Teams are not only fundamental to the sustainable growth of small and medium-sized enterprises. Teams are also crucial in large companies where the required update speed is exponential in the changing environment of the markets. The teams in the organizations are like rowing boats with helmsman so they should develop their activity in perfect synchronization, […]
Teams are not only fundamental to the sustainable growth of small and medium-sized enterprises. Teams are also crucial in large companies where the required update speed is exponential in the changing environment of the markets.
The teams in the organizations are like rowing boats with helmsman so they should develop their activity in perfect synchronization, where the balance of the team is more important than the individual talent.
Each member of the team must be aware of their responsibilities and actions, competing with their opponents abroad and collaborating internally with the members of the team, while giving space to the helmsman as an action advisor.
“An organization’s capacity to improve existing skills and learn new ones is the most defensible competitive advantage of all.” – Gary Hamel
Developing new skills and learning from mistakes improves team results. This means that members of a team or teams are working towards a common purpose and goals and in doing so, are sharing their different capacities by playing complementary and collaborative roles with each other.
“A clear and compelling purpose is the glue that binds together a group of individuals. It is the foundation on which the collective “we” of a real team is built. Purpose plays this critical role because it is the source of the meaning and significance people seek in what they do. ”
Organizations tend to perform well when their employees work effectively as a team. This happens not only because synergy is created (the whole is greater than the sum of the parts), but also because working together a team can share individual perspectives, experiences and skills to solve problems that are not defined or poorly articulated, creating solutions that would be out of the reach of a single employee.
In addition to improving the performance of teams and organizations, effective teamwork also benefits individuals because it enables mutual support and constant learning, generating a sense of belonging and commitment.
Solving problems is a constant need within the teams of an organization. Understanding the users, consumers, or employees of an organization and questioning existing models often leads us to reformulate the problem and find new, richer and broader contexts.
For this, organizations need new skills and a new frame of mind that embraces empathy, integrative thinking, optimism, experimentation and collaboration. Empathy is a high-performance fuel that leads us to the realization of projects with passion and shared purpose with all who interact with the organization.
If we accept these statements as useful for thinking about problem solving in organizations, then in light of the Predictions about Data Science, Machine Learning, and AI for 2018, we will have to ask some questions:
How to create a common purpose in team members who are confronted with this problem?
“Prediction 1: Both model production and data prep will become increasingly automated. Larger data science operations will converge on a single platform (of many available). Both of these trends are in response to the groundswell movement for efficiency and effectiveness. In a nutshell allowing fewer data scientists to do the work of many… working in code is incompatible with the large organization’s need for quality, consistency, collaboration, speed, and ease of use. ”
How to integrate and develop new competencies to respond to the evolution of different business approaches?
“Prediction 2: Data Science continues to develop specialties that mean the mythical ‘full stack’ data scientist will disappear…
Similarly, the needs of different industries have so diverged in their special applications of predictive analytics that industry experience is just as important as data science skill…. Whoever hires you is looking for these specific skills and experiences. ”
How to bridge the change of direction of functional content of many employees?
“Prediction 3: Non-Data Scientists will perform a greater volume of fairly sophisticated analytics than data scientists… the reality is that advanced analytic platforms, blending platforms, and data viz platforms have simply become easier to use, specifically in response to the demands of this group of users. ”
How to prepare the teams of organizations for the evolution of Deep Learning?
“Prediction 4: Deep learning is complicated and hard. Not many data scientists are skilled in this area and that will hold back the application of AI until the deep learning platforms are significantly simplified and productized….
Prediction 5: Despite the hype, penetration of AI and deep learning into the broader market will be relatively narrow and slower than you think.”
How to make employees aware of the possible harmful effects of misuse of AI?
“Prediction 6: The public (and the government) will start to take a hard look at social and privacy implications of AI, both intended and unintended.
Since the purpose of an organization is the direction it intends to follow, supported by its values and habits shared by its employees (culture), how can talent management teams keep the boat with a strong paddle and direction in the face of these predictions?
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” Simplicity is the most fundamental accelerator of focused action. If you can simplify your working environment without diluting your core capabilities, you can significantly boost your speed, productivity and effectiveness. When enterprises consider their investments in data and analytics solutions, simplification is absolutely essential to help control costs and focus on achieving desired outcomes.” […]
” Simplicity is the most fundamental accelerator of focused action. If you can simplify your working environment without diluting your core capabilities, you can significantly boost your speed, productivity and effectiveness. When enterprises consider their investments in data and analytics solutions, simplification is absolutely essential to help control costs and focus on achieving desired outcomes.”
Be good at dealing with clients especially when they are difficult, being willing to fail and learning from mistakes, wish and work on continuous improvement, being open and adapting to change, working on personal and group growth or managing well financial resources may be some of the characteristics of a successful SME when the environment where an organization is embedded is stable and well-known.
However, in an environment where interactions are more complex and unpredictable, it seems to be simplicity that can most captivate each of an organization’s employees and customers.
Build trust and empathy
Making decisions or making choices (not necessarily the same thing) becomes increasingly difficult in an environment where the unexpected circulates freely and where the best elaborate predictions fail to minimize this difficulty.
Where there is instability and speed in change, simplicity is called for, since it is the only way to make time more profitable and to create harmony in the daily life of all the stakeholders.
It seems reasonable to say that we want simple products, simple guidelines, and we want things to work quickly and easily the first time we use them, without much effort.
So, to be able to propose what people want, companies, in addition to listening to all interested parties, also need to design their products and services from research on the needs and wants of the customer.
This research is also a source of trust that is established with the market.
Get a different perspective
To achieve “simplicity”, it is often necessary a hard work.
It is probably easy to imagine many simple situations that we had in organizations and that became complicated because we did not reflect on the advantages of simplicity and, therefore, of more difficult resolution after this inattention.
When we look at a pallet, a container, or a Lego game, we find that all these objects represent simplicity. They are objects that represent something like economic accessibility, guarantee of great capacity of realization of the intention of the organization, capacity of agglomeration and, therefore, scale or facility of planning, the same as saying, predictability of outcomes.
In organizations, especially when teams are interdisciplinary, and diversity is present, if organizational behavior is simple, it should remain simple, that is, with predictable results, without increasing resources, with a good response capacity and easy reorganization I the face of change.
If, on the contrary, we try to manage the complexity of people or groups of people, we must seek to know where the main function or ignition is, to increase the capacity to perform or to manage conflicts resulting from the interaction of people and things.
Being aware of yourself
But just because I am able and this works, does not mean that I will have to add something new as if the novelty were needed. I must focus on people and realize that they do not have all the same knowledge or skills.
Before presenting products and services to consumers and users, we must build a sensible hierarchy of characteristics in our market proposal so that users are not distracted by features or functions they do not need or do not want. After all, most of the objects we use in everyday life are not (or should not be) games with a high degree of difficulty of execution or with strong additive characteristics.
Similarly, for people who collaborate in organizations, heavy and matrix hierarchies should not be built to simplify the observation of authority and facilitate communication flows.
“Simplicity and complexity need each other. The more complexity there is in the market, the more that something simpler stands out. And because technology will only continue to grow in complexity, there is a clear economic benefit to adopting a strategy of simplicity that will help set your product apart. “- John Maeda
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In organizations, new products, innovative services, efficient and effective processes, disruptive technologies, sustainable business models, etc., rarely happen by chance! All this must be thought and designed! The discovery of surprising opportunities is not done solely by serendipity. This discovery of unique opportunities is almost always the result of a creative work and a consistent, […]
In organizations, new products, innovative services, efficient and effective processes, disruptive technologies, sustainable business models, etc., rarely happen by chance! All this must be thought and designed!
The discovery of surprising opportunities is not done solely by serendipity. This discovery of unique opportunities is almost always the result of a creative work and a consistent, oriented and people-centric search.
We know that it remains a major concern that business failure is often the true return of innovation efforts and investment. At the root of this failure may be bad ideas, insufficient numbers of good ideas, support for misconceptions, an overly optimistic business model or with serious shortcomings, a lack of execution capacity or a lack of leadership preparation and of employees for the present market.
The ability to use white spaces
Often, or almost always, this failure is linked to the leadership’s lack of visualization of “white spaces”, where, with the insertion of pertinent actions, it would be possible to provide relief in the battle against adversity.
A “white space” is a place where a leader of an organization can discover unique opportunities. When a leader of an organization manages to use this white space, in addition to all conventional and formal management activity, he is creating an order that, although invisible, will improve the readability of any proposed intent or action.
Using this white space means that you are not solely dependent on a set of people, representing only a certain volume of data for analysis.
It is good to remember that the data represent the past, which always leads us to what should be done and not to what can be done.
This search for “white spaces” can be used to identify entirely new markets or can only be used to map incremental innovation in products or services in our organization.
It is true that when we respond to the appeal of a white space, a dramatic feeling takes hold of us, which takes us away from the routine and prejudices of the leadership booklet, but which, on the other hand, can be transformed into passion and energy, as we visualize the path to success.
By virtue of this call, we are challenged as leaders to become aware of our environments (white and black spaces), both internal and external, and to rethink the forms of control as well as to assume an attitude of openness and collaboration.
Distinct but complementary focuses
Whether it’s a small organization or a large one (whatever the metrics used), a talented leader will always find three distinct focuses to lead.
By looking for the space to develop his talent as a leader, and therefore, when seeking to unravel the paths to his organization’s development, a leader at the helm of a team or group is always confronted with his market.
This means that its focus is on finding the gaps in the markets, in the products or in the services, that may represent opportunities to create business models (improvements to propose or empty spaces to fill).
Above all, this is an approach to the unknown or hidden through a people-centered process. Here too, the unarticulated needs of the organization’s customers may represent a gap to be filled.
Another focus, directed to the internal dimension of the organization, will not only allow to identify the organization’s capabilities to deal with new opportunities or face some threats, but also to identify the white spaces in the competencies of employees and leadership.
When we point the spotlight at ourselves, we must be aware that some of our deepest fears may possibly begin to emerge and we will, then have, to turn them into levers for success. People tend to try to show themselves competent even recognizing a lack of skills in some areas.
Finally, when we try to focus on the future, we enter the path of prospects in strategy. “In our view, prospective methodology is fundamental to provide and systematize future visions in the form of scenarios and thus provide the decision maker with the fundamental and possible future elements that are acceptable, reasonable or plausible depending on the decisions of the present …”
Our starting point
When talking about future or prospective, our starting point can vary greatly, from a more analytical profile to that of the dreamer or visionary.
It remains for us to identify what our starting point is, our white space, how we fill it in and where we want to go.
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