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.

Sunday, August 28, 2016

The CIO’s Digital Agenda: Running a Balanced Digital IT Aug. 2016

IT leaders need to bridge the chasm between “the old’ way to do things and the new way to manage and strike the right balance to achieve business efficiency, effectiveness, and agility.

IT is the foundation of data, information, and modern knowledge. The biggest misnomer regarding IT is that it is "just technology." Digital is about the rapidly change and continuous business flow, and IT becomes a changing organization to driving business transformation. How to fine tune IT to become a change agent and get the business digital ready?


Running a Balanced Digital IT  

  • A Balanced IT : The emerging digital technologies such as Cloud, Mobile, Social, and Analytics bring new opportunity to run IT organization faster and agiler. For many legacy organizations, how does IT support the existing environment while deploying innovative, "value generating" initiatives? Or to put simply, what are the effective ways to meet these challenge? And how to run a balanced IT to both keeping the light on and accelerating digital transformation?

  • Running a Balanced IT Portfolio? To reinvent IT management and maximize IT value, IT needs to become the strategic partner of the business, and it’s important to map and translate business strategy into technology projects, fundamentally every IT project should be business initiatives. Because IT is a key enabler of business capabilities underpinned by IT-glued business processes. Therefore, in order to implement strategy successfully, it is important to manage a balanced IT project portfolio to achieve business efficiency, effectiveness, and agility?


  • Three Digital Balances IT Needs to Strike?  IT is a system which has an emergent property of individual human beings making sense of experiences in time and place. IT system makes interactions with the environment to collecting, storing, processing and delivering information, and ensure the right people getting the right information at the right time to make the right decision. IT organization plays a significant role in both keeping the business bottom line and contributing to the top line business growth; setting the standard for risk management, as well as leveraging the latest tools and platforms to enable innovation; IT is also crucial to fix the handy, urgent business problems, as well as digitizing the touch points of customer experience for the business’s long-term transformation. In practices, there are three digital balances IT needs to strike in order to improve its efficiency, effectiveness, agility, and maturity.


  • Is IT Leadership like Bicycling: All About Balance? Many IT organizations are on the way to the digital paradigm shift, from running a maintenance center  for keeping the business light on to reinvent IT as an innovation engine and value creator. There is a mixed bag of legacy technologies and emergent digital tools and apps to run an IT organization today. Therefore, IT leaders need to bridge the chasm between “the old’ way to do things and the new way to think and prioritize how to run a high-performing IT, as well as how to measure IT value via the business perspective. Is today’s IT leadership just like bicycling, all about balance.


  • Three Aspects of Digital Balance: Nature and human societies are a ‘complex adaptive system’ inhabiting interacting agents that adapt to each other and their environment. It is a nonlinear, dynamic and open system in a thermodynamic sense. Unlike closed equilibrium system, it hence spontaneously self-organizes; generates patterns, structures, and complexity; and above all, creates novelty over time. Either from nature or business perspectives, how to strike the great balance of such a complex and dynamic system, though.

The “Future of CIO” Blog has reached 1.5 million page views with 3000+ 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 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.

“Digitizing Boardroom” Book Chapter 5: An IT Friendly Board

An IT friendly Board is digital fluent and presents the spirit of collaboration.

According to the variety of corporate board surveys, directors reported gaps in critical areas of board expertise: There were skill sets or areas of expertise missing or talent with cognitive difference insufficiently represented on their boards. Technology expertise was the most common missing or underrepresented ingredient on boards. Nowadays information is the lifeblood of the business, and technology is the disruptive force behind changes. Hence, it is strategic imperative to build an IT friendly and technology-savvy Board to understand the power of information and potential of technology, and CIOs as BoDs should play a crucial role in envisioning, advocating, and communicating IT effectively.


An IT friendly Board is digital fluent and presents the spirit of collaboration: Digital leaders including BoDs today show their understanding and interest in technology, never underestimate the power of knowledge. They need to become digital fluent as well. The CIO’s role is to understand his or her audience and target appropriately. It is not enough for the CIO to provide technical solutions or worry about uptimes. The board needs CIOs to envision overarching digital transformation, and CIOs can bring value and direction to the board, be able to challenge and reinforce the overall company’s direction and ensure the business running in agility. The opportunity for CIOs to influence strategic decisions is to identify where IT can influence (products, customers, information, etc.) and discussion strategy in the language of the business (competitive landscape, revenue, cost saving, and improved efficiency). So they can become IT advocate in the boardroom and strategic partners of the business.


On IT vs. in IT: Boards should be informed on what benefit is being delivered by IT and aware of constraints and risks. The board is neither the programmer nor the implementer, but they should gain the strategic insight about IT. The boardroom IT discussions may not be only centered around cost, but also on productivity improvement, business growth, talent strategy, and GRC. It’s important to have “mainstream” media conveying the updated IT information and insight, to inform CXOs and BoDs about the benefits of strategic CIOs and value-added IT. Just like any other investment, if you can present IT portfolio in a manner similar to other business investment portfolios, it makes conceptual sense to boards with ROIs, schedules, and risks. Because Boards have responsibilities for failed IT projects (under their duty of responsibility), making IT a profit center is one of the biggest challenges in boardrooms and most organizations today.


“WHERE WHEN and WHAT” would you expect IT to enter the Board conversation: With the accelerating speed of changing, IT should proactively participate in big conversations through the right touch point and at the right time. IT needs to enter the board conversation at several points:

-Business strategy: IT strategy is an integral component of the business strategy, and IT is also a key enabler of future capability and a critical aspect of continuing business activity in organizations.

-Risk Management: Because market experience is of the unacceptably high risk of negative outcomes for IT-enabled changes. IT is prominent in market disruptions which can result in major opportunity and risks.

-IT Oversight: IT projects frequently fail to deliver intended and appropriate business outcomes and IT failures frequently cause a significant negative business impact.

Digital transformation represents a break with the past, with a high level of impact and complexity. Given how applying IT is becoming so intrinsically important to so many different enterprises, An IT friendly board has to ensure management and governance are interdependent and complementary discipline that are both enabled by high mature digital IT, and a technology savvy Board will welcomes IT leaders to share insight at the big table, and empower IT to drive change and digital transformation.

Three Inflection Points of Change Management

Change reaches the inflection point when change leaders master both the psychological and technical processes behind changes.

Change is inevitable. More and more organizations are at the strategic inflection point of the digital transformation. It is the broader and longer journey with many leaps and jumps, bumps and curves, perils and pitfalls on the way. One of the change mottoes is "never mistake motion for action." The successful businesses are the ones that have learned WHEN change is called for and decide WHAT to change, and HOW to change effectively. Do not let all these problems inherent in any change initiative, to get in the way of accepting the business facts that change is inevitable and needed in every business.  


Change reaches the inflection point when the disruption allows for "new" energy to flow and bring with it something that would not be born without it: The renowned metaphor of the caterpillar that becomes a butterfly demonstrates the digital transformation beautifully. As the caterpillar begins the process, it still has mobility and more than less its qualities of being a caterpillar. As the process continues "being a caterpillar" is disrupted, it hits the inflection point and the following parts of the process that produce the butterfly begin. The caterpillar becomes totally dysfunctional and can not be recognized as a caterpillar any longer, only then can the butterfly emerge. Most of the changes are complex processes. There is a learning curve behind them. 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.


Change reaches the inflection point when change leaders master both the psychological and technical processes behind changes: While there is a need for inside out approach and outside in approach to change, it is critical to making personal transformation at the core of the change process. Any strategy and model have limited utility unless each individual decides to change, owns the process of change, and take the adventure into inner landscapes. No change can be forced, let it unfold. Having learning curve awareness means that we have to engage our sixth sense to decipher when to make the change, and to discern what to throw out and what to keep. A change management facilitator needs to be a "Non-Doer" as expressed in Tao. The challenge is to "Talk the Walk," rather than "Walk the Talk," in other words, practice first then share.


Change reaches inflection point when strategy management and change management go together cohesively: Change can be an opportunity, but at the end of the day, it needs to be all about moving the business numbers upwards. In the other words, strategy management and change management need to go hand in hand. Although we have to change with the "tide," we have to stand firm on our principles which would guide us in our decisions and how we relate to others. Top leadership team often “owns” and make the huge impact on business culture. Thus, leaders who listen well and provides ample room for the culture development and actively develop and advocate an authentic culture can lead change effectively. Change is inevitable, but we must know how far to bend. Because we are not perfect and even our plans will need modification due to unforeseen obstacles. Different procedure and owners of processes are different. You will hit problems with the changes management when the project moves from the design phase to exploration. But most important of all, you need to have a plan. Set out goals and work at them in a systematic way. Setting timelines, and sometimes resetting those timelines are all important. Further, if you want meaningful change in an organization, it will not really happen until you get buy-in and sponsorship from senior management. Without this, you will get chaos and some temporary change, but not change that moves the business forward. Change reaches the inflection point when strategy management and change management go in harmony.


Many forward-looking organizations are at the inflection point of digital transformation. Businesses today need nothing less than a paradigm shift in their thinking about the fundamentals of how organizations work to build an authentic culture and an engaging workforce. It implies the full-scale changes in the way the business is conducted, such as mindset, talent, skills, capabilities, processes, technologies, with the goals to build a high-effective, high-responsive, high-intelligent and high mature digital organization.

Saturday, August 27, 2016

The CIO’s Digital Agenda: Running a Hybrid Digital IT Aug. 2016

Running IT in a hybrid way is all about balancing, steadfastness, and bridge-gapping.

IT is the foundation of data, information, and modern knowledge. The biggest misnomer regarding IT is that it is "just technology." Digital is about the rapidly change and continuous business flow, and IT becomes a changing organization to driving business transformation. How to fine tune IT to become a change agent and get the business digital ready?


Running a Hybrid Digital IT  

  • A Hybrid IT : IT plays a significant role in modern businesses today, touches almost every key business processes, especially with the trend of SMAC (Social, Mobile, Analytics, and Cloud), IT consumerization and internet of things. The effectiveness of IT can be derived best when overall IT Organization reflects on how the business is structured for responsibilities and accountabilities of key decision makers. In other ways, IT can not architect itself in isolation. So to effectively deliver IT capabilities, centralized, decentralized, or hybrid IT, which is the right way?

  • Three "W"s in Running a Digital IT? IT plays a pivotal role in digital transformation of the organization, because IT is the only entity in the organization supposed to understand business entirely and oversight organizational processes horizontally, IT needs to be able to provide innovative solutions or supply differentiated services that contribute to both top line growth and the bottom line success of the organization. IT needs to become business’s innovation engine, rather than just tools. IT is the “whole brain” of an organization to bring wisdom into the workplace?


  • A Hybrid Organization?  With the fast pace of change and emerging digital technologies such as social, mobile and cloud, companies large or small are brainstorming the next generation of organizational design, how to take advantage of the new digital tools, how to improve productivity and enforce creativity & collaboration cross-enterprise ecosystems.


  • A Hybrid CIO? Nowadays information is the lifeblood, and technology is often the disruption behind the changes. CIO as an IT leader is also faced with significant skill shift; in order to transform IT from a cost center to a value generator; from the back-office support function to business’s innovation engine. Which IT leader should your organization pick: a logical CIO or a creative CIO; a strategic CIO or a tactic CIO? And as a modern CIO, what’re the most critical thinking traits to lead a digital IT organization.


  • Three Portmanteau Hybrid Words to Envision a Digital Organization: Organizations large or small are on the journey to digital transformation, it is not an overnight phenomenon, but a well-planning strategy with the step-wise approach. There are physical buildings and virtual, always-on working environment; there are next innovation practices and “always do things like this” best practices; there’s abundance of information but still the scarcity of insight. It is the hybrid business world full of options. Digital is the age of alternatives, here are three portmanteau hybrid words to convey the management principles in running a digital organization.
The “Future of CIO” Blog has reached 1.5 million page views with 3000+ 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.

“Digitizing Boardroom” Book Introduction Chapter 4: An Innovative Board

Modern BoDs are innovators who can break down the old rules, and build new rules to inspire businesses stepping into the new chapter of digital innovation.

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


Innovation is absolutely a mindset: Boards as top leadership teams should participate or even lead in the area of both innovation management and management innovation. Although the major responsibility of Board is for practicing governance, which doesn’t mean to stifle innovation, on the opposite, it means to set principles and build the right framework for managing innovation in an effective way. An innovative board brings the outliers’ fresh eyes, out-of-box thinking, and a tremendous set of skills and experience mix to create new value, and contribute to both innovation management and innovation governance.


Innovation should be embedded in every aspect of the organization, including strategy: Innovation is what leads to differentiation. There are many ways to differentiate, and therefore, there are many ways to build innovation into a corporate strategy. Boards oversee strategy, and therefore, boards need to pay more attention to innovation. A good strategy will include where the company plans to focus its innovation efforts such as product performance, cost effectiveness, speed, business model, etc., and how this links to the rest of the corporate goals and action plan must be put in place to achieve the innovation goals. The board should ask how the enterprise measures innovation and how it compares to “Best in Class” performance and be sure the measurement are accurate from the eyes of the customers and their constituencies. One important role the Board must play in making sure management reports on whether and how investments in innovation are yielding forecast results. Whether it is a major IT project, launching a product, or reshaping culture, assuring excellence in predicting and tracking results falls in the domain of anyone with fiduciary responsibility.


Innovation needs the certain level of guidelines and rules: Digital brings both unprecedented opportunities and risks to the businesses today. Every innovation pursuit has risks in it, and every risk has opportunities in it, Therefore, it is important to set guidelines for managing innovation risks in a structural way. BoDs can make the proper policies to encourage innovation, as well as manage risks. It requires acknowledgement, involvement, and commitment. The principles and guidelines help to further frame processes, measures, and control.  

Innovation is too important to leave solely in the hands of the management team without any oversight or guidance. Innovation Governance needs to advocate, steer, and sustain innovation. Digital directorship must be extremely visionary, mindful, creative, empathetic, generous, conscious, passionate, and humble. Modern BoDs are also innovators who can break down the old rules, and build new rules to inspire businesses step into the new chapter of innovation blossoms.

"Digitizing Boardroom" Book Chapter 4 Introduction"Digitizing Boardroom" Book Chapter 3 Introduction



Three Tipping Points of Change Management

The good moment to change is when the top senses the urgency and the bottom feels the pain.

Change is inevitable, and the speed of change is increasing. However, change is difficult, more than two-thirds of change efforts fail to achieve the expected results. What’s the tipping point of Change Management in your organizations? How to ride above the learning curve and manage changes effectively?





Change starts with a "sense of urgency" which can only come from top management: Change Management is all about balancing the following main elements impacting change such as people, strategy, process and IT. When strategy management gets stuck to go nowhere, people do not feel engaged, processes are overly rigid, technology is outdated, it is the time for changes. The good moment to change is when the top senses the urgency and the bottom feels the pain, and change inertia is minimized via common understanding about the necessity and imperatives of changes.  A good idea or culture cannot be developed by persons at the bottom or middle if it is not supported by the Top Management. The commitment of top management is very important for any change to be successful. However, you can control people's behaviors, but you can't manipulate how they think. The degree of explicit control that management exerts, or can exert on the individuals is limited. To get cooperation and not cause problems, you need to find a way to show people that the changes being made are really in their best interests and will make their works easier.


Static mind, inertial attitude or poor behaviors are the signs for changes: When strategy management gets stagnant due to culture inertia, it is the right timing to change. Trace down the poor behaviors or lower-than-expected performance understand the causes behind it. The right culture is a prerequisite foundation for implementing the strategy. Culture precedes strategy. Weak cultures rely on a bureaucracy to enforce rules and regulations that undermine an organization's speed, simplicity, and competitiveness. Change is not for its own sake, focus on the business purpose behind it. Often culture is the very reason for the change, it is also an important factor to lead change success. What underpins the change process and methodology is the genuine valuing of people. When people feel valued they contribute significantly. When senior management allows ineffective project/program management practices to become the norm, people at all levels often become complacent and ineffective. After all, most people have come to believe it's easier and safer to adapt to a culture rather than promote or initiate change. Hence, set digital principles and good policies to encourage changes and reward change agents, and develop the best and next practices for people-centric Change Management.


The measure is a good starting point to change: Change becomes necessary when an organization fails to meet its performance goals, probably as a result of behavior following a path of self-interest. Change Management is necessary and challenging when you diagnose the following symptoms, and perhaps measures are good starting point to change because people's behavior usually responds to how they are measured. When people start playing with the system, not working on the system; when the low hanging fruits get picked up without long-term perspectives, quantity over quality, always doing things, in the same way, lack of creativity, compete negatively with silo thinking, it is the time for CHANGE. When productivity suffers and creativity gets ignored, or even scoffed, does this mean that you are applying the wrong measures at a personal and group level? The problem is actually more complex. Often the systems are rigid and slower to adapt. Workflows and business processes are based on old measures and well aligned with them, are even more resistant to change. When starting the change process, perhaps measures are a good place to start change.


There are too many different types of change management initiatives, so there is no one size fits all approach to managing changes successfully. But a good starting point for change will make the journey meaningful and fulfilling. Is your organization reaching the tipping point for changes?

Friday, August 26, 2016

The CIO’s Digital Agenda: Running IT as a Change Organization Aug. 2016

IT plays a significant role in driving business changes, and leading organizations' digital transformation.


IT is the foundation of data, information, and modern knowledge. The biggest misnomer regarding IT is that it is "just technology." Digital is about the rapidly change and continuous business flow, and IT becomes a changing organization to driving business transformation. How to fine tune IT to become a change agent and get the business digital ready?



Running IT as a Change Organization  

  • How to Run IT as a Changing Organization: For forward-looking and highly mature organizations,  the IT department has become synonymous with the change department: 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. How do you make changes to anything without knowing all the parts and how they are related?

  • 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?

  • Is IT Organization as Responsive as it needs to Be?  Without a doubt, IT is the most difficult and challenging part of a company due to its change nature. Nowadays, information is the lifeblood of an organization, and technology is more often the innovation driver. And the speed of change is accelerated at the digital age. So is your IT organization as responsive as it needs to be? What does the digital shift mean to IT organizations?

  • A Change Agent IT? With the emerging technological trends such as SMAC (Social, Mobile, Analytics, and Cloud) and IT consumerization & Internet of the Things, more often than not, IT plays a significant role in driving business changes, and leading organizations' digital transformation. Because the digital transformation is driven by technology; and not just by technology, but by user-driven technology. Sure, in today's world, technology is driving business transformation, unlike previous eras during which business transformation was driven by business ideas. This is a golden opportunity for CIOs to lead the way by enabling, governing and optimizing the consumer-driven technology that's going viral in the enterprise. But how to run IT as a change agent for business transformation.

  • Running IT as a Digital Transformer: We live in a fast-paced digital world, and every day more and more technologies affect the way we live, think, and love. Great opportunities, pitfalls, and disruptions are around every corner. Digital transformation is inevitable, transformation means to change the "nature" of something, albeit that the increasing pace of technological advances has clearly impacted the nature and scope of opportunities or disruptions. Hence, IT has become mission critical, it is imperative for IT and business leaders to work effectively and efficiently together to ensure that they are leveraging IT across their organizations to attain enterprise-wide transformation; not just using IT as a digital extension, but running IT as a digital transformer.

The “Future of CIO” Blog has reached 1.5 million page views with 3000+ 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 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.

“Digitizing Boardroom” Book Introduction Chapter 3: A Performance-Driven Board

Conformance is critical, but there’s no doubt that the board only fulfills its role to shareholders and the management team when it is focused on performance.

Corporate Performance Management has many descriptors and understanding in a multifaceted way. All performance is directly related to the decisions your people make every day - from executives to the frontline, across functional areas and geographical regions. Performances are not just numbers with metrics, they are numbers in context, results related to your GOALs. The BoDs play important roles in setting principles for improving performance management effectiveness, and monitoring business performance smoothly. However, many directors think that the role of the director is conformance. The boardroom debate could be: Conformance vs. Performance, which is more important for the Corporate Board?


Both performance and conformance are important: Boards need to perform and conform at the same time. Because conformance without performance adds very little to the firm value, and performance without conformance is not genuine and sustainable. Compliance is the management discipline of designing and implementing effective steps to ensure that the company actually complies with the regulations relating to its operations. Conformance is about the bottom line of “Keep the Lights On,” and performance is about business growth and achievement. More specifically, 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 only, but also to the firm’s performance in creating value for employees and customers. Hence, conformance is critical, but there’s no doubt that the board only fulfills its role to shareholders and the management team when it is focused on performance.


Running a performance-driven Board in a proactive way: A proactive board is more engaged in overseeing the dynamic digital strategy execution continuum. The Board has to have a good understanding of the organization’s strategic direction and its strategic alternatives. The Board needs to be engaged at the most senior levels to help influence and shape the business of the future. The real BoDs dilemma is that driving the business forward is extremely difficult. This means looking into an unknown future and attempting to define the landscape with its risks and opportunities. It also means taking control of the softer issues such as setting policy, strategic thinking, setting risk appetite, etc. Boards need to make laser-focused performance driven agenda: At the majority of the time, the board agenda should be focused on the progress toward the goals, targets, schedules., etc. of the value maximization plan. Further, much of the process or deep discussions around the progress is the process that facilitates high-level management accountability.


The Board Time-Management capability: The boards have to spread their limited time on many important things, and they need to have superior time management skills. It is an almost universal finding that the Boards spend too much time on compliance or operational issues at the expense of the future. Most Boards perhaps find hard to focus on performance, because it deals with a lot of uncertainty and unknown. Ideally, some suggest Boards should spend 20% of their time in the past (compliance), 20% in the present (Operational and tactical), and 60% in the future (performance and potential) This is challenging, but the board effectiveness is dependent on how it can direct the business forward with adequate control and balance them just right.

Modern “Boardship” is both art and science, With the rapid changes and explosive information, the digital board needs to be performance-driven in a proactive way, business strategy, performance, human capital, culture changes are all frequent topics at the board room to practice digital leadership cohesively.

"Digitizing Boardroom" Book Chapter 4 Introduction "Digitizing Boardroom" Book Chapter 3 Introduction


CIOs as “Chief Information Officer”: How to Unleash the Full Potential of Information

Digital is the age of information abundance.

Forward-thinking IT organizations are shifting from “T"-Technology-driven to “I” information oriented. The most powerful and differentiating tool in all of the today's businesses is INFORMATION and that, is provided by IT systems. The aim of modern Information Management has often been described as getting the right information to the right person, in the right format and medium, at the right time, in order to make right decisions. The value of information is qualitative, measurable, and defined uniquely to an organization. If done well, information can unleash the business’s full potential and maximize its multidimensional values. On the flip side, information is also something that can hinder the achievement of strategic objectives, having it unavailable or compromised. Therefore, Information Management is one of the most important management disciples and best practices in the digital organization. So going back to fundamental, CIOs as “Chief Information Officer”: How to unleash information potential, and the full potential of the business?


Strengthen common Information Management weakness: The majority of IT organizations still get stuck at the lower level of maturity, because they react to the business’s request, lack of the long-term strategy to deal with information management life cycle effectively and proactively. Information management entails organizing, retrieving, acquiring, securing, maintaining, updating, distributing, sharing, publishing and finally archiving information. CIOs as IT leadership should identify the common Information Management weakness via making a comprehensive assessment. The problems most organizations have are (1) Do not understand what raw material they have to play with poor or lack of information management skills (2) Do not applying worthwhile Information Management maturity evaluation to reveal the inherent value, but mostly (3) Do not understand why they should do these things in the first place, due the gaps between IT and business, silo thinking, or lack of a clear strategy on how to diagnose the root causes of problems, and set the plans to strengthen the weakness and improving overall IT agility.  


Information Potential directly impacts business's potential of organization:  Information does not live alone but permeates to everywhere in the businesses, thus, the value of information is not isolated. IT as the information steward of the business plays an important role in running a smart digital business. Potential information value all depends on how the information will be used again in the future and this is often exceptionally uncertain. IT should first work to identify how information is associated with the valued tangibles of businesses; products and resources; like information flows in processes, for example, then its own value will become readily apparent and quantifiable by association. Information may never be used again or it may be used multiple times. Unless you can predict how it might be used again for tangible gain, it is difficult to say what, if any, potential value. The effort of valuing information independent of its association to the value of related tangibles seems a difficult, if not futile, exercise. The art and science of information management are to optimize its usage and achieve its value and full potential.


The key principles of Information Management is to ensure activities are effective and successful:Information Management is the overall process of aligning the use of information through the MANAGEMENT (What data you have, in what format and the location & method it is held?), ASSURANCE (Accessibility, reliability, etc.) and EXPLOITATION (Collaboratively enabled and fully support the business objectives). More specifically, IT leaders should set principles to ensure information is managed effectively with the following focal points:
-recognize and manage complexity
- focus on adoption
- deliver tangible & visible benefits
- prioritize according to business needs
-take a journey of a thousand steps
-provide strong leadership
-mitigate risks
- communicate extensively
                                                   - aim to deliver a seamless user experience
                                                   - choose the first project very carefully


Digital CIOs need to leverage holistic thinking in managing information and unleashing its full business potential. The level of "silo” in many organizations remains far too high. But that does ensure that those CIOs with the ability to break down organizational silos bring real added value to the enterprise. Given the value that information is playing in the innovation and growth of organizations today, back to fundamental, CIOs are information stewards to run high-intelligent and high performing digital businesses.

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