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.

Wednesday, January 23, 2019

The Monthly CIO Debates Collection & “Digital IT” Book Tuning: Is IT Forethought or Afterthought of the Business Jan 2019

Debating is not for stimulating conflicts, but for brainstorming better ways to do things.
 Due to the changing nature of technology, IT leadership role also continues to involve & shift the focus, to move up the maturity level. More and more CIOs are requested to take more responsibility and many CIOs present the breadth of leadership competency. The proactive IT debates help IT leaders to brainstorm better ways to do things and improve management capabilities. Here are the monthly CIO debates collections about how to run a high-performance digital IT organization.


               Is IT Forethought or Afterthought of the Business

Is IT Organization an “Afterthought or Forethought” in your Company? The digital ecosystem is complex and volatile, the information potential directly impacts the business's potential of the organization. However, many IT organizations still get stuck at the lower level of maturity, they are only comfortable as a support function, run as a reactive order taker, perceived as a cost center. New Year is perhaps a great time for IT leaders to make an objective assessment: Is your organization an afterthought or the foresight in your company? How to run IT as the change agent of the business?

Is IT Viewed as an Inhibitor or the Driver of Change? We live in a technological world and every day more and more technology affects the way we live and work. Great opportunity, danger, and disruption are around every corner. However, many IT organizations are still perceived by business as a support function, slow to change. Forward-looking CIOs need to ask themselves: Is IT viewed as an inhibitor or the driver of change? What’re the best and next practices to reinvent IT for getting digital ready?

Is IT a Building Block or a Roadblock of Digital Transformation Nowadays technologies make impacts on every vertical industry sector and information permeates into every corner of the organization. IT is becoming more critical strategically, and the building blocks of the business competency. But still, there are discrepancies between how IT evaluates its own influence & performance and how IT is perceived by business partners and customers. Sometimes, business partners think IT is lagging behind the change curve, and they see IT as a drag on innovation. Even IT should be the irreplaceable building block of differentiated organizational capabilities, businesses perceive IT as the roadblock. So, how can IT turn around these negative perceptions and build a strong reputation as a change agent, innovation engine and driving force of digital transformation

IT Transformation Debate: When Should IT Lead, When Should IT Follow
More often than not, technology is the catalyst for driving business change and digital transformation, however, in most of the companies, IT is still perceived as an order taker and support function, and most of IT organizations get stuck at the lower level of maturity for functional alignment or enabler. So IT is at a crossroad: Shall IT lead or follow? Should IT leadership rock the boat or just keep it afloat? And how to run digital IT at high speed.

Does IT Work in the System or on the System to Drive Digital Transformation? Information and technology catalyze today's digital businesses, either disrupt or be disrupted. IT is at an inflection point to lead the organizational level of digital transformation. Nowadays, IT can no longer run in the silo, IT is the business. Because information brings about business ideas; business ideas generate lots of information. Information Systems are the backbone and provide valuable information for key decision making and problems solving, And IT needs to contribute to business growth, innovation, and customer experience optimization. So in order to drive digital transformation, should your IT organization work in the system or on the system to unleash the full digital potential and improve the organizational maturity?

The “Future of CIO” Blog has reached 2.8 million page views with 5300+ 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. 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.

The Digital CIO’s Leadership Magnetism

The digital CIO’s magnetism is based on their sharp vision, influential voice, strong character, interdisciplinary knowledge, and intellectual empathy.

The digital CIO is the top leadership role, how CIOs provide the appropriate leadership and how they convey to leverage IT for the business value depends on their vision, leadership strength, and style. A highly influential leader has magnetism. What’s the CIO’s leadership magnetism to become the “Chief Influence Officer” - make leadership influence at the scope of the entire business or even the industry?




Influence the influencers: The digital CIO is in the unique position to not only ensure he/she communicates with empathy but also to streamline the organization’s digital communication channel and delivery. CIOs are able to recognize the key influencers in the organization, understand what and who they are, build relationships at that level, establish and maintain effective formal and informal conversations with business influencers, help to influence and drive change in those areas, “sell” the business value at the boardroom and C-level, to get the business sponsorship and have fair peer to peer communication and collaboration. Charismatic leaders with magnetism have the strength to persuade others, not always be oratory or rhetoric, but make an influence on others’ heart or strike people’s mind. The leadership magnetism goes beyond style; it well mixes the leadership substances such as vision and purpose with effective digital leadership styles such as participation, coaching or delegation. Digital CIO should master audience tailored business conversations because different stakeholders of the business have different concerns about IT for meeting their needs. They are like the diplomat of the company, able to communicate via business terms, simplistic fashion, and unique insight, to spark a win-win situation.

Evolve business: The digital transformation of IT is reaching the inflection point when IT leaders are invited to the big table and IT is perceived as a trusted business partner and change agent. The digital CIOs have both business acumen and technological vision to develop their leadership magnetism in order to evolve business, drive changes and run IT for getting digital ready. IT is neither an order taker nor a controller only, IT needs to become a trustful business partner. To proactively drive digitalization, the CIO has to look forward and actively position the business in the right place to take full advantage of opportunities. IT management is part of the business management which is essentially a continuous process to solve business problems big or small. Every IT initiative is to solve the business problem. The business is usually involved if it is a business application. Once you show and demonstrate to the other CxOs that you understand the business, they will respect you and give you authority, power, and influence in executive decision-making. Refreshing IT leadership is to keep the digital tempo for creating the business synergy and accelerating digital transformation. The CIO’s leadership magnetism is based on their in-depth understanding of the business and management proficiency.

Enchant customers: IT has both internal and external customers. IT leadership magnetism is based on how well IT can promote and deliver premium products, services or solutions to enchant customers. Running IT as a business means IT understands what’s the customers’ true need, help to solve their problems, make their life better, and thus, improve IT maturity as well. IT needs to involve the users by giving them active roles on the new business initiative, make them feel important, train them on the new products or services, appreciate and reward them, and then, IT becomes more business driven, not just technology-oriented. To move IT up to the next level of organizational maturity, IT needs to shift from IT-business alignment to IT-customer alignment, and IT-business engagement. Deploy a range of technologies and deliver a series of products or services that focus on improving customer experience, making the investment to deliver products or services which more closely meet customer’ needs, you are doing so to a greater extent than your competitors, you are gaining the competitive business advantage.

Empower employees: High mature CIOs with leadership magnetism are usually thought leaders, who make influence through their breadth of business knowledge and the depth of IT insight. Then empower and engage employees via intellectual empathy, not via command and control. Digital business leaders develop strategies that are integrated across the employee lifecycle and have the right impact on employees who are engaged both rationally (systems and processes) and emotionally (mindsets, attitudes, and behaviors). IT knowledge cycle has been shortened due to the changing nature of technology and the overwhelming growth of information. The digital potential of IT cannot be unleashed until employees are empowered and talent gets strengthened by putting people in the right position with the right capability to make the right decisions and do the right things. Provide opportunities for IT staff to thrive and as long as the roles of the functions remain clear, empower people to get on and do what they do best in the way that they do it best. Focus on which delivers the opportunity for increased productivity, greater efficiency, better engagement, and innovation. Whether IT can attract the brightest talent or not also depends on the IT leadership magnetism and how effectively the CIO is branding his/her organization as a contributor to the corporation and society as a whole.

Engage vendors:
The digital era upon us is about people and options. Due to the unprecedented convenience brought by digital technologies and IT consumerization trends, customers become more selective about the products or services they need. Thus, IT has to build up a strong partnership, to not just provide standardized services, but do more with innovation. Strategically speaking, what businesses and customers expect from IT is also about what IT expects from the vendors, it's more about the speed, scale, value, and choices. The relationship between the vendor and IT is echoed often, it's not always just the IT and vendor that are working towards a solution. A good IT vendor focuses on processes, and there's always an opportunity for business improvement. The magnetic IT leaders can develop the good vendor relationship and manage the unholy business-IT-vendor trilogy skillfully. They understand what IT should develop in house to build differentiated business competency, and what IT can buy from vendors to speed up. The next generation of IT vendor relationship is about how to well manage the mixed bag of diversified vendors, multi-faceted partnerships, co-ownership of ventures and companies, contracting, etc, to deliver innovative solutions and accelerate business speed.

The digital CIO’s leadership magnetism is based on their distinctive vision, unique voice, strong character, interdisciplinary knowledge, and intellectual empathy. What determines the level of the CIO leadership influence is the impact he/she has made on others, and hence, his/her reputation. CIOs need to present their leadership authenticity, strengthen their leadership strength, practice the digital management philosophy they believe in, and tailor their own leadership and management style to improve IT performance and maturity.

Tuesday, January 22, 2019

The Monthly “CIO Master” Book Tuning: The “Hard & Soft” IT Management Disciplines Jan 2019

Compare to the other executive positions, the CIO role continues to be shaken up, refined, reinvented and reenergized. The magic “I” of the CIO title sparks many imaginations and modern CIOs need to wear different hats and play multiple roles. Here are a set of blogs to brainstorm on the CIO’s “Hard & Soft” IT management disciplines.
     


The “Hard & Soft” IT Management Disciplines


The Art and Science of IT Management With overwhelming growth of information, dynamic business conditions, and fierce competitions, IT management has become an art out of necessity to address both the business surviving and thriving issues. Through the traditional lens, IT is an engineering discipline; through the digital lens, IT needs to embed art into the science to explore the art of possible. With emerging lightweight digital technologies and overwhelming growth of information, IT management shouldn't just practice transactional activities, it has to discover both the art and science of digital management discipline.

The Management of IT is not just the “IT’s Business” IT management is the management discipline and a set of practices that all of the information technology resources of the organization are managed in accordance with its priorities and needs. In fact, the management of IT is not just the IT department's business, it takes Board and top leadership team’s commitment, and the support from all level of the organization, in order to keep the information flow seamlessly across the functional border, and break down the silo walls through the latest digital technologies and collaboration tools.

Three “Soft” IT Management Disciplines to Drive Digital Transformation Often, IT is perceived by the business as a big cold, isolated function with monolithic hard boxes and tangled wires, surrounding with IT staff stereotyped as geeks who speak the different language and lack of business acumen to ask insightful questions. With emergent digital technologies and increasing paces of changes, forward-looking IT organizations are reaching the inflection point for digital transformation and shift from “T-driven” monolithic type to “I” oriented mosaic style. To soften the"hard image," what are the “soft” IT management disciplines to drive digital transformation?

Three “Soft” IT Management Disciplines? IT is impacting every business unit and is becoming the driver of business evolution and digital transformation. With the fast pace of changes, old IT thinking simply cannot move fast enough in the era of digitalization. IT management is multidisciplinary; it not only includes “hard” components such as IT operation and portfolio management but also has some “soft” touch elements. Digitalization means business fluidity. Often, soft overcomes the hard and gentle overcomes the rigid. Here are three “soft” disciplines to improve IT management maturity.

The Multitude of IT Management Digital IT is impacting every business unit and is becoming the very driver of business change. It is not just about the fancy new tools or the help desk with monolithic hardware, one of the fundamental goals of running a high-effective IT is to ensure the right people to get the right information at the right time to make the right decisions. From a management perspective, what are the focal points and priorities IT leaders and managers need to work on for running a high-performing organization in a systematic way?

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 2.8 million page views with about #5300 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.


Creativity Flourishes in Solitude

Silence improves focus and solitude enhances creativity.

Creativity is everything that one has seen, felt, touched, dreamed. All our experiences are completely reconfigured in a way that mixes up all of those things. Often, what we're creating is a new piece of thought that feels familiar but comes at us in a different unusual way. Generally speaking, whether we focus for a brief period to accomplish one thing or set aside specific time to do specific things, it's the key to success for innovators. Silence improves focus and solitude enhances creativity.

Creativity flourishes in solitude:
Just like the blue ocean, our mind can be calm and beautiful, but it is never still, With quietness, we can hear our thoughts, we can reach deep within ourselves, we can stay focus, and let our mind flow and release creative energy. Human creativity has a quintessential facet with the integration of multiple thought processes. Creativity can start on an unconscious level, and then, when ideas start shaping, it is brought into our conscious awareness. Creativity doesn't come automatically. Sometimes we need to think hard; sometimes we should just let our mind flow, to capture such “aha” moment for creating novel ideas. The quietness of mind comes from self-discipline that ensures thoughts train to have wider gaps to perceive such unique signals to trigger creativity, and also have a strong capacity to catch and store these important signals before they leave us, for shaping novel ideas and expressing them with clarity.

With quietness, we can keep your mind flow frictionlessly and connect dots seamlessly: Creativity happens in both unconscious and conscious level, and it sparks by implicit rather than explicit underbelly of knowledge. The quietness of mind shuts off the background noise.  Self-conscious would have been a better concept than just 'conscious.'When human, urged by his/her inner, rational compulsion to seek the higher truth about the being, he/she often abandon the ego-entity ( relation with the world) and attempt to relate him/her with the timeless/spaceless essence of being. When in the grip of the creative urge, there is no thought of self, no ego, just keep your mind flow frictionlessly. Creativity is not just about being knowledgeable because creativity is at the intersection of knowledge and imagination, and it is able to expand the boundaries of knowledge. Thinking things differently and making imagination roll into reality is creativity.

Creating space and silence, even for a moment, allows the mind free: Space and silence are keys to listening from the heart and refreshing the mind with creative energy. It’s critical for people to have time to breathe fresh air that enables new sight and helps people see a different and new way of doing something. When we pause to take a breath, we have an opportunity to consolidate, assimilate and understand. Creating silence listening from the heart, experience with mindful walking and feeling recharged. Creativity gets stimulated in quiet spaces at the silent moment. Therefore, it is important to create conditions so that the creative potential can manifest, and innovative ideas can be incubated.


Creativity flourishes in solitude, but participation matters to make connections, share ideas and amplify creativity effect. Like many other things, finding a balance is key. It takes a conscious effort, this time, is for solitude, and the other time, is for participation. Both are important because you need inspiration from without, but you need creation from within.

Shaping Digital Business by Looking Back, Current, and Future

It’s important to shape a holistic view by ‘looking forward,” “looking around,” “looking behind,” and “looking beyond,” in order to run a digital business at the steadfast speed.

As changes are expedited for both individual and business, neither business nor life is linear these days. The life cycle of business today grows shorter and shorter because of continuous digital disruptions and fierce competitions. It takes truly strategic thinking and foresight to run a high-performance digital business by learning the lessons from the past, achieving operational excellence today, making long term planning and building differentiated competency for the future.



Trendsetting for making the future brighter: Nowadays, with the increasing pace of changes and unprecedented uncertainty and complexity, driving business forward is extremely difficult. The wrong direction will no doubt lead to the wrong destination. You have to look into an unknown future and attempt to define the business landscape with its risks and opportunities. Thus, digital leaders today must have a clear vision which begins with the end in mind, to navigate their organization in the right direction. The emergent trends can shape the behavior of future enterprises and some have been happening already. In a business scope, there are important bits and bytes of information needed when predicting business trends, evaluating a new market or technology, as well as smelling the business growth opportunities or potential risks. It’s important to look for something hidden, which is not always obvious, in order to make better assumptions or business forecasting. The leading organizations can look into the future clearly, proactively planning, evolving, and co-creating in the dynamic digital ecosystem. Those future-driven leaders have better sense to capture business trends, gain the business insight to understand things holistically; respect diversified viewpoints, move energy to a higher level by offering a clear vision of what is possible and trendsetting for making the future brighter.

Focusing on current critical happening: With rapid changes and frequent disruptions, there are so many things organizations need to spin well simultaneously these days. It's really tied to place and time. The most difficult topic during the digital transformation is about managing uncertainty especially when you change many things such as systems, processes, capacities, culture, and organization as the whole at the same time. Thus, it is really important to set the right priority to solve the problems making the most impact on the business strategy, as well as focus on current critical happening. One of the biggest pitfalls could be that the business management gets distracted by emerging issues or irrelevant noises or details without focusing on things really matter. It will cause digital ineffectiveness and lack of differentiated business competency for the long term. The distractions are then spread through the organization and people at the different level of the organization no longer know where the priorities are. So, organizations get stuck at the daily “busyness,” only focus on the transactional side of the business, keep the wheel spinning without going anywhere. The best way to find a balance between working on the business while doing the business, as well as between managing complex issues today and predicting the uncertain issues of tomorrow, is to optimize the business process and create a rhythm of meetings that establish clarity around the top priorities of the company.


Learning important lessons from what you’ve done in the past: As the saying’s going: History repeats itself. Some things from the past are circular and keep coming back in. We cannot predict anything beforehand but can imagine with many experiences involved in current or in the past. On the roadmap for developing the capability to successfully and perhaps continuously deliver transformational changes or innovations, there are a number of incremental opportunities based on the lesson learned from the past. Lesson learned is what you learned from what you did in given business circumstances, and that could be what you did right or what you did wrong. Business can take advantage through re-introducing the past in a new way and build the bridge to effectively connect lesson-learned from the past to the future performance and potential. What makes leaders successful is what they do after they fail at something. What gives them the chance to do something else. The point is always to learn from the failure and fail forward. A balanced approach for holistic digital management is that failures need to be analyzed, and “lesson learned,” should be applied in the future wisely.

Organizations rise and fall, not on the quantum of plans and resources, but on the capabilities to manage, lead, yet most important to execute. Thinking outside the current constraints and comfort zones requires a different vision and the courage to pursue it. It’s important to shape a holistic view by ‘looking forward,” “looking around,” “looking behind,” and “looking beyond.” The digital transformation is a long journey that requires laser focusing on the strategic goals you are pursuing now, building differentiated competencies to lead forward, applying “lessoned learned” to the future actions, and fueling with the passion to run a high-performance digital organization.

Monday, January 21, 2019

The Monthly “Change Agent CIO” Book Tuning: “Change Agent” CIO Jan, 2019

Digital transformation is a radical change of the business via its underlying business processes, invisible business culture or emergent new business model, etc. 

Change is inevitable, organizational change has become a common practice within an organization, but too often changes are made as a reaction to outer impulses, crisis, and demands. This is the bureaucracy’s way of meeting the challenges. A digital transformation is achieved via dynamic Strategy-Execution-Change lifecycle management, though it is not all linear steps, but an iterative, ongoing and upgoing change continuum. How to Reboot IT to Get Digital Ready and cultivate the culture of learning and innovating?      

Change Agent CIO


The New Book “The Change Agent CIO” Introduction Chapter 1 The Digital CIO as Change Agent As businesses change shape, size, expansion, and transformation, CIOs have to wear different personas and master multiple leadership and management role effortlessly. The important thing is that the digital CIO as the top leadership role must have the strategic mindset, interdisciplinary knowledge, unique personality, and a clear idea of what needs to be done, yet creative enough to not hold the company back from growth, and ideally, becomes the digital change agent.

A Change Agent IT With the emerging technology trends such as SMAC (Social, Mobile, Analytics, and Cloud) and IT consumerization & Internet of the Things, more often than not, IT plays a significant role in driving business changes, and leading organizations' digital transformation. Because the digital transformation is driven by technology; and not just by technology, but by user-driven technology. Sure, in today's world, technology is driving business transformation, unlike previous eras during which business transformation was driven by business ideas. This is a golden opportunity for CIOs to lead the way by enabling, governing and optimizing the consumer-driven technology that's going viral in the enterprise. But how to run IT as a change agent for business transformation. Here comes both opportunities and responsibility.

"CIO Master": Running IT as Digital Change Agent  Digital transformation is a journey. Literally, the transformation is to radically change the nature of something. Digital transformation is a radical change of the business via its underlying business processes, invisible business culture or emergent new business model, etc. In a business scope, there are some of the “significant bits and bytes of information” needed to make cognitive connections when evaluating a new market, new technology or any business growth opportunity. Hence, IT plays a critical role in exploring such an “art of impossible,” and should be run as a digital Change Agent.

Change Agents for Digital Transformation Many organizations are at the tipping point to digital transformation journey, but what’re the most effective factors to transform businesses? Is it sponsorship, change agent, public relationship or incentives? The most successful organizations have a very clear vision and understanding of why they exist and the value they bring to customers and the very reason for transformation. They also clearly communicate such vision both internally and externally. And then, people are always the weakest link in any change management effort, therefore, change agent is critical, as they have been an invaluable source of knowledge, business direction/insight, and support etc. But more specifically, who are the change agents or champions and why are they so critical in business transformation?

Three Attributes of Change Agent Digital is all about change with increasing speed. Change Management is about mentoring the human side of the business through the profound and unsettling change. Therefore, change agents are critical, as they have been an invaluable source of courage, knowledge, business direction/insight, and company brand advocates. Here are three attributes of the change agent.

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 2.8 million page views with about #5200 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.



Creativity and Authenticity

Authenticity fosters creativity, and creativity expresses authenticity. 

Being authentic is the state of self-consciousness, self-discovery, and self-improvement. It seems everyone who considers authenticity has his or her own view of it. It is a construct formed in the mind and we know that the mind of every individual is different, the actual mental understanding and subsequent manifestations in action will be different for each individual. Does being authentic give you the courage to be creative? Or actually, creativity seems to make your life more authentic, in pursuit of “Who you are.” What are intricate links between creativity and authenticity?

On the broadest level, creativity is embodied in the act of creating a self, through narrative, the creation of a “Self Story”: If we can live authentically, in a way that is true to ourselves, this in itself is creative. “Self" is that level of existence which is the genuine substance of who we are. This is the most fundamental creative effort we make. Knowing oneself comes from the practice of actively and intentionally being present to relate to, see all the different parts of oneself and how they operate. As if standing in a hall of mirrors, we reflect creativity back upon itself and speculate upon its nature never knowing which image is real and which is the reflection. It seems creativity reflects itself without revealing its true nature. Each reflection is different in its own environment, yet isomorphic of the others. The capability of being humanity starts with being able to really look and feel inside, "who am I really." When people are inspired to discover who they are, their inner genius is empowered to grow into who they want to be, they are often in a unique path to develop their creativity and shape a growth mindset.

Being authentic enables individuals to release creative energy: When you are authentic, keep minds flow, release the positive energy, out of this comes a beautiful thing, the freedom of choice and the plenty seeds of creativity. Creativity is an individual activity. It is, by nature, unique to each person. The angle from which you view it determines how you identify and categorize the similarities and differences among the many faces of creativity. This is a not an easy task but will bring inner peace and from that stage, you are more comfortable to be yourself with independent thinking, by not following others blindly and keep energy flow freely. A creative person is the one that offers others a different perspective to look at the world, and creativity is realized in the process of interaction with others and the world. As the ability to work and produce, creativity then requires a certain degree of independence and mental balance, the proper psychological level of inner security and genuine discovery, autonomy, and mastery.


Originality is valuable as authenticity: Original thinking is independent, creative, unique, real or different. The traits like, character, self-motivation, creativity, uniqueness, and confidence can be the indicator of original thinking which is also a trait of being authentic. Originality is valuable as authenticity. Be true to one's own personality, spirit, or character. Consider authenticity to be a positive outcome of enlightened inspiration and informed motivation rather than a negative outcome of the rejection of the expectations of others. Original thinking is a tough job and recognizes original thinking is equally tough if not less. And it becomes more difficult as most of the modern people are too busy to even think and observe. It’s about having the courage to use your own intelligence! It can be done if someone remains conscious, alert, and has the inclination to search for meaning and excellence. Originality is the expression of authenticity; authenticity keeps the original thoughts flowing seamlessly and tap the fountain of creativity effortlessly.

Authenticity fosters creativity, and creativity expresses authenticity. Being authentic means to be who you are, be yourself, even you are not perfect, and nobody is. One cannot universally ascribe real-world consequences to a construct, in this case, authenticity, as it will be unique to each individual. When digital professional are inspired to discover who they are, their inner strength, with a growth mind, they are at the tipping point to unleash creative potential and live a creative life.

Three Aspects of Running Highly Adaptive Digital Organization

With rapid changes and continuous disruptions, adaptability is generally a requirement within digital business systems to accelerate the business speed and develop the organizational competency.

Digital means fast-paced changes, continuous disruptions, overwhelming information, and shortened knowledge life cycle. How successfully the individual or the organization can handle such “VUCA” digital new normal depends on how fast and capable they can adapt to changes and overcome upcoming challenges. Here are three aspects of running a highly adaptive digital organization.


What enables a self-adaptive organism is an information-driven process feeding and sustaining cycle: Digital disruptions are inevitable, and digital transformation is unstoppable. Organizations shouldn’t just respond to them in a reactive way. How successfully the organization can handle digital disruption depends on how fast and capable they can adapt to changes. The organization has become "unconscious" if it is no longer responding to the external environment. The business agility based on self-adaptation is the capability to adapt to the change and make "conscious" business choices seamlessly. The highly responsive organization is highly conscious about what's happening in their environment, learn to stay alerted and to observe with subtlety and respond fast, grasp opportunities and prevent risks effectively. Running a highly responsive organization sometimes needs to have the adaptability to meet the business’s expectation, leverage tailored approaches to fit specific circumstances, ultimately respond to the external environment with speed. Therefore, nowadays the organization needs to manage its information and knowledge excellently so that the company can capture the business foresight and customer insight almost at the real-time, and collaborate with business counterparts timely in order to take actions timely.

A key element in self-adaptive organisms is people: Self-adaptation is faster if made with the full involvement of people in organizational change, starting from relations between people. Consider the digital organization as the self-organized but interlaced and hyper-connected ecosystem, and humans are the vehicle of nature and business evolution. Adaptability is not just about a soft skill, but a hard capability for making continuous improvement. Digital organizations and their people must learn through their interactions with the business environment, they apply their learning, act, observe the consequences of their actions, make inferences about those consequences, make an adaptation for the future actions. With rapid changes and advanced technologies, people start discovering many things about their mindsets, attitudes, behaviors, and skills. Such an “incremental consciousness” about human potential is changing the way they see themselves, their role into a community, a team, or an organization. Thus, adaptation happens faster if made with the full involvement of people and embed change as the mechanism into the key business processes. Change is not for its own sake, people are always at the center of change, the cause to change, and the very purpose of changes.

The structural elements and business flow mutual enforcement: The highly adaptive digital organization is just like the chameleon which has a laterally flattened body and its skin changes color for constantly adapting itself to its environment. From the organizational structure point of view, the structural elements adapt because of the business flow; the business flow adapts because of the structural elements. It is important to renovate the traditional organizational structure and innovate businesses to ensure the digital workplace is fluid, live, informative, creative and productive, So large groups of people can interact and be able to divide and conquer complex business problems to accelerate the business solutions in forming collective capabilities. Often flatter structures will help to speed up organizational response to changes. The goal is to make hierarchical systems adaptive to improve cross-functional communication, business flexibility, mass collaboration, and bold innovation so that they can respond to the challenges of a more complex, interconnected, and interdependent business world. Digital favors hybrid solutions, with powerful digital platforms and collaboration tools, ideally, the physical organizational structure, relationships, virtual platforms, and social connections wrap around each other to ensure accountability, information flow, and employee empowerment.

A highly adaptive organization is to create an organization in which change is the new norm and happens the whole time. Thereby, it can deliver faster and increasing market share and tailored approach 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. With rapid changes and continuous disruptions, a self-adaptive capability or functionality is generally a requirement within digital business systems to accelerate the business speed and develop the organizational competency to make the leap of the business maturity.


Sunday, January 20, 2019

The New Book “Quality Master” Quote Collection III


 A degree of quality is in everything people do and experience.



The new book Quality Master: The World Class Insight about Quality” is not about discussing specific quality standards or techniques well adopted in different industries, but for sharing some insight on how to understand the multitude of quality attributes from different perspectives, recognize quality champions to inspire quality culture, set digital principles and develop the best and next digital quality management practices.Slideshare Presentation
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36 Apply holistic management discipline is to break through the industrial constraints and limitations, in pursuit of possibility rather than impossibility.

37 The digital transformation is a gigantic puzzle with many misplaced pieces, you have to put them all in the right places to discover the true meaning and unleash its full potential.

38 The journey of improving business quality is more evolutionary than revolutionary.

39 The best point of view is to see innovation as a system, capable of taking a stepwise approach to scaling up and delivering organization-wide capabilities.

40 Either running a successful business or living a progressive life is a problem-solving continuum.

41 What seems to differentiate good decision-makers out from others is their ability to frame issues, problems, and decision options, and turn them into the best possible outcomes.

42 Software quality is defined by a number of factors, and quality management is a multifaceted management discipline.

43 You will not be able to understand the performance of your company without good quality data to measure it.

44 The quality check of IT management is to ensure IT is an enabler and even a game-changer of the digital transformation.

45 The most important thing is that you need to define quality as leadership and quality as management.

46 A degree of quality is in everything people do and experience.

47 The high-quality communication is to bridge differences and encourage problem-solving.

48 High-quality knowledge is power.

49 Feedback is the bridge to effectively connect lesson-learned from the past to the future performance and potential.

50 You can’t resolve 21st-century problems with the mindsets shaped half-century ago.

51 Cultural change and maintenance take time, investment and concerted, courageous, dedicated effort by leaders at all levels to convey the vision and lead the digital transformation.

52 Cultural change and maintenance take time, investment, and concerted, courageous, dedicated effort by leaders at all levels to convey the vision and lead the digital transformation.

53 A drop of oil on a sprocket will eventually lubricate the whole chain.

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The New Book “Quality Master”  Introduction

The New Book “Quality Master” Chapter 1 Introduction: Digital Quality Management Attributes

The New Book “Quality Master” Chapter 2 Introduction: Digital Quality Management Principles

The New Book “Quality Master” Chapter 3 Introduction: Digital Quality Champions

The New Book “Quality Master” Chapter 4 Introduction: Holistic Quality Management

The New Book “Quality Master” Chapter 5 Introduction: Quality Management Practices

The New Book “Quality Master” Quote Collection I

The New Book “Quality Master” Quote Collection II

The New Book “Quality Master” Quote Collection III

The Art and Science of Enterprise Framework

Frameworks add value as they are implementations of the patterns to avoid having to reinvent the wheel. 

The business framework provides guidelines, checklists, standards, processes, "do & don't" as well as tools and building blocks to define and develop business artifacts. An enterprise framework containing fully developed methodologies ensures that the framework, when used by multiple persons on the same or different teams, produces a set of object instances that are reliable, repeatable, and fully distinguishable.




The framework is a structure, like a chest of drawers metaphorically: You can open drawers, put things in and take things out. In some drawers, you will find some wonderful stuff, in others, some old crap. Some drawers are empty and some of the content should be replaced. But you will soon know which drawers contain the artifacts valuable to you, which drawers to keep shut and how rewarding it is to put new or improved things back into the drawers for future reuse. The enterprise framework means a guideline containing approach or model, process, methodology, and the scope of the architect activities. The enterprise framework can help to leverage business paradox-pairs such as:
-Transaction vs. transformation
-Opportunity vs. risk
-Growth vs. governance
-Centralized vs. decentralized
-Analytics vs. synthesis

The enterprise framework can mean a structural skeleton which defines building blocks and how these blocks relate to each other at the conceptual level: Framework as an ontology, or formal vocabulary, used to describe the relationships of strategy, systems, processes, functions, and roles within an organization. The framework can also imply at the detailed level - loosely coupled components in a predefined container which ties them together; it can also imply structured process or methodology, roles, and rules, standards, definitions both from a business and technical perspective. A framework provides a means of classifying various components and their relationships so they can be discussed and understood by the members of that organization.

The enterprise framework is a structure or a view to search underlying business laws or patterns: The framework is defined as a set of principles/model that underpins the establishment, governance of a particular activity. It describes the best practice how things should be done from the process and documentation side, it’s not the gospel of business and it needs to continue updating. Framework, a noun, a coherent set of ideas, principles, agreements, and practices provide the basis or outline for something intended to be more fully developed at a later stage; it provides the basic building block as the base for developing new applications with reusable work, It is a configurable, reusable semi built application with features designed for a specific purpose.


The framework is a playground within your structure, build and perform your work (culture, practices, knowledge, know- how) by
- providing generic components and utilities;
- defining abstract components and hence, define the way to program, reduce the scope of errors due to the definition from scratch;
abstracting the concerns;
- reducing development time;
- eliminating bugs in systems;
- hiding complexities;
- helping in making system testable;
- making application extensible being developed on the structured foundation.

Frameworks add value as they are implementations of the patterns to avoid having to reinvent the wheel. With speed of change is accelerated, especially at today’s “VUCA” dynamic digital environment, it’s important to select the proper framework or combination of frameworks in order to run a highly effective and high maturity digital organization.

Five Trends to Shape Up the Digital Board

The corporate board takes tremendous responsibilities for steering the business ship through uncharted water, and move forward in the right direction.

Businesses large or small across the industrial sectors are on the long journey of the digital transformation. Metaphorically, the company is like a ship, the sea is the ecosystem environment, the old world is the past, and the new digital world is the future. The corporate board takes tremendous responsibilities for steering the business ship through uncharted water, so you don't have any choices but to change your sails to move forward in the right direction. The path for digital transformation can be iterative, evolutionary, revolutionary, or disruptive, can you predict the future trends and catch the upcoming tides, shape up the digital board for leading change confidently?

Spur creative tension: The contemporary BoDs as the top directorial role oversee business strategies, advise top executives about varying business issues, monitor organizational performance, and set cultural tones for changes. In the boardroom, there is a balancing act between collegiality and challenge; performance and compliance; innovation and standardization, etc. No challenge is one problem; overbearing interventions is another. The board understands the fine line between management and governance. Many board directors are top seasoned business executives, besides functional expertise, high-performance boards are composed of all sorts of digital thinkers: critical thinker, creative thinker, systems thinker, holistic thinker, integral thinker, etc. They would complement each other’s thought processes to improve decision effectiveness and lift up the leadership maturity. The digital era upon us is about innovation and people-centricity. The spirit of the business comes from the top. Being an innovative board director means you need to break down silo thinking, breakthrough conventional wisdom, and if necessary, challenge the status quo. That is not easy for many top seasoned board directors who have decades of experience and enriched knowledge in certain areas, but it’s imperative for dealing with “VUCA” digital new normal. Uncertainty per se is not a problem, it poses a risk for those who have a fixed mindset and creates opportunities for those with a growth mindset. You can feel creative tension in the boardroom when you sense the openness to embrace the diverse viewpoint, the harmony not via compliance only, but through idea sharing and intellectual collaboration.

Advance cognitive diversity: Cognition is a perception, sensation, and insight. Boards need to have qualified candidates who bring identity and cognitive diversity to a boardroom, to provide a perspective that goes beyond the gaps in board discussion. Anyone who is selected to sit on a corporate board should be fully qualified in varying leadership arena such as strategy development, functional expertise, risk & crisis management, information & technology, entrepreneurship, global empathy, or international experiences, etc, in order to bring fresh insight to mind the cognitive gap. The historic focus on easy-to-measure aspects of diversity (ethnicity, gender, age, etc.) might be too superficial or even wrong-headed because more often, such skin level difference is nothing to do with a cognitive difference -- how people think and approach the problems. Cognition reorganizes parts of one’s belief system and thoughts navigate within one’s present belief system as it is. Thus, perception is personal and insight is precious. A high-performance board should have the cognitive differences and diversified worldviews to bridge gaps, make sound judgments, and improve leadership maturity. Further, the board directors are often the leaders of leaders, they should even concern about metacognition - thinking of thinking, for digging into the root causes of problems, and determining which competencies or capabilities should be used in which combination, and with what level of weight for each, for every different situation, in order to improve governance effectiveness and digital leadership influence.

Dare to be holistic: Holistic thinking has a correlation with systems thinking which is the thought process for seeing interrelationships rather than isolated things, for seeing patterns of change rather than static “snapshots,” for seeing the long-term transformation rather than the short-term transaction. “Being holistic” suggests a genuine sense of exploration and innovation. With the huge pressures from corporate shareholders, it takes both courage and knowledge to be holistic from the boardroom to the corporate floor. The BoD needs to gain a deeper and holistic understanding of the enterprise in order to be a credible actor in the strategic dialogue. In terms of a holistic 'viewpoint,’ one does often need to integrate different stereotyped or 'mechanistic' viewpoints, make the cross-box connections, in order to shape a holistic view. Digital transformation is the journey for solving problems caused by "conflict," "out of balance," “information overloading,” “lack of logic.” Therefore, it is critical to apply a holistic approach which can break through the industrial constraints and limitations and in pursuit of possibilities rather than impossibilities. Digital means flow, hyper-connectivity, and interdependence. Holistic thinking is important to understand, frame, and solve today’s multilayer, interdependent, and over-complex business problems with less side effect and bigger impact.

Candor and control: Digital organizations today are always on and always connected. The hyperconnected nature of digital business makes everything so transparent, business reputation and brand are based on those interconnected elements from process and technology to leadership and employees, from the boardroom to the front desk. “Thought candor” is offering a different way of thinking about a situation or problem that fills the blind spots and moves the strategic conversation forward at the boardroom. The directorship in any organization must be able to adapt to changes, build abilities to advise, inspire and motivate, leverage candor and diplomacy; opportunity and risk; logic and creativity; confidence and humility; analysis and synthesis; stability and dynamism, etc. Risk oversight is the critical responsibility of the board. Evaluate and control risks and conduct scenario planning when necessary. Controlling at the board level is truly about setting the right policies and making updated rules for leading changes and driving digital transformation.


Maximize change impact: With change as digital new normal, every business leader needs to become the change leader including board directors. There is the distinction between types of organizational change - incremental and transformative, the board should focus on transformative changes by pulling business in the same direction and maximize change impact for ensuring the long term prosperity. The board directors need to be the “mastermind” behind the digital transformation, evaluation, analysis, and strategic or long-term planning should top the list in the digital board’s agenda. Many disruptive opportunities are brought to the business with new thinking on how to monetize them. The business lifecycle could be viewed as resulting in emergent means of reorganizing, refocusing, rebalancing resources, and redirecting people to understand the whole, in terms of its inner processes, its interactions with external systems, its components, the specific interaction among them, etc, to ultimately achieve the seamless digital flow, high performance business results, and high-level digital maturity. A change agent board has the advantage of pulling enough resources and pushing the business model of technology, trustworthiness, prepare and launch change, innovation to maximize change impact.

Digital paradigm means holism, hyperconnectivity, interdependence, and integration. It is the power of BoDs as dynamic leaders to predict and capture the trends, ride change waves, drive business transformation with digital dynamism and amplify digital leadership influence with discipline.