The digital CIOs wear many hats and have multiple personas.
The “Future of CIO” Blog has reached 1.3 million page views with 2600+ 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 “Future of CIO” Blog has reached 1.3 million page views with 2600+ 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” 3/25/2016
- “CIO Master” Book Preview, Slideshare: The purpose of CIO Master - Unleash the Digital Potential of IT is to provide guidelines for building a framework to run a highly effective, highly innovative and highly mature digital IT organization. Also, it provides the principles to reinvent CIO leadership via practicing multitudes of digital influence.
-Rebrand digital CIOs with multiple personas
-Reinvent IT to unleash its full digital potential
-Reenergize changes as an ongoing digital capability
-Refine talent management to bridge IT skills gap
-Remaster multidimensional IT to create multi-level business value
-Renovate strategy execution continuum to improve effectiveness
-Reimagine IT as an innovation engine to catalyze business growth
-Reshape IT via leveraging “3P”s: Principle, Portfolio, Performance
-Retool IT agility to adapt to changes
- CIOs as Talent Masters: People are always the most invaluable asset in any organization, and having the right person in the right position at the right time is always one of the biggest challenges facing any business anywhere. This is particularly true for IT, due to the changing nature and complexity of technology and the abundance of information. Is IT skills gap fact or fiction? What differentiates high performance or high potential talented IT professionals from others? And how to manage IT talent, culture, and performance in a more cohesive way?
- Three Questions to Assess a Person’s Ingenuity: Generally speaking, creativity is an innate process to create novel ideas; ingenuity is the ability to solve difficult problems, often in the original and creative way. It is the qualification to be creative, insightful and inventive. Some say ingenuity is the distant cousin of creativity, ingenuity often demands creativity as a mixed ingredient for puzzle-solving or invention. Ingenuity is increasingly important because the business world becomes overly complex and hyper-connected, so which questions to ask for assessing a person’s ingenuity?
- Setting IT Priorities via Three Lenses of IT Value Index: IT is at the crossroad to either transform from a cost center to a value center or to become irrelevant in the digital age. There is triangulate value from the different lens in building a more comprehensive and effective IT organization. IT value index has three lenses: Strategic imperative, operational excellence, and business agility. There are also tangible (cost savings efficiency, etc.) and intangible (brand equity, business growth enablement, etc.) components of value. Most IT organizations are overloading and under delivered. So how to set IT priority right to enhance its value proposition and maximize its value delivery?
Three Questions to Assess a Person’s “Judgmental Intelligence: Both businesses and the world become hyperconnected and overly complex, either for leaders or digital professionals today, to survive and thrive in such a “VUCA” new normal, you need to have multidimensional intelligence such as IQ, EQ, SQ (Strategy Intelligence), CQ (Creativity Intelligence) and JQ (Judgmental Intelligence) etc., for both doing the right things and doing them right, making sound judgment and bringing the wisdom to the workplace. Which questions should you ask to assess a person’s “Judgment Intelligence” though?
- Three Aspects to Improve Agility: The term ‘Agile’ is derived from ‘The Manifesto for Agile Software Development’ which describes a collaborative way of working based on a set of twelve principles that has come to mean early delivery of business value. The problem is people do not have a profound understanding of Agile principles and philosophy behind a set of Agile framework or tools. Most of the times they use the word "agile" when in fact they are talking about agile software development. So how to differentiate "being Agile from doing Agile"? How to improve business agility from practicing Agile methodology?
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