digital multipliers to improve business fluidity; to eliminate unnecessary complications, lower cost, fine-tune processes or structures, and leverage trade-offs to improve organizational flexibility, dexterity, and agility.
Velocity, Uncertainty, Complexity, and Ambiguity are the new normal. People should spend time to step back from undesired complexity or old routine to do the things, focus on things that are needed and eliminate those that are no longer required to be done. “Less is more” needs to become the digital principle for tuning modern enterprise structure and design, optimizing complexity, improving business adaptability, responsiveness, flexibility, speed, and equilibrium.
By: Pearl Zhuhttp://www.blogger.com/profile/[email protected]
Sourced From: futureofcio.blogspot.com/feeds/2587185477870730516/comments/default
Published Date: Sat, 04 Dec 2021 18:28:00 +0000
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