Every enterprise has its ups and downs. There are successes and failures in the initiatives that the enterprise takes in its quest for growth. Resilience is a very important part in how an enterprise manages to maintain its equanimity in its uncompromising pursuit of excellence. There are seven dimensions that bind the quality of Resilience.
Actions have consequences and this is a period of action; when the new has to be ushered in leaving the present behind. How does your enterprise lean into the future and in the process what are the guardrails provided for people to be decisive in their actions?
Business Intelligence or big data has occupied the imagination of industry for a long time. However, it is becoming clear that such intelligence is not enough to address the dynamically growing future demands. Cognitive intelligence begins with the process of inquiry that taps into the unknown and develops constructs for further exploration and discovery. How is the process of such inquiry driven in your enterprise?
From relationships that were based in commerce the current economy is demanding one that is based on trust, the emotions quotient in relationships has increased significantly. This calls for a mindshift from manipulating emotions to managing emotions in relationships with trust. How is this transformative shift shaping up in your enterprise?
Interpretation leads to intelligence. One can make all the investments in technology but it would be futile should the context not be the the core of such conversion of information to intelligence. Whether this is advancement is achieved manually or through the highest level of technology sophistication, the question that burns is how effectively the enterprise sees the revolutionary and not evolutionary drivers impacting its future from the present?
7. Making Meaning
Learning in Action is the norm now when the very ground under the feet is shifting constantly. Both the teacher and the taught have to acquire capabilities; the capacity to transform and consequently the ability to perform. How is learning perceived in your enterprise and what is the environment provided for it to blossom into applications?
While the previous economy was satisfied with delivering to expectations, the on-demand economy can be rewarding only when aspirations are addressed. This demands being part o the customer life cycle and in the process developing products and services whose lifecycle intercepts the customers'. How does this happen in your enterprise?
Risk in the previous economy was viewed by economists as "the risk of doing something" whereas the new risk definition is "the risk of not doing something". In this digital economy, such an approach to risk needs an assurance that is tempered with a discipline for governance and compliance that is embedded into the enterprise processes and practice. What is your enterprise perspective on risk assurance?