Saturday, January 21, 2017

CIOs as “Chief Inquisitive Officer: A set of Q&As (IX) for IT Talent Innovation

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 digital transformation.


How do you define “Digital Fit”? People are always the most invaluable asset in businesses. “Hiring the right person for the right position at the right time,” is the mantra of many forward-thinking organizations. The question is how would you define the right people? How do you define wrong, average, mediocre, good, great or extraordinary person? Or put simply, for what should they be right? How do you define “Digital Fit”?


Is IT skills Gap Fact or Fiction?  There’s always a debate regarding IT talent supply and demand, does IT skills gap really exist? Or is it due to any management issues such as misunderstanding or miscommunication upon talent value chain? What is the root cause and how to solve the problem?


How to Unlock the People’s Creativity Potential In recent years, creativity has become a very highly valued skill, and many think it is the #1 wanted professional capability in the digital era. Creativity is innate with many special ingredients; and creativity can be developed if the conditions are right and there is love, inspiration, encouragement and permission, Creative people combine existing possibilities to reach more often unexpected solutions. Creativity can be abundant. Creativity is a long-term endeavor. It must be unlocked to maximize its potential.


Is Self-Assessment a Digital Way for Managing Talent Performance?  Many organizations still have an old-fashioned view that the employee's self-assessment is irrelevant to the overall review and only serves to create conflict when there are discrepancies in perception. However, digital makes business more transparent & less hierarchical, inspires authenticity and growth mind, is self-reflection, self-assessment, and self-improvement scenario becoming the “healthy” digital cycle for talent growth and management?


CIOs as Talent Master: How to Mind Gaps and Measure Human Capital Effectively? People are always the most invaluable asset to the organization but often turn to be the weakest link in strategy execution. Unlike the other tangible value of business assets which are more easily measured in a quantitative way. The true value of people, especially today’s high professional knowledge workforces include many tangible and intangible factors because people are not just the cost or the resource to be managed, but the capital to be invested in and their potential if unleashed can bring the quantum leap in the business growth. So what are the premium approach and methodology to measure human asset & capital? What KPIs would you recommend to determine the value an employee adds to their department and ultimately to their organization, and how would you implement it?


The digital CIOs need to reimagine IT as the business growth engine and lead changes via inquiries. They need to keep asking open-ended questions such as, "Why? Why not? What If?" They have to focus on guiding the company through the digital transformation, and create unique business value because IT is the significant element of any differentiated business capability and the defining factor for competitive advantage.


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