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.

Tuesday, June 28, 2016

Bridging Three Gaps to Make the Business “Digital Ready”



Being digital ready is both an attitude and a set of the leadership and business capabilities.

Although developing and implementing a digital strategy is at the top list of business executives’ agenda, Being digital ready goes beyond just applying the latest technologies, or playing the latest gadget. There are still many gaps need to be close, and there are also a lot of pitfalls on the way. Therefore, truly forward-thinking organizations are taking a holistic approach to making the business “Digital Ready” via bridging the following three gaps in order to implement digital strategy seamlessly.

Trust gap: Many organizations are still running in a command and control mode and live in the work environment lack of trust. One thing that is true, fear and anger operate on the lowest level and can do little more than create order in the short term. When leaders realize that if you want to achieve greatness in your realm, you will have to touch the upper levels, thus, eliminating fear and anger as options. There are so many things employees will not tell their managers what're in their mind, and unfortunately, there are not so many things that are positives. It is an indication of a lack of trust. Also no blind trust or trust too little. Leader need show staff that you respect them, first, understand what they care, trust them in a safe environment. The great leadership is not based on fear or command control, but through trust, empathy, and inspiration. Help employees not to fail, and if they do, show yourself to be trustworthy by supporting them. In order to close trust gap, continue to see the importance of dealing with blind spots by learning how to be quick to listen, slow to speak, and slow to anger. Your signal light behavior illustrates the value of maintaining self-control when you face hardships in business or your personal life.The more we understand its vitality and the anatomy, the better will be our ability to lead in different situations.

Strategy-Execution Gap: Digital strategy execution is not linear steps, but an iterative continuum. Often, the business strategy execution gaps exist at people’s mindsets, organizational cultures, business processes & capabilities, measurement methods and tools, etc. The ‎managements need to make sure that STRATEGY is on the right track, otherwise, they ‎have to take ‎corrective ACTIONS. More specifically, what you are going to achieve could be “LONG TERM” or “SHORT TERM” goals. If strategy (the deliberate strategy) is planned or intended, usually it is LONG TERM. After that, they need to have SHORT-TERM actions which are aligned with the ‎goals. The gaps exist because the strategy planning or ideation team and implementation team have a different focal point, priority, and performance evaluation criteria. Thus, to close the gap, cross-functional communication and collaboration are important, also it’s crucial to take a systematic approach via leveraging effective tools such as a balanced scorecard, and set measurement to gauge the right things and gain holistic perspectives.

IT-Business Gap: IT business synchronization is one of the most important aspects to achieve digital harmonization. However, many think the gap between business and IT has actually widened due to the increasing speed of changes, that business and IT have evolved at a different pace over the past few decades. Bridging the gap between IT and the business are really issues of all about change. Thus, the resulting time gap between the costs of changing the environment and getting a quantifiable benefit (usually measured in money) makes changing the transformation. While IT has evolved significantly in all aspects - people, process, technology - business has, and continues to evolve faster. Therefore, digital leaders should empower the IT organizations to become a change agent and run change projects. For many organizations, the IT department has become synonymous with the change department. In today’s world and in most organizations, Technology change tends to be large, complex and frequent and so changing the other parts has tended to become subsumed into the remit of the IT department.

Being digital ready is both an attitude and a set of the leadership and business capabilities. Highly mature organizations not only apply the most advanced digital technologies into their business but more importantly, they weave all important factors, from shaping the holistic digital mindset to building the high-performing digital culture, from filling blind spots to closing multiple gaps, with the ultimate goal to achieve long-term business prosperity.

“CIO Master” Book Tuning: How to Build an IT Roadmap for Digital Transformation

Building a digital-ready IT roadmap is a proactive approach to well prepare for the digital transformation.

Forward-looking IT organizations are on the journey to digital transformation. And strategic IT leaders also build a solid roadmap to show the time sequence of a strategy. A "roadmap" is simply a plan for moving or transitioning, from one state to another. More specifically, how can CIOs build a digital-ready IT roadmap?


Roadmaps can sometimes be just technology transitions, but usually have social and organizational components of change. A roadmap shows the transition plan, it is the set of investments, programs, projects and milestones that take you from the current state to the target state of the business. The end result is a dynamic tree-like structure of roadmaps with interlocking deliverables and schedules. IT sustenance and business innovation are on every CIO's roadmap, especially in the well-established enterprises. Every IT project is the business project, for any forward-thinking organization, develop a business plan for the IT strategic roadmap; develop the business case for the roadmap; begin to socialize with business team and management to gain support. IT must be managed in two ways; the utility side of the house where IT constantly drives costs lower; the second being a business innovation engine which is the only way to lift IT from commoditized service to strategic partner; from the cost center to value creator; and from the reactive service provider to the proactive game changer. And it is doing so that IT can enable the business to increase market share, acquire new customers and increase innovation.


Define more than one ways of achieving the goal. Conduct organizational level briefing and choose most suitable and acceptable approach. Once you know that current state (the starting point) for both the business and IT and how well they interrelate and get a vision for the business, then you can begin to put a vision together for IT. The last step will be to determine how you get from current state to the vision state in detail (the roadmap). A key ingredient will be the expectations and requirements from business management on how they expect IT to contribute to the overall business. Digital strategy making and execution are a collective effort of IT and other business departments to fit business purposes, leverage digital speed and delight customer. Digitalization is driving unpredictability, demanding a more rapid deployment that quickly can adapt to the changes and adjust to the new market conditions. IT strategy is one of the most significant components of the corporate digital strategy. 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. Define more than one way of achieving the goal. For each approach, estimate costs, resources required, timelines, risks involved, and trends.
(a) Break it down into several stages. Each stage being a point where in business gets the benefit of the activities so far or taken up the activities so far to form a stepping stone for the big step.
(b) Attach timelines, interim goals, assumptions, business units’ support needs and implementation plans.
(c) Get acceptance from the senior management for the costs, timelines, budget allocation, resource requirements, training, and freeze the road map and publish it.


Have a clear “To-Be” statement with prioritized / desired capabilities, and define a roadmap of the strategy for both long term and tactical quick wins timeline. At the age of people including both customers and employees, IT needs to set priority to digitalize every touch point of customer experience. IT has two sets of customers as well, the internal users who count on IT to equip them with the effective technology tools to improve productivity and work satisfaction; and the end customers who shop the business’s products or service and continue to compare their customer experience with competitors.' The user would need a delightful experience because if the user is bored or confused with the applications, the revenue or productivity will decrease, it will directly impact the business’s top line growth or bottom line efficiency. The artifact of digital-ready IT roadmap becomes one that covers the following:
(1) what the application portfolio looks like today
(2) what it needs to look like to achieve the business goals
(3) the series of initiative/changes/steps that bring the portfolio from here to there.


Building a digital-ready IT roadmap is a proactive approach to well prepare for the digital transformation. Digital organizations are often characterized by a continuous transformation correlated to the changed customer behavior and technical evolution. However, at today’s “VUCA” digital dynamic, be cognizant of unknown. CIOs as top leaders, you have to be humble to realize there are many things you know you don’t know and perhaps even more which you don't know what you don't know. Therefore, even you have built a comprehensive roadmap handy, be alert to identify blind spots, be flexible to adjust the planning, be open to listening to the different points of views, and be determined when you have to make a tough choice and take the calculated risk. Digital is the journey to practice leadership effectiveness and weave all important business success factors into the digital symphony.

Monday, June 27, 2016

The “CIO Master” Monthly Tunings: Running a Digital Ready IT June. 2016

Being digitally ready goes beyond just applying the latest technologies, it starts with n agile digital mentality.

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, differentiated values from piles of commoditized technologies. Digital transformation starts with a mind shift, business value has to be driven, indicated and understood at all levels of the organization. This is accomplished by establishing strong interdependent relationships, the shared vision, and wisdom. But more specifically, what are the digital-savvy CIOs doing in running a digital-ready IT organization?


     How to run a Digital-Ready IT June 2016
  • Closing Three Gaps to Run an Innovative IT Digital CIOs have many personas indicated in the “I” of the CIO title, “Chief Innovation Officer” is one of the most pertinent roles they need to fulfill, Because more often than not, technology is the disruptive force of innovation, and information is the very clue to developing the next and best products or service, as well as delighting customers. A great CIO with their finger on the pulse of technological advancement or information insight can provide many ideas on how new technology and abundance of information can create fresh new opportunities. The point is: What are innovation gaps organizations need to bridge, how can a CIO build a solid innovation agenda, and play such a digital role more effectively?


  • Three Aspects in Running a Digital-Ready IT  Either running IT or managing the organization as a whole, being digitally ready goes beyond just applying the latest technologies or playing the trendy gadgets. It starts with an agile digital mentality. The management has to follow digital principles and take a structured approach to shifting from inside-out operation focus to outside-in customer-centric. Digital transformation starts with a mind shift, business value has to be driven, indicated and understood at all levels of the organization. This is accomplished by establishing strong interdependent relationships, the shared vision, and wisdom.

  • The Interdisciplinary Practice to Manage IT and Business: Businesses today are shifting from an industrial silo fashion to the hyper-connected digital trend. The business management technique also shifts from hierarchical command and control style to holistic management practices. The Interdisciplinary science can be applied to digital management with integrating multi-disciplinary methodology, it enables leaders to frame a bigger thinking box, and approach problems via multi-faceted way, technically, scientifically and culturally.

  • Running IT from “Busyness” to Betterment: The majority of IT organizations still get stuck at the lower level of maturity, overloading, understaffed and struggle to deliver business value with the right speed. On the other side, businesses today rely more and more on information and technology; people tend to have a high expectation of digital flow, the IT department has more and more challenges to overcome for running at a digital speed. Which approach shall you take to run IT from “busyness” to betterment?

  • Three Traits in IT High-Professionalism: Due to the fast pace of technology update and information flow, IT skills gap is the reality, not fiction; due to the complex nature of technology, and intense workload of IT, IT leaders and professionals have to continue updating knowledge, staying focused on solving complex problems, and always challenge the new way to do things. Compared to many other professionals, the high-quality IT professionals have to learn more intensively, do things more creatively, think and make decisions more intellectually. What are important traits in IT high-professionalism?

The “Future of CIO” Blog has reached 1.3 million page views with more than 2900 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.

"CIO Master" Book Tunning: XXXXXVI Three Elements in Running IT with digital Boldness

A bold IT does not mean IT goes rogue, it means IT becomes more intelligent, agile, mature, and speed up.

Corporate IT plays a significant role in the digital transformation of the business. IT is shifting from a transaction-oriented support center to an innovation-driven change agent; from a reactive order-taker to a proactive strategy-co-creator. Here are three crucial elements to running digital IT in boldness.


Visionary IT leadership: IT leaders today are no longer just tactic technology managers, they are business leaders who can bring technological vision to the big table for providing valuable input in digital strategy. The digital CIO is not simply the leader of the enterprise's IT departments, but the senior leader who co-creates business strategy. They have acute sensing capabilities to generate insight and foresight - anticipate as well as react. In the industrial age, most CIOs come up through the ranks on the technical side and communicate differently than the other executives. In many ways, they speak a different language with the different way of thinking. The problem here is CIOs, for quite a long time not doing strategic management which includes "promoting and advocating IT." Digital is the age of outside-in and customer-centricity. It places the customer at the heart of the organizational thinking, provides a strong sense of purpose, and appropriate values to drive desired behaviors. It is expected that CIOs will look at business and management components of the enterprise and improve them with IT. The CIO should always come to strategy meeting well-prepared because IT strategy is key INPUT to business strategy. IT strategy is not a "to-do list," but an integral component of business strategy. Many CIOs also take responsibility to drive the digital strategy and orchestrating all business functions to contribute to great customer experience.


Innovation Management: Besides clear vision, it takes innovative leadership to reimagine IT and it takes a structural approach to running a bold IT organization and reinventing IT effectively. To run an innovative IT, it’s critical to listen, comprehend and understand the people and the business they are part of, before embarking on any new way of thinking to know where you have come from enables you to move to a new place even quicker. A bold IT organization more aggressively explores the new way to do things via leveraging the emergent digital trends. The appropriately configured innovation platform creates the scalable means for sharing and building ideas throughout the enterprise. As a result, innovation becomes a persistent, shared reality across functional boundaries and geographical territories. With the mantra to run IT shifting from “doing more with less,” to “doing more with innovation,” IT will also request their partners to do the same, put more effort on evaluating their innovation capability and optimal attitude. The first thing to do is to create a culture among all staff and business partners to be always looking for new and innovative ideas. IT leaders must guide them to articulate on how it has the potential to improve business efficiency and provide other business benefits.


Data- Information-Insight: At today’s digital dynamic, information is abundant and even explosive, businesses have become over-complex also hyper-connected, IT often plays as the information steward of the organization, the CIO should be a productive member and provide some active business insight and options. Without the insight and understanding from the visionary CIO, how does any C-executive direct the creation of a business strategy that is increasingly dependent on technology and, competitive advantages that derive from the IT? An insightful CIO is good at the perception of technology trend, business solution or talent pipeline. CIOs can also provide valuable insight in the form of money saved, revenue from new unexplored business idea etc. With the knowledge of both business and IT, or through an outlier’s unique lens, an insightful CIO can mind the gap and dig through the new dimensions of the digital ecosystem.


Running IT in boldness means CIOs as IT leaders need to be able to recognize the struggles of the company by understanding the business beyond IT. IT leaders should inspire a culture of innovation and experimentation where everyone is encouraged to chip in with ideas and collaborate, to create new value for customers, running IT as an innovation engine with accelerated speed to enable business growth and optimize business processes continually. A bold IT does not mean IT goes rogue, it means IT becomes more intelligent, agile, mature, and speed up.

Sunday, June 26, 2016

How to Build a CHANGEABLE Organization Riding Above the Learning Curve

The more complex the change is, the more complex the solution would be.

Change is inevitable, and the speed of change is increasing. However, organizational change is always difficult. How can you ride above the learning curve, is there any ideal path to change, how to improve the success rate of change management and build change as an ongoing capability of the organization?


Learning Curve awareness: Most of the changes are complex processes. There is a learning curve behind them. How do you make changes to anything without knowing all the parts and how they are related? In order to make effective changes, you have to know the underneath structure and processes of your business, because they underpin digital capabilities of the organization. In practice, a mature organization is one that can quickly and safely assess all of the consequences of a possible change and devise effective plans to provide a combination approach for having both sense of urgency and overcoming change curve, to achieve and sustain those changes - and to do them continuously. Having learning curve awareness also means that change leaders need to master the psychological process behind changes. It takes a lot of effort and resource to make change happen. Therefore, it’s important to first understand how much change capability (people, process, and technology) is really required for the effort you are kicking off. An honest assessment of the lessons learned from previous change management projects could be a good place to begin with. The logical assessment includes all necessary steps such as curve awareness, motivation, knowledge, capability, and anchoring changes.


Systematic approach: The more complex the change is, the more complex the solution would be. This often means customized approaches that may apply differently to each individual impacted. Too often the large scale of change, or transformational change is acted on the basis of improving one part of an organization at the expense of other parts of the organization. And often the middle-level change managers don’t have the big picture business oversight, since they have been silo functional managers for so long, and don’t really have the change capabilities or personality traits to lead change and transformation. Change Management is all about balancing the following main elements impacting change: People, Strategies, Process and IT. And you have to maintain and fix any imbalance in those elements by establishing a cross-functional change management team to involving the management in different functions, and take a systematic approach to managing change in a holistic way. It is a change leadership practice to envision the goals of change, develop techniques and methodologies, embed innovation mechanism in change management scenario, and motivate people to ride above the learning curve and become true change agents. It is a multi-stepped process that includes both problem resolution and solution implementation. All stages must be handled with attention and proficiency to ensure success.


The measurement of changes: Organizational change is a complex human process, management science, and organizational development have often failed to measure change process, and the main source of that is the lack of multidimensional theory-based assessment instruments. Oftentimes, the organization may not have the systems and structures in place prior to implementation to actually monitor and track the change. Quantitative measures do play a valuable part in assessing, measuring, and quantifying anything. So make a measurement assessment via questioning: How do you design metrics to measure what changes and how these changes are measured? What is the relevant metrics and how can they be quantified and validated? Can you clearly identify where you want to be once the change is complete? And establish clarified, understandable, and easily calculable metrics. Ultimately the success of the change program is measured by results that are important values to the organization, and the cultural adoption of these goals is part of that measure.


The goal of Change Management is either for innovation or improvement, to riding above the learning curve, pre-contemplation, contemplation, preparation, strategic planning, process, action, maintenance, and measurement are the logical steps in managing change scenario and build Change Management as a crucial ongoing capability to improve business agility and overall organizational maturity.


The Book “Digital Agility” Quote Collection V

59  Agile is a metaphor to a “Learning Organization.”

60 Agilists are phenomenally disciplined in focusing on value, prioritizing, executing, and collaborating.

61 Being agile means anticipating likely change and addressing it deftly, keeping business on course and customers satisfied.

62 The strategic planning and agility need to achieve contradictory coherence with such delicate balance.

63 An agile culture is not the result of a scalable process, but of adaptive mind and scalable behavior.

64 Systemicness of agile means to leverage Systems THinking not only in the context of the individual project, but also to be considered at the enterprise level.

65 The interactions between Agile values, principles, and practices are tightly coupled.

66 From doing agile to being agile, achieving agility is a strategic priority for any high mature digital organizations.

67 Agile is a paradox because it is not lack of disciplines, but needs to be more disciplined.

68 Agile stifles innovation when stakeholders dictate “how” and not get “why,” and “what.”

69 Self-organization directs the individual perspectives into a creative, adaptive, iterative and incremental problem-solving approach.

70 Senior management needs to focus more on agile philosophy, principles, and management discipline.

71 Software development is both science and art work, “productivity” implies both quality and quantity.

72 The Agile leaders have to listen to all demands and decide the path ahead.

73 Doing Agile is only an engineering practice, but being agile is he multidisciplinary challenge from top-down and bottom-up.
74 The twin goals of an Agile transformation are to increase value received and decrease risk.

75 Agility involves the whole ecosystem.

Saturday, June 25, 2016

"CIO Master" Book Tuning: Closing Three Gaps to Run an Innovative IT

Innovation becomes simply “creating value by solving simple or complex problems.”

Digital CIOs have many personas indicated in the “I” of the CIO title, “Chief Innovation Officer” is one of the most pertinent roles they need to fulfill, Because more often than not, technology is the disruptive force of innovation, and information is the very clue to developing the next and best products or service, as well as delighting customers. A great CIO with their finger on the pulse of technological advancement or information insight can provide many ideas on how new technology and abundance of information can create fresh new opportunities. The point is: What are innovation gaps organizations need to bridge, how can a CIO build a solid innovation agenda, and play such a digital role more effectively?

Idea gaps: Innovation becomes simply “creating value by solving simple or complex problems.” It’s the state of mind to think and do things from a new angle, and it’s the business unique capability to gain a competitive advantage in the face of hyper-fierce competition and business dynamic. If there is an idea gap, it means the root cause of the gap may have something to do with corporate culture. An adaptive culture makes innovation and improvement easier, it’s easier to collect, facilitate, and manage ideas more optimally. Also, if you get the culture right, then people feel they have the freedom to try and even to fail. There are many forms of innovation: technology, application, product, design, business model, process, communication, customer experience, etc. If you develop the right culture, through the effective change management if necessary, and then everything else can be connected. The cause of idea gap is also about the talent gap. The heterogeneous team with cognitive differences is more innovative than the homogeneous group setting. With building a culture of innovation and risk tolerance, people are more open to trying new things and share thoughts and ideas fearlessly, so the the fountain of ideas can flow effortlessly.


Process gap: Innovation is not a serendipity, it takes a systematic approach with a robust, but not overly rigid process to implement it. When the ideas have been developed or when they are able to be applied to meet a short-term objective, then they should be pushed through an efficient execution process. The agile innovation processes and efficient tools enable the idea flow of generation, brainstorming, contribution, evaluation, selection, and innovation execution stays totally connected. More organizations look for integration with portfolio management tools to ensure the ideas go straight from the systems into specialized tools to help manage the portfolio of potential projects, set the right priority, and leverage time and resource for improving the success rate of innovation.


Innovation execution gap: Even you have ample innovative ideas, it doesn’t guarantee innovation success due to the possible execution gap. Bridging innovation execution gap requires a systematic execution scenario with clear stages, performance thresholds, decision-making parameters combined with the iterative learning process that supports wide-ranging exploration at each stage. Further, innovation execution is an integral part of business strategy execution, because innovation is an important component of organizational strategy. Hence, to bridge innovation execution gap is to de-risk the introduction of innovation into the market, protecting existing operations and brands, and establishing clear proof-of-concept before making investments to launch and scale up. Organizations can be more effective in executing innovative ideas by relying less on silo functions, more on cross-functional collaboration and continuous improvement. Innovation execution is an integral part of strategy-execution continuum.


Leading only with operational considerations is not the way forward. IT success needs to be accompanied by working with business partners to inspire creativity, and leverage opportunities for changing how the business competes in the marketplace. Running IT as an innovation engine needs to close these gaps, keep the balance of business bottom line and taking innovation practice, in order to unleash the full digital potential of the business.





The “Digital Agility” Quote Collection IV


Being agile is about continuous improvement.

46 Business agility is the capability to adapt to changes.


47 For Agile, the old saying may still work - you get what you measure.


48 The goal of measurement is to not only do things right but do the right things and continuously improve doing that.


49 Senior executives are more interested in “value realized” by the organization than the “value delivery” by the team.


50 If you want to measure agility, you need to be able to measure how well your organizations can respond.


51 “Agility” is a philosophy of managing complexity and unpredictability through empiricism.


52 Measuring Agile maturity at both macro level and micro level.


53 The overall organizational health needs to be measured via employee engagement, culture readiness, business agility, and customer-centricity, etc.


54 An agile organization is one that is open to change and can adapt readily when change is needed.


55 Doing Agile is only an engineering practice, but being agile is the multidisciplinary challenge from the top down and bottom up.


56 Overall, Agile is a mindset change - from doing agile to being agile; from being an agile newbie to becoming a high-performing agilist.


57 Agile is neither a golden hammer nor a silver bullet, it is more like a silver mirror, you need to make continuous reflection and improvement.

58 Being agile is about continuous improvement.

Friday, June 24, 2016

Three Levels of Understanding

Lack of knowledge is circumstantial; poor manner is forgivable. But superficiality or lack of in-depth understanding is often intolerable and create more problems in the world.


With today’s digital new normal - velocity,
complexity, uncertainty and ambiguity, in-depth understanding of either problems you intend to solve or the people you try to get knowing has become an important quality for digital leaders and professionals. Because often misunderstanding or poor judgment is the root cause to tie the knots in people’s hearts and build the wall in their minds. Lack of understanding leads to “fixing the symptom, not the root cause” syndrome, and could be the very reason on how the “Mighty Fall.” Knowledge, understanding, and wisdom are interrelated terms: Which level of understanding do you have when facing challenges, building relationships, or practicing leadership disciplines?

Content understanding: Understanding requires a person's ability to grasp or comprehend information. How deep your understanding is based on the logic, lenses, philosophy, mindset, methodology you leverage to interpret things. If we look at languages - the fundamental tools for human communication, there are certain UNIVERSAL features of all languages, like subjects and objects, verbs, nouns, adjectives, and adverbs. These universal features say something about the world, and content understanding often explains things in a conventional way. In the case of language, we can start from a conventional meaning: language as a method of communicating thoughts. Often people follow conventional wisdom or others opinion, and get stuck only at the level of content understanding, explain things based on the linguistic meaning or make observation on the surface level. They are constrained by the little box in which they are familiar with or just follow other people’s explanation without thinking further or digging deeper. Thus, too often,  assumptions and prejudices get in the way of understanding. It is the responsibility of each individual to examine themselves and to make sure they are open to true understanding, it means you need to get further steps and reach the next level of understanding (in-depth way).


Contextual understanding: Even at linguistic level, you can not conceive a language without context. Logic was discovered through an analysis of language. In that sense language is prior to logic, but more precisely, logic is a part of language, a deep part of the language that was always there and is discovered by an analysis of language, or doing philosophy of language as Aristotle did to discover the syllogism. Knowledge is concrete, and intelligence is contextual. At today’s digital world, logic is often nonlinear and multidimensional. If you want to discover the essential meaning of a term, you must be prepared to go beyond thinking that confines itself to just things; you must be prepared to go to the ontological ground about which that term speaks. Keep in mind, words are said to be the second order. Thoughts are the first order. However, once thoughts have been accessible to others through language or action, we reach a stage to assess the logic of everything; thoughts, language, actions. Logic is a part of the language, a deep structure of language. Therefore, contextual understanding digs deeper, to touch the thought processes and logical reasoning, not only about word meaning, but also about the tones, and “wholeness.” In the digital working environment, context intelligence is about understanding the whole meaning of functional dialects and business cultures or subcultures without getting lost in translation, and perceive business insight in a cohesive way.


Wisdom abstraction: Knowledge-understanding-wisdom, it is the pyramid you need to climb for gaining in-depth understanding. Wisdom comes through the result of life experience or knowledge transcendence. Knowledge is concrete, intelligence is contextual, understanding is personal, and wisdom is abstract. Wisdom is about independent thinking and creativity; putting aside all the trained thoughts, systems, and boxes, let the open possibility come connect naturally. Independent Thinking means you do not follow others' opinion blindly, but analyze and synthesize all sources of input and information to form your own opinion. When in-depth thoughts and understanding transcend into wisdom, the good solution to a specific problem can be scaled and applied to other domains; the mindsets with cognitive difference can be connected via empathy and the hearts can be touched via positive emotion flows.  


The ability to understand or teach is due to the intellect present within the person. The most important capability of cognitive mind is the willingness and ability to seek out acknowledge, gain in-depth understanding, and address our ignorance and the assumptions we make to minimize it. Misunderstanding is the big cause of many human problems. First understand, and then be understood, in this order. Sufficient, especially interdisciplinary knowledge is fundamental to spark creativity and gain insight. Only through in-depth understanding, knowledge can be refined to insight and abstract to wisdom.


Twitter Delicious Facebook Digg Stumbleupon Favorites More