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, February 18, 2017

The Monthly Performance Insight: IT Performance Management Feb., 2017

Managing performance means understanding results, setting metrics, fixing plans, and making decisions to ensure it happens.

Corporate Performance Management is a management control from strategy till shop floor. "If you can't measure, you can't manage," legendary management guru Peter Drucker once asserted. He was right. Managing performance means understanding results, setting metrics, fixing plans, and making decisions to ensure it happens. It takes multifaceted approaches from multidimensional perspectives.


 IT Performance Management



Measuring Up for Running a High-Thriver IT? IT plays a significant role in building business competency and driving digital transformation. IT needs to continually assess its own capabilities and evaluate overall performance via multidimensional lenses. There are many great things about metrics. Metrics is part of transparent visual management allowing pulling. But how to measure up for running a thriver IT?


Making IT Assessment for Leading Digital Transformation Due to increasing speed of changes and exponential growth of information, more often than not, technology is the driver of business changes or the accelerator of the digital transformation. How can IT shift from a back office support function to the digital brain yard and forerunner? How should IT leaders and managers make an objective and comprehensive IT management assessment in order to lead changes and digital transformation effortlessly?


Three Performance Indicators for Keeping IT and the Business on the Same Page? Forward-looking IT organizations are on the journey of digital transformation. To improve IT management effectiveness and efficiency, keep in mind of this management mantra -”You can only manage what you measure.” CIOs need to keep a measure and periodicity at which the measure is reviewed against setting targets. Then ensure IT raises the bar on a continual basis to ensure the stakeholders get a real picture of how well the IT efforts are bearing desired results and keep IT and the business on the same page via the following indicators for accelerating digital transformation.


A set of Q&As (VIII) for IT Performance Management,"Modern CIOs face many challenges, it is not sufficient to only keep the lights 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 and take advantage of the emergent digital trend as well. Digital CIOs also have multiple personas, “Chief Innovation Officer,” “Chief Insight Officer,” “Chief Improvement Officer,” “Chief Information Officer,” and here, we discuss CIOs as “Chief Inquisitive Officer,” with a set of Q&As to lead the digital transformation.


IT Performance Measurement Pitfalls Today’s IT organization intends to become the business’s growth engine, rather than just a maintenance back-office, the problem is that the IT folks tend to see IT value in things that aren't as important to the business. Performance Indicators for IT need to be defined in keeping the view of the corporate objectives and put into a mix of other performance measures. Poor defined IT performance measurement will mislead strategy management. More specifically, what are IT performance measurement pitfalls, and how to avoid them?


The blog is a dynamic book flowing with your thought; growing through your dedication; sharing your knowledge; conveying your wisdom, and making influence through touching the hearts and connecting the minds across the globe. The “Future of CIO” Blog has reached 1.7 million page views with about #3500 blog posting. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes the time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

Three Aspects of IT Maturity

IT matters not only because it’s pervasive, more about it continues to advance, and its nature of the "constructive disruption."

All forward-thinking organizations are on the journey of digital transformation, and IT plays a critical role in leading changes. Since the biggest challenge to business success is IT; often, IT maturity is proportional to the maturity of the entire company. However, the majority of IT organizations get stuck at the lower or mid-level of maturity, to keep the lights on and running in a reactive mode. So, how to improve IT maturity via achieving its strategic value, speed, innovation, and changeability?



Strategic IT: IT needs to shift from an order taker to the strategic partner of the business in order to help the business building competitive advantage. IT matters because it becomes an integral part and unique characteristics of the business and IT is a key attribute to business capabilities for building a high-performance enterprise. IT is an important building block in crafting business capabilities. Transformation efforts need to be undertaken as the means of getting to a differentiated capability to accomplish a defined goal. Otherwise, they cannot have the clear focus and business rationale that is essential to gaining any traction in changing. A valid strategic objective, and the strategy - IT enabled business capability mapping allow you to first understand your business goals, your customers and what they value, and then identifies how to best characterize that value through project portfolio management, define key indicators, and then define those measures appropriate to best assess the performance via the business and customers’ viewpoints, not from IT lens. Running a strategic IT also means to cut out waste and shrink the gap between IT and business, so IT can make a significant contribution to the business’s top line growth. IT leadership is also critical to make a strategic shift for IT. A strategic CIO is the digital visionary, creative communicator, and great IT advocator, once the CIO shows his/her organization worth in a way that a non-IT person understands, and keeps on communicating this until the end of times, suddenly IT will be getting opportunities to take part in wider activities, and can truly become a silver lining for the business.


Customized IT: Digital is the age of people. IT role is to enable the business to exceed customer expectations, increase profitability and maintain a competitive advantage. Highly mature IT organizations are moving from “Align IT with the business,” to “Align IT to the Customers;” from standardized IT to the consumerization of IT for personalization; from siloed IT to integral and people-centric IT. It's tricky to find the right mix of open-ended questions to get customers’ feedback you wouldn't have thought about and more precise questions to actually get the customer to think of something they wouldn't have thought about. IT plays a crucial role in optimizing business processes and enhancing customer experience. Use technology to enable integral design and seamless customer experience, rather than use it as a constraint. Clearly, this requires the CIO to understand both the requirements of the business and customers and the capability of IT to enable it. To improve IT maturity, IT needs to change the emphasis to an “outside-in” approach with that vital focus on users and customers.


Innovation and changeability: The very nature of digital is about change and interconnectivity. Hence, in order to lead digital transformation, IT should be run as the change agent and innovation hub of the business. IT needs to turn around the business’s perception of IT as the change laggard to the proactive change agent which can drive the change for the entire organization as well as catalyze the business’s digital transformation. Due to the changing nature of technologies, IT professionals should also be learning agile and keep update about their knowledge and skill set for adapting to changes. When people are comfortable with the changes via shaping a set of digital minds, business processes are robust, not overly rigid, digital technologies are efficient and convenient, and change mechanism is embedded into every aspect of the businesses, the digital transformation will happen naturally. For the “digital masters” - those high mature digital organizations have high level of digital capabilities to out beat competitions and achieve high performance business result, transformation goes a step further and involves internalization of the outside the box thinking and digital conceptual model so that the newly required behaviors don't require the same kind of effort and vigilance. Change is going smoothly and innovativeness becomes the state of mind.


At the highest level, IT needs to become the game changer of the business. IT matters not only because it’s pervasive, more about it continues to advance, and its nature of the "constructive disruption."  IT should make a comprehensive assessment of its manageability and strength, its differentiated set of capabilities including innovation ability, as well as its overall organizational maturity. IT maturity is not based on how many years IT organizations have been around and keep running to support the business; but about how well IT can provide innovative solutions to meet business needs and delight customers; how adaptive it is to respond to changes, as well as how far it can leap the top line business growth and lead the business's digital transformation. IT needs to become the digital catalyzer and business game changer.


Friday, February 17, 2017

The Monthly CIO Debates Collection: Feb, 2017

Debating is not for stimulating conflicts, but for brainstorming better ways to do things.

Modern CIOs face many challenges, it is not sufficient to only keep the lights 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 and take advantage of the emergent digital trends as well. Digital CIOs need to have multiple personas, “Chief Innovation Officer,” “Chief Insight Officer,” “Chief Improvement Officer,” “Chief Information Officer,” and here, we discuss CIOs as “Chief Inquisitive Officer,” with a set of Q&As to lead the digital transformation.

  • A set of Q&As for Running IT as Revenue Rain Maker? Traditional IT organizations are perceived as the cost center, running in an inside-out operation driven mode. Nowadays, with the exponential growth of information and lightweight digital technologies, forward-looking organizations across industrial sectors claim they are in the information management business, and there is a high expectation of IT to drive changes and lead the digital transformation. Therefore, the invisible divide IT vs. Business perception needs to go away, and CIOs should market themselves and advocate IT as an integrated component of the company, in order to run IT as an innovation engine and revenue generator for the business. CIOs must set priority right and have an IT transformation checklist on how to answer the questions such as: How do we get revenues now? How will we do in the future? How should IT help the company win businesses? How can IT contribute to customer acquisition and retention? And how to run digital IT as a revenue rainmaker??

  • A set of Q&As  for IT Reinventing and Branding: Most of IT organizations today are still being portrayed as the back-office cost center, to re-in-imagine IT, IT branding needs to be part of IT transformation effort, and IT branding strategy should be an integral part of IT strategy. Your brand identity will be the face you put on your IT organization and it flows from your brand strategy. IT brand identity should be supported by the message you create and distribute to your customers. After you have your IT brand strategy and your IT brand identity in place, your can actually market the IT brand inside the enterprise.  

  • A set of Q&As (IX) for Dealing with IT Management Dilemmas Digital disruption is frequent and unstructured, businesses just have to get used to the new normal and learn how to deal with them proactively. Obviously, there is no one size fits all solution, and "boil the ocean" approaches seldom deliver expected results. So how to take a structural approach in dealing with digital disruptions, and what’s the logical scenario to manage digital transformation seamlessly?
 
  • A set of Q&As CIOs’ Challenges and Priority Nowadays, information is the lifeblood of business, and technology is the big brain of the organization, there are so many things in CIO’s agenda, IT is always in overload mode, and CIOs seem to be at hot seat. Therefore, in order to run IT more effectively and efficiently, how shall CIOs prioritize the projects, and what shall be put on the top of CIO’s agenda?

  • A set of Q&As about Digital CIOs’ Leadership? Compared to other traditional executive positions, CIO is a considerably new role with more than two decades of history; due to technology's change nature, IT and CIOs seem always to be in hot seat, need to continue to be refreshed and adaptable; due to misunderstanding of IT, many organizations also unrealistically want their CIOs to be good at everything, so contemporary CIOs face another tough choice: being a strategic leader or hands-on manager?

The “Future of CIO” Blog has reached 1.7 million page views with 3500+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

The Logical Steps to Build Business Capability and Develop Key Business Competency

It is imperative to identify and close business capability gaps and build organizational competency.

The capability is the ability to do certain things. Business capabilities are typically expressed in general and high-level terms and typically require a combination of people, processes, structure, technology, and resources, to achieve certain business results. There are both competitive necessities and competitive differentiators, the unique set of business capabilities is integrated into key business competency. But more specifically, which logical steps should you take to build business capabilities and develop key business competency?


Identify its key capabilities and hone them into organization-wide competency: Every competitive business has a unique set of key capabilities to achieve its business goals and reach a high level of performance. A core competency is a harmonization of multiple capabilities such that it permeates the entire organization with a focus, and in alignment with the resource-based view; and it is at the same time also valuable, rare, and difficult to imitate. Therefore, it is important to identify the key capability of the business and make an objective assessment of capability maturity, also hone them into organization-wide competency for achieving its business strategy and building its reputation and brand in the industry or business ecosystem.


Compare itself with competitors to ensure that it is developing unique competency: Every business is different, and they are also at the different stage of its business life cycle, with different level of business maturity. Thus, they are also have differentiated business capabilities to build unique competency. In order to know the organization better, the business management should make an assessment, to ensure they not only have “me too” type competitive necessity but also keep developing unique competency based on multilayered and integral business capabilities. And each of these capabilities may be combined in different fashions to yield multiple competencies.


Develop an understanding of what capabilities bring core business advantage and invest accordingly in developing and sustaining valued competency: The important components of the business capability include resources, processes, information & technologies and human capitals, etc.
Organizational capabilities have business outcomes; they collaborate with each other and are enabled by processes, to integrate into business competency. To map business capabilities to business outcomes, it is important to identify those companies that consistently deliver best shareholder returns do so by focusing hard on customers and business results and then redesign or fine tune their processes back into the operation.


Create an organizational roadmap that sets goals for competence building: It takes time and effort to build sophisticated business capabilities. Hence, it is important to create an organizational roadmap for competence building. Estimate the cost and methodologies to develop those competencies. This also gives the executive the decision support they need to choose which of the strategic choices is most likely to succeed. It also allows you to manage the spend in creating the capability to match the revenue from introducing the new capability they intend to build. Business strategy and capability mapping is not single-minded or one-dimensional approach. There is seldom a capability that has a one-to-one relationship with a strategy. Seldom is there a strategy that is achieved by one capability.


Pursuing dynamic capability that will further build the organization’s strengths in core areas and differentiated competency: The characteristics of digital business are dynamic, volatile, uncertain, and hypercompetitive, therefore, it is also critical to build dynamic capabilities to adapt to changes. The dynamic capabilities' are defined as the business’s ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments, build new capability, and achieve innovative forms of competitive advantage given path dependencies and market positions.


Encourage communication and involvement in core capability development across the organization: The business capability is a composite of "whos," "whats," "wheres," "whens,""whys," and "hows." More and more digital capabilities are built via cross-functional processes and interactions. Hence, it is important to encourage communication and involvement in core capability development at the organizational, or even at the digital ecosystem scope. The best scenario is to create a comprehensive capability map through cross-functional communication and collaboration to bridge capability gaps and clarify business goals and objectives. And many times strategy-capability mapping fails to have enough detail to really serve the purpose. Those business capabilities with gaps are evaluated more deeply which produced a list of remediation work that needs completing to improve differentiated business capabilities.


Preserve core competency even as management expands and redefines the business: Business capabilities are decomposable, while decomposing processes provides a deep understanding about how these granular functionalities connect to deliver the final business outcome. Capabilities give additional views that are seldom available in processes, etc. Many components of business capabilities are common and reusable across the enterprise. To shorten the time cycle and save the cost for building business capabilities, the high mature digital businesses also do the great work to preserve core competency even as management expands and redefines the business. Hence, it’s also important to have an in-depth understanding of what capabilities are important to develop core competency.


Divest non-core capabilities to free up resources that can be used to deepen core capabilities: In today’s business dynamic, digital capabilities are a fundamental building block in digital transformations with which companies can achieve operational excellence, create a new business model, and accelerate business performance and growth, to reach high-level business agility and maturity. The lack of resources is often one of the roadblocks to building varying business capabilities. Hence, it is also important to set up priorities, divest non-core capabilities, free up resources that can be used to deepen core capabilities in order to build sustainable business competency for the long run.


Digital businesses are becoming complex and uncertain, to survive and thrive, today’s digital organizations must build the unique set of capabilities with often described characteristics such as robustness, speed, comprehensiveness, responsiveness, agility, improvement, sensitivity, optimization, resilience, etc. It is imperative to identify and close business capability gaps and build organizational competency to reach the business vision and achieve strategic business goals seamlessly.

Is IT Reaching the Inflection Point of Digital Transformation Yet

IT continues to grow in importance to organizations, both operationally and as a competitive advantage.

With disruptive digital technologies and fast growth of information, forward-thinking IT organizations are also speeding up for digital transformation, as well as becoming the change agent for the entire company. The emergence of potential opportunities for exploring digitization is likely to follow a nonlinear pattern with exponential speed, as the pervasiveness of an organization's digitization journey increases. So, is IT reaching the inflection point of digital transformation yet, and how to ensure it is in the right direction for improving its effectiveness, responsiveness and maturity?


When IT is perceived as a trusted business partner and solutionary, not just a commoditized IT service provider, it is on the right track for digital shift: IT is the only entity in the organization supposed to understand the business entirely and oversee organizational processes horizontally; IT needs to be able to provide an innovative solution or supply a differentiated approach that contributes to both top line growth and the bottom line success of the organization.What should be focused on is the integration of IT into the business decisions and processes, to bridge IT and business gap. Because the pervasive digitalization or IT consumerism require the balance of “old experience” and “new way to do things,” the “learning and doing.” IT needs to ensure its strategy allowing for digital speed, and agility to be seen by the business as an enabler, not an overhead. IT needs to become the business’s innovation engine, rather than just tools or a support center. Digital means hyperconnectivity, always on business, highly influential (rather than command and control) leadership, greater empowerment of the workers, etc. The digital transformation of IT is reaching the inflection point when IT leaders are invited to the big table and IT is perceived as a trusted business partner and solutionary.


When IT becomes more people centric to delight customers, engage employees and evolve business partners, it is reaching the inflection point for digital transformation: IT must lead in reaching high-level performance. Fundamentally, IT is all about delivering the right information to the right people at the right time to make the right decisions. IT has both internal and external customers.  IT needs to involve the users by giving them active roles on the new business initiative, make them feel important, train them on the new product, appreciate and reward them, and then, IT becomes more business driven, not just technology oriented. IT needs to play the different role to the situation at hand; it's a process that must begin by the CIO (top-down) that forces IT optimization from his/her team to have realistic and reliable information in order to be able to decide. The relationship between the business partners and IT is echoed often, it's not always just the IT and supplier that are working towards a solution. The business is usually involved if it is a business application. Thus, it's not just the customer-supplier engagement model that impacts, but a business-IT engagement model. Only through cohesive IT-business collaboration and process integration, the business strategy can be executed and IT is reaching the inflection point to accelerate performance and expedite digital transformation smoothly.
When IT can demonstrate its performance not from IT lens, but from outside in business and customer perspective, it is reaching the inflection point for speeding up the digital transformation: The traditional IT organizations often focuses on measuring IT relevant throughput to keep the bottom line efficiency. That is not sufficient to brand IT as a digital transformer or innovation engine. Managing stakeholder expectations is key to the success of IT. So depending on which stakeholder and what the role of the CIO is to your organization, metrics can be created that show governance and effectiveness of IT. IT KPIs should be focused on what is relevant to the target audience with a clear purpose as to what is being measured and why. Bottom line ROI and financial analysis are a great way to evaluate a new product or change to an existing IT system. But the various activities needed to manage performance, both strategic and operational  plans, innovation measurement, as well as day-to-day decision and delivery. IT is reaching the inflection point of digital transformation when IT can demonstrate its performance and value which make a significant impact on the business’s top line growth; and IT measures cover all areas that contribute to value creation including products/services quality, employee engagement, customer satisfaction and IT investment outcomes. So, IT is no longer just a cost center, but a revenue generator.


IT continues to grow in importance to organizations, both operationally and as a competitive advantage. IT is at the inflection point for digital transformation when IT leaders are fluent both business and IT conversations with digital acumen, IT is not just “Doing more with less,” but “Doing more with innovation;” and IT is perceived as the true business partner to build differentiated business advantage.

Thursday, February 16, 2017

The Weekly Insight of the “Future of CIO” 2/17

Blogging is not about writing, but about thinking, brainstorming and innovating.
The “Future of CIO” Blog has reached 1.7 million page views with 3500+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Here is the weekly insight about digital leadership, IT Management, and Talent Management.


  The Weekly Insight of the “Future of CIO”  2/17
  • CIOs as “Chief Interaction Officer”: Building Digital Clusters to Accelerate Business Transformation: The world is leapfrogging from taxonomy to folksonomy. The digital convenience we enjoy today breaks down the physical territories and brings unprecedented opportunities to reinvent business and unleash human potential. Today’s digital businesses are becoming more interconnected and interdependent with its macro-environment by engaging conversation with partners, customers, community group, industry expertise, and IT plays a crucial role in building the backbone of digital business with hyperconnectivity and high-responsiveness. So, CIOs as “Chief Interaction Officer,” how to build digital clusters to accelerate such a business transformation?


  • The “Bellwether Board”: How to Set Tones for Catalyzing Digital Transformation: The modern corporate board as a top leadership team plays a significant role in overseeing the business strategy and advising the organization management. The directorship in any organization must have the ability to guide, inspire and motivate a group of people toward accomplishing shared visions and goal. So, do you have the bellwether board that can set the digital tones to influence the business “mindset” and lead changes as well as digital transformation effortlessly?.  


  • The Monthly Sum Up How to Build Digital Ready Enterprise Capabilities Feb 2017: A business capability is the set of abilities needed by an organization to do things effectively to achieve desired outcomes, measurable benefits and fulfill business demand consistently. Business capability, in general, is defined as the ability to perform or achieve certain actions or outcomes through a set of controllable and measurable faculties, features, functions, processes, or services. How can the business build a set of digital ready enterprise capabilities?
  • A set of Q&As on Bridging IT-Business Chasm? Modern CIOs face many challenges, it is not sufficient to only keep the lights 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 and take advantage of the emergent digital trend as well.




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.

Minding Gaps for Building Superior Problem-Solving Capability

"To raise new questions, new possibilities, to regard old problems from a new angle, requires creative imagination and marks the real advance in science."   — Albert Einstein


Problem-solving is both art and science. Fundamentally, every job is to deal with problems big or small both from long term perspective or on the daily basis. We all develop reputations for being problem creators, problem definers or problem solvers. Though sometimes, even you have a good intention to solve problems but perhaps just fix the symptom, and causes more serious problems later on. So how to close gaps for building superior problem-solving capability?


It’s important to first frame the problems, fixing the wrong cause of a problem is creating gaps, wasting time and energy: Often times, people have a tendency to try to fix a symptom which results from the actual cause of the problem. When they do this, they throw good money after bad. They allow problems to grow under the surface, out of sight, out of mind, until it’s too late. Until the underlying problem is addressed, the symptom or result will continue to return. So, trying to fix the wrong cause of a problem will waste time and resources, increase anxiety. Further, "business problems" are usually difficult, part of the difficulty is that businesses often try to use decision-making processes to define the problem, and in doing so often fail to really define the problem. The problem then just becomes the output of decision-making processes. You then try to solve that problem, using more decision-making logic and wonder why the actions you have taken have made the situation worse. For solving complex problems, leveraging Systems Thinking for problem framing and Critical Thinking for digging into root causes helps to see a larger system with interactive pieces and “conflict” goals. Rather than considering a single goal, you need to consider a larger system with multiple and conflicting goals. It is also important to observe the problem-solving scenarios and ask yourself the sets of questions in order to close problem-solving gaps: Such as, how do you discover the part you played in the problem/challenge? Which thought processes shall you leverage to diagnose problems and solve them? What is the best way to handle a problem that seems to have no solution? How to build a good reputation on problem-solving? Etc.


Understand the problem with context, and follow the logical scenario to diagnose it: Context aids us in understanding what’s relevant and what’s not. You cannot understand a cell, a living thing, a brain structure, an organization, or a culture if you isolate it from its context. From a practical perspective, 'seeing' the context you are 'part' of, allows one to identify the leverage points of the system and then 'choose' the 'decisive' factors, in the attempt to achieve the set purpose. Some problems seem irrational as they are caused by people’s emotional reaction to a set of circumstances or events. This can appear to be illogical. Many people find it difficult understanding that the irrational is very common and is often a fear response to change or preserved threat. If, there are such an “illogical problems,” the resolution of an illogical problem requires a logical process, but the source of the information that permits this logical conclusion might function in an abstract manner. More specifically, the logical scenario to diagnose the problems include:
(1) Identify the problem: What is exactly wrong, out of balance, unjust, etc., the exact description of the problem.
(2) Find the factors involved in the final "incorrect" outcome: See if you can measure or weigh each factor's contribution to the result, or the description of the unit of measure.
(3) Build a hypothetical equation that describes your "incorrect" outcome. See how changing any of these getting better or worsens that outcome.


Channeling creativity for solving tough problems or old thorny issues: A problem is a difference between an expectation ( intention, vision) and the actual situation (current reality) coupled with a negative feeling. When you encounter a tough problem, you need to use a creative way. Thinking creatively about a problem requires being close to the problem, it requires context and intangible variables. For problems that matter, it cannot be done asynchronously and uniformly. The better solution to many problems that crosses all industries is to keep peeling back the layers to find the root cause. Both creative and critical thinkers live out of the box, ask open questions to collect relevant information, and think alternatives. You seek for inventions, new designs, creative problem-solving. It drives innovation. In the business world, at least, you can't always wait for the "best" decision to emerge. Creative problem-solving starts with creative communication, sets alternative choices, and then you have to make best decisions you can, based on connecting unusual dots, identify and prioritize alternative solutions, also take a structural way to make inquiries, a sound process to make a better choice, and have the gut to admit when a mid-course correction is in order. To bridge the gap for solving complex problems, collective wisdom is often the secret source for creative problem-solving. Co-create alternative visions and dream into existence of new solutions, these are the capacities of humans who are not trapped in 'the same level of thinking' as others and keep sharpening problem-solving skills and capabilities.


Problem-solving is about seeing a problem and actually finding a solution to that problem, no just the band-aid approach to fixing the symptom. No one person or entity is always the source of problems,  likewise, no one person will be the panacea to problems, but with teamwork, amicable solutions can be achieved. To close the problem-solving capability gap, keep sharpening your problem-solving skills, always dig under the surface, and build a good reputation as a real problem-framer or problem-solver.

The Philosophy, Psychology, and Technology behind Digital Transformation

Philosophy is the compass of human civilization; psychology is the knowledge and insight of human's mind; and technology is the disruptive force behind digital transformation.

Digital transformation represents a break from the past, with a high level of impact and complexity,  Transformation efforts need to be undertaken as the means of getting to a differentiated capability to accomplish a defined goal. It is important to leverage multidisciplinary knowledge as well as taking a structural approach to making radical changes in the underlying processes and functions. Here are philosophy, psychology, and technology behind the digital transformation.


Digital Era opens the new chapter of human progress; and philosophy is the compass of human civilization: Philosophy is a Greek portmanteau of the love of wisdom. Digital philosophy is simply in pursuit of a holistic understanding of the hyperconnected digital business world and discovering the better way to do things. Philosophy is always important to “better understand evolution and harness its power to serve human purposes.” Digital technologies are the digital catalyst and change vehicle, and digital philosophy is the principle to guide through the business transformation. Science is grounded in philosophy; without philosophy, science might lose its direction; without science, philosophy seems to be empty.  In terms of our need for philosophy in the digital era, we need it more than ever because philosophy is the compass of human civilization. As the digital world become so hyperconnected and dynamic, it’s no surprise that we will see more of a sharing between disciplines of philosophy, neuroscience, physics, psychology and technology for solving complex problems and overcoming common challenges. In fact, trans or interdisciplinary science should be applied to management with integrating multidisciplinary methodology, it enables leaders to frame bigger thinking boxes, and approach problems via multi-faceted way technically, scientifically and culturally.


Understanding the psychology behind changes is also a prerequisite for making a leap of digital transformation: Change just cannot happen with people who resist to changes. What is more interesting is what drives people's perspective. Manage changes at the mindset level. Psychology is the knowledge and insight of our mind. But you don't need to be a psychologist to understand change mentality. There is a distinct relationship between a person's emotional state and small or expansive thinking. When people experience a state of anxiety or uncertainty, they tend to drift back to the comfort zone of small thinking and getting their minds around points of detail. Those lack of vision are either incentivized incorrectly to focus only on the short-term stability; inexperienced outside of the small field in which they operate; too focused on their own self-preservation; or have no energy or desire left to think longer term. Hence, it is important to understand the psychology behind changes. When that anxiety is removed and they experience more certainty, they have the courage to think more expansively. So, the challenge with change is to create emotional states and psychological perspective for people to reduce anxiety and become more open to new ideas and perspectives and get more evolved in the journey of digital transformation.

Technology: Nowadays, technology is the disruptive force behind the digital transformation, and information is the gold mine organizations need to dig through. With the exponential growth of information, all forward-looking organizations across vertical sectors declare they are in the information management business and running a technology powerhouse. Digital technologies are more lightweight, powerful, intuitive, and fast. Organizations today should also more aggressively leverage digital technologies, platforms, and tools as the enabler of communication, collaboration, social interaction and forward-thinking. Still, technology is not for its own sake, but to achieve the very purpose of digital business, either to delight customers or to build differentiated business capabilities and maximize collective human potential. Digital Masters - those high mature digital organizations are much more likely to have a senior executive team who understands digital opportunities and threats and who embeds technology into key business processes and who builds that into his/her strategy and communication.
The shift to digital cuts across sectors, geographies and leadership roles. The digital transformation is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves. But dealing with the challenge of digital transformation requires accelerated digital mindsets, leveraging multidisciplinary knowledge and insight, taking an end-to-end response and a structural approach. It is important to understand the philosophy, psychology, and technology behind the digital transformation. The need of the time is to design the institutions and societies to be a well-balanced digital ecosystem with the abundance of energy and sustainable advantages. At the high maturity level, organizations have to stretch out in every business dimension for driving the full-fledged digital transformation, in order to adapt to the new world of the business.


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