Sunday, July 16, 2017

The Organizational Autonomy and Digital Transformation

Autonomy becomes one of the most critical characteristics for digital organizations to thrive as well as the symbol of achieving high-level digital maturity.

Digital disruptions are inevitable, and digital transformation is unstoppable. Organizations shouldn’t just respond to them in a reactive way. The new paradigm that is emerging is a digital organization that is more responsive, holistic, vibrant, self-driving, innovative, and above all enhances and supports the living organization. In fact, autonomy becomes one of the most critical characteristics for digital organizations to thrive as well as the symbol of achieving high-level digital maturity.


Self-adaptive: Digital is all about the exponential growth of information and rapid speed of changes. Therefore, today’s digital organizations need to be self-adaptive to the dynamic environment. The business responsiveness and changeability based on self-adaptation is the capability to adapt to the change and make "conscious" business choices seamlessly. Organizations are made by people and people are the key element in self-adaptive organisms of today's digital organization. Because self-adaptation is a phenomenon strictly linked to see learning and knowledge increases if shared and consumed. To put another way, learning agility is the prerequisite to becoming self-adaptive, without growth mindset and update knowledge, either individual or the organization will get stuck and cannot reach the next level of the growth cycle. At the organizational level, self-adaptation is faster if made with the full involvement of people in organizational change, starting from relations between people. Digital means continuous disruptions and shortened knowledge life cycle, how successful the organization can handle digital disruption depends on how fast and capable they can adapt to changes. It is possible to see what enables a self-adaptive organism is an information-driven process feeding and sustaining it. The digital organization is hyper-connected and interdependent, change has to be orchestrated at all levels. The goal is to make hierarchical systems adaptive so that they can respond to the challenges of a more complex, interconnected, and interdependent world. One issue is that organizations and people in them expect the change and the transformation to someday "be over"- it never is. If it was, the organization would simply stand still, never innovate and never make progress. A changeable organization is to creating organizations where change is the norm and happens the whole time thereby delivering faster and increasing market share, and ultimately it becomes an ongoing business capability. Therefore, Change Management' itself has become a subject of self-sustaining change.


Self-managing: Digital organization is complex, to improve its changeability, the highly complex and dynamic business system needs to be elaborated in a well-organized effort. Consider nature as to self-organized but interlaced environments, and humans are vehicles of natural evolution. Self-organization is a natural human activity, and autonomy further stimulates creativity. Self-organizing is about empowerment and trust. It’s about building a work atmosphere to encourage creativity, autonomy, and mastery. You know the team will deliver the best outcome and give them the freedom to do it on their way. The high degree of the team’s self-management capability reflects its maturity to be disciplined enough to do the work well in a dynamic and highly innovative environment. In these high-performance and high mature teams, the selection of roles is done automatically and naturally, it needs to focus on creating the right organizational culture, where people can take ownership of their processes and believe better-than-expected results. They have full authority on the practices, processes, tools, engineering methods they would like to use to build the products and deliver services/solutions continually.


Self-assessment: Digital is the age of people. People management also becomes more holistic and innovative with autonomy as the very characteristic. Self-reflection, self-assessment and self-improvement scenario is a digital theme for talent management. This starts with the individual determining what goals s/he wants to achieve then; planning a way to get there; determining the milestones/measurements that signal whether it is going in the right direction. Throughout the performance cycle, the feedback and counseling should be a continuous process. Self-evaluation helps individual in taking the ownership, responsibility and keeps focused. This also ensures the alignment and cascading of organizational goals to individual goals. The manager's role is to ensure the plans are in line with the corporate direction, the individual has thought out the plans thoroughly, provide any necessary support (including necessary training) and reviewed results on a regular basis to ensure the individual is getting where s/he wants to go. The purpose of such self-reflection, self-assessment, and self-improvement performance cycle is about inspiring authenticity; growth mind, engagement, trust, and creativity.


High level of autonomy is the symbol of the digital maturity. Running a self-autonomous organization is to improve business efficiency, effectiveness, and responsiveness and flexibility. From the economic and organizational point of view, people are able to adapt themselves and their organization through a collaborative and peer to peer approach. Digital organizations are like the living systems that can self-renew in thriving as high-performance businesses. The living digital organizations can self-discover, self-adaptive, self-organizing and self-renew, act intelligently and nimble enough to adapt to change promptly, to make the leap of the digital maturity.






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