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.

Saturday, November 18, 2017

The Monthly Digital CIO Spotlight: CIOs as Chief Instrument Officer Nov. 2017

Modern CIOs have many personas and face great challenges.


Modern CIOs have many personas and face great challenges. It is not sufficient to only keep the light on. Regardless of which industry or the nature of organization you are in, being a digital leader will need to master the art of creating unique, differentiating value from piles of commoditized technologies. What are the digital CIO’s next digital practices for leading changes and drive digital transformation effortlessly? Here is the monthly spotlight of the CIO as “Chief Instrument Officer.”      
                      
 CIOs as Chief Instrument Officer


  • The CIO as “Chief Instrument Officer”: How to Lead Changes and Orchestrate Digital Transformation Effortlessly? Every forward-thinking organization claim they are in the information management business, nowadays IT plays a critical role in the business growth and digital transformation. Within a mature organization, the CIO is a leadership role which requires the breadth of the business knowledge and the depth of technical insight. What determines the level of the CIO position is the impact they have made across the company and even industry, and hence their reputation, their reporting line, their title, hopefully further to their achievements, rather than their mere contribution for the company bottom line that helped them reach the current level. At the digital era, high mature CIOs are “Chief Instrument Officers,” who can lead changes and orchestrate digital transformation effortlessly
  • CIOs as “Chief Instrument Officer” How to Define, Refine, and Scale IT Digital Transformation? Due to fast-paced changes and exponential growth of information. IT becomes more critical in leading business innovation and transformation. IT has to reinvent itself to exemplify proficiency in planning, designing, innovating, and building the new business model, as well as refining or scaling IT digital transformation. At today’s information-driven business dynamic, there’s no shortage of problems to tackle, it’s all about to be able to get all the way to the task, to see it from all interests. CIOs need to be bold and innovative, define and refine IT to get digital ready.
  • CIOs as "Chief Instrument Officer": Embracing the Creative Side of IT to Make Digital Leap? Many traditional IT organizations are perceived as a support center or an isolated function with “geeky image,” equipped with monolithic hardware, led via command and control management style, suffered from overloading tasks and even experienced the “brain drain.” Nowadays, IT is impacting every business unit and is becoming the driver of the business change and digital transformation. Besides scientific nature, how to embrace the creative side of IT to reinvent its contemporary image and make the digital leap?

  • CIOs as "Chief Instrument Officer": Three Aspects to Run IT with Digital Balance: Organizations large and small are heading to digital transformation; IT has been pushed out of its comfort zone as back office and become a frontrunner in such a business transformation. Thus, IT cannot just keep “We always do things like that” mentality, and explore the new possibilities. IT has to strike the right balance of achieving operational excellence from the transactional perspective and making a leap of digitalization from the transformational lens


  • CIOs as "Chief Instrument Officer": How to Run Digital IT Effortlessly? IT organization is making a shift from transactional mode to transformational mode. It goes beyond the stage of IT-business alignment and moves up to the level of integration and engagement. Nowadays, a digital-ready IT organization is a threshold business competency and catalyzer of business changes. CIOs should also shift their leadership mentality from “struggling to keep the lights on” to “thriving to run digital IT effortlessly.”

The “Future of CIO” Blog has reached 2.2 million page views with about #4200th 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 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.

CIOs as “Chief Investment Officer”: How to Measure IT Performance and Assess IT Investment Right?

Continually accelerating changes in IT digitalization requires faster responses and better performance metrics.

IT investment now is a strategic imperative for a forward-looking business to pursue the growth, the company needs to continue to review upon the ROI of existing IT investment, the maturity of IT performance, how well can IT investment unleash the digital potential of the entire business. And how to make an objective IT investment and IT performance assessment via initiating sophisticated questions, setting right metrics, and measure them in the right way?



Do you know why you are collecting the metrics? Don't collect metrics for the sake of collecting metrics. Assess metrics from IT investment and IT performance perspective. When you think of "IT performance," what comes to mind?  IT effectiveness or efficiency, operational excellence such as customer satisfaction, or strategic value such as competitive advantage, leadership edge, or cultural niche? When you think metrics from IT investment perspective, what comes to mind? Ask whether the metrics can reveal anything meaningful for the identified purpose. Identify the purpose of the information and the stakeholders who will use it. Understand measurement from outside-in shareholders’ perspective. The well-selected set of metrics are those used to inform the business of multidimensional IT performance and value, with the goal to change the business perception of IT as a cost center. Diagnose the current IT problems -  There are quantifiable elements such as inefficiencies which can be brought to light and the qualitative elements such as ineffectiveness that there is a disconnect between IT and the business.


How to give those responsible for collecting the metrics a reason for doing so, and also do it in the right way? Companies are highly dependent on IT executives who make the proposal to change or replace the technology based on the need for the business. IT should continue to review upon the ROI of existing IT investment, whether depreciated life cycle is completed or not; whether new technology/ product mature enough in the business market to adopt. Information & Technology are one of the most invaluable assets in the business right now. Applying the right procedures and policies to asset management allows IT to create a realistic budget with few surprises, and keep best practices to adapt to “continuous changes.” Thus, CIOs as “Chief Investment Officer” need to ask themselves as well as those who take responsibility for measuring:
-What efficiency and revenue generation opportunities are supported or delivered by IT?
-How does IT impact customer retention?
-How can IT have a "P&L" even if it’s only for communication purposes?
-How can IT impact business metrics like RONA, depend on the nature of the business?

How to ensure management buy-in for the metrics collection process? Define the right set of Key Performance Indicators which can reflect the progress for the long-term goals of the firm. The board or business management will buy-in when the metrics can clearly present the tangible business result from IT investment, and persuade them that IT is a strategic asset. Performance metrics are numbers in context, results related to the strategic goals of the business. One of biggest pitfalls for IT performance measurement is measuring the “part” with ignorance of the “whole.” Company management is more interested in the business’s overall performance, not just IT performance. The top metrics which is of interest to top executive management are either ROI, ROE, RONA or business growth. On the ROI side, there are metrics that could be used and monetized. The way the KPI is measured needs to be an accurate reflection of the behavior the firm is looking to exhibit.

Continually accelerating changes in IT digitalization requires faster responses and better performance metrics. IT leaders need to play the number game wisely to present IT value proposition on how to increase revenue, reduce cost, improve service/solutions, manage risks, both accelerate business performance and realize digital potential seamlessly.

Friday, November 17, 2017

The Monthly “Dot Connections: Interdisciplinary Dots Connection Nov. 2017

There are multiple viewpoints to understand digital, and there is no one size fits all formula for digital transformation.


The effects of an increasingly digitalized world are now reaching into every corner of businesses and every aspect of organizations. There are many views to understand digitalization, and there is no one size fits all formula to pursue it. Each organization just has to connect the dots, "walk the talk," and explore their own way, start creating their own strategy and build their own differentiated business competency and “integrated whole,” to get digital ready.  

               Interdisciplinary Dots Connection



Entrepreneurship vs. Art?  The basic principle of business is to make some monetary profit, whereas the basic principle of Art is simply to express feelings. So what’s the correlation between business and art? Is it difficult to move the needle on perspectives and long-accepted assumptions about artists and businessmen?
Knowledge vs. Imagination Perhaps it is another chicken and the egg debate: Knowledge vs. Imagination, which one is more important? There is no imagination without knowledge, and there is no knowledge without imagination. Putting information in a human memory is not similar to data storage, as you have to sort through,  transform it into the knowledge, and abstract the insight or recreate the new knowledge at the advanced level.
Science vs. Spiritualism  Science hasn't yet to quantify and rationalize things like the human spirit, consciousness, evolution, and quantum particle characteristics. The deeper down the rabbit hole they seem to go, the more perplexed they become. Spiritualism usually implies the existing or the 'calling up' of the paranormal, mediums, communication.
Science vs. Philosophy "Philosophy is the history of ideas and an ongoing inquiry into the nature of things based on abstract reasoning rather than empirical methods. Philosophy involves examining basic concepts such as truth, existence, reality, causality, and freedom. Philosophy comprises logic, aesthetics, ethics, metaphysics, ontology, and epistemology. And science, which was formerly labeled natural philosophy, is now studied separately. Talking about science, it claims to be based on two types of reasoning (a). Inductive: If something has been happening in a particular fashion since time immemorial, it will keep on happening in the same way. (b). Deductive: These are deduced from inductive laws by using a toolkit called mathematics. Science vs. Philosophy, are they competitive or compatible disciplines, and how to leverage them in solving complex problems.
 Brain Plasticity vs. Computer “Plasticity” Brain plasticity, also known as neuroplasticity or cortical remapping, is a term that refers to the brain's ability to change and adapt as a result of experience. (about.com). We can "build" new neural pathways, increase the overall density of the "neural map" and synapses, etc.
The “Future of CIO” Blog has reached 2 million page views with about #4200th 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 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.

Transaction vs. Transformation

A well-run business has a healthy business portfolio to “run, grow, and transform,” focus on both short-term gain and long-term win, to manage a seamless transaction and transformation continuum. Here are more perspectives to connect dots between transaction vs. transformation.

The transaction is about HOW, Transformation is about WHY and WHAT: Transformation is the leapfrogging changes, implying the fundamental changes from collective mentalities to underlying functions and processes. “Being transactional" refers to operational activities, taking an input at one end and churning it out at the other with processes in between. "Being Transformational" means redesigning existing transactions to something new, being innovative and creative; it also introduces completely new transactions hopefully with a strategy that serves the organization well. It's easy enough to churn out the same old things even with minor modifications but to undertake real transformational change requires innovative leadership, technical know-how, and step-wise approach.

The transaction follows cookbook vs. transformation needs to rewrite the playbook: The transactional business capabilities are usually operation driven, to follow the cookbook keeping the lights on and improve business efficiency. Where transactional or operational capability usually makes only minor adjustments in the organization’s, structure, and management, etc., it often takes the linear step for tuning the enterprise machine and ensure it keeps spinning. Transaction-driven operational management may be viewing things from a single side (internally) and transformation-driven strategic management takes a holistic view of things both internally and externally as the way of coming up with actions that will improve organizational performance and conformance in order to achieve the set goals. On the other hand, transformational capability creates something new out of something old, reach the new horizon out of an old vision. So, the transformational capability is the ability to work across disciplines to solve complex problems with contextual understanding and systematic approach. It helps to expand the organization’s horizon and elevate the business up to the next level of maturity. Transformational capability evokes fundamental evolutions in the basic political and cultural systems of the organization for achieving the high -performance business results.

A transaction seeks continuity, a transformation seeks opportunity: In the digital era, we will be confronting a number of high-complex problems in the hyper-connected world, the business solutions will require an integration of different sets of knowledge and digital fluency across multiple disciplines. The transaction is to do things right; transformation is to do a right thing. A transaction is inside a box; a transformation might need work cross boxes. A transaction has a short-range view; a transformation has a long-range perspective. A transaction follows standard operating procedures. A transformation needs strategic guideline and policy. A transaction seeks continuity, a transformation seeks opportunity and change. A transaction focuses on a bottom line; a transformation is on the horizon. A transaction focuses on goals for improvement. A transformation focuses on goals of innovation. A transaction is tactics, a transformation is a strategy.

The organizational management short-sightedness and running the business in a transactional mode only can cause digital ineffectiveness in the long run. Digital organizations today have to strike the right balance of being transactional to keep spinning and being transformational to make a leap.

CIOs as “Chief Interpretation Officer”: How to Improve Communication Effectiveness

CIOs as “Chief Interpretation Officer” is the new digital leadership perspective of harnessing communication and people centricity for accelerating digital transformation.

The magic “I” in the title of CIO has many indications, such as Chief Information Officer,” “Chief Innovation Officer,” “Chief Influence Officer,” etc. Communications sometimes seem like an oxymoron. As we move from applying technology as a vehicle to maximize efficiency and minimize costs to leveraging technology as an enabler and catalyzer of totally new business models, to maximize business potential, forward-thinking organizations empower their IT to lead the digital transformation proactively. Therefore, CIOs need to become “Chief Interpretation Officer,” to bridge the communication gap between business and IT and improve digital leadership maturity.


CIOs need to be great visionary first and good communicator second: Top business leaders are the visionary role who can steer their organizations in the right direction. Digital CIOs today should envision the future of their business via the technological lens, forecast the upcoming business trends and ride the digital waves, and be able to share their vision to get support from business peers. Vision should have a direction which sets in clarity. Thus, CIOs as “Chief Interpretation Officer” who has a vision can also articulate it in a non-technical manner that clearly demonstrates the business value delivered. They can practice creative communication for describing what happens today, but also convey the vision of “to be,” because future is what really matters. Digital CIOs are visionaries and outliers who have the interdisciplinary knowledge and uplevel communication skills to inspire, persuade, and amplify their leadership voice. The solution should lie in changing how the message is delivered, either through a metaphor or a story., etc. The key is language to fit different audience without “lost in translation.” It’s also about how to leverage more open and interactive communication style to bridge the gaps and connect the minds and hearts.  


The CIO needs to talk about commercial outcomes, not technical throughput: Often CIOs have been stereotyped as geeks who speak the different language from the business peers. In fact, miscommunication is one of the biggest root causes of IT-business gaps. The communication gaps within IT, between functions and across business ecosystem will directly decrease IT management effectiveness and degrade the business capability to adapt to changes. There are multiple causes for poor communication, but by far the problem most often is the inability of the "speaker" to adequately accept the real nature of the message or the environment. CIOs as “Chief Interpretation Officer” need to know how to play a bridge between what the business understands and what technology understands. If necessary, apply Tell-Listen-Adapt communication framework to ensure consistency in message delivery.  The connection between IT and business lies in using the common language to help businesses cross that bridge to IT,  good “interpreter” can leverage contextual intelligence and multiple perspectives with respect to make the positive influence on pulling progressive conversation ahead, focus on commercial business outcomes, not just technical throughput.


CIOs as “Chief Interpretation Officer” are able to initiate communication in the different level of the organization with clarity: “Lost in translation” syndrome is caused by mistakes that most organizations make in business communication that fails to translate the high-level language of strategy into the professional language of the various staff specialty for execution. From the top-down perspective, in many organizations, typically, one level of leadership communicates with the next level and so on and typically the message is somewhat diluted by the time it reaches the employee responsible for doing their job. Thus, communication gaps decrease productivity, cause mistrust and decelerate business speed. If people at the bottom and middle level don’t get the opportunity to understand the business’s strategic goals via effective communication, they would be easy to get lost and inundated with daily tasks, less engaged or feel anxious, bored and lack of achievement. Thus, CIOs as “Chief Interpretation Officer” should ensure IT folks understanding the commercial end point of their work rather than it being an abstract set of code via effective communication.


CIOs as “Chief Interpretation Officer” is the new digital leadership perspective of harnessing communication and people centricity for accelerating digital transformation. It’s important to leverage multiple digital channels and methods to communicate both via virtual communication channels and face-to-face meetings. They also need to master all styles of conversations targeting a different audience to develop situational wisdom and influential competency, to rebuild IT reputation as a value creator and innovation hub.







Thursday, November 16, 2017

The Weekly Insight of the “Future of CIO” 11/17/2017

Blogging is not about writing, but about thinking, brainstorming, innovating and sharing.
The “Future of CIO” Blog has reached 2 million page views with 4200+ 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.

  • Three Stages to Reach IT Maturity Digital transformation is inevitable, 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, leading organizations have shifted from “Doing Digital” to “Being Digital.” IT plays a critical role in the digital paradigm shift. To improve its maturity, IT has to reinvent itself, and top business leaders need to reimagine how to leverage information & technology to build differentiated business competency and reach the next stage of IT maturity.

  • The Monthly “Digitizing Boardroom” Book Tuning: Board Directors as Digital Practitioners Nov. 2017 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 be able to advise, inspire and motivate a group of people toward accomplishing shared visions and goals

  • Flexible Problem-Solving Fundamentally, every work is to deal with problems big or small both from long-term perspectives or on the daily basis. Problems become more complex in today’s changing dynamic and "VUCA" digital new normal. Problem-solving is a critical skill for both life and the business. There is no magic formula for problem-solving nowadays, individuals or businesses must take their own unique approach, be flexible, be learning agile, and develop their own problem-solving methodologies and practices.

  • Digital IT Leadership Checklist? CIO is one of the most sophisticated leadership roles in modern organizations. Compare to other executive positions, the CIO position has a shorter history, but a more dynamic role to play due to the fast growth of information and disruptive nature of technology. There is now a greater need for a CIO to understand business drivers and equip themselves with digital mindsets, co-develop business strategy, make a comprehensive IT leadership checklist, and stretch out in different dimensional for making necessary role shift to get digital ready.


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.

Three “P”s to Digitize Boardroom

Leadership is an influence and a practice, there is no magic recipe otherwise.

The Corporate Board is one of the most crucial leadership pillars in modern businesses. Because they have a significantly broad effect on setting business policy, overseeing strategy, tuning business mentality and personality, driving motivation, defining the appetite of innovation, sharpening leadership skills, advocating learning, pulling teams, and improving risk intelligence, etc. However, many boards today still get stuck with a view of the rear mirror mindset and focus on compliance-driven agendas. Digital board directors exemplify leadership influence. Digitalization starts from the top down, here are three “P” words to innovate boards for achieving directorship excellence.


Perception: We are stepping into the digital era with increasing speed of changes, with the high degree of uncertainty, hyperconnectivity, and fierce competition. Corporate boards play a critical advising role in steering the company in the right direction. Therefore, their perception must be update and objective, otherwise, the outdated perceptions could enlarge leadership gaps, decelerate digital transformation, and stifle human progress. Perception is one's interpretation of the reality. Board directors need to continue clarifying: What are the gaps between our perception and reality? How to overcome cognitive bias caused by prepositioned perceptions, how to close those perception based gaps and steer the business in the right decision? Etc. Insight is perception through multidimensional thinking. To close the perception gap, the mind needs to be open enough to embrace other minds’ perception as well, to always understand things via different angles. The board composition needs to embrace both cognitive difference, functional difference, and other experience/capability/background/ education difference. Appreciates that the value of alternative perspective and insights which say nothing of not trusting, simply looking from a different stance, and asking different questions.


Proficiency: The corporate board directors shouldn’t be just the ceremonial role to vote for a couple of business issues. The top digital leaders need to have a proficient understanding of their particular organization's performance and potential. To lead organizations towards the uncharted water and blurred territories, today’s digital board directors must continue updating their knowledge, build a broad set of skills, develop an in-depth understanding of their domains, and create a comprehensive leadership portfolio with differentiated leadership competency and hardcore leadership proficiency. To reach the state of knowledge proficiency, it is also important to identify and close the gap between knowledge and insight. The digital directors need to understand their environment profoundly and playing field to oversee the strategy for identifying blind spots and harnessing the opportunities identified. The corporate board exemplifies contemporary leadership proficiency. Digital leaders today need to be more original, positive, progressive, courageous, conscious, creative, curious, challenging convention, maximizing diversity and being willing to experiment, as a basis for then being able to think differently, independently, and globally.


Progress: The BoD role sets the top leadership’s tone for progression and affects most through cohesive communication, congruent behavior, and continuous endorsement of the change to keep the momentum. Progress represents change. Progress itself is a change, either by individual or group efforts or induced by environmental and cultural tangible and intangible force. Digital leadership is the unique combination of leadership mindsets and behaviors that develop and achieve high quality and meaningful results over a sustained period of time. Progressive and insightful digital BoDs who laser focus on using energy and resource strategically, have better chances to figure out the “secret sauce” of directorship, to make positive leadership influence and achieve the progressive outcome.


Modern directorship is both art and science, the boardroom culture is engendered by board leaders. It’s all about leadership from the top which sets the tone for changes and innovation. Leadership is an influence and a practice, there is no magic recipe otherwise. The digital leaders should think that every minute of their time counts, to achieve leadership proficiency, because the path of mastery is something that unfolds day by day, there is no time to waste. Good leaders are continually practicing, experiencing, learning, adjusting, and innovating.


The CIO’s Digital Mojo


The charm of digital CIOs is their changeability.


The disruption of IT will continue. Embracing digital is inevitable as that is now part of the reality. In order to lead change and drive digital transformation. IT has to speed up and be nimble to changes. CIOs also need to build their reputation as the top business leader, not just the tactical IT manager or technical geek. What are contemporary CIOs’ digital mojo, and how to reinvent IT to get digital ready?


The digital CIO’s mojo is to dream big, with the ability to make it the reality: Nowadays, technology changes very quickly, you must first be aware of new technology before you can learn how to apply it to the business. As an IT leader, CIOs should have technological vision and awareness, and understand what implies to the future of the business. They should pay enough attention to “WHY” and “WHAT” before jumping into “HOW” to get things done. Digital is the age of innovation, it is particularly important for practicing innovative IT leadership because technology is the disruptive force and information is the invaluable asset of the business. The charm of digital CIOs is their creativity, they can dream bigger for envisioning the full-fledged digital organization, and “sell the dream” via empathetic communication. The CIO’s digital mojo is to lead boldly in grasping the business growth opportunities, but also be logical enough to implement it, manage risks, and guide the team to make it happen. As the great leader, digital CIOs can draw from their expertise and experience of those talented people around them, craft and cast the vision for the ways in which digital technologies can create sustainable business value, challenge the better way to do things and make continuous improvement. Digital is the age of options, it provides the opportunity to think the new way to do things, so it forces IT leaders to get really creative on solving the emergent or old problems in new or alternative ways.


The CIO’s digital mojo is to run IT as the business, with the startup mentality: Digital CIOs play an intrapreneur and transformational leadership role. Practicing intrapreneurship means to run IT as a business, to ensure that IT is strategically positioned to be ahead of where the business is moving next. It is also about running IT as a business, with a healthy and shortened business cycle of planning, funding, designing, building, operating, securing, optimizing and maturing. The charm of digital CIOs is their “intrapreneur’s mindset,” be able to expand their thinking boxes and get a better understanding of the current box, figuring out which of them makes sense to challenge and apply creativity tools via exploring, divergence, and convergence to arrive at a useful new box. So, they can work both in IT and on IT seamlessly, to become a trustful business partner. CIOs need to be clear on what needs to achieve in terms of top line, bottom line, and working in tandem with other departments to achieve the IT goals. The CIO’s digital Mojo is to reinvent IT from a support center to a change agent via breaking down silos or outdated rules or processes. The charm of digital CIOs is their changeability. Where transactional managers make only minor adjustments in the organization’s mission, structure, and talent management, etc., transformational leaders not only make major changes in these areas but also they evoke fundamental changes in the structural and cultural systems of the organization.


The digital CIO’s mojo is to orchestrate their own IT sheet music, not just the background music: Digital CIOs are in a unique position to align process, technology, and people, from generating ideas on applying technology and data assets to drive value, the oversight is needed in managing the full innovation life cycle. With the fast pace of changes and emergent on-demand IT service model,  IT is shifting from a builder to a conductor in knitting all important business factors, to ensure that it is designed for change, and build the dynamic IT competency with shortened products and services delivery model, with the goal to improve business changeability, responsiveness, innovativeness, flexibility, and maturity. Technology by itself is the means to the end, not the end itself. Applying technical capabilities to business opportunities is where the magic happens. The charm of digital IT leaders is their ability to demonstrate in very tangible ways that IT understands businesses and they understand different business dialects to tailor the audience, and convey the clear messages to build a strong IT brand.


Digital transformation is a thorny journey with multidimensional aspects. With increasing pace of changes and exponential growth of information, CIOs are not just the static IT management role,  they generally have greater opportunities to stand out and practice digital leadership in driving innovation and leading digital transformation across their companies.


Wednesday, November 15, 2017

The Monthly Foresight: Brainstorm Digital Futurism Nov. 2017

The digital is the age of innovation, the age of customer-centricity; the age of empathy, the age of collaboration; the age of co-creating.
The effects of an increasingly digitalized world are now reaching into every corner of businesses and every aspect of organizations. Digital is the age of creativity and innovation, creativity is the most wanted trait for digital leaders and professionals today, and innovation is the light every organization is pursuing. Which themes shall you set to advocate digital transformation?

                     Brainstorm Digital Futurism



Brainstorm to stimulate Digital Mining Many say digital opens the new chapter of innovation because digital technologies and social platforms provide unprecedented opportunities and convenience for people to brainstorm and collaborate. Brainstorming is a creativity technique by which a group of people can come up with multiple solutions to solve the problem creatively. Brainstorming can be made much more powerful with knowledge. There are "Stimulus Mining" areas that can help to fill the minds with information and then- individuals can start to explore from a much stronger point of view and create fresh ideas.
How to Build an Organization of Future? The future is already here, the digital is the age of innovation, the age of customer-centricity; the age of empathy, the age of collaboration; the age of co-creating. But either strategically or tactically, how to build such an organization of future?


The Future of Abundance Abundance is directly related to who we ARE: Behind the eyes, the smile, and the body. The "abundance" is about awareness, within you, is who you ARE. It cannot be rocked, directed, or manipulated by anything. Once recognized, there are no limits, and, this is abundance.  

Future of Work: Connect the Forward Dots Organization of the Future is an organization designed openly for anyone with ideas on how human organizations ought to be contrived in the face of the strategic imperatives of the 21st century. The work is not the place you go, but a live organization and an experiment lab you can connect the future dots.
The Future of IT IT organization is transforming from the infrastructure warehouse into the IT innovation powerhouse, from an application factory into the IT supply chain central hub, from an internal customer’s help desk into business customers (both internal & external) enabled strategic partner, from a back-office cost center to the empowered rainmaker upon the Cloud. What are the trends of the future of IT and how to improve IT effectiveness, agility, and maturity?

The “Future of CIO” Blog has reached 2 million page views with about #4200th 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 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.