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 25, 2017

Bridging the Potential Gap

Organizations today need both performance and potential. Performance keeps your business running, churning numbers etc, whereas potential looks at an employee that can bring your company to the next level, and the collective human potential in the organization is the greatest thing the organization should ever invest in, because it is the driving force to catalyze the business growth and build the unique organizational advantage the competitors cannot beat. So, how to understand both potential and performance at the deeper level, bridge the gap to unleash the collective potential and accelerate business performance to the next level?

Performance vs. Potential: Performance keeps the business moving, and the potential makes the business grow and mature. The potential is the ability and interest to take on more responsibilities in the future which is displayed by their thought leadership or exemplified behavior. Performance is well done of current assignments and demonstrated the capacity of doing great work. However, do not assume though the top performers are the “top talent” for the future. The management should continue making talent assessment: How well does the individual continue to perform and grow in their current roles? And how likely are they to take on new challenges at work, rapidly learn and grow into next-level roles, or roles that are expanded and redefined as business changes? The difference between senior leadership and middle management is not just about sharpening more linear skillset, it often needs the radical mind shift and nonlinear capability building. Because there is a significant difference between strategy management (discovering and realizing the business potential) and operational management (keeping the lights on and managing business performance). Hence, high performers may be at the top of their game at the moment, but the question is how well will they adapt to changes, having learning agility or their innate capability to keep advancing their career. When the rule is fair, high capable professionals with high potential should be put in the right position to solve the right problems and expedite digital transformation. Potential is about future performance, not past performance. Individuals showing potential are distinguished usually by their mastery of new roles quickly and effectively, learning more rapidly than their peers, more innovate. The potential is the ability and interest to take on more responsibilities in the future which is displayed by their advanced mindset to lead forward; digital capability portfolio to lead effectively and exemplified behavior to walk the talk.

Closing the MIND gap between talent and mediocrity: The high performers and high potential are both needed to lead the team towards a new reality. The one thing to differentiate talented people (either high performance or high potential) from mediocrity is MINDSET, which further drives attitude. The worst mediocrity is not “the mediocre result,” but a complacent mind, negative mentality, and mediocre attitude. High performer keeps engaging in current position with a perfecting mind, high potential keeps learning for expanding the horizon with a growth mind, and they either demonstrate the positive attitude or constructive criticism to build a healthy or even creative workplace.But mediocrity often brings negative attitude, sometimes compete via unprofessionalism or lower team morality. Hence, it is important to close the talent gap at the mindset level, If you want to create a truly high-performance team, you have to understand your people at the deep level, and build the culture to encourage creativity, learning, and well align the employee’s professional goal with the strategic business goal, to discourage mediocrity which is often the root cause of negative vibes in the workplace, and encourage talent to unleash their potential, and therefore, the collective potential of the business.

Bridging the gap in performance management: With the digital paradigm shift, many management practices across the business disciplines should also be updated accordingly. From performance management perspective, there are many things need to think through and the next digital practices should be developed and experimented for adapting to the dynamic digital workforce today. There is a need to evaluate the performance of employees in more objective and continuous way. There is a danger of not having a process to "develop and nurture" potential and performance. The thought process, behavior, and outcome need to be assessed cohesively, to truly understand the talented employee as a whole consistently, not just the human cost or the human resource to fill a specific spot mechanically; but the living cell needs to keep growing and blossom. That is the significant difference between the silo industrial age and the dynamic digital era.

Always keep the end in mind. The goal of bridging the potential gap is to achieve business excellence,  improving employee satisfaction and accelerating digital transformation. Digital is the age of people, and one of the critical management goals is to build a positive, innovative, and high-performance culture for achieving a better return on capital (including human capital- the critical business success factor) investment to boost the long-term business prosperity.

CIOs as Chief Insight Officer: The “IN & OUTs” Viewpoint of Digital Transformation

The refusal to be bound by the industrial constraints and limitations and a pursuit of possibilities rather than impossibilities seems to be a hallmark of the significant human progress.

The business and the world are experiencing the major societal TRANSFORMATION from the industrial age with the scarcity of information to the digital era with the abundance of information/ knowledge (but often insight is still scarce). These changes and transformations are reshaping our thinking and recasting the way we view the organization, the digital ecosystem of which we are the part of. In order to broaden the changing perspective and deepen the understanding of the digital business as a living thing, here are set of “IN& OUTs” viewpoint of digital transformation.

INsightful OUTlook: Over the last couple of decades, businesses have been faced with increasingly more complex and pressing problem-situations, embedded in interconnected business ecosystems operating in dynamically changing environments. In addressing these problem situations and working with their relevant systems, business leaders and managers have learned to recognize the limitations of the perspectives, methods, and tools of the traditional scientific orientation, the reductionistic management methodology often puts too much focus on the mechanical side of the business, to assume the business is just the sum of its multiple functions; thus, there is silo thinking spreading in the different layer of the organization; there are gaps existing across functional, industrial and geographical borders; there are overly rigid processes and organizational pyramid which cause bureaucratic management redundancy. Therefore, it is the time to provide an insightful outlook about what the future of the digital organization should be. Insight is the ability to perceive clearly with deep penetration. The more complex the situation (in this case, digital transformation) is, the more different approaches and role gaming is needed to reach for understanding. Because digital is not just about a pretty online presence or a set of fancy digital gadgets, it needs to expand into every direction and dimension. Hence, an insightful outlook helps to gain an in-depth understanding of cause and effect based on the identification of relationships and behaviors within a model, context, or scenario of digital transformation. It is about an understanding of one’s possibilities, adversaries, environments, and people. A collective insight is superior, because a highly dynamic team with cognitive differences and complementary skill set, can identify and bridge gaps effectively and accelerate change effortlessly.

INnovative OUTlier: Digital leaders and visionaries are innovative outliers. Outlier digital leaders today are the one who can step out of a conventional thinking box, or linear patterns. Therefore, they could see things further or deeper. An outlier leader is creatively disruptive, because digital is the age of innovation, and innovation is an important business capability to decide the business's long-term prosperity. The innovation journey can be traced at the rocky road with all sorts of ups and downs, bumps and curves, but with clear goals to delight customers and run a refreshing digital organization with zeal. An innovative outlier practices out-of-the-box thinking all the time, because in today’s competitive environment, what was outside of box yesterday may not be today. Our thinking has to continuously evolve, adapt, and prepare for changes. For real creativity, take a look outside your industry, far outside, if you have to, pull the whole team out of the box. There are no such things as too much outside the box thinking, but it’s also important to shape the newer box to stay focused, to manage innovation in a structural way.

INvolving OUTside-IN customer viewpoint: Digital is the age of the customers.  It is also important to perceive things from the outside-in customers’ perspective. Innovation is all about leveraging the better way to do things or meet the higher customer expectation. The customer, including prospects, should be studied and observed and gain the insight upon. Deep understanding of the user through empathy and observation with the innovator using a more inductive approach as to what the customer wants to accomplish "next." Customers become an important link in the innovation process of the business. This involves gaining a deep understanding of the motivational construct of the customer, in order that the innovator can become "anticipatory" of what the customer will likely "want next.”  A digital organization can bring greater awareness of intricacies and the systemic value of organizational systems, business process, people dynamics, resource alignment, or technological touches. The difficult challenge is not just launching a successful team, but maintaining their motivation and focus, from inside-out operation driven to outside-in customer focus. Digital is the age of people-centricity. Customer-centric thinking is a type of professional and progressive thinking to drive radical digital, to put customers at the center of what you do, to expand the thinking angle and to keep the end in mind.

A digital paradigm is an emerging digital ecosystem of principles, policies, and practices that set boundaries to frame the smooth business transformation with the focus; and also offer the guidance for problem-solving or creating something new via practicing the digital philosophy and principles. The refusal to be bound by the industrial constraints and limitations and a pursuit of possibilities rather than impossibilities seems to be a hallmark of great digital leadership achievements and the significant human progress. Hence, is the time to look further and look deep, practice the “Ins & Outs” view of the digital transformation, in order to lead change more confidently.

Friday, February 24, 2017

The Monthly “Thinkingaire” Book Tuning: Closing the Digital Perception Gaps Feb. 2017

Leadership is the state of the mind.

With the increasing speed of change in the hyperconnected digital ecosystem, some industrial mindsets with “status quo” types of thinking, authoritarian attitude, and bureaucratic decision-make, are outdated, turn to be a "dragger" of the business innovation and a laggard of the digital paradigm shift. More specifically, what are the perception gaps in the digital transformation and how to close them to embrace digital thinking styles?

Closing the Digital Perception Gaps

Critical Thinking Gaps Critical Thinking is the mental process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating information to reach an answer or conclusion. There are very few real critical thinkers because it is a complex type of thinking with the multitude of thought process, at the deeper level, critical thinking has creativity embedded in it. The critical Thinking technique can be taught, but Critical Thinking skills can only be developed via practicing independent thinking, insightful observation, and conscious and even superconscious reasoning. There are critical thinking gaps existing which cause leadership blind spots and poor decision making, how to identify and fill them to improve the leadership maturity and digital professionalism??

How to Close Perception Gaps? Perception is one's interpretation of the reality. It is as we see, observe and experience as defined by our mental "band-pass filters.”Perception is one's interpretation of the reality, so it is very subjective and varies from person to person.  When we are “mindful,” we not only see but also perceive; we not only live but also experience; this will have an effect on others and how we interact with the surrounding. But what are the gaps between perception and reality? How to overcome bias caused by prepositioned perceptions, how to close those perception based gaps and make the positive impact on your surrounding??

The Gaps between Linear Thinking and Nonlinear Thinking The digital business and the world have become over-complex and hyper-connected; in the industrial setting, business management often practices linear thinking with a set of linear skills; it perhaps works in the considerably static and silo business environment. However, digital means the increasing speed of changes and the high degree of uncertainty, hyperconnectivity and fierce competition. The nature of digital is nonlinear and dynamic, How to close the gap between linear vs. nonlinear thinking in order to drive a smooth transformation?

Three Gaps Caused by Bureaucratic Thinking The word "bureaucracy" is often seen in pejorative circumstances. Generally speaking, bureaucracy is a system based on a hierarchy of authority and division of workforce functioning in a routine manner. At the industrial age, most of the organizations are running at silos, with the top down organizational structure, bureaucracy thinking is perhaps understandable, because “command and control” is part of the business culture. However, at the digital environment in which business functions become more dynamic and hyper-connected, the environment changes quicker than the 'speed' with which rules and processes can be changed, the gaps caused by bureaucratic thinking stop the change and turn to be the mental barrier to stifle innovation and the very obstacle to making effective decisions. Here are three gaps caused by bureaucratic thinking

The gaps between knowledge and insight Insight is perception through multi-dimensional cognizance. If knowledge is manpower, wisdom is nature power, then insight is perhaps the bridge between manpower and nature power. There are multilayer meanings upon insight. The gaps between knowledge and insight are existing, and how to dive into the depth of knowledge sea and climb the insight-wisdom pyramid??

The “Future of CIO” Blog has reached 1.7 million page views with about 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. Blogging is not about writing, but about thinking; 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 your voice, deepen your digital footprints, and match your way for human progression.

A Set of Q&As to Clarify the IT Role in Digital Transformation

The purpose of digital transformation is to embed digital technologies into key business processes, to improve business capability and competency to compete for the future.

Many organizations are at the tipping point to the digital transformation journey. Even though organizations are different, they are at the different stage of the business cycle, they have the different structure, they have different cultures, they compete in different markets, and they have a different scale. But all forward-thinking businesses across the vertical sectors claim they are in the information management business, So, what are a set of Q&As to clarify the IT role in the digital transformation?

Is IT provocative? Does IT stretch, challenge, or interrupt the status quo? Due to the increasing speed of changes, technology is often the disruptive force behind the digital transformation. The CIO role has never been about just managing the status quo, so the digital shift for IT across the industries is to be innovative with systems of engagement. CIOs need to strategically work with the business as equal partners, to provide business solutions instead of products or services only. The available digital technology just makes innovation easier to do now than in the past, less costly, more easily accessible. CIOs should set the leadership tone to encourage people to question the status quo and think independently and create an environment that encourages dissent and candor. Because innovation is about seeing things from different angles or solving problems in different ways. It’s about breaking down silos and breaking through conventional wisdom. IT enables the business and supports the applications its customers use to not just transact, but transform business; IT should become the proactive change agent, stretch out in every dimension to broaden its effect on the business and improving the overall business maturity.

Does IT provide the guidance for the organization’s future? Is IT in a high-involvement process? Because any business practice today is always a combination of people, process, and technology, and how they are used to doing things in an optimal way at the organization. And a future-driven IT is the threshold to knit all those important business elements to the unique set of capabilities for strategy execution. Hence, IT should provide the comprehensive technological vision and business oversight, IT should be in a high-involvement process and proactively work as an integral part of the business to capitalize on opportunity via leading the transformation. IT should also turn on the ‘debugging mindset’ to do a root cause analysis and always discover what is at the heart of the problem. IT can make an objective assessment of underlying business functions and processes, take a holistic approach and structural practices for building the high mature digital organization with digital attributes such as responsiveness, adaptability, information availability, speed, innovation, etc.

Is IT desired? Does IT help the business thrive? With the growth in enterprises leveraging IT for revenue generating initiatives, IT has to turn around its tarnished reputation because IT has the history/tradition of being a very expensive cost center, often with the little demonstrable value that typically misses its commitments. IT can not be seen as an enabler unless IT management clearly understands what their organization does for a living. The IT leader of the future and the exemplars of today must move away from pure IT manager, and become a true business partner and strategist to run the desired IT and catalyze the business growth. Especially as more and more enterprises are leveraging IT for revenue generating initiatives. To improve maturity, IT organizations need to be assertive in preparing and engaging effectively and efficiently with their business partners in strategic initiatives. Information technology should be seen by any business as a “digital transformer,” to help the business thrive, not just survive.

Does IT have a positive and bold message and brand? In order to run IT as a business, besides building the functional and better delightful products and solutions, IT needs to know how to promote its products and services and learn to build a strong brand selling the right things to the right people for bringing high business value. The business goal for IT branding is to have all, if possible audiences at every level of enterprise weighed-in with delight. What is required is having a strategy that integrates these technologies across the entire enterprise, including how best to source them. Also, make sure that the external customers who purchase products or services have a great experience relating to any IT systems that impact them. IT should deliver the bold message of “Doing more with innovation.” And rebranding IT starts with rebooting mindsets of the business management, following by retooling IT management and train IT staffs as the brand ambassadors.

Does IT expand the zone of possible change and development? Does IT drive team building and organizational learning? IT is in the middle of a sea change, it is important to realize that there are basic principles and rules that make it work. The CIO should set or co-set digital principles for running a high performing organization. CIOs shouldn’t get pushed for the changes, they are actually in a better position to play a role as change agent. CIOs are accountable for critical part of the business that is constantly changing and evolving. They should be capable of evolving leadership skills to not only match pace with the changes in technology and the pace at which the organization can effectively manage these changes but also proactively drive changes in business transformation. Constantly improve the business and see change as an opportunity while keeping a holistic overview of the business are the core messages of the text. IT also plays a critical role in building the learning capability of the organization via tuning business processes, optimizing information and integrating knowledge management, as well as empowering employees with effective technological tools to improve productivity and learning agility. In practice, changing organizational structure (managerial hierarchy: Control/information flow structure) is an easy part, however, without considering the correlation of varying factors listed above, change can flow on the surface whereas transformation needs to permeate into business vision, strategy, culture, communication, process, etc, and IT needs to become a full-fledged change agent.
Digital is about change. But the change in and of itself is never the reason. Change is the vehicle, not the purpose of doing a project. Change is an ongoing business capability in which IT is a key component.

Many say: During the digital transformation, it is the time for IT to rock. CIOs and IT do need to play critical roles in the digital transformation. As more often than not, technology is the major digital disruptor today, the purpose of digital transformation is to embed digital technologies into key business processes, to improve business capability and competency to compete for the future.

The professional maturity gap: How to Bridge it

Maturity is about Ripeness, Thoughtfulness, Quality, Balance, and Wisdom.

Basically, maturity is about being fully developed and fully grown. It is just the opposite of being immature; it is that maturity is meant to be the idea, the goal. Maturity is a state we want to reach, a behavior, as in a sense of action. Professional maturity means you are fully developed in some way to fulfilling a role or function. As often people are the weakest link in running high-performance businesses. There is the apparent gap in professional maturity, but how to bridge it?

Lack of either right attitude or desired aptitude will lead the maturity gap:  Maturity is the combination of capability and potentiality. It is the ability of an individual to gauge or measure the capability or potentiality of a candidate for responding to a particular query - action- behavior- delivery of any thought processes, based on the level of response received at to receiver's end. Maturity in person can be defined as the person’s ability to react, behave and respond to the situation encounter; or one faced and how he or she apply his or her thought process in manipulating the situation with respect to the timeframe and thereby coming at appropriate and best possible solutions or response towards it. When a person knows the rules of life and has trained him/herself to great levels of capability or skill, the person becomes fully developed and thus has achieved maturity in the role.

Lack of emotional intelligence will make a person look immature: Maturity is also a phrase we are using today to describe a decent level of emotional intelligence at work, understanding what to say to whom and when to say it. Maturity can be seen from people responding to every situation according to its severity level. Also, have the knowledge of talking to various people in different ways. Maturity refers to having a sound understanding of basics and making a fair judgment. Maturity is the clarity of thoughts along with self-control which helps in choosing the most appropriate reaction (or inaction: deciding not to react) to any given situation. Maturity is the ability to wait, think, and respond to a situation without responding with a knee-jerk reaction. It’s the ability to weigh in the impact of what we are planning to do and who will be impacted because of the intended action. Maturity is the balance between courage and consideration. (Steven Covey) If a person can express his or her feelings and convictions with courage balanced with consideration for the feelings, and convictions of another person, he or she is mature, particularly when the issue is very important to the both parties. This thing makes the person be aligned towards the maturity factor and makes oneself undertake and performed in a real way.

Lack of understanding and adaptation can enlarge maturity gap: Maturity is about the adaptability to various situations and age groups. Communicating, but not winning a small battle of ego. It is the multidimensional thinking and in-depth understanding ability. Maturity means you not only see the things but also perceive; you are not only knowledgeable but more importantly, being insightful and wise. Maturity is simply having the ability to live comfortably with contradictory thoughts, and expressing things sometimes courageously by taking care of the feelings of the other persons too, saying your part without hurting the other. Maturity is more about wisdom rather than experience. It is related to handling a situation wisely, taking responsibility, being accountable for both what you say and what you do.  

Sometimes maturity ends up as a sort of the abstract opposite of immaturity in settling for a definition of this word. A fruit or vegetable is mature when it is ripe and ready for consumption. Maturity is not associated with age, maturity is a manner to handle life. Maturity is also not about how you are good at following conventional wisdom, more about being mindful of decision-making or problem-solving. Professional maturity gap is the reality. Maturity comes to a person when he/she tried to understand their responsibility and their role in life and works towards others, or in another way when someone shoulders the responsibility to them. But maturity can be both gained over time, as per experience and intellectuality.

Thursday, February 23, 2017

The Weekly Insight of the “Future of CIO” 2/23/ 2017

Blogging is not about writing, but about thinking, brainstorming and innovating.

The “Future of CIO” Blog has reached 1.7 million pageviews 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”  2/23/2017
  • The Philosophy, Psychology, and Technology 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.

  • A Renewal Board: How to Synchronize the Board Evolution with the Digital Transformation: The contemporary corporate board as the top leadership team plays a significant role in advising and monitoring business management. The BoDs should also walk the talk to digitize the boardroom with strategic imperative because often the digital tone is set at the top and echo spirally to all levels of the organization. So, how to synchronize the board evolution with the digital transformation and re-energize BoDs to get digital ready?

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

  • CIOs as Chief Innovation Officer: Can you Clarify the Business’s Expectation from IT via Innovation Lens? As businesses embark on the “Digital Era” of computing and managing, with the changing nature of information & technology, IT is always in the changing environment creating unexpected situations and requiring quick and appropriate responses based on the conditions. IT has to change with the faster speed and also drive the business transformation practively. The nature of the digital IT leadership needs to focus on information and innovation, and the primary role of the CIO needs to become the "Chief Innovation Officer," to not just running IT as a support center, but as the innovation engine to catalyze business growth and build the organization’s differentiated competency and long-term winning advantage.

  • Three Aspects of IT Maturity? 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?

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.

What’re on your Digital Transformation Scoreboard

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.

Forward-looking organizations are on the journey of digital transformation. How would you calculate the digital maturity score of your organization? Which management metrics should you apply to measure the progress of changes? Proactive or reactive? On the track or too slow? Healthy or sick? The balanced scorecard is a strategy performance management tool that can be used by managers to keep track of the execution of activities by the staff to monitor the consequences arising from these actions. So, what are on your digital transformation scoreboard?

The performance indicators of Digital Transformation: “Digital Master” refers to those high-performing, high innovative, and high-mature (less than 15%) digital organizations; they have both clear digital vision and well-crafted digital strategy; they are courageous to be in the vanguard of digital transformation with a quantum lead. But they also proactively develop more advanced and unique digital capabilities step-by-step and build a digital premium into their very foundation of businesses, such as digital mindsets, culture, agility, intelligence, and structure, and they achieve high performing results through strong digital governance discipline and reach its zenith as the digital world continues to expand and diversify. Hence, a well-defined scorecard for digital transformation should contain a good mix of outcome measures or long-term strategic value along with performance drivers to track the progress in the short term (operational measures).The balanced scoreboard is a concise report about strategy execution. A scorecard assesses the progress to strategic goals, it provides the business management a holistic view about the progress of digital transformation offers a way for a corporation to gain a wider perspective on its strategic decisions about digital transformation by considering the impact on finances, customers, internal processes and employee satisfaction. A well-defined scorecard should include digital capability & capacity vs. digital transformation performance. The performance indicators could include:
- Strategy execution capability and capacity
- Risk management
- Level of customer satisfaction
-Degree of employee engagement
- The level of digital maturity and measurement

Scorecards help greatly with prioritization: The scorecard helps you a lot when it is into execution mode, not in the paper mode. The success of the strategy is not only based on how well you have planned but how well it is executed. A balanced scoreboard is very useful for facilitating discussions and ensuring decision makers understand the various trade-offs. You also need to consider, among other things, the overall strategic balance, dependencies, and constraints between components, individuals, and overall risk exposure; and it is to provide the “balanced” view of trade-off variables. The Balanced Scorecard framework is a great way of selecting, scoping, and aligning specific projects to overall strategic objectives and the budget. At the corporate level, there's one crucial clarification in: Are you intending to evaluate the capacity/potential to change or innovate, or the level of past performance  (more of a performance measure)? So the additional indicators may include things like:
- The organizational structure and process tuning
-Innovation management
-Performance management

How to score the organization or individual as a Digital Master: First, you have to clarify what/who you are referring to by Digital Master? Are that individual digital master (people who have high mature changeability) or companies/organizations/ conglomerates. How would you calculate a Digital Master’s score? Some factors that could be used to measure digital transformation score within a company could be resources invested (human and financial), employees motivation (Top management encouragement and support, challenging activities being involved, level of autonomy given), number of projects/initiatives being launched, and organizational culture (Mission, vision, structure, networking collaboration with partners), etc. Set “SMART” goals to link individual performance to the strategic initiatives. Measuring the success of strategy execution comes from experience. Good organizations do follow a process and tick the boxes. Better organizations measure the important issues as they go along and adjust the plan/objectives /goals accordingly. Logically, it is as simple as achieving the execution of the strategic initiatives and the benefits arising from them. The complication is that this achievement is managed through the activities of individuals whose goals are linked to the strategic initiatives, so each of these individuals and their goals (SMART) must be actively managed to achieve the success of digital transformation.

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. It helps you to search things really matter. One of the strengths of the scorecard is that they enable practical use of the success factors and performance management concepts. It puts these key success enablers in the spotlight for all team members and unifies their efforts to achieve the common goals. The indicators vary depending on who is doing the measuring, and how they are measuring. It is contextual, from individual to culture to organization as a whole, the well-designed scoreboard should motivate changes and innovative actions, and inspire talented people and the business to become digital masters.

Wednesday, February 22, 2017

The Monthly “Change Insight”: Setting Principles for Digital Transformation 2017

Principles are general rules and guidelines, inform and support the way in which an organization sets about fulfilling its mission.

Change is inevitable, organizational change has become a common practice within an organization, but too often changes are made as a reaction to outer impulses, crisis, and demands. This is the bureaucracy’s way of meeting the challenges. A digital transformation is achieved via dynamic Strategy-Execution-Change life cycle management, though it is not all linear steps, but an iterative, ongoing and upgoing change continuum. How to set principles, ride ahead of the change curve and lead change effortlessly?

The Principles and Practices for Digital Transformation  

Setting Principles to Run a High-Effective IT? Principles are general rules and guidelines, intended to be enduring and seldom amended, that inform and support the way in which an organization sets about fulfilling its mission. The style of the principle should be short and recognizable. Its definition describes "what" the principle means in the language understood by stakeholders. The motivation describes "why" the principle is important to achieving the organizational mission. The implications describe "how" the principle changes behavior.

  • The Principles and Practices to Encourage Creativity? As businesses get more cut-throat in the face of fierce competitions and unprecedented changes, this puts stress on the labor force that is not conducive to creative, experimental thinking. As a business leader, what are the common solutions to encourage creativity? Will you allow people to make mistakes? Spend time on something with no guarantee of ROIs? Work on what interests them? Which type of work activities, roles, industries, require great deals of creativity? How do you, as leaders involve all people in creative thinking and actions? And how can you help improve the harvest of the creative seeds? Doesn't the real solution to innovation, creativity begin with inquiry? Would it not be prudent to focus on ensuring all levels of the organization are well founded on asking learning questions?  

  • Three Core Principles in Accelerating Digital Innovation? Innovation is the specific phenomenon of the knowledge-based economy. It is about having new knowledge and new processes. It is also about too much knowledge in terms of too many good creative ideas and too little available resources. Innovation is about prioritization as well - via a systematic discipline that can "smell" the right idea at the right time and place, make it tangible, and achieve its business values.

  • What are the Set of Principles to Harness Communication? Communication is a very powerful tool in breaking barriers, building trust, and enforce collaboration. In order to harness communication, start by identifying the barriers you think hinder effective collaboration and work on them. We can achieve an effective communication when we make sure our desired thought is interpreted between multiple entities and acted on in the desired way.

  • The Five Principles to Manage Digital Workforce? People are the most invaluable asset in the business, however, in many organizations, talent management, and performance management are dysfunctional, silo, quantity-driven and short-term focused, lack of holistic approaches to managing performance, innovation, culture, and talent more cohesively. So what are the set of principles to follow in managing today's digital workforce effectively?.

Blogging is not about writing, but about thinking; 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 your voice, deepen your digital footprints, and match your way for human progression.

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