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.

Thursday, July 2, 2020

The Insight of the Week 6/27-7/3 “Future of CIO” July 2020

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

The “Future of CIO” Blog has reached 3 million page views with 6900+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. 

The “Digital Master” book series includes 28 books to share insight from the multidimensional digital lens and perceive the multi-faceted impact the digital era upon us is making to businesses and society. The content richness is not for its own sake, but to convey the vision and share the wisdom. Here is the weekly insight of digital leadership, IT Management, and Talent Management.


Critical Thinking & Innovation Management Innovation is a process to transform fresh ideas for achieving its business value. Every innovation pursuit has risks in it, and every risk has opportunities in it. Often, innovation initiatives that ultimately break new ground frequently are fraught with uncertainty on many dimensions such as technical, market, resource, and ecosystem uncertainties abound.

A Happy Organization with a “State of Pleasant” The digital era upon us is about people. One of the very goals for running a digital organization is to engage employees and delight customers. People define the “state of pleasant” - happiness at work as being derived from an engaged, active interest in the work, “deriving” meaning from the work being performed, and performing the work in a pleasant or harmonious environment. A happy organization has a positive and pleasant working environment with high-level employee engagement, generating positive energy, and building a vibrant working environment via joint efforts and co-responsibilities of management and employees.

The Monthly “Digital Hybridity” Book Tuning: The Balance Practices and Logic to Go Digital June 2020 The purpose of the book “Digital Hybridity: How to Strike the Right Balance for Digital Paradigm Shift” is to shed some light on how to strike the right balance of stability and changes; being transactional to keep spinning and being transformational to leap forward for making a seamless digital paradigm shift. Digital organizations should apply the hybrid management approach, focus on building a diverse, networked, and extended modern working environment in which the powerful digital platforms and computing technologies enable seamless conversations, delayer overly rigid organizational hierarchy, inspire idea-sharing and brainstorming, and engage employees and partners to achieve the high-performance result.

Learning Intelligence Learning intelligence refers to a person’s ability to learn with meta-cognition (learning how to learn). We live in the digital era of rapid and relentless change, today’s workforce is knowledge workers, intelligent workers, and hard workers. Even though each one of us has some “raw” talent, it takes an immense amount of time on learning and hard work that most "naturally talented" people have committed to developing their innate talents into value-added skills and professional competency.

The Monthly Summary: Knowledge/Information Architecture & Structure June 2020 The aim of modern Information Management has often been described as getting the right information to the right person, in the right format and medium, at the right time, in order to make the right decisions.The value of information is qualitative, measurable, and defined uniquely by an organization.

Blogging is not about writing, but about thinking about 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 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.

An Inquisitive Board as Strategic Explorer

Great boards are heterogeneous, inquisitive, intelligent, effective, innovative, and influential. 

Due to the “VUCA” characteristics of business dynamic, overloading information,as the new normal of business expansion, corporate boards can leverage multi-dimensional lenses to provide an “outside-in” view of organization and steer the business in the right direction. Analogically, the board's role is about pulling management out of the trees to see the forest. They see the development of strategy as a collective effort between themselves and management, rather than a question of “us versus them.” The corporate board represents the ownership, act as an inquisitive explorer, and they really cannot do a good job if they don't have the knowledge to ask profound questions, challenge and set the broad strategic goals and take logical steps in practicing GRC disciplines.

Does your strategy tap a true source of advantage? Organizations of the future are increasingly exhibiting digital characteristics in various shades and intensity to seize the competitive business advantage which has three elements with substantial multicollinearity - value, rareness, and imitability, etc. The corporate board oversees business strategy and asks whether the competitive advantage is conceptually possible by asking: What is our strategic advantage? What is the cost point to be competitive? Which capabilities already exist and which must be developed or changed? Where are the customers heading? What percentage of that market do we expect to capture over what period of time? Why would someone prefer to buy from us? What's going on in the market? Where are the suppliers headed? Where are the competitors headed?

Strategy management is about creating tomorrow's organization out of today. Therefore, the corporate board’s strategic oversight is critical to identify and strengthen the weakest link and determines practicality. Longer term advantage comes if the rare valuable resource is quite difficult or expensive to imitate. But all that said, organizations seem to then have to capture so much, all the organizational and managerial capabilities, plus implementation and systems development. Plans only survive until the first instance comes where you have to deviate. With the board’s oversight, the business can reach those moments in which you've taken the time to identify the contingencies; and you can seize the initiative or competitive advantage and, in the long run, achieve the strategic goals you've identified.

Does your strategy put you ahead of trends? The rate of change has accelerated, indicating that business leaders must learn how to strike a right balance between managing complex issues today and forecasting the trends and uncertain issues of tomorrow. Insightful leaders with strong “digital awareness,” have to look into an unknown future and attempt to define the business landscape by seeing beyond what all others could see, sharing opportunity oversight and risk prediction, work closely with the management team to chart new business revenue or growth through the creation of a new product or market, cast the vision for the ways in which tomorrow’s business technologies can create sustainable business value.

The digital era upon us means the exponential growth of information, increasing speed of change, and fierce competitions. At the board level, creating trends is about anticipating direction. Gaining first mover advantage is all about foreseeing and applying trends, that’s where you win the competitive edge. The BoDs need to ask profound questions such as: What will change about the business over the next five years in order to achieve the strategic plan? And what are the impacts of those changes on IT? Higher transactional volumes? Heavier investments in product development? Does the business need to make decisions faster? With rapid changes and high velocity of the business ecosystem, the idea of moving fast and becoming highly flexible and responsible requires companies applying emerging new technologies and leveraging increasingly diverse information to move up the learning curve, gain knowledge about their customers via empathy, capture growth opportunities or prevent risks for adapting to the business dynamic timely.

Is your strategy contaminated by bias? Most of what poor decisions have boiled down to lack of updated information/intelligence and decision maker bias. Bias or cognitive gaps come in many forms and are difficult to recognize if you are the decision maker. Therefore, team perspective is crucial for novel decisions because no individual has all the necessary expertise. The board should work collaboratively with the management team to enable the "wisdom of crowds" as a source of improved decision-making. Corporate governance could be part of strategic planning because if it isn't, strategic planning becomes a synonym for wishful thinking - corporate governance is where resources are allocated to turning the strategy into a reality.

In the group level, the homogeneous team setting spurs groupthink and creates blind spots in decision management. A great way to manage bias is to simply get it out in the open communication environment. Keep in mind, try to eliminate all biases and you are likely to reduce the use of heuristics, leading to analysis paralysis. The key principles for making effective decisions are to keep the value set transparent, share and manage the bias with different stakeholders who have cognitive differences and diverse experiences, and improve strategic decision maturity.

Is your strategy granular about where to compete and how to take a step-wise approach to implement? Companies across the vertical sectors are at the different stage of business life cycle, some run down a diminishing returns pathway, others do the best they can with existing products/services/customers and spend a lot of time on future products/customers exploration. Therefore, organizations should examine the entire customer life-cycle from acquisition through disposal, and isolate where in the experience they choose to invest, where they choose to compete and where they choose to innovate. To improve their strategic oversight effectiveness, knowledge is no doubt important, but more than that is complete awareness of what is happening in the context. The corporate board needs to ask insightful questions about their marketing positions and strategy such as: Where to compete and how to take a step-wise approach to implement?

Every organization must chart their own course, and take an integrated approach to dynamic business planning and actions. If there is a crisis or visible material decision with immediate consequences, you can see if the decisions and actions of the board were done right with good results. Charting a course to how the business achieves the strategic goals with intermediate objectives over time is pivotal to success. It is from vision (where do you want to go, what do you want to achieve)–Gap analysis (the current state assessment) –Strategy (How to get there - the roadmap) –to execution as a continuum, with governance as a complimentary discipline.

Does your strategy balance commitment and flexibility? Effective business oversight and governance practices require a strong commitment to being knowledgeable, independent and forward-thinking. The culture of commitment and flexibility advocated by effective board leadership is about bringing out the best in others. They do not focus on hierarchy but on ideas, creativity, and openness. Building a high-effective digital board with strong commitment requires critical thinking, asking good questions, complementing each other’s strength and balance of multiple perceptions, to avoid extreme thinking. A highly committed corporate board and top executive teams are able to both talk the walk and walk the talk all the way, for setting good policies and exemplifying digital leadership.

The effective board with strong commitment brings together tremendous skills and experience to the table, sets the updated business “policy,” and digital principles for effective problem-solving. Digital organizations achieve strategic flexibility by developing the lego-like module design architecture and capabilities with quality and reusability. There are logical steps to follow in strategy execution, they are not linear steps, but a dynamic continuum. Sometimes you need to be flexible when implementing the strategy, It often starts with the end in mind - the Vision. Do not forget that the strategy is not written on stone and, therefore, it can be changed if the environment requires it. More often, strategy-execution is not in linear steps, but a continuum, with adaptation to the changes.

Great boards are heterogeneous, inquisitive, intelligent, effective, innovative and influential. Running a corporate board as a strategic explorer requires thinking, dots connection, asking insightful questions to complement each other’s strength and balance of multiple perceptions in guiding businesses in the right direction and achieving expected business results.

Critical Thinking & Performance Management

Performance Management is not about managing numbers, but telling an information based story. Performance management is not an isolated management discipline, but a holistic approach with a well set of methodologies and practices via connecting multidisciplinary management dots. 

Critical Thinking is crucial because there are blind spots in performance management which are perhaps inevitable, the point is how business leaders or professionals learn to deal with them and close them seamlessly. First, you need to consider why you need to do performance management. Then, how to do it in the right way.





Apply critical thinking to select metrics: Metrics or KPI selection is not an easy task, sometimes it needs a number of measures around the same issues to gain a complete picture. Companies have resource constraints and performance measurement is overhead. Thus, critical thinking is a crucial thought process to help select metrics, and get feedback from people at the different levels of the organization, understand what those metrics are, what they are trying to achieve, and why you think it is appropriate in that specific context. Otherwise, it causes confusion and resistance in using metrics, and further leads to decision ineffectiveness.

There are people extremely obsessed by metrics, who end up creating a huge set of meaningless metrics and cause management pain points. Apply critical thinking to ensure that performance measures are both qualitative and quantitative. The right metric is requested in the right context but without giving any explanation of why it is requested, or without concern for whether there is a better way to gather the metric that achieves the well-defined goals, the measurement can easily go wrong. Goals of performance measurement should be clear and attainable, linking your key performance indicators at the strategic level all the way back to your transactional metrics defined in your source systems, and making an objective assessment of business performance.

Leverage critical thinking and use metrics as pointers to areas requiring further investigation: Running a business is fundamentally a problem solving continuum. With reliable performance data, the management can guide the team to understand the purpose of doing metrics, leverage critical thinking to make inquiries, and use metrics as pointers to areas requiring further investigation, frame the right issues and fix the root cause of the problems. Critical thinking is important because sometimes the metrics can be twisted to desired ends, to what the management wants to hear rather than what they need to know. It’s about clarifying “WHAT” (performance result) you have achieved, but also about “WHY” (the strategic vision) and “HOW” (the decision-action scenario) to run a business for achieving high-performance business results.

Silo mentality is a reality. The larger the organization, the more and more isolated business goals become when considered in the context of the enterprise’s goals. The true critical thinking systems will be hard to emerge in corporate management. Often in these environments, each department measures on their own success, with ignorance of the business as a whole. Or the preoccupation with the short-term time horizon and the skew of incentives toward it is perhaps why Performance Management is not synchronized with business strategy management and mislead the organization in the wrong direction.

Lack of critical thinking or honest feedback to make continuous improvement: The peril of measurement management such as the wrong metrics selection or ineffective measurement practices perhaps cause dysfunctional behaviors and motivates people to hide bad news on delays and cost overruns, further causes management conflicts, resource misalignment, or business stagnation. Lack of effective feedback management will deepen the functional gaps and create measurement blind spots.

Great critical thinkers who can provide the useful feedback on business action/impacts/outcomes, project realization/implementation, or organizational potential, can significantly improve business performance. Regular feedback is a must and incentives should be comparable to expectation set and engage more people as advocates in building the momentum. Different stakeholders can provide great feedback, their respective viewpoints can indicate useful areas for further performance exploration and confirmation.

Managing performance means leveraging critical thinking and other multidimensional thought processes in understanding results, setting metrics, and making continuous improvement. Often the more meaningful and important thing you want to assess, the harder it is to measure objectively. High-performance businesses can select and measure KPIs and also become very adept at measuring business results and make performance improvements continuously.

Wednesday, July 1, 2020

The Monthly “Digital Master” Book Tuning: Digital Management Fluency July 2020

Organizational digitalization is surely a transformation journey, as it has to permeate into business vision, strategy, culture, communication, and processes. etc.

Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. Digital becomes the very fabric of high performing business, being outside-in, and customer-centric is the new mantra for forward-looking and high mature digital organizations today.

Digital Master refers to those high-performing, highly 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. Digital leaders must realize that you cannot wait until there is an immediate pressing task, continuous adaptability is necessary in an ever-changing world, in order to run a high mature digital organization.


Digital Management Fluency  


Critical Thinking and Multidisciplinary Management The business dynamic today is full of uncertainty, velocity, complexity, ambiguity, fierce competition, and continuous disruptions. The digital paradigm has many dimensions. It is like solving a jigsaw puzzle with thousands of pieces, easy to get lost. Thus, digital leaders and professionals need to develop critical thinking skills for making logical reasoning and practicing multidisciplinary management scenarios skillfully.

Leverage Interdisciplinarity in Digital Management The digital transformation is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves. Human society gets more and more complex, the very natural attempt of humans to take the very powerful techniques of mathematics, such as techniques of linear mathematics or logic, and apply it to the hyperconnected world very quickly come up against insurmountable difficulties for managing today's dynamic digital business. Dealing with the significant challenge of digital transformation requires accelerated digital mindsets, leveraging multidisciplinary knowledge and insight, taking an end-to-end response, and a structural approach.

Three Levels of Digital Fluency Organizational digitalization is surely a transformation journey, as it has to permeate into business vision, strategy, culture, communication, and processes. etc. If digital literacy is the ability to effectively and critically navigate, evaluate and create information using a range of digital technologies; and to move a step further, digital fluency is the business capability to skillfully manage information lifecycle, to create fresh content enlightening customers; to gain contextual intelligence for solving complex problems, and more importantly to be fluently in innovation management for catalyzing business growth.

Running IT with Digital Fluency Organizations large and small are on the journey to shift from static, inflexible industrial business settings to living digital business dynamic which is organic, alive, holistic, vibrant, energetic, responsive, fluid, and innovative. Digitalization means hyper-connectivity, over-complexity, and interdependence; it blurs the functional border, organizational border, industry vertical border, geographic border, and knowledge domain border. IT plays a significant role in such a transformation because technology is often the disruptive force and information is the lifeblood to keep the business flow. But the first things first, how to run IT with digital fluency?

Avoid Digital Traps to Enhance Digital Fluency A digital organization can bring greater awareness of intricacies and the systemic value of organizational practices, business capabilities, people dynamics, resource alignment, or technological touches. There is no one size fits all formula to pursue digitalization, each organization just has to "walk the talk," avoid hidden traps and explore their own way, build their own differentiated business competency to reach the next level of business maturity.

The Future of CIO Blog has reached 3 million page views with about 6900+ 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 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.

The “Accountability” Quotes of “Digital Master” July 2020

Accountability can be harnessed by motivating your employees to achieve higher than expected results and build a culture of learning, trust, and professionalism.

"Digital Masteris a series of guidebooks (28 books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.” It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of ”Accountability” quotes in “Digital Master.


1 Most problems are systemic and require systemic solutions where people take accountability for their part in describing and solving them.

2 It is not uncommon to confuse accountability with blame. They are actually opposites. Shared accountability or collective accountability involves shared ownership, empathetic communication, the true measure of accountability is about resilience.

3 Accountability can be harnessed by motivating your employees to achieve higher than expected results and build a culture of learning, trust, and professionalism.

4 Accountability goes hand in hand with the delegation of authority or power. Accountability is part of personal integrity. If you ensure the individuals have autonomy within their tasks or projects you will be able to address performance on an equal partnership base.

5 Accountability needs to be well embedded in the business culture, for individuals taking responsibility for what they DO and what they SAY!

6 Accountability needs a safe environment. That starts with leaders at the top. Behaving accountable is the result of culture with values that need to be organized and nurtured.

7 There are some structural issues with accountability. If one is to hold another accountable (peer or subordinate) for achieving some result, there is a set of conditions that must be fulfilled in advance on the "receiver" side.

8 It is the effectiveness of the Board of Directors in delegating to the senior management team and holding them accountable that supports the management team in achieving outcomes.

Unique Competencies and Skills of Digital Professionals

To truly build digital workforce competency, "development, enhancement, and coaching" imply a better mindset and a unique set of skills to fit for the ever-evolving digital dynamic.

With “VUCA” characteristics -Velocity, Uncertainty, Complexity, and Ambiguity, organizations not only need to have competitive necessities to survive today but also should build differentiated competencies to thrive for the future.

People are the most important factor on the journey of business success, but often the weakest link in strategy management. Too often, leaders are allowed to complain generically about what they mean by skill and competency gaps and they pick the symptoms, not dig through the root causes. Either individually or collectively, it’s important to identify and develop a set of capabilities required to achieve your goals at a technical, behavioral, attitudinal, or cognitive level, and build core competencies to get digital ready.

Cognitive competency (growth mindset, critical thinking, innovative thinking): Cognition is the mental process of acquiring knowledge through thoughts, experiences, and senses. Cognitive competency refers to a growth mindset, logic, innovative thinking, or creativity, etc. The "mind" represents our consciousness and awareness. Mindset is everything. In fact, a human's mind is the most invaluable thing to shape every progress, but also the root cause of many of mankind's problems. Cognition involves exploring varieties of meanings or thoughts and abandoning old connections and establishing new relations to spark creativity.

To deal with fast-paced changes and continuous disruptions, growth mindset and cognitive intelligence are in strong demand to ride learning curves and make the progressive movement. To close cognitive gaps and stimulate creativity, the mind needs to be open enough to explore the mental process of acquiring new knowledge through thoughts, experiences, and senses, embrace other minds’ perceptions, and understand things via different angles. Cognitive gaps disconnect many things that are supposed to be interconnected, and cognitive competency unlocks potential of business professionals and drives positive changes.

Technical/Learning/Leadership competency: Due to the changing nature of digital technologies and the rapid growth of information, IT talent needs to have both technical and business acumen, develop professional attitude, capabilities, skills, flexibility, intelligence, practicality, or pragmatism, etc. IT personnel need to be able to think, learn new technologies, and relate what they have known in the past to the new technologies. There is intense learning and continuous knowledge update for IT professionals, thus, learning agility is even more important than knowledge itself.

From a talent management perspective, professional skill development is something that depends on the individual's wish as per the organization's standards. Great specialized generalists and generalized specialists are both needed to build organizational competency. There are many examples of technicians, who have excelled in their role as a technician, later failing as a manager when promoted. A technical proficient person but having poor interpersonal/ management skills will lead to a loss in productivity. Thus, it’s crucial to identify innate talent, also practice tailored talent development solutions, and invest human capital wisely to develop a strong talent pipeline and amplify collective human potential.

Change competency: Change is never for its own sake, it is always for something new and advancing, it means that removal of something old and building something fresh. Changeability is developed via soft skills such as courage, confidence, and emotional intelligence to overcome the “fear of failure,” and hard disciplines such as knowledge, expertise, and professional capabilities to lead technical changes. Change is an evolutionary journey, it is, therefore, important to stimulate positive emotions for cultivating healthy habits and making cohesive efforts.

Many say that people’s intelligence is tested by their changeability, and their professional quality is also proved via their changeability. Changeability gives you confidence because you know you are able to positively adapt to any given situation, accepting, embracing, and leading changes effectively. Both attitude and aptitude count; good change attitude includes such as openness to new ideas and perspectives; the optimism for things getting better; the passion to discover, and the vision to inspire. Change champion has unique capabilities and a specific skill set in the field of the change additionally, to the specialist knowledge. To expedite change, "putting the right people in the right positions to lead change seamlessly,” needs to become the digital mantra to lead progressive change.

Discernment/Problem-Solving Competency: A more discerning professional who demonstrates sound judgment by using both perception (experience or intuition) and research/analysis is better equipped to make effective decisions. To deal with uncertainty and ambiguity, make discernment and establish insight into approach and style in different situations and have the ability to learn to reflect, have the inter-disciplinary knowledge and emphatic cognizance to capture insight and understand perspectives different from your own to improve decision effectiveness.

There needs to be a better appreciation for real critical thinking and problem-solving abilities. Many people do wrong things, because of poor judgment, lack of real critical thinking skills, comprehensive knowledge, empathy, bias, or preconceived notions. Empathy is an ultimate level of human cognition of being non-judgmental, active listening, and balancing between tolerance and respect to achieve that. Having a sound judgment and discerning mind to making the right decisions becomes one of the most critical professional qualities in today's business dynamic with the increasing pace of changes and “VUCA” reality. Discernment speaks more to make the best decision in a consistent manner.

Cultural competency: Culture is a collective mindset, attitude, and behavior, and it’s about how people do things in their organization. Culture is certainly part of the environment in which an organization operates, among other considerations. A digital professional with cultural competency is adaptable and flexible, they are fit for driving progressive change, but be a “misfit” to stimulate creativity, develop and learn more rapidly than anywhere else. Culture stands as a key factor not only in attaining organizational goals but also in the attraction and retention of desirable employees. Effective workforce management focuses on culture-shaping as well as attraction, engagement, and performance alignment.

Different cultures may have different thought patterns as our thinking is indeed shaped by our environment and our experiences, professionals with cultural competency understand that we all have different lenses, perceptions in the way we look at the world, it becomes easier to open your heart and mind. The modern leaders with cultural intelligence can lead their own organization to the global scope and even make a significant impact on human society as a whole.

Modern digital technologies bring unprecedented levels of convenience for people to learn and work, and improve their professional skills continually. To truly build digital workforce competency, "development, enhancement, and coaching" imply a better mindset, capture both the individual's and the organizational development needs, and set the scene for a process to achieve well-defined goals and reach the next level of the growth cycle and business transcendence.










Tuesday, June 30, 2020

The Monthly “Performance Master” Summary: The Goals and Definition of KPIs June 2020

The well-defined measures and KPIs are important factors to map strategy & execution and manage performance effectively.

Corporate Performance Management is a management control from strategy to the shop floor. "If you can't measure, you can't manage," legendary management guru Peter Drucker once asserted.

Managing performance means understanding results, setting metrics, fixing plans, and making decisions to ensure it happens. It takes multifaceted approaches from multidimensional perspectives to unlock digital performance and catalyze change.



  
      The Goals and Definition of KPIs
The Goals for Defining and Assessing KPIs Digital businesses are dynamic, connected, interdependent, and hyper-competitive. Performance Management is no longer a siloed practice but a multidimensional management discipline by connecting all-important dots with multifaceted perspectives to close performance gaps, make continuous improvement, and improve organizational maturity.

What are the Goals to Choose the Right KPIs Choosing the right KPIs is crucial. The challenge is that people have their own take on KPIs. KPIs must be aligned with the corporate goals and objectives - but should also be directly relevant to the activities that businesses are attempting to manage (process execution). If you only select KPIs based on outcomes without managing the processes that contribute to 'good and bad performance', you will continue to be out of control. However, it is equally dangerous when you focus on 'process execution' without understanding if the process is delivering the desired 'outcomes'. Perhaps the greatest challenges are not about 'data management' - but 'relationship management' within the organizations.

What’s the Real Purpose of Performance Indicators The goal of Performance Indicators is to identify if the adopted strategy, operation, and process, etc are working toward the objective. KPIs should be periodically reviewed and revised depending on what the firm's strategy is and what they are targeting. Are they entering a new market? Is their goal to achieve 25% higher profits than the last 6 months? Have they recently re-engineered their organizational structure? All such questions need to be kept in mind when deciding and revising the KPIs. And you define KPIs to monitor progress and performance. KPIs should be under constant review to determine if they actually provide the necessary insight into what is happening in order to make informed decisions. If the KPI is not providing the necessary insight, it needs to be refined. KPIs should change when business needs and environment changes.

Three Challenging Aspects of Performance Indicators You can only manage what you measure, Performance measures and management is not a simple task though, approximately there’re more than ten thousand KPIs around today, a bit overwhelming, let's not forget that there is a "K" in KPI for a reason: Why do you select the certain set of performance measures? What’re the most challenging aspects of working with KPIs? How to leverage the right set of performance indicators in measuring whether the organization is functioning well or dysfunctional? Which management metrics shall you apply to measure organizational overall health and maturity? Who and what tools are being applied to measure if an organization is healthy or sick? Proactive or reactive? Intelligent or dumb? Customer-centric or operational driven? And what are those challenging aspects of performance measurement?

The Principles to Define KPIs The well-defined measures and KPIs are important factors to map strategy & execution and manage performance effectively. However, selecting KPIs is the main challenge in establishing a performance management framework, what are the main principles to define KPIs?

The blog is a dynamic book flowing with your thought; growing through your dedication; sharing your knowledge; conveying your wisdom, and making influence through touching the hearts and connecting minds across the globe. The “Future of CIO” Blog has reached 3 million page views with about #6900 blog posting. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. Blogging is not about writing, but about thinking and innovating 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 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.






























The “Manifest” Quotes of “Digital Master” June 2020

How creativity as an innate process to generate ideas and manifest itself in each of us is unique, and then such interlinks often fuel new thoughts, perspectives, creativity, and imagination to spark the abundance of creativity.

"Digital Master” is a series of guidebooks (28+ books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.”

It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of ”manifest” quotes in “Digital Master.”


1 Creativity is an innate ability to generate novel ideas. It is important to create conditions so that the creative potential can manifest.

2 Cause-Effect analysis anticipates purpose but not until the system is actualized, can you really observe manifest purpose.

3 How creativity as an innate process to generate ideas and manifest itself in each of us is unique, and then such interlinks often fuel new thoughts, perspectives, creativity, and imagination to spark the abundance of creativity.

4 The goal to take the “digital first” approach is to create conditions so that the creative potential can manifest, and stay focused so that the business can unlock its performance and maximize its potential.

5 Visionary leaders anticipate change and are proactive, rather than reactive to events. As they manifest their visions base their leadership on an inspirational, positive picture of the future, as well as a clear sense of direction as to how to get there.

6 A learning strategy is the organization's competitive learning "logic" manifested through organizational cultures and actions.

7 We have purposes that arise from our interactions with others. They too are influenced by unconscious emotions that manifest as social, political, technical values, etc.

8 To catalyze leadership innovation and improve leadership maturity, it is necessary to identify the unofficial structures and take them along on the journey of innovation and change, and manifest connection, caring, trust-building and influence to accomplish strategic business goals.

9 Systems thinking and systematic structure provide the shell within which individuals can collaborate to manifest design and create transparency to problems.



Learning Intelligence

The shift from the reactive learning mentality to a proactive learning attitude enables individuals and organizations to look forward and enhance their learning intelligence. 

Learning intelligence refers to a person’s ability to learn with meta-cognition (learning how to learn). We live in the digital era of rapid and relentless change, today’s workforce is knowledge workers, intelligent workers, and hard workers.

Even though each one of us has some “raw” talent, it takes an immense amount of time on learning and hard work that most "naturally talented" people have committed to developing their innate talents into value-added skills and professional competency.

Collaboratively, shaping a digital organization with learning intelligence is about cultivating a culture of learning, creating, and developing talent as a strategic choice to get digital ready.



Meta-cognition: Meta-cognition, or learning how to learn, is a vital element of independent learning in an era of information exponentiality, as well as rapid and relentless change. Technically, meta-cognition is a process that enables understanding, analysis, and control of one’s cognitive processes. A crucial part of metacognition and more importantly, why metacognition is important, is to give the learner an opportunity to be aware of and understand their own strengths and weaknesses so that they can take a scientific approach to learn or adapt their skills and strategies.

Meta-cognition is the process of being open to wonder, gaining conscious awareness, setting time aside to allow an idea, or a problem to incubate. It is in combination with immediate learning to give way to advancing insight. Generally speaking, understanding how we think is the first stage of understanding our cognitive style - how we approach and solve problems and embrace opportunities. Metacognition would be where the individual is aware of reaching the point of "not knowing," and then, developing strategies and methodologies to resolve it to become "knowing," like how to induce, deduce hypotheses, reflect on them, and question them.

“Self-directing” learning: Today, there are continuous technology-led disruptions and overloaded information, and commodity knowledge only a click away, a digital organization is a dynamic, self-regulating and self-adaptive system which is able to reconfigure its own structure and change its own behavior based on rich information and collective learning experience for responding to dynamic environment proactively. “Self-directing” learning is the ability for high professionals to keep building new and nonlinear skills and shaping multi-layer, recombinant capabilities for problem-solving and innovation.

Historically, many learners, in all disciplinary domains, built a kind of “dependency” on their teachers/trainers and developed a form of “learned helplessness.” Knowledge is dynamic and multidimensional nowadays, it’s not just spoken or transferred in hard-copy, it’s also transferred visually or virtually and through emotions or feelings. Thus, digital workforce needs to become self-driven, must have the attitude to keep learning, as well as have learning aptitude and intelligence to learn fast and smart, learning knowledge is even not enough, capturing insight is the MUST.

Master the full learning cycle: Today’s digital leaders and professionals with learning intelligence can critically examine their thinking and reflect thoroughly on what attitude or behaviors help them learn, and master the full cycle of “Learning, Delearning, Relearning” effortlessly. With ever-evolving digital new normal, top seasoned leaders and digital professionals become aware when some of the long-acquired knowledge is no longer applicable in certain situations. They have to relearn the updated knowledge for gaining insight into the changing circumstance, become continuous lifelong learners, and adapt more readily to whatever changes life/work throws at them.

Organizations with learning intelligence can create the right environment to grow a natural affinity into a "talent, “ believing in "building talent" discipline in which it would otherwise be underutilized or dormant. In fact, to become learning intelligent, the digital workforce today has to learn and relearn all the time and then apply those lessons to succeed in new situations, become better problem solvers, foster innovation, and drive digital transformation.

Digital learning is multidimensional, dynamic, interactive, informal, and integrated. Driving digital paradigm shift is not a passive activity, but a proactive pursuit. The shift from the reactive learning mentality to a proactive learning attitude enables individuals and organizations to look forward, enhance their learning intelligence, actively position their businesses in the right place to take full advantage of opportunities, and raise the organizational learning intelligence and maturity.

Monday, June 29, 2020

The Monthly “Change Agent CIO” Book Tuning: Business Driven IT Transformation June 2020

 A digital CIO has to have great leadership traits, understand the business context, oversee processes, envision the latest technology trends, and motivate the IT team to do more with innovation.

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, crises, 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 up-going change continuum. What are digital CIO’s profiles and how to reboot IT to get digital ready and cultivate the culture of learning and innovating?
      

Business Driven IT Transformation

 

Running a Business-Driven Digital IT Organization At today’s information-driven business dynamic, IT continues to grow in importance to organizations, both operationally and as a competitive advantage. To reinvent IT for getting digital ready, the IT organization has to move from a reactive order taker and a back-office support function to a strategic business partner and digital catalyst. It is important to run a business-driven digital IT organization with interdisciplinary management practices for moving the company to a dynamic, iterative, integral, and interactive digital flow and business continuum.

The Goal-Driven IT Transformation The digital world is so technology-driven and information-intensive, organizations rely more and more on information & technology nowadays, IT needs will only expand. Hence, IT must be a business partner within the organization to deliver business-driven results. A digital CIO has to have great leadership traits, understand the business context, oversee business processes, envision the latest technology trends, and motivate the IT team to do more with innovation. And most importantly, take a systematic approach to manage the goal-driven IT transformation seamlessly.

Running a Future-Driven IT Organization to Catalyze Growth Organizations large or small are on the digital journey, corporate IT needs to shift from a back-office support center to a future-driven growth engine. Because more often information is the lifeblood and technology is the disruptive force of digital transformation.

Modern IT organizations with Three Digital Competency IT plays a significant role in the digital paradigm shift. The unprecedented opportunities brought by digital technologies and increasing speed of change can lift up a fast-growing business promptly. It can also reinvent a well-established organization to reach the next level of the business growth cycle. The CIO must run a modern IT organization with core competency. A core competency is a harmonization of multiple organizational capabilities underpinned by business processes, such that it permeates the entire organization with a focus, and in alignment with the resource-based view. Here are modern IT organizations' three digital competencies.

Transforming IT from Monolithic Hardware Oriented to Mosaic Software Driven With overwhelming growth of information and rapid changes, the role of IT in the current business environment should become strategic, enable business outcomes, build organizational competency, and catalyze business growth. IT leaders need to make an objective assessment: What’s the focal point of IT- monolithic hardware-oriented, or the bits & bytes information-driven? Inside-out operation-driven or outside-in customer-centric? Transaction or transformation focus?

The blog is a dynamic book flowing with your thought; growing through your dedication; sharing your knowledge; conveying your wisdom, and making influence through touching the hearts and connecting minds across the globe. The “Future of CIO” Blog has reached 3 million page views with about #6900 blog posting. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. Blogging is not about writing, but about thinking and innovating 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 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.

The “Confluence” Quotes of “Digital Master” June 2020

Running a digital organization is to connect the old and new, mix the solid and fluid to enforce digital confluence, foster innovation, and achieve people-centricity.

"Digital Master is a series of guidebooks (28+ books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.”

It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of ”Confluence” quotes in “Digital Master.”



1 Running a digital organization is to connect the old and new, mix the solid and fluid to enforce digital confluence.

2 Information confluence means breaking down functional silos or geographical borders to streamline information flow, to make sure information integrity and consistency.

3 Digital is the age of innovation. Digital innovation has all sorts of flavors and a broader spectrum. Effective innovation management requires a suitable process as part of the holistic 'system,' to ensure innovation confluence and management cohesiveness.

4 It is important to understand digital organizations as socio-technical systems, people readily perceive organizations and projects requiring the confluence of multiple perspectives (people, process, and technology) to make great decisions.

5 It is a strategic imperative to broaden IT outlook, embrace IT consumerization and emerging trends, envision the bigger picture, emphasize contextualization, explore the art of possibility, and ensure digital confluence.

6 Running a digital organization is to connect the old and new, mix the solid and fluid to enforce digital confluence, foster innovation, and achieve people-centricity.

7 Today’s business leaders are capitalizing and operating on digital ecosystems that are expanding due to the confluence of digital technologies, broader scopes of communication and collaboration, and multifaceted resource alignment.

8 People readily perceive organizations and projects requiring the confluence of multiple perspectives ("Business, People, Process, Technology") to make great decisions.

9 Today’s business leaders are capitalizing and operating on digital ecosystems that are expanding due to the confluence of social networks, mobile computing, analytics, and cloud computing (SMAC). SMAC also provides unprecedented opportunities for enterprises to take advantage of digital disruptions.

Unpuzzling IT Complexity

Companies that are skilled at managing IT complexity can gain advantages by pushing the boundaries of a more sophisticated business mix that provides opportunities to create inter-business value.

Information is growing exponentially and the nature of technology is complex, there is a multitude of complexities in the organizational scope. The emergent digital complexity includes hyper-connectivity, hyper-diversity, and hyper-dynamism.

The goal of an IT organization is not to make things more complex. The fact is that IT has to become the business optimizer for managing complexity and unlock organizational performance. Unpuzzling IT complexity means to improve IT organizational maturity from functioning (have redundancy) to firm (work solidly), to delight (“just right” simplicity).





Operational complexity (look at the IT organization itself): IT has to look at itself first. Technically, the complexity of aggregate layers of every internal IT system is a burden that often causes conflicts. When an organization becomes overly complex and people get frustrated and annoyed by not being able to accomplish things easily, this drives the search for simpler concepts, methods, and processes to improve its own efficiency, robustness, effectiveness, and simplifying the way it does things. So IT leaders need to manage that complexity regardless of who builds it and they should take a structural approach to consolidate, modernize, integrate, automate, and optimize for improving IT performance.

Strategically, look at complexity from a business impact perspective as well as from a solution perspective. A healthy IT management cycle is to simplify unnecessary complexity, look for what is common for maximum reuse, manage the full application life-cycle, retire legacy systems; reassess any systems that suck too much resource, budget, energy or require too much IT effort. Keeping things simple and optimizing businesses, is all about leveraging technologies to lower costs, improve operation, and increase revenue. 

Nonlinear complexity (hyperconnectivity, interdependency, emergence, etc.): Digital is complex, it becomes complex if things do interact, particularly in the case of "nonlinear" interactions, with interdependent relationships. You can't separate things properly or you cannot predict the actual effect of interactions straightforwardly. Organizations today are nonlinear systems that keep evolving. One characteristic of nonlinear systems is that small changes can have large impacts. A small error, inconsistency, or change in a system specification can totally ruin its performance.

Emergence is a characteristic of all complex systems which are not always predictable. The better you understand the interrelationships and interactions of the different parts of the whole the better you can unmuzzle IT complexity. There are at least two ways to look at nonlinear IT complexity. The first is to try to analyze what the impact of complexity is on a system (such as processes, customers, businesses); the second is to look for the impact of removing some of the complications or unnecessary complexities by simplification or optimization.

Design complexity such as highly-productive complexity, value/cost/risk ratio complexity: There are two sides of IT, behind every intuitive user interface, there is complexity in it. The forward-thinking organizations understand how things such as design help IT organizations become customer-centric by making things likable rather than just making them functioning.

There is an emergence-vs-design-paradox thereon across the business complexities around the multi-faceted business world. It’s important to apply design thinking to decode complexity and make things simple but purposeful. Trans or interdisciplinary science can be applied to IT complexity management by integrating multidisciplinary methodologies, enables leaders to leverage design thinking, and manage the digital business by taking the multi-faceted approach, technically, scientifically, and culturally.

Simplicity and complexity are dual forces of running high performance IT organizations. Every company is unique as a "system." You have to listen to the system data from the outside in and top-down - this helps identify root causes to negative complexity (entropy) with the objective of driving simplicity, so corporations become agiler to achieve the goals. Companies that are skilled at managing IT complexity can gain advantages by pushing the boundaries of a more sophisticated business mix that provides opportunities to create inter-business value, differentiated IT-enabled business capabilities, and a unique set of organizational competency.


Sunday, June 28, 2020

The Monthly Summary: Knowledge/Information Architecture & Structure June 2020

 Information is one of the most invaluable business assets which can create or multiply the business value and maximize its return on investment.

The aim of modern Information Management has often been described as getting the right information to the right person, in the right format and medium, at the right time, in order to make the right decisions.

The value of information is qualitative, measurable, and defined uniquely by an organization.



   Knowledge/Information Architecture & Structure   

   

The Objectives of Informational Architecture Information architecture is a structural information design technique of the various shared environments, more at the user face level, for how the information could be organized to make it searchable and usable by users, and how these data interrelationships make sense to users and ensure the value of information is identified and exploited to the maximum extent possible.

Knowledge Architecture and Design Maturity We live in the digital era with knowledge abundance. Knowledge fuels imagination. Knowledge architecture is a useful tool to develop the design competency of the business. The forward-thinking leaders understand how things like design thinking can fundamentally change organizations, build a strong brand, and whether and how they can build knowledge architecture as a practical tool to improve design thinking and maturity.

The Focus Areas of Information Architecture (IA)? Information is one of the most invaluable business assets which can create or multiply the business value and maximize its return on investment. Information Architecture describes through a set of requirements, principles, and models, the current state, future state, and guidance necessary to flexibly share and exchange information assets to achieve effective enterprise change.

Knowledge Management Structure and Value Knowledge is information that has the potential to generate value. Knowledge is power. Compared to the physical asset, knowledge is more intangible, complex, and dynamic. Some companies have managed it, but very few companies are doing what they should do to design a knowledge structure and take a holistic approach to preserve and manage knowledge from the long-term strategic perspective and build a knowledge savvy organization.

Information System vs. Digital Ecosystem Information is permeating into every corner of the business and becomes the lifeblood of the digital organization. Digital technology is lightweight but more powerful. The Information Technology System is the "nerve system "of the digital business which is like the switch connected to the dynamic ecosystem continually evolving and expanding in the modern world.

The “Future of CIO” Blog has reached 3 million page views with about #6900th 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 and innovating 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 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.

The “Alternative” Quotes of “Digital Master” June 2020

Thinking creatively about a problem requires being close to the problem, having context for understanding the problem from different angles, and figuring out the alternative ways to shape better solutions.

"Digital Master is a series of guidebooks (28+ books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.”

It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of ”Alternative” quotes in “Digital Master.”


1 The more complex the situation is, the more different approaches and role gaming is needed to reach for understanding and inject novelty, study the choices, and select the best possible implementable alternative.

2 With the breakdown of physical barriers and blurred digital territories, digital professionals should become more open to diverse viewpoints, connect the dots in the interdisciplinary domains, look for alternative ways to do things, and take the unique path to digitize and innovate.

3 Evaluating which alternatives might work better than others - that is the realm of logical analysis within systems understanding.

4 A"decision" has lots of connotations of finality. One alternative perhaps has a lot more strengths than another, but all those strengths together may not be nearly as important as the one or two strengths that another alternative has.

5 An effective decision can be defined as an action you take that is logically consistent with the alternative you perceive. Therefore, it’s important to dispassionately examine alternatives via fact-finding, analysis, structured planning, objective evaluations, and scientific comparison.

6 It takes courage to get out of the conventional thinking box, practice creative thinking to come out with novel ideas, broaden thoughts, and connect wider dots for coming up with alternative solutions to tough problems.

7 Thinking creatively about a problem requires being close to the problem, having context for understanding the problem from different angles, and figuring out the alternative ways to shape better solutions.

8 From the problem-solving perspective, it's about deepening the understanding of the issues, accumulating interdisciplinary knowledge or unique insight, developing a framework to apply creativity for problem-solving in an intelligent manner, studying the choices, and selecting the best possible implementable alternatives.







A Happy Organization with a “State of Pleasant”

It takes both bold leadership and strategic planning, time, and effort to develop "their people" for investing in not only the employee's future but also the company's future.

The digital era upon us is about people. One of the very goals for running a digital organization is to engage employees and delight customers. People define the “state of pleasant” - happiness at work as being derived from an engaged, active interest in the work, “deriving” meaning from the work being performed, and performing the work in a pleasant or harmonious environment.

A happy organization has a positive and pleasant working environment with high-level employee engagement, generating positive energy, and building a vibrant working environment via joint efforts and co-responsibilities of management and employees.





Digital fluency: The organization with digital fluency means that the business can speak the digital language fluently, have the ability to effectively and critically navigate, evaluate, and create information using a range of digital technologies, and manage information lifecycle skillfully. On the navigation dimension, digital leaders and professionals are not only skillful in one domain but through different angles. Organizations with digital fluency have more antennae focused on the trends and what’s going on in the world, or what'll impact the next generation, what are the top priority for businesses to drive successful changes, and achieve the “state of pleasant.”

Process transparency:
Businesses are always on and hyper-connected nowadays, there is no shortcut for building a trustful workplace, transparency is a must. The goal of transparency is to transform the organization into the system approach to accelerate the journey from current state to future state, of enablement, of improvements, of accomplishments, of the implementation of digital business strategies, and build a happy organization. Trust can only be built in an organizational environment conducive to ideal-seeking attitude and behavior. A company can have all the recognition, celebrations and such it wants, but unless the relationship is a trustworthy one, these activities will have limited value in increasing engagement and employee performance, and ultimately reach the “state of pleasant.”

Culture of inclusiveness:
Organizations need to build an innovative and inclusive culture because people can learn a lot from different mindsets, cultures, and positions, so organizations as a whole can be competitive enough to keep surging further. This only happens when the ‘inclusiveness mindset’ is available with top management. The real inclusiveness needs to focus on cognitive differences, skills, abilities, and the wealth of ideas since the value lies in the contributions of the individual to the organization for co-solving business problems effectively. The managers can generate scenarios in which there is no one solution to one problem, but rather, to construct an event in which the individual inputs must compound and build upon each other. The focal point of digital management is to make the careful planning of activities to foster creativity, build the interdisciplinary nature of the team, encourage idea sharing and think differently, and amplify collective creativity effect to reach the “state of pleasant.”

Deliberate leadership development: Leadership has a direct influence on organizational culture and performance. Fear-based leadership styles actually hurt the advancement of others. One of the most important attributes of leadership is "showing by example," and “making influence.” Not to forget the continuous improvement because leadership is a talent. A leadership development program implies 'doing things differently' as well as “doing different things,” at all leadership levels and not just for those going through a formal leadership development program. In fact, leadership development has to be integrated with all other policies and procedures, clarify leadership substances, skills, and styles. The key to organizational success is to integrate the next generation of leaders, tap into their way of looking at the world, respond and adapt to quickly changing contexts, and solve problems really mattering in a very collaborative working style.

Potential maximization: With a tree, all the growth takes place at the growing tips.” Humanity is exactly the same. The goal of workforce engagement is to improve productivity, encourage independent thinking, inspire creativity, and unlock collective human potential, etc. In a “happy organization,” if a top-notch employee wants to continue growing elsewhere, better the company support and encourage that. Organizations should feel “shameful” for not being able to keep each and every one of the best and brightest high potential employees. The potential is an investment. Employees want to feel valued and giving new opportunities, and when done right, it will make people want to stay and to sum it up with one sentence: "People don't care how much you know until they know how much you care." In fact, the collective human potential transcending into the business potentiality is the greatest thing the organization should ever invest in for reaching the “state of pleasant” and riding the next growth cycle.

The digital workplace is fluid, alive, creative, vibrant, and productive. An organization's philosophies, core values, and organizational objectives drive learning and development. Re-imagining a happy organization with a “state of pleasant” is exciting, but it takes both bold leadership and strategic planning, time, and effort to develop "their people" for investing in not only the employee's future but also the company's future.






Saturday, June 27, 2020

The Monthly “Digital Hybridity” Book Tuning: The Balance Practices and Logic to Go Digital June 2020

Organizations of the future are increasingly exhibiting digital characteristics in various shades, extensiveness, and intensity.

The purpose of the book “Digital Hybridity: How to Strike the Right Balance for Digital Paradigm Shift is to shed some light on how to strike the right balance of stability and changes; being transactional to keep spinning and being transformational to leap forward for making a seamless digital paradigm shift.

Digital organizations should apply the hybrid management approach, focus on building a diverse, networked, and extended modern working environment in which the powerful digital platforms and computing technologies enable seamless conversations, delayer overly rigid organizational hierarchy, inspire idea-sharing and brainstorming, and engage employees and partners to achieve the high-performance result.


The Balance- Practices, and Logic to Go Digital 


Three Digital Balance Practices for Leading to the Future The digital era upon us means fast-paced changes, continuous disruptions, overwhelming information, and a shortened knowledge life cycle. Organizations of the future are increasingly exhibiting digital characteristics in various shades, extensiveness, and intensity. Leading evolutionary changes and driving business growth is the never-ended journey that takes planning, methodologies, and practices. It’s important to understand that digital management is multifaceted and holistic. Balance, growth, and harmony are not fixed, they are flowing. Here are three digital balance practices for leading to the future.

The Corporate Board’s “Balance” Practices The role of corporate board members should always focus on the strategic initiatives of the organization amidst the mounting pressure of governance, regulatory compliance and risk management responsibilities, enable and direct the management towards good outcomes, develop the best and next boardroom practices, and ensure the business is on the right track to reach well-defined business goals. Here is a set of “balance practices” to improve the corporate board maturity.

Digital Balance: How to Strike it Just Right We are experiencing the dynamics of the most significant business transformation since the industrial revolution. The majority of us will work in an organization that is somewhere between old and new; at both industrial speed and digital speed; in the physical building and remote environment; or will remain to be a mixture of old and new. It is the biggest management challenge to be a change agent, where we respond to the current state of the organization and we try to take it from there to the next level. Just like running up to the string, the point is how to strike the right digital balance?

Three “Balance” Practices to Run Digital IT With the increasing speed of changes and continuous disruptions often led by technologies, the digital era upon us is full of uncertainty, velocity, complexity, and ambiguity. It blurs the geographical, functional, organizational, and even industrial borders nowadays. The hyper-connectivity and IT consumerization bring both challenges and opportunities for IT to ride the exponential growth curves, unleash its full potential, and improve organizational maturity. Here are three “balance” practices to run high performance digital IT.

Leverage Paraconsistent Logic to Steer Digital Transformation Digital transformation is more like a journey than a destination, it is no surprise that there are many confusions and frustrations on the way. There must be well-thought-out planning and well-defined digital principles to deal with unprecedented uncertainty and increasing the pace of changes. In practice, digital leaders sometimes have to play oddball games and leverage paraconsistent logic to deal with contradictions and navigate through digital transformation. "The driving thought of paraconsistency is that there are situations in which information, scientific, or philosophical principles (and so on) are inconsistent, but in which people want to draw conclusions in a sensible fashion." (Encyclopedia).

The “Future of CIO” Blog has reached 3 million page views with about #6900+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting. The content richness is not for its own sake, but to convey the vision and share the wisdom, to inspire critical thinking and spur healthy debates. Blogging is not about writing, but about thinking and innovating 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 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.