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

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

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

Monday, May 30, 2016

The “CIO Master” Monthly Tunings: IT DIgital Transformation May. 2016

IT is the business.

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, the differentiating value from piles of commoditized technologies, but more specifically, what are the digital-savvy CIOs doing to run IT as a value creator and innovation engine? Here is the monthly tuning of IT Digital Transformation

        IT Digital Transformation Brief May 2016
  • Three IT Management Dilemmas Managing a highly effective IT is not an easy job, and improving IT maturity is even harder. IT leaders have to avoid a lot of pitfalls, overcome many change management roadblocks, and deal with quite a few of IT management dilemmas in transforming IT from a cost center to value creator, from a support function to a strategic business partner and innovation engine. Here are three IT management dilemmas. 

  • Running IT as a Digital Differentiator  IT is impacting every business unit and is becoming the driver of business change. However, many IT organizations still get stuck at the lower level of maturity to only “keep the lights on,” and IT is perceived as a support function and cost center in those organizations. With the increasing pace of changes and fierce competition, the forward-looking organizations empower their IT leaders to lead changes? How can IT build its reputation as a business value creator and how to run IT as a digital differentiator?

  • Running IT as Digital Capability Builder of the Organization: Forward-looking organizations are making a continuous journey shifting from an inside-out operation driven organization to an outside-in customer-centric business; to improve competency, they also shift from process-oriented practices to capability-based strategy management. IT plays a more important role in such a digital paradigm shift. The capability is the ability to achieve the desired effect under specified performance, standards and conditions through combinations of ways and means (activities and resources) to perform a set of activities. What are differentiated business capabilities can IT help to build for business to gain long term advantage?

  • How can Digital CIOs Run a Delightful IT with Zeal: At a contemporary business, technology is an enabler for business transformation, process optimization and talent empowerment. However, the majority of IT organizations are perceived as support centers with heavyweight hardware boxes and back office functions less delightful today. And IT leaders are often the transactional managers who can only speak technology jargons to keep the lights on, with less passion, but more heavy duty. With emergent lightweight digital technology trends, how can IT reinvent itself as a cool innovation center less wired, but more connected, less legacy infrastructure, but more powerful? How can digital IT leaders run a truly delightful IT with zeal and improve its agility and maturity?

  • Running IT as Digital Catalyzer: IT is on the big shift to transform from a cost center to a business value creator, from a help desk to a growth engine; IT should devote more attention to what organizations really care about - managing information to capture insight and foresight, putting technology to business advantage. However, there is the gap between the aspirations of what IT could do to the business versus what the current IT “mentality” and capability within the respective IT department is capable of providing and enabling. How can IT close communication and capability gaps, and what is the focal point to run IT as the digital catalyzer and improve its effectiveness, agility, and innovativeness?

The “Future of CIO” Blog has reached 1.3 million page views with about #2800th 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 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.

How to Fine Tune a Digital Learning Organization

There is no panacea, no magic bullet with regards to change management.

Digital means the increasing speed of change and hyperconnected, always-on businesses. Change Management in high mature organizations are no longer just a one-time business initiative, but an ongoing business capability. Change Management and Strategy Management need to go hand-in-hand. But more specifically, how to manage change effectively to improve its success rate, and how to fine tune a digital learning organization?

One of the items that affect changes in organizational structure is how it is done. Planned vs. radical way. Studies have shown that leaders that have offered democratic participation have reached far better outcome than those who have been autocratic in their approach. Planned change and participative management are central to success. To change an organizational system, you must first understand the concept of the true meaning of organizational system & learn the art & practice of the learning organization. Leadership that understands the organization as a system is part of the answer. Sometimes, the radical change is needed when you want to change some things not just organizational system only but the holistic eco-systems which are centered on the cultural system, morale system, social system, material system, and  functional system. The other times, an organizational system may not need a total remodel. A few areas need improvement while others need new processes. Once the "why" is known that "what" can be the focus and the "how" will follow as it will be easier to answer the question with all the variables and goals identified and defined.

To change an organization's culture, there MUST be buy-in from the top executives: We can't change anything without changing the culture, sometimes in big ways and others we make small system changes. There are many who discount the necessity to plan and cultivate organizational culture. The point is that we can do all the right things during the change process but still fail when the organization eventually moves back to well known long time practices. In an era of poor decision making by management from top-down, you need to allow a 'bottom up' approach, too. Then a change agent must be brought in to work with every tier, establishing a common language for the organization and dealing with the most challenging issue - what is NOT spoken. There are change agents making cultures conscious. Start by building trust with yourself, because if you don't trust anyone, including yourself, then bringing about change in an organizational system will be daunting.

There is “no one size fits all” formula for change management: To manage change effectively, you should take into consideration that no two organizations are the same and the same applies to the leadership. Today we see that many companies are moving toward open structure and more freedom to those who are linked with the front line jobs. Perhaps one key to the question is allow for leadership at many different levels throughout the organization. If people don’t feel that they are valued, it is often difficult to bring around changes. This means that employees are a part of the decision-making process and how the company is operating. Leadership and decisions making at many different levels are often likely to drive out the best in the people, organizational innovation and culture. Trust is fundamental but in an organizational system if you want to change something, you also need to follow the step-wise scenario:
- the first point is the pressure coming from the management and with clear business goals (implication from top management)
- the second point is an explanation to justify why and legitimacy in time. Knowing the "why" is important to determine the "how."
- the third point is to indicate the strategic goals coming from the top management are achieved bottom up, and how operating people have their own trajectory in respect with the real contribution and the individual know how.
- qualify the departure state and the state "dreamed" at the end (middle management)
- work after on the HOW especially who contribute and when (operating people)
- don't forget one eye on the final objective and the second eye on risk management for emergent events.
-Enjoy and stay in a positive attitude

Changing an organizational system is an ambitious project that would imply to consideration of several factors. A holistic approach would be recommendable for radical changes. Since it is the system, the key elements in Change Management include vision, value, culture, goals, process, and measurement., etc. Incremental changes should also have plans and take logical steps,  There is no panacea, no magic bullet with regards to change management, but the well thought out planning, the changeable people with learning agility, and robust, but not rigid processes are all success factors for building change as an important dynamic digital capability.

Digital Leadership as Harmonizer

Harmonization is the digital leadership theme to celebrate this holiday weekend.

Though the substance of leadership never changes, it is all about future. Leadership is situational, in every era, there is the different theme for leadership effectiveness. If the agricultural leadership is about surviving from the scarcity of resources; the industrial leadership is based on command and control to build a certain order from chaos, and then digital leadership is about harmonizing and orchestrating toward the next level of prosperity of human society. Because we slowly, but steadily move to the era with an abundance of knowledge and flow of information and ideas, and digital leadership should also leap to the next level of maturity with the following traits.
Vision: The purpose of leadership is to grow your business and advance our society. Therefore, vision is critical to focus on big picture, to steer the organization towards the uncharted water without getting lost for the right direction, or inundated with trivial details. A great vision is one which relates itself to a purpose greater than itself which contributes to the common good. Digital leadership is not just about winning, but about harmonizing to unleash collective human potential and orchestrate a scalable innovation symphony. A good vision statement either for personal development, business growth, or societal progress, should motivate us continually to "reach beyond our grasp" -- in the pursuit of longer-term goals to be realized through achievement of nearer-term objectives.

Empathy: Empathy conveys the respect which is crucial in the binding of peer-to-peer relationship, connecting the minds and touching the hearts, to harmonize the business and the world. It becomes more significant because we live in such a hyperconnected and interdependent digital ecosystem.  Without empathy, there cannot be a rapport and thus no sustainable business relationships. It is the ability to think as if you were in the other party’s position, to gain an in-depth understanding of the thought processes behind each action. The lack of empathy is caused by the homogeneity of leadership setting. Today, many leaders have sympathy, but lack empathy, they intend to help and manage well, however, sometimes, it goes to the opposite direction. Empathy is a very important soft skill that is frequently undervalued. It's not born to a leader, but it can be learned if you have an open mind and humble attitude.

Balance: What is leadership? It reminds us of the famous fable of “Six blind men and an Elephant.” Each one of them is fumbling around and making the conclusion: Is leadership the sports competition? Is leadership the beauty pageant? Is leadership about richness or spirituality? Is leadership all about winning? Or is leadership about "Just do it," -taking action? What are the emergent themes of digital leadership? Compared to the previous eras, to improve leadership effectiveness, it’s about harmony. To achieve harmony, it’s all about balance. To balance, it’s all about overcoming extreme thinking and silo mentality. Often, superficiality will cause such anti-digital "extreme thinking" pattern: More often, the binary thinking just focuses on the symptoms and stick to the polar situations or two opposite views, they perceive things either good or bad, right or wrong, black or white, there are no shades in between; such extreme thinking can limit your view to observe the world more objectively; distort the picture of reality, restrict the scope of your thought process, and cloud your mind to make good judgment either in decision-making or problem-solving. The digital leaders with a balanced mind can bring agility and flexibility across the spectrum of digital dynamic and digital paradox. It can also bring in-depth understanding across the spectrum of a "local"/"specific" to "global"/ "holistic"/ "systemic" (boundaryless /transdisciplinary)/ "whole-systems" elaboration.

Leadership is complex because there’re so many variables in it, leadership is simple as well because the substance of leadership never changes: It is about future and progression. Digital leadership should go beyond the status quo, it is about harmonizing a more peaceful world, it’s about orchestrating an innovative society. It's about bringing the wisdom to the workplace. Harmonization is the digital leadership theme to celebrate this holiday weekend.

Sunday, May 29, 2016

Change Leadership Sum Up II

Leadership is about CHANGE

Change is inevitable, 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. The perspective is often rational, an automatic cultural response; defending already existing structures, all that we take for granted, without questioning the underlying premises. But in order to make change both proactive and sustainable, which is more important, Change Leadership or Change Management? How does Change Leadership differentiate from other types of leadership?

Which Path do you Take for Change Management? Organizational Change is always difficult, and many organizations' ineffective change programs have the symptoms such as "change inertia," or “change fatigue,” etc. Change is inevitable and needed in every business. The successful businesses are the ones that have learned HOW to implement change time after time after time, and build it as a solid business capability. Change Management requires a plan and strategy as well, can you take a shortcut, is there any ideal route for the change, and how to improve the success rate of Change Management?

The Future-Driven Leadership: The substance of leadership never changes, it’s all about making the positive influence, and providing direction, both for oneself and others. Leadership is about CHANGE. It is a basic human ability to inspire self and others to look beyond limitations and make continuous improvement. This ability becomes a capability if we constantly nurture our basic human instincts of HUMILITY, CURIOSITY, and CREATIVITY. Fundamentally, leadership is more about future but starts at today.

The Empathetic Leadership Many think Digital is the age of empathy, and empathy is one of the crucial ingredients of digital leadership. Empathy is the power of understanding and imaginatively entering into another person's feelings; or the intellectual identification with or vicarious experience of the feelings, thoughts, or attitudes of another. From leadership perception, if you can understand how people think, response and behave, what they desire and what their fears are, you are better armed to manage them in order to gain their support. Therefore, the empathetic leadership with the cognitive difference is needed in today’s dynamic working environment and diversified workforce.

The Inclusive Leadership: How to Manage  Multi-Generational Workforce Effectively: There is poor communication between generations within many organizations, which is a growing problem.The mindsets and priorities of each generation are different. Career development means something different to each group segment, and this becomes problematic when you have a company or organization with culture and values that do not reflect the most contemporary views. Companies that learn how to bridge this gap effectively will have many advantages. You must not stereotype based on a generation. But what are the principles and practices to manage today’s multi-generational workplace effectively?

Leading Change by Questioning: Change is a vital element for the contemporary organization to stay competitive. But most of Change Initiatives fail to achieve expectation. What are the principles and practices, techniques and mechanism shall you use to manage change. Change by questioning, can you frame the right questions and answer them right as well.

How to Lead Through Constant Change? Change becomes new normal because the "VUCA" characteristics of digital dynamic. Traditional step-by-step Change Management as one-time initiative or isolated approach might not work any longer for constant and multitude of change. Companies need to embed a changeable mindset in their culture and build change capabilities among all staff, not only managers in a continuous way. From a management perspective, what are the roadblocks to change, and how to lead through constant change more effectively?

The “Future of CIO” Blog has reached 1.3 million page views with about 2800+ 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.

“CIO Master” Book Tuning XXXXI: Five Questions to Improve IT Maturity

To improve IT maturity, IT needs to change the emphasis to an “outside-in” approach with that vital focus on users.

Although IT has touched almost every corner of the business right now, the majority of IT organizations still get stuck at the lower level of maturity, struggle at the stage of the business and IT alignment. IT is business, with the increasing speed of change, many think that the gap between business and IT has actually widened. The reason is that business and IT have evolved at a different pace over the past few decades. While IT has evolved significantly in all aspects such as people, process, technology - business has, and continues to evolve faster due to the “VUCA” business new normal. Moving from IT-business alignment to IT-business integration and optimization is strategic important for IT leaders to run a digital IT and improve overall IT and organizational maturity. It is increasingly more challenging for IT to deliver to business WHAT it wants and WHEN it wants. Here are five questions to assess your IT maturity.

Q1: How do you determine the strategic value proposition of IT to the business?
The main problem is that business executive still limits their vision of IT as “IT supports a strategy.” As a matter of fact, digital technology is often the disruptive force for business transformation. IT is not just to support strategy, IT strategy is an integral part of business strategy. The IT strategy is the responsibility of the CIO and works as a foundation for driving business success. Organizations need to empower their IT leaders to lead digital transformation as a forerunner. CIOs role as C-level is to contribute to the formulation of the business strategy where new trends of technology will provide strategic business capabilities to the business that will enhance the competitive advantages of the organization. The CIO is not simply the leader of the enterprise's IT departments, The CIO role is an enterprise leadership & executive role who is responsible for leadership of the information agenda, which includes driving customer engagement and experience as a cross-functional enterprise responsibility. The strategic value proposition of IT is how to leverage the resources and assets of the IT departments to create the optimal business value - which in the next step, will generate revenue growth, brand or increased market shares.

Q2: How do you evaluate the evolving IT capabilities of that could outperform competitors?
In today’s business dynamic, digital capabilities are a fundamental building block in digital transformations with which companies can transform customer experiences, operational processes, and business models, to reach high-level business agility and maturity. A business capability is the set of abilities needed by an organization in order to deliver value. It’s the ability of an organization to do things effectively to achieve desired outcomes and measurable benefits and fulfill business demand. IT is the key enabler for building business capabilities which can be categorized into: the necessary operational capabilities to keep the lights on, and the unique business capabilities (such as change, innovation) to make a difference. CIOs as IT leaders must be able to develop and optimize IT operational functions and harness value added IT capabilities within itself as well. It is also something to have IT resources (people and operational IT processes) refined to the point that they are nimble, can adapt to changing business demands in a timely fashion. It is critical as well to define performance indicators and evaluate & measure IT and business capabilities to achieve the expected result if you can only manage what you measure.

Q3 How do you allocate dollars across the portfolio of IT investments to ensure a healthy return?
The de facto best practices of managing IT project portfolio need to include such as, only manage a business project, not for technology's sake, IT should not just run the business today, but help to “grows the business” for tomorrow. The goals of portfolio management are not only the strategy alignment and value leverage; it's also a mix of short, mid and long-term projects that need to make up a project pipeline. IT leaders must also have a good understanding of the projects and programs they are facilitating, particularly the objectives and benefits to be delivered. Overall value, therefore, has to be judged at the enterprise level considering the overall satisfaction over each combination of cost, schedule, performance, and satisfaction of the customer, user, and each stakeholder, prioritize the portfolio, and manage full application life cycle. Here is a set of questions to evaluate the business value of every project: What are the key drivers behind this project? What problem or event is driving the need for the project? What immediacy does this problem or event have and why does it need to be addressed now? What is wrong with maintaining the status quo? What impact are these problems currently having (either to the organization or the community)? Can the impact of these problems be measured and quantified and if so what is the quantum of the problems., etc. A healthy IT program portfolio makes a good balance of “run, grow, and transform” projects.

Q4: What ideal IT spending ratio, what tradeoff are you making in managing IT performance and cost effectively?
All IT spending must be rationalized against the business benefits. This discussion and these arguments are not new. IT needs to stay in the mix; they need to find ways to move up the stack and provide business value, such as innovation and not spend their cycles "keeping the lights on" as just a cost center. For example, just keep the lights on to contribute 25 percent of the profit sounds better than just keep the lights on as an act of pure overhead cost. IT is always striving to improve its value to the business. Some of the "long poles in the tent" tend to be labor; depreciation and new capital spend. It isn't just the IT spending ratio as a percentage of budget numbers (70/30, 85/15), but the question of what is real: tangible or measurable business value? And who is measuring or driving the perceived value? When all departments truly collaborate with IT to improve the vision,  realized of using IT as a competitive leverage.

Q5 How do you measure that a breadth of best practice is in place to leap the business growth both now and in the future?
The success of IT is not for its own sake, but to ensure the entire business success. IT organizations should be able to define and align operational KPIs to strategic KPIs of business for successful tracking of the effectiveness of strategic KPIs. By the time IT is ready to deliver functionality to the business, the business needs not just "requirements" have already changed. Therefore, CIOs must become true business leaders by looking to get much closer to their company’s customers in understanding their needs, and use the big 'WHY' to help crystallize their own companies 'what.' The effective way to track the achievement of strategic goals is to cascade those down throughout the organization with the use of operational KPIs. It DOES mean that at the operation level, there should be some metrics that can be tied directly to achieving strategic goals. If one focuses on short-term value too much, this might not support long-term strategy and vision in the end. If one puts too much focus on long-term value, there may be a loss of momentum and engagement.

To improve IT maturity, IT needs to change the emphasis to an “outside-in” approach with that vital focus on users. IT has both internal customers and end customers as well. Cutting out waste such as shrinking the gap between business and IT could make a significant contribution and the sooner it starts the better it will be for all involved. At the higher level of maturity, IT is the business driver and innovation center.

Saturday, May 28, 2016

"Digital Valley" Book Tuning VIII Creativity vs. Insight

Knowledge is the power, but do not let knowledge deter your imagination, stifle your creativity or block your insight.

Creativity is an innate process to create novel ideas, it is a type of “out-of-box” thinking; insight is thinking into the box after thinking out of the box. Creativity is a result of living in your intuitive space. It is an action or a reaction to the world. Insight is the deep intuitive understanding of things, and it often breaks through the conventional wisdom. Insight is not only about trying to "think outside the box," but an intuitive expression and alternative path that takes you wherever it needs to go, without boundaries, with the goal to think beyond the surface and break through conventional wisdom.

Insight takes both creativity and reasoning: There is a critical link between creativity and intuition. While imagination helps us expand our idea, knowledge helps us refine our idea to what is economically feasible. Insight takes both creativity and reasoning, intuition and logic, the power of acute observation and deduction, questioning, connection, penetration, discernment, perception. So insight does not just fuel creativity, but also make creativity more tangible and embed creativity with other thought processes to create value and produce the new knowledge. Insight is the ability to see underneath the surface, discovering the "truth" requires some analysis to understand multiple opinions and emotions which in many cases are among differing views and distorted facts, the inner and outer self is the struggle between what we know as reality and what we feel as our connection to the wholeness. Insight is crucial to remove the unconscious bias or silo thinking, and creativity explores the new lenses to understand things with the new way to solve problems.

Creativity is about connecting the dots, and insight is the understanding of a specific cause and effect in a specific context: Having knowledge is a good thing, debating, sharing exploring what to do with that knowledge and connecting disparate ideas that don't seem to fit together naturally will lead to the true imagination and further spur creativity! Insight is being able to identify the root cause of a problem or the core issues of a situation which leads to understanding and resolution. Too often people may take the easy path, think and work at a superficial level rather than spend the time to understand what is going on underneath. Insight is an understanding of cause and effect based on the identification of relationships and behaviors within a model, context, or scenario.

Creativity is the higher level intelligence, and insight is also at the higher level of knowledge life cycle: Creativity is a higher level of thinking because it often imposes a higher cognitive load as you think 'harder' and consciously use different kinds of thought processes such as association, perspective shifting, opposites etc.,  when you are wanting to come up with a creative solution to a challenge.Insight is captured from information, and information is based on data. Sufficient, especially interdisciplinary knowledge is fundamental to spark creativity and gain insight. Though it doesn’t always mean the more knowledge you have, the more insightful you become, or the more creative you are. The disconnect, comes when we lose our vision, the attitude, people close down conversations because their personal exploration of an issue has either been exhausted, or tic-tac-toe like, they have found no way of resolving what's before them and, therefore, believe nothing more can be done. "it can't be done," or "if it could be done, someone would have already done it"; both of these opinions could impede imagination. It is also true that if you have too much knowledge on a topic, you will be bounded by this knowledge, hampering being more imaginative about other things. Do not let knowledge deter your imagination, stifle your creativity or block your insight.

Creativity is the most wanted skill in the 21st century, and insight is the most needed vision in the Digital Era. They are both based on knowledge, but not limited by knowledge. Creativity often means you need to apply the previous knowledge to different context, and insight means you have to digest knowledge, and not just understand it on the superficial level, to “see” things or make connections others can not.  When you are on a higher plane of thinking, you are not confined by walls such as conventional wisdom, you can connect the unusual dots to spark creativity and dig through cause-effect to capture insight.

Five Focal Points of Digital Board Room

BoDs are leadership roles, they should not only oversee business strategy and monitor business performance, but also set the tone for the culture and be talent master.

The modern corporate board plays a significant role in guiding the business toward the right direction and achieve the expected business result. Due to the complexity, uncertainty, ambiguity and volatility of the digital age, the directorship in any organization must have the agility to adapt to changes, and build the ability to advise, inspire and motivate a group of people toward accomplishing shared visions and goal. Here are the five focal points via the length of the digital board room.

Strategic focus: The board plays a critical role in oversight business strategy, it is important to keep the board strategic focused. Also, the board as the top leadership team advise business strategy, it doesn’t always mean Board itself is being strategic enough. The board represents the ownership and they really cannot do a good job if they don't have the knowledge to challenge and set the broad strategic goals. They need to educate themselves by hearing different views about the organization, its environment & digital ecosystem,strategic alternatives and develop the clear vision on how to move the business forward. Sometimes board members’ time is stretched thin so they do not allocate enough time to understand key issues and in many cases, board members are not motivated to be strategic focused. A strategy-focused board not only oversights strategy but also influences the process as well. The process of strategic planning is the best indicator of how well a board really understands and invests time in learning about their companies and also identifies the levels of collaboration, synergy, trust and confidence that exist between the board and executives of the organization

Performance Focus: There is no question that business performance is the priority for boards. Many boards think that the role of the individual director is conformance, which has the result to stifle probing questions and the natural tensions that allow for good decision-making. The Board's role, in large part, is to make good decisions that enhance the value creation for the organization. They need to focus on their own performance as well as the performance of the management team; and, that performance is not limited to financial performance, but also to the firm's performance in creating value for employees and customers. To some degree, conformance is inherent within the value-driven performance. More specifically, the "performance" responsibility of BoDs should be focused on the maximization of (1) Capital allocation, (2) Company performance and (3) Shareholder value. It's not only about the performance now, but also about the future and that means an open mindset to change, with the long-term perspective.

Governance Focus: Business governance is the other important responsibilities of the corporate board. Governance is a sophisticated process that if well executed, will lead to better decisions. It will allow not only to protect the existing value but also to create new value for its shareholders. With the increasing speed of changes and digital velocity. If the boards that are still using traditional risk management frameworks and management showing graphs and curves to the board are often moving forward by driving through a rear mirror view. And because the biggest risk for business is beyond those traditional graphs and curves, Boards need to master risk intelligence to identify both business risks and opportunities, keep the focus on governance effectiveness and risk intelligence.

Information savvy: Information is the lifeblood and one of the most invaluable assets in digital business today, technology is the disruptive force in digital transformation, therefore, Digital BoDs need to become information savvy and technology-smart. The foremost thing for BoD is to realize that IT is strategic; and as such, it should be a distinct part of the business strategy telling how to maintain compliant and secure and how to enable business growth. An IT-savvy board will focus on more with KIDM: the knowledge - information and data management to capture business insight and customer foresight for strategy oversight and governance practice. Because the speed, accuracy, and precision of the decision which in this new market has a new level of importance and competitive value. An information savvy board also becomes more strategic and agile to fit for the digital new normal.

Culture Influence: Many think boards do not pay enough attention to the culture within the company, since the culture can undermine strategy, they certainly should be concerned and seek assurance that the culture is aligned with the strategy and that the values that form the foundation of the couture are aligned with the expectations of customers. The board has to pay more attention to the culture, which will "eat the strategy" otherwise. The company needs to determine its direction, and then assure that the culture supports that strategy. The board as a top-level leadership team should set the tune to build a culture of learning and innovation. Because the business culture is reflected and influenced by policies, practices, rewards and incentives which are often made and influenced by the board. Often, executives and the board assume that these things are correct, but employees know they are not and can tell you what gets in the way. When culture is inspired at the board level, it can unlock powerful synergies that drive performance, especially in today's world that relies so much on collaboration and teamwork.

The modern digital board has many responsibilities, also gets a lot of distractions. It has to laser focus on the most critical things to steering the business toward the right decision. BoDs are leadership roles, they should not only oversee business strategy and monitor business performance, but also set the tone for the culture and be talent master, and walk the talk to become more learning agile, information savvy and innovative to adapt to the digital dynamic.

Friday, May 27, 2016

The Monthly Insight of Culture Change -The Collective Mindset May 2016

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. How to understand the mentalities behind the change as the first step, especially the collective mindset -culture, in order to fine tune the process of Change Management, and overcome the obstacles to managing a digital transformation smoothly?


  Culture Change - The Collective Mindset

  • What’s your Organization’s "DNA" and Personality? Organizational culture is the collective mindset, attitudes, and the set of behaviors, expectations, and assumptions that people have about "how things are around here." Further, it is like an iceberg where the visible elements, such as behaviors, make much sense with recognizing and understanding the underlying mindsets, expectations, and assumptions. Many also think culture is an organization’s DNA or personality. So what's your organization's personality?

  • Is Culture the Pathway to the Changes Culture is perhaps one of the most invisible, mysterious, but critical success factors for business strategy execution. Who does create the corporate culture? Is it the top leadership team who unilaterally in a willful act establishes a particular corporate culture? Or is it that at the beginning of a company, there are just a few people working in the organization, and in their interactions a corporate culture emerges? How is it developed? How can it be remained for years or centuries? Can culture be changed? And how to fine tune a high-performing culture?

  • How to “Harden” the Soft Business Element Like Culture? Culture is better defined by the "collective mindsets, attitudes, and behaviors of people in an organization. There is no question that culture can make or break an organization. However, many leaders fail to realize that culture will "happen" whether they understand it or not. So it's better to be deliberate about it. What are the principles your organization believes will make it successful? Where does one start with the importance of corporate culture? Who are the stewards of corporate culture, and how can you harden the soft element like culture to make it more visible and manage it more effectively?

  • How to Change the Culture - The Collective Habit Effectively To change your culture, it’s about changing the habits of your people. We all know how challenging would be to change a bad habit; at corporate level, culture eats strategy for breakfast, but changing the collective habit of people is one of the most difficult things in running a high performing business; and at national or global level, changing an outdated culture that perhaps existing for centuries is like boiling an ocean. It is a tough journey, but in order to make a collective progress and advance humanity, shall we or can we make it work?  

  • What’s your Culture Expression? Business culture is the most critical “soft” key factor to decide business’s success for the long term. However, it’s invisible and untouchable; so what’s your culture “expression”? And how to communicate it and measure culture effectively? If there was a system for real-time measurement of culture, what should its main focus be? What aspects of culture would you most want management to focus on getting right and why?
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.

Twitter Delicious Facebook Digg Stumbleupon Favorites More