Welcome to our blog, the digital brainyard to fine tune "Digital Master," innovate leadership, and reimagine the future of IT.

The magic “I” of CIO sparks many imaginations: Chief information officer, chief infrastructure officer , Chief Integration Officer, chief International officer, Chief Inspiration Officer, Chief Innovation Officer, Chief Influence Office etc. The future of CIO is entrepreneur driven, situation oriented, value-added,she or he will take many paradoxical roles: both as business strategist and technology visionary,talent master and effective communicator,savvy business enabler and relentless cost cutter, and transform the business into "Digital Master"!

The future of CIO is digital strategist, global thought leader, and talent master: leading IT to enlighten the customers; enable business success via influence.

Monday, January 15, 2018

The Monthly Insight of “Digital Maturity”: The Characteristics of Digital Business Maturity Jan. 2018

Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. Digital becomes the very fabric of high performing business, being outside-in and customer-centric is the new mantra for forward-looking and high mature digital organizations today. At the heart of digital, it is people and how to build a customer-centric organization. More specifically, what are the very characteristics of digital business maturity?

        

The Characteristics of Digital Business Maturity

Hyperconnectivity as the “Nature” of Digital Businesses Hyperconnectivity is one of the most critical characteristics of the digital business. Digital organizations arise when the scale of the interrelations, interactions, or interrelational interactions brings the new cycle of the business growth, information flow, innovation, and maturity. The digital organization is a living thing, it cannot be taken apart. As you cannot understand a cell, a living thing if you isolate it from its context. It is a cohesive whole.

Three Aspects to Run a People-Centric Digital Organization? Digital becomes the very fabric of high-performing businesses, being outside-in and customer-centric is the new mantra for forward-looking and high-mature digital organizations today. One of the key determinants of whether an organization can move to the digital new normal is the digital maturity of its people. People have to be ready for moving to a fluid structure, hyper-connected & dynamic state and get used to the complex digital ecosystem.

The “Interdependence” Characteristic of Digital Organizations
Digital makes a significant impact on almost every aspect of the business from people, process, to technology, both horizontally and vertically. It does make a smaller world, but also makes businesses and the world super complex and full of uncertainty and ambiguity. Due to the latest digital technologies such as social and mobile, the business and world are always on and have become hyper-connected and interdependent. What’s further understanding of interdependence as one of the significant characteristics in the emergent digital era?

Adaptability is not just a soft Skill, but a hard Capability
While turbulence is not new, and uncertainty is the new normal. Adaptability is to be understood as the ability of systems or people adapts themselves smoothly and fast to changed circumstances. Adaptation is an inherent characteristic of humans to survive. Self-adaptation is a phenomenon strictly linked to see learning and knowledge increases if shared and consumed. In the ever-changing digital dynamic, adaptability is not just a soft skill, but the hard capability.

Enforcing Three Fundamental Business Factors for Improving Business Maturity: Forward-looking organizations are reaching the inflection point from doing digital to being digital, from being digitally disrupted to be a digital disruptor. Digital Maturity matters, because digital transformation discipline is not just about some stand-alone initiatives, it requires a vision for 'WHY' and a solid strategy for "WHAT" and "HOW" you want to transform radically. Companies are gradually opening up to the next practice to enforce digital ways and build up digital competency with a set of unique capabilities. More specifically, how to enforce these fundamental elements of the business: People, process, and technology, in order to expedite change and improve business maturity.

The “Future of CIO” Blog has reached 2+million page views with about #4300+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting. The content richness is not for its own sake, but to convey the vision and share the wisdom, to inspire critical thinking and spur healthy debates. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

Breaking Three Bottlenecks to Digitize Boardrooms

The corporate board plays a significant role in overseeing business strategy, setting principles and policies, monitoring performance to get digital ready. They are the advocate for changes and the mastermind behind digitalization. To lead effectively, they are able to break the bottleneck of digitalization and bridge the gap of opportunity between where they are and want to become, cascading the changes from the boardroom to the front line of the company in order to accelerate performance and get digital ready.


Communication bottleneck: The best in class board think differently and lead innovatively. Great boards are heterogeneous, inquisitive, intelligent, effective, innovative and influential. They also continue to add the new blood for enforcing digital acumen in the boardroom. Either at the boardroom or the different layer of the business hierarchy, effective communication is like the thread to connect all important business elements, for building the trust relationship and improve digital readiness; communication gaps are caused by cognitive difference, ambiguous process or management bottleneck. The BoD as the directorship role, the important issue is how the board accommodates diverse opinions and how they assess them and converge the diverse thought into effective decisions. It needs to first categorize what kind of communication bottlenecks existing and which communication gaps should be closed. There’s “lost in translation” syndrome in cross-functional conversations, there are all sorts of miscommunication at the different level of the organization, which are caused by perception gaps because people have the different knowledge base and cognitive understanding to articulate things. Therefore, it’s important to pay more attention to communication content (what's your message), communication context (what will indicate to a different audience) and communication style (one to all, one to one., etc, direct vs. indirect., interpersonal vs. intrapersonal, etc). To break communication bottleneck, the hard communication barriers such as out of date processes, procedures, practices should be updated, and the soft communication obstacles like culture, politics or leadership style, etc., need to be overcome. The board needs to be able to leverage diverse viewpoints via listening, brainstorming, and questioning, and break down leadership bottlenecks to accelerate changes.

Performance bottleneck: The Board's role, in large part, is to make good decisions that enhance the value creation for the organization. They need to focus on their own performance as well as the performance of the management team; and, that performance is not limited to financial performance, but also to the firm's performance in creating value for employees and customers. Performance and compliance are both important issues in the boardroom. However, many boards spend too much time on compliance or operational issues at the expense of the future. High-performing boards set goals for their own performance and regularly evaluate how they are performing as the board and where are the board’s performance bottleneck. They frequently brainstorm issues such as board composition, structure, and leadership - take the periodic risk assessment and well-tuned succession plans. The board plays a critical role in monitoring the business performance. Historically, performance measurement systems for most businesses have been financing driven. However, in many business situations, financial indicators only cover part of the story. To identify and break business performance bottlenecks, they need to help the management understand the whole story behind the scene, and ensure the business as the whole is superior to the sum of pieces. There is no doubt that the board only fulfills its role to shareholders and the management team when it is focused on unlocking performance and unleashing digital potential.

Innovation bottleneck:
Innovation is not serendipity. Innovation is about transforming the novel ideas to achieve its business values. It needs to be the hot topic in the digital boardroom. Because the board should set the guidelines for both innovation management and management innovation. They can provide insight on when to break the outdated rules, when to bend the rules, and when to set new rules. There are different innovation bottlenecks such as idea management bottleneck, process bottleneck, resource bottleneck, innovation execution bottleneck, resource bottleneck, or talent bottleneck, etc. A company has finite resources to apply to get the best yield possible to meet a stakeholder expectation. There are always some constraints for businesses to explore the new opportunities or deploy the new ideas. The board’s oversight of innovation management helps to criticize innovation strategy which is an integral component of the business strategy, identify innovation management bottlenecks, de-bureaucratize process, derisk innovation implementation, and scale innovation effect. Management innovation means to accelerate innovation at the multitude of levels. The BoDs exemplify innovation leadership, create the space for dialogue and debate about digital innovation, develop a common understanding of it, and create the necessity and motivate for innovation blossom.

Breaking the bottlenecks for improving organizational responsiveness and changeability is a strategic imperative. It starts from the boardroom, and take the top-down approach for keeping the digital flow. Through breaking the bottlenecks in communication, performance, and innovation, digital-savvy boards have the advantage of pulling enough resources and pushing the business model of technology, trustworthiness, prepare, and launch change, innovation to accelerate performance and get digital ready.

The New Book “12 CIO Personas” Conclusion: Enhance Digital CIO Personas with Enriched Leadership Portfolio

Digital CIOs have multiple personas to practice the situational leadership accordingly.

With increasing pace of changes and fast growing information, the role of IT and that of the CIO is going through significant changes. Overall speaking, the digital CIO is the leadership role, how CIOs provide the appropriate leadership and how they convey to leverage IT for the business value depends on the CIOs’ vision and their leadership strengths and styles. Further, whatever the management team needs or wants at the time out of the CIO will be different, and by the type of business needs will be different as well. Thus, the CIO role needs to be continually reimagined, refreshed, and reinvented. Digital CIOs have multi-faceted personas and practice the situational leadership skillfully.

Digital CIOs are born to change: Due to “disruptive” nature of technology and overwhelming growth of information. Digital CIOs are born to change as well. They must understand the issues or opportunities, listen to a wide range of opinions and approaches to think the new way to do things. Refreshing IT leadership is to keep the digital tempo for creating business synergies and accelerating digital transformation. Digital CIOs are often the outlier visionaries who are good at the perception of technology trends, emerging business opportunities or alternative business solutions. They are skeptical about conventional understanding of the problems so that they examine everything before accepting it for its real truth or advising it to others. They are informative, persuasive, and empathetic to close digital leadership and communication gaps via their niche talent and skills. A unique set of digital thinking helps IT leaders think broader, deeper, use longer-term frame, and take a holistic lens, to improve IT performance and maturity.

Digital CIOs should practice creative leadership to run an innovative IT: Digital is the age of innovation. Digital CIOs need to be creative enough to dream bigger for envisioning the future of the business and “sell the dream” via creative communication and vivid storytelling, bold enough to inspire the team, and also logical enough to implement it. Digital CIOs need to have the capacity to learn, relearn, and adapt. It is particularly important for practicing innovative IT leadership effortlessly. That means to have the willingness to try something new, to test, to learn what you knew again, with new perspectives, to listen and remain balanced. Digital is the age of options, it provides the opportunities for IT leaders to get really creative on how to delight customers and orchestrate changes, to ensure IT is strategically positioned to be ahead of where the business is moving next.

Digital CIOs have multiple leadership and management responsibilities, and have to practice situational IT leadership fluently:
Digital CIOs need to be the business strategists, visionaries, customer advocates, talent masters, process overseers, and governance champion, etc. Digital CIOs also need to be able to communicate skillfully to avoid the “Lost in Translation” syndrome. Although the title is not as essential as responsibility, the digital standard needs to be built and the priority should be set. CIOs should present their leadership authenticity, enhance their leadership strength, practice the digital leadership philosophy they believe in, and tailor their own leadership style to make a digital fit.

Every leadership in unique and every CIO is unique. The focus of IT upon digital transformation is not about changing the tile, but keep updating mindsets, skill sets, and toolsets, set up the digital standard to improve IT competency and maturity in a continuous way.

Sunday, January 14, 2018

The Monthly “100 Creativity Ingredients” Book Tuning: The Key Traits in Innovators Jan. 2018


All humans are born with raw creativity ability. Creativity has many dimensions, with multi-faceted truth and myth, manifold knowledge and multidimensional insight. Creativity is wings of our mind and tempo of our heartbeat. Creativity is a constructive disruption, not so bad addiction, and a sensational phenomenon. The purpose of “100 Creativity Ingredients - Everyone’s Playbook to Unlock Creativity “is to classify, scrutinize, articulate, and share insight about one hundred special creativity ingredients, to paint the picture with them, to add colors on them, to embed the music into them, and to make the story via them, in order to unleash our collective creativity potential.       

                   The Key Traits in Innovators   


Creative Personality with Paradoxical Traits Creativity is the #1 needed skill now because digital is the age of innovation. The problem is that creativity cannot be taught, it’s not an ability which can be imposed by instruction, calculated via algorithms or practiced with linear thinking only. History teaches that those gifted with ingenuity don't need stimulating, while those without it are barren ground when it comes to original thinking. In fact, creative personality has some paradoxical traits. Creativity, originality, ingenuity, and insight need to be discovered by talented people on their own, though they cannot be completely taught, they can be developed and nurtured to reach the abundance of creativity.

The “A” Factors in Creativity We all have unlimited creative potential and intrinsic ability to think outside of the box and come out novel ideas via connecting unusual dots. But we need to learn how to unlock it. Creativity is a function of imagination, high-level thinking, knowledge, psychology, activities, and motivation. Here are three “A” factors in creativity.

Three “U” Traits in Innovators Innovation is about figuring out the better ways to do things. Innovation is an exceptional, exclusive, and realistic idea that separates you from others without a second thought. Being innovative is a state of mind to think and do things from new perspectives. Innovators are the rare breed, but they are around us and within us. Here are three “U” traits in innovators.

How to Spot your Innovators? Creativity is an essential building block for innovation in business. And innovation is the light every business is pursuing. Everyone possesses a certain level of creativity, but how does creativity manifest itself in the workplace? What's the best work environment to stimulate creativity? And how can digital leaders spot their true innovators and improve innovation success rate?



Three Styles of Innovation Leaders The leadership in any organization must have the ability to guide, inspire, innovate, and motivate a group of people toward accomplishing shared visions and goals. Innovative leadership is essentially anchored on the leader's overall multifaceted resourcefulness and multidimensional competencies to formulate creative alternatives or unconventional solutions to resolve problems, to show versatility and flexibility in response to unpredictable or unanticipated business circumstances. Here are three styles of innovation leaders.

The “Future of CIO” Blog has reached 2 million page views with about 4300+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.

“Simplexity” as the Characteristic of Digital Maturity

Either at individual or business level, we should follow the “simplicity” principle to handle the over-complex digital reality with “VUCA” characteristics. 

Modern businesses become over-complex every day, they also become part of the dynamic and complex digital ecosystem. If we accept the business and the world are complex, somewhat unpredictable or not completely predictable, we have to accept uncertainty. Because uncertainty comes with complexity. Simplicity vs. complexity is not only an age-old dilemma but also the opposite ends of the same spectrum. Complexity can either stimulate or stifle innovation. In fact, “Simplexity” is a portmanteau word to reflect the digital reality and how to strike the right balance to achieve the next level of digital maturity.

Complexity: Due to the “VUCA” nature of digitalization, business complexity is unavoidable. It becomes complex if things do interact, particularly in the case of "nonlinear" interaction, you can't separate things properly or you cannot predict the actual effect of interaction straightforwardly. Considering there is no universally agreed definition of complexity, in the corporate scope, there are hierarchical complexity, environmental complexity, information complexity, collaboration complexity, design complexity, governance complexity, etc. Imagine the complexity that comes in due to these characteristics such as, less structure, rules and regulations, diversity, volatility, ambiguity, unpredictability, lack of linearity and increased flux, etc, working and impacting together. In fact, complexity has increased exponentially and has become the part of digital new normal. The complexity can be good or bad for businesses depending on your strategy and capability. There are needed complexity and unwanted complexity. One one side, there is no intelligence without the certain level of complexity, complexity is a property of intelligence. On the other side, complication or unwanted complexity will stifle innovation and decrease productivity. From management lenses, typically look at complexity from a business impact perspective as well as from a business solution perspective. Companies that are skilled at managing complexity can gain advantages by pushing the boundaries of a more sophisticated business mix. Complexity usually involves early in the life-cycle and careful examination of numbers and types of stakeholders across the organization. The effective complexity management can provide opportunities to create inter-business value and differentiated business competency.

Simplicity: Simplicity means or is related to too many things such as manageability, availability, scalability, flexibility, reliability, robustness, sensitivity, comprehensiveness, speed, responsiveness, etc. Take a close look at simplicity from different management lenses as well - Is it “the simplicity from developer’s perspective” or “simplicity from customers perspective” or “simplicity from management perspective-solution lifecycle maintenance cost perspective.” As the saying is going, simplicity is the optimal level of complexity. Simplicity is the building blocks. There is a relationship between simplicity and clarity. Simplicity is the design of looking for what is common for maximum reuse. But how do you know that simplicity is "just right"? How do you know you have the minimum required complexity, as to support flexibility without hurting the support/maintenance costs? To achieve simplicity, you would have to address the complexities of the subject matter. Simplicity can be expressed via comprehensive abstract. Simplicity is a behavioral attitude to see things as and what and where they are and be content and cool as it is. An organization achieves the state of digital equilibrium through its optimized management layers, resilient process, and elastic capacity.

Simplexity: “Simplexity” is a portmanteau word to reflect the digital reality. In the core of simplicity lies complexity. Often, the more simple people perceive in any system, problem or living being is inherently more complex. When a business becomes overly complex and people get frustrated and annoyed by not being able to accomplish things easily, this drives the search for simpler concepts and methods. The emergent digital complexities include hyper-connectivity, hyper-diversity, hyper-dynamism, and the non-linear complexity such as less structure and multi-dimensional views, or design complexity such as highly productive complexity, value/cost/risk ratio complexity. Simplicity is the pertinent portmanteau word mixing with two words "Simplicity," and "Complexity," which well-describes the digital new normal philosophically. The art of digital management is not to complicate things, but to eliminate unnecessary complication. That means over-complexity in a business may be hiding simple and innovative ways to achieve things because the people involved just don't get the time to step back from the complexity. Therefore, the management needs to encourage desired complexity, simplify and optimize the business for reaching the next level of digital maturity.

Either at individual or business level, we should follow the “simplicity” principle to handle the over-complex digital reality with “VUCA” characteristics -Velocity, Uncertainty, Complexity, and Ambiguity. “Less is more” needs to become the digital principle for tuning modern enterprise structure and design, not about less intelligence, but about debureaucracy and optimization, as well as on how to improve business adaptability, responsiveness, flexibility, speed, and equilibrium.


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The New Book “12 CIO Personas” Chapter 12 Introduction: The CIO as “Chief Influence Officer”

Good leaders are continually practicing, experiencing, learning, reflecting, adjusting,  both "walk the talk and talk the walk," to be fluent in mastering leadership influencing via their own leadership strength and unique style.

Contemporary CIOs face many leadership dilemmas: Being sustainable or disrupt? Keep status quo or being innovative? Act as a business executive or an IT manager? Traditional CIOs have been perceived as tactical IT managers, running IT as a support function to keep the lights on. Digital CIOs today must develop their leadership competency to make multidimensional influence across the organization and the digital ecosystem. There are many personas for digital CIOs today, one of the most pertinent ones is “Chief Influence Officer,” who develops influential competence to amplify leadership effect and master both business understanding and technological knowledge to practice expert power.

The multitude of digital CIO influences: The CIO role by nature is fraught with paradox. The CIO needs to be both business strategist and IT manager; innovator and cost-cutter; visionary and hands-on manager. IT now is considered a driver of a company’s growth strategy rather than just the “keeping the lights on”support function. As a result, CIOs now have more accountability and visibility than ever before. They should make the strategic influence on key business decisions, as IT strategy and the “art of the possible” in technology influence the development of business strategy. IT would reduce risks of surprise disruptions and better involve in bolstering competitive advantage. Digital is the age of innovation. Innovation is the execution of new ideas that create business value. And technology is often the engine of innovation. Thus, CIOs also have to practice innovation influence via envisioning and sharing technological visions, refine information to capture the business insight of growth opportunities or customer insight. In the face of the digital new normal, the only thing wise CIOs have to influence is to persuade the business about the potential cost of the current situation and benefits of the business solutions. IT can also make an influence on modern businesses’ culture and talent strategy via information-based reasoning and tangible measurement. Overall speaking, CIOs should play position influence, expertise influence, and social influence to improve their leadership effectiveness. High mature CIOs are high influencers through their breadth of business knowledge and the depth of IT insight.

The daily grinding of leadership development: The CIO is the leadership role, not just a management job. Leadership is not a setting-hour work, but a continuous self-awareness, self-motivation, and self-mastery journey. CIOs should spend time on developing self and others, set the strong leadership tone to build the culture of learning and innovation in their organization. Only a CIO who is proactively learning every day, empowered or trained via tailored approaches by the organizations, can make things happen and fulfill the expectation of his/her organization. It is also important for CIOs to have open door time for people to come and discuss any challenges, share innovative ideas, brainstorm varying solutions to business problems. For those IT leaders who move up the IT ranks will need to have the inherent knowledge of the business in order to become the well-rounded leadership role to succeed as a top business executive.

The recipe for highly influential digital IT leadership: Digital CIOs should have their own unique leadership voice based on their differentiated leadership competency. The multitude of leadership competency includes courage, temperance, openness, adaptability, emotional excellence, sound judgment, creativity, inclusiveness, etc. and a set of leadership skills such as persuasion, motivation, decision-making, interpersonal communication, conflict management, and finally conceptual understanding skills, etc. The effective digital leaders are both confident and humble, they don’t care about others think about them to feel valued, but strongly believe in themselves; they have no problem to lend empowerment, encourage people to grow, improve, and innovate. Also, CIOs have to learn the new ways to do the things or the trends that may not be known to you before. The world is moving so fast, remember you can always change the tone of an old song, rearrange and make it better. There is no secret recipe for digital leadership, every CIO must both "walk the talk and talk the walk," to be fluent in mastering leadership influencing via their own leadership strength and unique style.

Leadership is an influence and practice. Good leaders are continually practicing, experiencing, learning, reflecting, adjusting, and they understand that the ultimate mastery of leadership does not exist. The path to mastery is something that unfolds day by day. CIOs just have to manage their time wisely and lead profoundly.

Saturday, January 13, 2018

The Monthly “IT Innovation” Book Tuning: The Innovation Core in Digital Masters Jan. 2018

Within abundant information and emergent digital technologies, IT is a key component of holistic business mindset to re-imagine “what is possible” - unleashing business potentials and improving business efficiency, effectiveness, agility, and maturity. The art of possible to reinvent IT for the digital age is to deliver the value of information in helping businesses grow, delight customers and doing more with innovation.

                 The Innovation Core in Digital Masters


The “Digital Master” Book Series- Innovation CoreDigital Master is the series of guidebooks (21+ books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way. Digital Master refers to those high-performing, highly innovative and high-mature (less than 15%) digital organizations; they have both clear digital vision and well-crafted digital strategy; they are courageous to be in the vanguard of digital transformation with a quantum lead. At the individual level, Digital Masters are those cross-generational digital professionals who are equipped with the advanced digital minds and build a unique set of digital capabilities.

Three “F”actors in Innovation Management
Digital is the age of innovation. The art of innovation is that it involves new ways of bringing together the latest technologies, ideas, and resources to create something novel. The challenging part is that innovation is not always equal to the latest gadget, it’s about people, process, culture, partnership, manners, etc. Digital organizations have to orchestrate all those important ingredients into the unique innovation capability of the business.

The New Book “12 CIO Personas” Chapter 2 Introduction: The CIO as “Chief Innovation Officer”:
Digital is the age of innovation, one of the most appropriate tiles for the CIO is “Chief Innovation Officer,” because digitalization opens the new chapter of innovation. Digital CIOs need to present entrepreneurial spirit, learn to think and lead innovatively, have the right dose of risk appetite and take the calculated risk to accelerate IT performance and unleash its full potential.

CIOs as “Chief Intrapreneur Officer”: How to Sow IT Innovation Seeds via asking Open-Ended Questions?
Intrapreneurship is about creating new venture from within an established company to look for changes and explore new opportunities. Many IT organizations become the change department of their company and they have to become the innovation engine of the business as well. Intrapreneur CIOs need to be dynamic people with vision, openness, inquisitiveness, growth and complexity mindset. Intrapreneur leaders practice entrepreneurship in the large enterprise to rejuvenate culture, advocate digitalization, inspire innovation and accelerate the speed of changes. They master at asking open-ended questions to sow innovation seeds and reimagine IT to reach the next level of organizational maturity.

The Digital CIO’s Three “ALWAYS” to Make IT COOL again and Get Digital Ready
Traditional IT organizations are often perceived as the cost center or support function only. Although technology is more often than not, the disruptive force for business and industry innovation, IT organizations seem to have a tendency to align with the slow changing parts of the organization. With continuous digital disruptions and exponential growth of information, the business needs IT to deliver services or solutions that drive business productivity and effectiveness, the business also needs IT to provide better information to achieve improved profitability and build the organizational competency. In reality, different companies evolve digital with varying speed, how do you view the role of your IT organization today? Is it a service provider, a solution provider, or a game changer? How can CIOs make IT cool again to get digital ready?

The blog is a dynamic book flowing with your thought; growing through your dedication; sharing your knowledge; conveying your wisdom, and making influence through touching the hearts and connecting the minds across the globe. The “Future of CIO” Blog has reached 2 million page views with about #4300 blog posting. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes the time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

The New Book “12 CIO Personas” Chapter 11 Introduction: The CIO as “Chief Integration Officer”

Traditional IT organizations are often seen as one of the weakest links in the company. To close the gaps and enforce the business-IT relationship, the CIO as the “Chief Integration Officer” needs to know how to play a bridge between what businesses understand and what technology understands. The highly effective corporations need to embed the power of information in its fiber to ensure IT is an integral part the business to build the differentiated business competency. And IT can truly become the digital integrator, accelerator, innovator and trusted business partner.

Running a “super glue” digital IT: IT is not sufficient for IT o be just the service provider or the support center only. The IT-business gap is enlarged when the two parties speak different languages, and set different priorities. IT is in the unique position to oversee changes and gain in-depth and technique know-how understanding. IT needs to become the superglue for creating “integrated whole.” Digital IT is also like the spinal cord for the organization to integrate various functional capabilities into business competencies and bring out technology-enabled business solutions. IT has to deliver the competitive capability to the business as many businesses will plateau without IT. Running superglue IT means it has to keep consolidating, modernizing, integrating, and innovating in terms of optimizing inner processes, its interactions with external systems, its components, the specific interactions amongst them.

Strengthening the weakest links in digitalization:
Hyperconnectivity is one of the most critical digital characteristics. It is important to understand that digital business development is a multifaceted and holistic management discipline. There are still multiple gaps existing between business and IT, between strategy and execution, and between management and governance. To close the gaps and compete at digital speed, IT is shifting from a builder to an integrator, from a plumber to an orchestrator; from an order taker to a business advisor. IT management philosophy is also shifting from “built to last” to “wired to change.” Integration becomes the key step in building solid IT-enabled business competency. The successful integration will depend on the underlying business relationships between all of these points and how they influence each other. Through quality integration, the enterprise are easily combined with assets for orchestrating high-performing businesses.

Developing good business relationships for running a frictionless IT: A good relationship between business and IT becomes visible by clearly defining tasks, authorities, and responsibilities to manage both opportunities and risks accordingly. In the digital era with the exponential growth of information and consumerized technologies, businesses need to understand not only the power and the opportunity information could bring in, but also the potential risks the business might get exposed to. CIOs need to do a thorough analysis of IT activities, programs, and policies in terms of IT contribution in maximizing shareholders’ benefit, cost optimization, innovation, etc, build a healthy IT portfolio which has a direct link with business benefit and customer satisfaction. And IT can work as the strategic business partner both on the business and in the business, not just for the business.

A high-mature digital ready IT organization is a threshold business competency and the catalyzer of digital innovation. In practice, digital IT playbook is not for the faint of heart, CIOs have to rise above the status quo, and take on a new set of activities to run IT innovatively and proactively.

The “Interdependence” Characteristic of Digital Organizations

The challenge for digital organizations is to manage its portfolio of relevant cross-border strategic synergies and organizational interdependence, to achieve the digital equilibrium via delicate balance.

Digital makes a significant impact on almost every aspect of the business from people, process, to technology, both horizontally and vertically. It does make a smaller world, but also makes businesses and the world super complex and full of uncertainty and ambiguity. Due to the latest digital technologies such as social and mobile, the business and world are always on and have become hyper-connected and interdependent. What’s further understanding of interdependence as one of the significant characteristics in the emergent digital era?

Interdependence as the premium stage of digital maturity:
Humans progress has gone through three stages: Dependence, independence, and interdependence. What works and what doesn´t, depends on the nature of the organizational interdependence that needs to be enabled. The “organizational design problem” would be to build the great mix of organizational elements that enable the organizational interdependence, enforce cross-functional communication and collaboration. The collaboratively interdependent organizations can reach the higher state of business maturity because limited hierarchy works best in a creative environment where the free flow of ideas and their prompt implementation is a key element of business success. Thus, to gain the in-depth understanding of interdependence, it is important to apply System Thinking to view the digital organization as an interconnected and interdependent whole; and how to follow systems principles for solving problems in a structural way under complex, uncertain and ambiguous circumstances.

Organizational interdependencies have a lifecycle:
The challenge for organizations is to manage its portfolio of relevant cross-border strategic synergies and organizational interdependence with the appropriate mix of enabling organizational elements, engaging digital talent and balancing effectiveness and efficiency. The informal organizational elements are very effective to carry this “emergent traffic.” Then, some synergies prove to be very successful and need to be escalated. Usually, the original informal elements are replicated and augmented, but the coordination costs increase heavily. This is the result of carrying “heavy organizational traffic” through a network of effective but not very efficient small roads. This efficiency crisis eventually creates the need to incorporate the formally structured elements. The digital balance to human nature will need to have some combinations of structural design and incentives. The business becomes more successful when the corresponding learning curve has reduced uncertainty to the point where both the strategic synergy and organizational interdependence can be structured.

Structured cross-border interdependencies vs. Loosely structured cross-border interdependencies: There are two different types of organizational interdependence. Structured cross-border interdependencies can be enabled with formal organizational elements such as standardized business processes and management systems (planning, control), and centralized functions at headquarters. These elements function like a set of well-designed highways, are able to carry the “heavy organizational traffic” of cross-border structured interdependencies across well-known origins and destinations. Loosely structured cross-border interdependencies, on the other hand, require a much greater dose of informal organizational elements such as social networks, shared corporate values and culture, information flow, common business language, multidimensional knowledge and skills, regular face-to-face meetings of cross-border people, and so on. These management elements function like a large set of small roads (even non-paved), are able to carry the “capillary organizational traffic” of emergent cross-border, non-structured interdependencies across organizational nodes. Only if the company can successfully manage both types of organizational interdependence effectively, the business can reach the stage of frictionless changes and seamless flow to improve its business maturity.

The digital transformation, like the computer technology revolution itself, is a long journey. The challenge for digital organizations is to manage its portfolio of relevant cross-border strategic synergies and organizational interdependence, to achieve the digital equilibrium via delicate balance. The outlines of the fully digitalized world have long been sketched, now the phenomenon of digital is reaching the inflection point, yet we are now entering an even more rapid and extensive period of change and the high degree of interdependency, with a sense of urgency to get digital ready.

Friday, January 12, 2018

Adaptability is not just a soft Skill, but a hard Capability

Self-adaptation is faster if made with the full involvement of people in organizational flow with the consciousness to change.

While turbulence is not new, and uncertainty is the new normal. Adaptability is to be understood as the ability of systems or people adapts themselves smoothly and fast to changed circumstances. Adaptation is an inherent characteristic of humans to survive. Self-adaptation is a phenomenon strictly linked to see learning and knowledge increases if shared and consumed. In the ever-changing digital dynamic, adaptability is not just a soft skill, but the hard capability.

Ability to think adaptably: Adaptability starts at the mindset level. An adaptive mind is an open mind that is able to adjust its thinking processes according to changes in its environment, or a learning mind to absorb all necessary knowledge and abstract it into insight and wisdom. Each person has a different level of knowledge (the consciousness about a problem) and reacts to environmental changes. How we behave as individuals in regard to our inner world is just as important and may even be more important than how we behave in regard to our outer world. An adaptive mind can converge conscious thinking and unconscious or inner realm, or think fast and think slow accordingly, with behaviors that are strictly linked with the information they have and with the way other people share and collaborate with them.

Ability to absorb new knowledge-gain true understanding-capture insight-create new knowledge: Learning is a process and everyone has an enormous capacity to learn. In the digital age, the knowledge life cycle is significantly shortened, digital workforce today has to learn and relearn all the time, then apply those lessons to succeed in new situations, and a collective learning capability is a strategic imperative for the company’s long-term success. 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. Digital learning is multidimensional, dynamic, interactive, informal and integrated, the learning plasticity significantly enforces the people’s adaptability, in order to keep the mind open; make the skills updated and continue to build the dynamic digital capabilities to compete for the future.

Ability to deal with the fast-paced changes: The talented digital professionals need to have "changeability," due to the increasing speed of changes, and they are change agents for the better self and better organization. Develop adaptability through openness, be able to seek ways and means of adjusting your perspective and those around you. Change is a continuum and once you accept that life will be a constant shift going on around us. Develop adaptability to create mutual interest communities, to identify common, yet flexible processes that introduce focus and create a sense of urgency. Develop adaptability via negotiating win-win outcomes, increasing self-confidence and performance in others, getting yourself and others into actions.

A key element in self-adaptive organisms is people. Consider the digital organization as the self-organized but interlaced and hyper-connected ecosystem, and humans are vehicles of natural and cultural solutions. Adaptability is not just a soft Skill, but a hard capability. Self-adaptation is faster if made with the full involvement of people in organizational flow with the consciousness to change. The living digital organizations can self-discover, self-adaptive, self-organize. and self-renew, act intelligently and nimble enough to adapt to change promptly, to make the leap of the digital maturity.

The New Book “12 CIO Personas” Chapter X The CIO as “Chief Investment Officer”

 IT should become known as a revenue rainmaker by associating its efforts directly with sources of income.

All ambitious businesses strive to unlock their business potential, to reach the next level of business growth cycle and maturity. Nowadays, technology is the disruptive force behind digital transformation and information is the gold mine all forward-thinking businesses are digging in. CIOs as “Chief Investment Officer”: How to unleash IT-enabled digital potential?

IT potential is an investment, improving revenue and catalyzing business growth: IT needs to be understood and harnessed by all stakeholders to fulfill the business potential. The potential is realized via wise investments. IT needs to be telling business about the opportunities and possibilities and that means IT needs to really understand the goals of the business. IT leaders should become the business advisor, and make sure that the executive team first understands what it needs to drive future business growth via unlocking the business potential, put the framework in place to map the strategic objectives into performance management. Digital businesses empower their IT because digital IT can drive all sorts of innovations, proactively push ideas on how to leverage technology to drive revenue growth, increase business productivity, flexibility, and maturity. IT and business should work closely to assess performance and potential benefit from IT investment portfolio, and then determine what IT investment will accelerate the changes you want to see in your performance indicators.

Manage “SOFT” IT asset effectively to improve the organizational maturity:
Information and knowledge are soft assets of the digital organization. Information doesn’t live alone but permeates to everywhere in the businesses, and information assets need to be managed successfully. The focus needs to be on the conditions that allow information and knowledge to flow and generate value rather than try to manage or control. Information Management and Knowledge Management should be managed more holistically as the corporate asset if done properly. IT competency, especially the ability to make the continuous improvement with consistency is the soft asset by which organizations can differentiate themselves from competitors and reach the next cycle of growth and unlock the digital potential of the business. In fact, managing soft assets effectively is the prerequisite to accelerate change and digital transformation.

Running high-performance IT with multi-layer ROIs: Traditional IT organizations are perceived as the cost center because IT cannot communicate with the business via the tangible value IT can bring to the business either via increasing the top line business growth or improving customer retention rate. IT value-based management needs to be driven by concepts like collaborative value or collective advantage and multi-layer ROIs. IT leaders need to have a seat to contributing to strategy making proactively and IT should become known as a revenue rainmaker by associating its efforts directly with sources of income. IT performance with multi-layer ROIs should be demonstrated through the rate of productivity increases, the rate of productivity increases, the rate of new products/services development, the rate of new market share gains, the rate of customer satisfaction and retention, and the rate of market shares gain.

Digital CIOs need to be “Chief Investment Officers,” the success for the CIO is based on how their departmental KPIs are performing and how aligned they have been with their contribution to the corporate performance. Although different IT organizations and the enterprises are at the different stage of the business maturity, managing soft asset effectively is the prerequisite to accelerate changes and lead digitalization.

Thursday, January 11, 2018

The Weekly Insight of the “Future of CIO” 1/12/2018

Blogging is not about writing, but about thinking, brainstorming, innovating and sharing.

The “Future of CIO” Blog has reached 2 million page views with 4300+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Here is the weekly insight about digital leadership, IT Management, and Talent Management.

How to Run a Digital-Driven IT
Businesses across the industrial sectors embark on the “Digital Era” of computing and innovating. The digital has become ’normality,’ and almost everyone now feels at ease with digital technology, but sometimes digital workforces feel frustrated with their IT organization. Therefore, IT needs to speed up, and CIOs should become more visible and accountable as the top digital leader. The CIO's leadership penetration is about the depth of thought leadership as well as the breadth of enterprise knowledge upon understanding business as a whole and even an entire digital ecosystem. But more specifically, how to run digital-driven IT organization?

The BoDs as the Digital Rule-Maker The purpose of the board of directors is to direct the organization in the right direction. The board directors as senior directorial roles have both privilege and responsibility to “talk the walk,” make the good policies or set digital principles to drive changes and lead digital paradigm shift. The board of directors is the digital rule-maker for getting the business management digital ready.

The Monthly “Unpuzzling Innovation” Book Tuning: Innovation as Core of “Digital Master” Jan., 2018 Digital is the age of innovation. And innovation is what leads to differentiation. There are many ways to differentiate and, therefore, there are many ways to pursue innovation. Digital Master refers to those high-performing, highly innovative and high-mature (less than 15%) digital organizations; at the individual level, Digital Masters are those cross-generational digital professionals who are equipped with the advanced digital minds and build a unique set of digital capabilities.

The Achilles Heel of Problem-Solving
Today’s business is dynamic and complex, many organizations are on the way for radical digital transformation, solving problems large or small to make a leap of business maturity. But what are the logical steps to follow to ensure you are solving the right problems in right ways? What is the Achilles Heel of problem-solving? And how to improve problem-solving effectiveness?


The New Book “12 CIO Personas” Chapter 3 Introduction: The CIO as “Chief Insight Officer” Organizations across the industry sectors are stepping into the deep “VUCA” new normal with the exponential growth of information and continuous technological disruptions. The pace of changes and complex nature of technologies force more CIOs to shift to the insightful digital leadership role to understand of the organizational interdependence and bridge IT-business gaps seamlessly.

Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes the time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

The New Book “12 CIO Personas” Chapter 9 Introduction: The CIO as “Chief Intrapreneur Officer”

 The creation of corporate entrepreneurship is to boost both soft success factor like culture and hard success ingredients such as business capability and capacity.


The majority of organizations at the industrial age are manipulated by silo thinking and hierarchical management style. To break down silos, intrapreneur-executive leadership is an emergent digital trend. Corporate Entrepreneurship or intrapreneurship has been recognized as a potentially viable, it means for promoting and sustaining organizational performance, renewal and corporate competitiveness. Being entrepreneurial is first the mindset, and then attitude, skills are the easier part to be developed. IT plays a crucial role in driving change and leading digitalization. One of the most appropriate titles for the digital CIO is “Chief Intrapreneur Officer,”to run IT as the software startup.

IT is the business in the business: The digital revolution means that channels to customers, running IT as a customer-centric business. IT has both internal and external customers. IT doesn't exist to take the order from internal customers only. IT doesn't exist to do everything it is asked, in fact, IT is the business in the business and the digital engine of the entire organization. The role of CIO continues to evolve rapidly in the midst of the information in digital transformation. Today’s IT professional should understand that there are only business initiatives, it's important to "keep the end in mind" to either achieve business value or improve customer satisfaction. Because IT strives to be a revenue contributor to the business. IT needs to spend more resources on spotting business growth opportunities, looking for solutions which will directly benefit the external customers, improve the business competitive advantage, and in-turn brings in increased revenue. Thus, always take the customer views as the basis of either strategy management or performance measurement, reduce the delivery cycle time to customers. IT is the business of the business, that is the way to go.

Practicing intrapreneurship in IT and the enterprise:
The heart of entrepreneurship is about changes, and organizations no matter large or small, all face the unprecedented changes, uncertainty, and velocity. If entrepreneurship is to look for changes, deploy it as an opportunity, and then, intrapreneurship is about creating new venture from within established organizations to leverage the startup culture for catalyzing changes and inspiring innovation. Innovation is a mindset and a prerequisite to doing sustainable business these days. People are capable of innovating if they are capable of silencing the noise in the mind and thinking out of the box but also stay laser focus on the strategic goals. Practicing intrapreneurship is about creating the future via learning, experimenting, and discovering. Running an innovative business doesn’t mean everything goes rogue, practicing intrapreneurship in the large organization also doesn’t mean getting rid of all rules. Instead, a high-innovative business has more discipline, not less; it’s not about setting rigid rules but developing a set of fine-tuned principles and an effective framework to manage innovation in a structural way. It is about running IT with a healthy and shortened business cycle of planning, funding, designing, building, operating, securing, optimizing and maturing.


CIOs need to shift their management orientation and thinks like entrepreneurs: IT entrepreneurialism becomes a new fixture for management in their efforts to substantiate their competitive position, affect the market landscape, and drive new revenue growth. Practicing intrapreneurship in the large enterprise is the right way to reinvent IT as a growth engine for the business and a change agent to build a culture of innovation. A high-effective digital IT organization is about catalyzing top-line business growth by maximizing ROI to add up overall business value. Thus, the CIO needs to be a dynamic person with vision, openness, growth, and complexity mindset, with high ability to envision the digital trends, manage innovations, communicating to suit situations so as to craft strategies and make things happen. An entrepreneur’s mind is often innovative, being innovative is more important than any specific innovation. The digital CIOs need to be equipped with intrapreneurs’ mindset to expand their thinking boxes and getting a better understanding of the current boxes, figuring out which of them makes sense to challenges, experiment better ways to do things, with the right dose of risk tolerance, and manage a balanced digital innovation portfolio.

To run IT as the business, IT leaders and professionals should be equipped with the entrepreneur’s mentality, to practice strategic thinking, creative thinking and optimistic thinking, keep the business end in mind. The creation of corporate entrepreneurship is to boost both soft success factor like culture and hard success ingredients such as business capability and capacity, to drive business top-line business growth and long-term success.

Three Actions to Improve Digital Responsiveness of the Business

Organizations today must take the holistic digital management practices to harness cross-functional communication and collaboration. 

Digital means the increasing speed of change and continuous disruptions. With “VUCA” digital new normal, to survive the fierce competition and thrive with the long-term business advantage involve more planning, adjustment, and speed, and run a high-responsive, high-mature, and real-time digital organization. Here are three imperative actions organizations at the strategic level need to take for improving the digital responsiveness for running the digital powerhouse.

Break down silo thinking: The digital dynamic is where the digital disruption threatens to tear down legacy systems and practices just as it generates new opportunities. From the digital management perspective, it's natural to fear the unknown, question the unproven, and be skeptical of the latest technology trends or the next digital practice. The reality is that organizations that do not respond to external environmental changes will quickly outcompete as more innovative enterprises take their customers. In today's volatile economy, nothing impedes progress more than protective silos which are simply a form of bureaucratic management style designed to preserve the status quo. If most managers still apply old silo management mindsets to new ways of organizing and the hybrid structure, and this legacy of the old economy limits many digital organizations to unleash their full business potential. Thus, breaking down the silo thinking and digitizing the management disciplines and practices are the first step for running a high-responsive digital organization. Running a high-responsive organization also needs to have the flexibility to take the different approach with the adaptability to meet the business’s expectation, leverage tailored approaches to fit specific circumstances, ultimately respond to the external environment as geopolitics, rapid innovation, and social expectations change the business landscape and blur the digital territories.

Accelerate digital speed:
Today’s digital dynamic enables companies to leverage their various environments, or ecosystems, to chase growth opportunities and accelerate business performance. How successful organizations can handle digital disruption depends on how fast and capable they can adapt to the ever-changing environment. The hyper-connecting nature of digital offers particularly fertile ground for developing cross-industry ecosystems and business growth opportunities. Because the ways of doing business and meeting customer expectations both tend to be more flexible than the siloed industrial age. Nowadays the organization can manage its information and knowledge excellently so that the business can capture the business foresight and customer insight almost at the real time, and those organizations are able to ride the learning curve with speed and adapt to changes intelligently. With unprecedented digital convenience brought by lightweight digital technologies, there are always alternative ways to deliver products or services, delight customers and solve problems. The digital organizations are more dynamic, if you look at a business as a collection of subsystems, the degree of business responsiveness depends on how those subsystems interact with each other, and those interactions can be structural, technical, informational, or human. Companies need new ecosystem partners to pursue them, the point is to speed up. The less friction for the changes and the more seamless business interactions enable the business to flow and accelerate its performance and growth, and ultimately transcend into the highly responsive digital powerhouse.

Diminish bureaucracy: Generally speaking, bureaucracy is a system based on a hierarchy of authority and division of workforce functioning in a routine manner. Although organizational bureaucracy inherited from the traditional management discipline brings a certain level of business efficiency. Bureaucracy is criticized for its inflexibility, inefficiency, silo, stagnation, unresponsiveness, or lack of creativity, etc. With hyperconnectivity and increasing speed of changes, bureaucracy decelerates the speed of the business. Running a real-time digital organization means high-responsiveness and high speed. Digital organizations must have strategic responsiveness to process business information almost real-time, communicate and collaborate with business counterparts timely. Delayering becomes a lens through which it is possible to examine and fix many other issues including bureaucracy. Therefore, companies across sectors should be flexible to leverage tailored management approaches to fit specific circumstances, approach the flow zone when the positions in its hierarchy have clear and accountable tasks, ideas are shared and managed effectively, and processes are streamlined to improve organizational performance seamlessly.

Highly responsive organization means a lot of things for the digital transformation: Speed, innovation, agility, integration, modernization, optimization, intelligence, adaptability, flexibility, and maturity. Organizations today must take the holistic digital management practices to harness cross-functional communication and collaboration, increase business flexibility, and take all necessary actions without procrastination to improve digital responsiveness relentlessly.

Wednesday, January 10, 2018

The “Digital Master” Book Series- People Core

"Digital Master” is the series of guidebooks (21+ books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way. Digital Master refers to those high-performing, highly innovative and high-mature (less than 15%) digital organizations; they have both clear digital vision and well-crafted digital strategy; they are courageous to be in the vanguard of digital transformation with a quantum lead. At the individual level, Digital Masters are those cross-generational digital professionals who are equipped with the advanced digital minds and build a unique set of digital capabilities. The following books present people core of “Digital Master.”


THINKINGAIRES": The term digital " THINKINGAIRES" we advocate in this book refers to the talented digital leaders and professionals who continue to create new ideas, to practice thought leadership, and to bring the world both content richness and context intelligence. They are the “IMAGINEERS” who can always come up with the fresh perspectives and think differently; they are the “VISIONEERS” who can digest, analyze and synthesize information and knowledge, to visualize the future clearly; they are the ENTREPRENEURS or INTRAPRENEURS who are creative in thinking about the alternative way to do things, and they are the “CHANGE AGENTS” who can create synergies from people, capability and the digital ecosystem that are greater than the sum of their parts. “THINKINGAIRE” is the guidebook to help digital leaders and professionals understand and cultivate digital thinking mindsets to compete for the future.
The purpose of this book “Thinkingaire: 100 Game-Changing Digital Mindsets to Compete for the Future” is not to study the brain from a neurologist’s perspective, but to summarize the different thought processes from the digital management viewpoint, to help digital leaders and professionals cross-industry, cross-generation and cross-culture shape the 100 sets of game-changing digital minds to compete for the future.

Leadership Master: Many think digital is the age of innovation. Digital is a disruption with rapidly increasing speed and hyperconnectivity to break down silos and rigid hierarchy. Digitalization implies the full-scale changes in the way business are conducted and society is running, and it starts with leadership innovation. The substance of leadership never changes, it’s all about making positive influences, and providing direction, both for oneself and others. Leadership is about CHANGE. It is a basic human ability to inspire self and others to look beyond limitations and make continuous improvement. This ability becomes a capability if we constantly nurture our basic human instincts of humility, curiosity, and creativity. The purpose of "Leadership Master - Five Digital Trends to Leap Leadership Maturity" is to convey the vision of digital leadership, share the insight about leadership maturity, and summarize five emergent digital leadership trends.
The people who helped to shape our world are some of the broadest and innovative thinkers. Creativity seems to be the free flow of life force energy. It is a wellspring we can learn to tap. Creativity is like a color spectrum. There are commonalities that are relevant to all colors which reflect the spectrum of light. Such metaphor connects the dot back to the nature of creativity. Creativity is innate with many special ingredients; and creativity can be developed if the conditions are right and there is knowledge, love, inspiration, encouragement, and permission. Creativity is a long-term endeavor. Creativity can be abundant.

Talent Master: We live in a time of rapidly changing technology and business dynamic at the dawn of the Digital Era, The knowledge life cycle is significantly shortened, and a huge skill gap in the workforce needs to be filled due to the continuously updated technology and regulation, digitalization and globalization, etc. Growth minds, new skills, or digital capabilities are needed every day. However, who are the future of digital leaders and professionals at the age of Digital? How do you define digital professionals, identify talent gaps, and improve digital professionalism both at the individual level and organizational Level? The book “Talent Master - 199 + Questions to See Talent from Different Angles“ is the guidebook to help digital professionals shape digital fit mindset, improve multidimensional digital intelligence, build a unique set of digital capabilities, inspire creativity, improve professionalism, and unleash their full talent potential. It is also a playbook to help digital leaders and business managers set updated digital principles to innovate talent management, performance management, acknowledgment management and culture management, to integrate them into a holistic people management solution, and leap digital transformation to the next level of maturity.
Performance Master: Corporate Performance Management is about managing and monitoring the corporate performance via the well-defined set of performance indicators. Corporate performance management is not just about managing numbers with metrics, but the number with context. The various activities are needed to manage performance— strategic and operational plans, metrics, day-to-day decisions. The purpose of the book “Performance Master: Take a Holistic Approach to Unlock Digital Performance “is to provide an in-depth understanding and share unique insight about how to take a holistic approach to measuring and managing enterprise digital performance. Without measurements, it can be hard to tell whether attempted improvements achieve the expected results or not. It's fair to say that any organization didn't have a systematic approach to performance assessment and measurement at both strategic and operational level has a giant blind spot that is impairing their performance. A well-designed performance management system is a necessary foundation for continuous improvement.


Digital Fit: The purpose of “Digital Fit: Manifest Future of Business with Multidimensional Fit“ is to share insight about multidimensional enterprise fit from digital characteristics, organizational structure, change, knowledge, and talent perspectives; evoke critical and paradoxical thinking about digital “fit vs. misfit,” spark healthy debates on how to define and develop true digital fit, and build a fitting working environment to inspire creativity and accelerate digital transformation. The multidimensional digital transformation provides impressive advantages in terms of the speed of delivering business solutions and ability to adapt to changes. Either be a disrupter or being disrupted, the effects of an increasingly digitalized world are now reaching into every corner of the organization and making significant impacts on every aspect of the business from people, processes, to technology and capability both horizontally and vertically. Digital Fit doesn't mean that everyone needs to have the same thought processes, the same personalities, the same preferences, or the same experiences. What is digital fit, and how do you define digital fit?
Change Insight: Change Management is always challenging with a high percentage of failure rate. Indeed, change is difficult. Some say change is not a problem, the primary reason for change failure is resistance to change while the second reason is the inability of leaders to deal with resistance. The purpose of the book “Change Insight” is to:

-Dig deeper to analyze the psychology behind changes and handle problems and changes at the level of the mindset.

-Explore people-centric change management philosophy and practices.

-Differentiate change leadership and change management, orchestrate change at all level of the organization.

-Set Change Management principles to inform and support the way of managing change effectively.

-Build change as an ongoing capability, not just a one-time business initiative.

-Analyze the potential change pitfalls and roadblocks on the change journey.

-Make objective change assessment and measurement from the multidimensional lens.

-And ultimately build high-mature organizations with changeability to fuel the digital transformation.

Digital Masters are the organizations or individuals that have rich digital insight and high-level digital capability, not only to initiate enterprise-wide digital innovations but also have their very nature of digital influence or digital “persona.” They are strong digital business leaders or champions with their own unique strength and style.