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.

Friday, December 9, 2016

The Monthly Insight of the Board Room: How to Innovative Boardroom Dec., 2016

Modern corporate boards play significant roles in guiding businesses toward the right direction and achieve expected business results. Due to the “VUCA” characteristics -Complexity, Uncertainty, Ambiguity and Velocity of the Digital Era, the directorship in any organization must have the agility to adapt to changes and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals.

       

How to Innovative Boardroom

  • Digitizing Boardroom” Book An Innovative Board, Presentation, Video: Corporate boards play a crucial role in providing strategy oversights and make sound judgments on and assurance of corporate actions within a framework of practical knowledge. Innovation is one of the most important ingredients of the business strategy, which role should BoDs play in both management innovation and innovation management? Or the first step first, how to innovate the boardroom.


  • Three “IN”gredients of Digital Boards: Due to the complexity, uncertainty, ambiguity and volatility of digital age, digitizing the boardroom is inevitable. The directorship in any organization must have the ability to guide, inspire and motivate a group of people toward accomplishing shared visions and goal, set the leadership tone to influence business “mindset” and lead changes as well as digital transformation. Here are three digital ingredients to improve boards’ effectiveness and maturity. ?

  • Digital Tuning: How to Innovate Boardroom: The primary role of the Director is to provide strategy oversight, setting governance principles, and making the judgment on and assurance of corporate action within a framework of practical knowledge. If they do their jobs right, the executives and management team can do their jobs in a well-orchestrated fashion as well. Innovation is one of the crucial components of the corporate strategy, which role the BoD should play in both management innovation and innovation management? Or the first step first, how to innovate Boardroom??

  • A Heterogeneous Board: There is no question that businesses need digital leadership in today's boardrooms, with “VUCA” characteristics of business dynamic, overloading information, and globalization as the new normal of business expansion, all of these bring the significant opportunities and responsibilities for the new breed of digital BoDs, and it is crucial to brainstorm on how to build a highly effective board with a heterogeneous viewpoint, and right mixing of Individualism and collectivism nature, to set the tone of directorship with innovation and influence.

  • An Innovative Board? There are different types of boards around, some Boards are "working Boards" and have to provide hands-on advice, information, and oversight; other Boards have a more strategic purpose in advising the corporate oversight. Many Boards are often stuck with a view of the rear mirror mindset, looking at the past quarter results, supervising the audit, and reviewing a budget of the coming months. Does Board overall spend enough time on planning for the future -that means dealing with innovation choices.


The “Future of CIO” Blog has reached 1.5 million page views with 3300+ 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 the 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.





The Popular Quotes Collection III of “Digital Master” Book Series

“Digital Master” is the series of guidebooks (11+ books) with five pillars to perceive the multifaceted impact digital is making to the business and our society, help forward-thinking organizations navigate through the digital journey in a systematic way, and avoid “rogue digital.” Here is the set of popular quotes for conveying the digital vision and sharing the unique insight about the digital transformation.

Digital Master Quotes
Digital MasterA hybrid nature of organization strikes the right balance between “virtual world” and the human connections.”

“Innovation has to become the philosophy, and part of DNA in an organization.”

“Digital capability has a recombinant nature.”

“Digital synchronization occurs when all parts of the choir sing their respective parts in harmony.”


Setting the right priorities or having superior time management skill means knowing the difference between “must have,” and “nice to have.”

“Self-discipline is nothing but self-consciousness.”

“Psychology is a condensed version of mindset; whereas philosophy is an abstract of the human society.”

“Learning is the way to keep your mind flowing, and hence your life flowing.”

“A mind is not profound by itself, just like a tree without a root.”




“IT can coordinate all necessary business elements, either hard or soft, to orchestrate a digital symphony”

“CIOs need to be IT evangelists and learn to sell, speak business.”

One of the most influential aspects of people's psychology is how they perceive the world around them and how they relate to it..”

“A problem-solving mind focuses on keeping the end in mind, to solve PROBLEMS in optimal ways.”

“A multi-dimensional IT creates multi-level values to the business as a whole.”



“Creative expansion cannot happen without vision.”

“To predict is to control, to co-create is to influence what you would like to bring into being..”

“A set of excellent questions themselves is perhaps like a poem, both philosophical and intellectual..”

“The point is, framing the right problem is equally or even more important than solving it.”

“here are many multinational companies around, but very few global companies; there are many international managers, but very few true global leaders today..”



“Breaking rules is indeed an important part of creativity. Innovation needs a level of guidance.”

“The purpose of Innovation Management is to prepare everything to maximize the transformation of an idea to innovation, through well-prepared processes and structures.”

“Breaking rules is indeed an important part of creativity. Innovation needs a level of guidance.”

“The purpose of the governing body, or board of directors, is to direct and guide the organization in the right direction.”

“Digital transformation represents a break with the past, having a high level of impact and complexity.”


CIOs as Chief Inspection Officer: Have you Misread the Business Requirement?


IT and the business must be partners, must be able to speak the same language, finish each other’s sentences, to solve the well-defined business problems.

Digital IT organizations play a crucial role in enabling business growth and building organizational competency. IT doesn't exist to do everything it is asked. Nor does it exist to implement without business justification. IT is there to manage a scarce and expensive resource for the business.The digital CIO’s mantra is to run IT as the business like a software startup. It is doing its best to see that the application of IT brings the best business results possible. There is no IT project, only business initiative. However, in reality, there is typically a significant gap between what the business wants and needs vs. what IT is providing. The result is usually a lot of churns until they get it right. CIOs as “Chief Inspection Officer”: Have you misread the business requirement and how to clarify it?

There’s difference between business requirements and IT requirements: IT has to oversee the full set of the business requirements to ensure the cohesiveness and to determine all the customers, users, and stakeholders and obtain their involvement. When it comes to collecting the business requirements, IT needs to take the traceability path of where the requirements come from, IT requirements are allocated to IT from the business requirements, and IT requirements need to be functionally structured to serve each functionality the enterprise needs. It is important to clarify where all the functional boundaries are and who is organizationally associated with each requires a specialized generalist with a holistic perspective and ability.  

The top executives who sponsor the initiative and the managers who take charge of implementation are the key on the requirement readiness checklist: The important participants for IT initiatives are the executive sponsors who are the one at the top to promote the initiative, and they are skilled at defining the business requirements in a business language describing the business goals, customer needs and personas, competitor offers, current product SWOT and all identified opportunities. Also, the tactical managers who are doing the implementation to show the update and result. They are the key on the requirement readiness checklist. Without both, you cannot get over the "responsibility without authority" barrier. The challenge is to ask the right questions and fitting together different components and mapping the business requirement systematically. It’s important to note this may or may not include any reference to technology or solution approaches, but there are the needs to develop a sound IT Management Framework so the senior IT leaders can run the department keeping him / her informed the processes they need to develop. It will also help the sponsors to understand the specific development plan and consideration such as IT roadmap, resource, skill, etc. If all these are done well, and then a walk through of the business requirements and identified opportunities can be done as part of joint assessment and design review to allow IT to begin shaping system/IT requirements.

Transparency is critical to developing a trusting relationship between the business and IT for clarifying business requirement: IT and business alignment is not just about conformity or order taking, it needs to include a close partnership with interpersonal communication and seamless collaboration, to bridge the gaps and avoid the pitfalls such as misreading business requirement or "lost in translation" syndromes. Whatever term you prefer, it is a persistent and pervasive problem that demands an ongoing reviewing process to ensure that IT and business requirement mapping effectively and efficiently together. IT leadership must increase and demonstrate its level of understanding of their organization's business and strategy. This will lead to greater respect and trust from the business leaders, to truly run IT as the business. The point is how to develop a trust IT-business relationship and improve cross-functional communication, optimize resource allocation, harness partnership, demonstrate ROIs and engage employees.

To improve IT management effectiveness and bridge the gap between IT and business, IT and the business must be partners, speak the same language, must be able to finish each other’s sentences and feel like members of the same team, and also have complementary skills and capabilities to improve business effectiveness and achieve better business result via seamless communication, relentless collaboration and continuous innovation.





Thursday, December 8, 2016

The Weekly Insight of the “Future of CIO” 12/8/ 2016

The “Future of CIO” Blog has reached 1.5 million page views with 3300+ 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.

        The Weekly Insight of the “Future of CIO” 12/8/2016


  • IT Transformation is on the Horizon when It is Designed to Change: Digital means flow - data flow, information flow, and mind flow. Digital organizations have to adapt to the continuous changes and business dynamic in striving to become digital masters. Digital transformation is a natural process and rather effortless to maintain, The bottom line is how well the organization is being influenced by varying business factors such as communication, structure, management methodology or approach. IT transformation is an integrated part of the digital transformation of the business. IT transformation is on the horizon when it is designed to change, from a static support function to an innovative growth engine.

  • Three “IN”gredients of Digital Boards Due to the complexity, uncertainty, ambiguity and volatility of digital age, digitizing the boardroom is inevitable. The directorship in any organization must have the ability to guide, inspire and motivate a group of people toward accomplishing shared visions and goal, set the leadership tone to influence business “mindset” and lead changes as well as digital transformation. Here are three digital INgredients to improve boards’ effectiveness and maturity.

  • Collective Insight in Decision Making  Due to complex and change nature of the digital business ecosystem, more often than not, decision-making needs to take collaborative efforts and collective wisdom, brainstorm possible options and make alternative solutions. Decision-making today needs to take a systematic approach, but via nonlinear, collective thinking, the mix of analytics and intuition, and group contribution.

  • Is your IT Organization a Digital Forerunner: Due to the exponential growth of information and disruptive nature of digital technologies, forward-looking organizations across the industrial sectors have high expectation of their IT organizations. It is not sufficient to run a reactive IT to keep the lights on, or a support function to take orders only. Can your IT organization ride above the learning curve, moving faster than the rest of the organization, and become the harbinger of change and a digital forerunner?

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.


Twitter Delicious Facebook Digg Stumbleupon Favorites More