IDC says Asia/Pacific organisations continue to refine hybrid working practices and organizational culture to accommodate new ways of working that enhance productivity, security, employee retention and customer satisfaction.
Automated learning and low-no code tools will catalyze employees’ skills training and development and keep businesses to stay relevant in the digital-first economy. At the same time, frontline workers are expected to have more access to technology that allows them to design and implement automated processes.
In the book, Strategy That Works, authors Paul Leinwand and Cesare Mainardi, noted that successful companies narrow the strategy-execution gap by committing to what they do best instead of chasing multiple opportunities. They also build their own unique winning capabilities instead of copying others. In addition, they out their culture to work instead of struggling to change it and invest where it matters instead of going lean across the board. Successful companies also shape the future instead of reacting to it.
A gap exists when expectations are not met. In this PodChats for FutureCIO, Arvind Wang, co-founder, Chairman and CEO at Laiye explains how to narrow the work execution gap.
1. What is a Work Execution Gap? Why does it exist?
2. What is the impact of work execution gaps in the profitability and growth of a business?
3. How does a business narrow the work execution gap? (do not focus on WES here)
4. How/Why/When/where does a work execution system fit into the narrowing the work execution gap?
5. Is WES the only way to narrow the gap?
6. WES is new. As in many new efforts, there is a high risk of failure. How does an organisation adopt WES while minimising the risk of failure?
What is your recommendation to business/HR/Ops/IT leaders looking to narrow the work execution gap using WES?