1 The digital CIOs have to wear different colors of hats and master multiple leadership personas and management roles effortlessly.
2 Information by itself is meaningless until it’s interpreted and analyzed to capture insight and harness innovation.
3 Information Management is to make sure that the right information is shared with the right persons at the right time in the right place.
4 Everything exists in a constant state of change and knowledge of an evolving thing must evolve with the thing at the faster pace.
5 Well-designed and relatively simplified information/knowledge solutions bound to unlock the enterprise knowledge, to turn a downward spiral into an upward spiral.
6 The value of information management is never for its own sake, but to provide insight and make a leap of innovation.
7 Information-based problem-solving is about how to capture information-based insight and foresight in making right business decisions timely and solving problems effectively.
8 Information Management is a differentiated business capability and plays a crucial role in running a high-performance business.
9 Being an innovative CIO means learning fast, being inclusive, embracing multiple viewpoints and taking calculated risks.
10 IT acts more as a conductor than a constructor for “doing more with innovation,” to conduct an information-mature, customer-centric digital organization.
11 Digital CIOs shouldn’t classify creativity and logic as two completely different disciplines; they are interconnected and need to be mixed seamlessly.
12 There are quite a lot of components in IT innovation management playbook, and importantly, IT has to walk to talk.
13 Innovative CIOs with bold leadership styles are the key to re-imagine IT for achieving the art of possible.
14 Innovation shouldn’t be serendipity. It is a management process and the differentiated business capability.
15 Either dealing with innovation dilemmas or handling innovation paradoxes, it is part of innovation management learning curve.
16 Modern IT has many faces. Understanding the element of art in digital IT is for achieving the art of possible.
17 Fundamentally, innovation is the state of mind to think and do things from a new angle.
18 CIOs need to have an in-depth understanding of the organizational interdependence in order to fine-tune business structures and improve the strategic responsiveness of the business.
19 The digital CIOs are mindful, not necessarily over-thinking, they are imaginative, inquisitive, and innovative.
20 With digital awareness, the CIO can transform from a technology manager to a business-savvy leader; from a hands-on technical manager to a strategic adviser; and from a support-center supervisor to a proactive change agent.
21 Digital transformation is “pushed” by both visible forces and invisible forces; hard forces and soft forces from multiple directions.
22 IT shouldn’t be the afterthought of the business because technology is often the disruptive force.
23 CIOs can provide the holistic business insight via effective information management.
24 The companies that are working to bridge the insight gap will be the most successful businesses going forward.
25 The paranoid CIOs are not weak, they are just mindful, inquisitive, and innovative.
26 The insight-driven digital transformation can create synchronization of all functions running seamlessly.
28 Digital synchronization and strategic alignment occur when all parts of the choir sing their respective parts in harmony to achieve a higher purpose.
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