“Digital Master” is the series of guidebooks (18+ books) is to perceive the multifaceted impact digital is making to the business and our society, help forward-thinking organizations navigate through the digital journey in a systematic way, and avoid “rogue digital.” Here is the set of popular quotes for conveying the digital vision and sharing the unique insight about the digital transformation.
“The board’s oversight of information management can highlight the importance of information flow, set the tone for building the culture of information-based decision-making.”
“To gain digital insight and lead business transformation effortlessly, the digital board directors need to become more information savvy and IT friendly.”
“The boards as top leadership team can no longer avoid, delegate, or ignore the need for technical competency among their ranks.”
“One of the great responsibilities of the board is to make good policies and set the culture tone for the organization to compete for the future.”
“Digital boards are the strategic advising role, they are also the “mastermind” behind the digital transformation.”
The innovation indicators vary depending on who is doing the measuring, and how they are measuring. It’s contextual.
The “self-driven” talent performance management is pursuing the digital way to run a purpose-driven organization.
Every measure selected should be part of a link of cause-and-effect relationships, and ultimately affect the growth and long-term perspectives of the organization.
The digital transformation scorecard allows you to focus on the most important things. Without scorecards, it will become like searching for a needle in the haystack.
The right set of unique digital capabilities directly decides the overall organization’s competency and growth potential, to build high-effective, high-responsive, high-intelligent and high mature digital organization.
High-mature IT has a high trustful business-IT relationship, it is highly responsive to changes and proactively manages innovation.
Corporation performance Management is all about managing performance by that data (KPIs) which really matters.
The tough choice facing CIOs is not about only picking one identity as either being strategic or tactical, but about - when acting as a strategic leader, when playing as a tactical manager.
IT needs to transform from a big fact silo to the digital fit brain of a modern organization.
Often old IT thinking cannot move fast enough in the age of the digitalization.
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