The Monthly “Change Insight” Book Tuning: Riding Change Curves to Make a Leap of Digital Transformation Sep.,2017

Change is inevitable, with increasing speed.

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 connect the dots in Change Management and lead change effortlessly?

Riding Change Curves to Make a Leap of Digital Transformation

• Riding Three Change Curves to Make a Leap of Digital Transformation? Change is inevitable, with increasing speed. Rapid business model innovation, digitization, consumerism and many other factors are creating new challenges and opportunities for enterprises’ surviving and thriving. However, in today's work environment, it takes a lot of energy to break old habits, outdated thought processes, get out of the comfort zone, make change part of your routine, and ride three change curves to make a leap of digital transformation.

• Timing, People, and Change Management? Change is the new normal, and the speed of change is accelerating. However, the responses to change are woefully underrated by business as keys to sustainability and success. Change Management has a very wide scope and is a relatively new area of expertise. How do you assess an organization that is ready for change? How can you understand the psychology behind changes? How should you measure change readiness and evaluate change outcome? Which questions shall you ask for exploring the correlation between timing, people, and change management, and how to improve Change Management effectiveness to exceed the business’s expectation

• How to Get Ahead of the Change Curve? The change curve is a model of the states that people who are to change will go through because going through the downs of the change curve has a negative impact on productivity, leadership is required to guide people through the different phases in order to flatten the curve and to minimize the impact on productivity.

• How to Build a CHANGEABLE Organization Riding Above the Learning Curve? Change is inevitable, and the speed of change is increasing. However, organizational change is always difficult. How can you ride above the learning curve, is there any ideal path to change, how to improve the success rate of change management and build change as an ongoing capability of the organization?.

• How to Get Ahead of the Change Curve? The change curve is a model of the states that people who are to change will go through because going through the downs of the change curve has a negative impact on productivity, leadership is required to guide people through the different phases in order to flatten the curve and to minimize the impact on productivity.

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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Bridging Digital Cognitive Gap: From Being Bi-Polar Judgmental to Having Multidimensional Discernment

"Seeing' the context we are 'part' of, allows us to identify the leverage points of the system and then 'choose' the 'decisive' factors, in the attempt to bridge the cognitive gap.

Both businesses and the world become hyper-connected and overly complex, either for leaders or digital professionals today, to survive and thrive in such the digital “VUCA” new normal, you need to keep growth mindset, updating knowledge, enforcing cognitive understanding, and move up to the next level of discernment and intellectual maturity.

Having discernment is not as the same as being judgmental which has the aspect of something being right or wrong: Having discernment is about being free to understand things more comprehensively with contextual intelligence. Context aids us in understanding what’s relevant and what’s not. Since judgment and discernment are basically used in each other’s definitions, they are quite similar, but there is a difference. Often making a judgment is a bit archaic or a bit polarized. Being judgmental has more connotations of a preconceived notion based more on pure emotion, and less on an unbiased, situation-based flexible analysis. But discernment speaks more to using perceptions via direct experience, intuitions, searching for the updated knowledge, leveraging others’ experiences, and doing research/analysis to make the best decisions. Highly discerning people are better equipped to leverage different sources of information make sound judgments. People gain a clear discernment when they explore the mental process of acquiring new knowledge through thoughts, experiences, and senses, the cognition involves exploring varieties of meanings/thoughts and abandoning old and establishing new relations.

Too often assumptions and prejudices get in the way of understanding: Assumptions and prejudices are due to lack of deeper understanding. When you judge something, you form a critical opinion of it based on facts, discerned data, or preconceived notions. Many times people make a poor judgment, not because of ignorance, but because of the lack of insight. Are you continuous examining whether you have a cognitive understanding (with updated knowledge, or unique insight ) about the circumstances, situations, or people? If not, perhaps you are getting stuck in the bipolar judgmental mentality. The most important capability of cognitive mind with a clear discernment is the willingness and ability to seek out new knowledge, address ignorance and the assumptions you make to minimize it. Cognitive understanding requires a person's ability to grasp or comprehend information. Willingness to acquire additional information begins with an acceptance you do not know enough to achieve your purpose; you recognize a gap in the knowledge you have and value in closing the gap. Without true understanding, there is no way to have strong discernment. It is the responsibility of each individual to examine themselves and to make sure they are open to true understanding.  

Multidimensional intelligence as your passport: Today’s digital leaders and professionals must present multidimensional intelligence, in order to shift from bipolar judgmental to multidimensional discernment as both businesses and the world becomes over-complex and hyper-competitive, interdependent and multi-polar. Intelligence is the capacity to understand and apply wisdom to the knowledge you are exposed to. Whether someone is "intelligent" or not depends entirely on what you are asking them to accomplish with their brain. Just like your passport, allow you visiting a new place and open your eyes; multi-dimensional intelligence is your passport to make sound judgment and gain a clear discernment. Besides conventional IQ and EQ, you need to have the strategic intelligence to diagnose the problems; the paradoxical intelligence to strike the right balance; the system intelligence to understand the interrelationship between parts and the whole; the judgmental intelligence to make a sound judgment, the cultural wisdom to gain empathy, and the creative wisdom to think differently.  

At today’s digital dynamic, you have to envision for gaining a long-term perspective, you have to apply multidimensional intelligence for either gaining clear discernments or making effective decisions. It is our connectedness to the world around us that makes whatever intelligence we have truly useful to ourselves and to others; 'seeing' the context we are 'part' of, allows us to identify the leverage points of the system and then 'choose' the 'decisive' factors, in the attempt to bridge the cognitive gaps and become high mature digital professionals.

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CIOs as “Chief Information Officer”: Three Digital Information/Knowledge Management Principles

Everything exists in a constant state of change and knowledge of an evolving thing must evolve with the thing at the faster pace.

Digital organizations are information overloading and knowledge abundant, but very few of them are truly running the digital-savvy, high-intellectual business. IT plays a critical role in information management to ensure the right people getting the right information to make the right decisions timely. CIOs as “Chief Information Officer”: How to set digital information/knowledge management principles and develop the best and next practice to keep information flow, knowledge flow, and therefore business flow?

Information/ Knowledge Management is a business or human problem, not a technological problem: Information does not live alone but permeates to everywhere in the businesses. Information potential directly impacts the business's potential of the organization. The art and science of information management are to optimize its usage and achieve its multidimensional value and full potential. Information/knowledge management is a business & human problem, not a technological problem. Thus, the value of information is not isolated. IT should first work to identify how information is associated with the valued tangibles of businesses, products, and resources, how to refine information into knowledge and capture the unique business insight. From knowledge management perspective, look at the organizational structure to figure out where in the organization the requested expertise might be sitting - part of taking knowledge seriously as a corporate asset involves assigning responsibility for knowledge within the organization, both maintaining and improving knowledge flow. Digital is the age of people, the focus of information/knowledge management should focus on solving people-centric business issues, not just technological problems. Information is the means to the end, not the end itself.

You can't resolve the 21st-century problems with the mindsets shaped half-century ago: In the last couple of decades, the world has moved from the industrial age with knowledge scarcity to the digital era with information abundance; from the siloed society to the hyper-connected internet economy. The problems emerging today is also totally different from a couple decades ago. Hence, you can’t solve the 21st-century problems with the mindsets shaped half-century ago. Because people’s mindsets have been shaped by education, culture, historical events happened in their lifetime, their growth environment, the books and media they choose to follow, the “mainstream” mindset of the leaders in their era. Therefore, a human’s mindset is somewhat boxed, which categorizes all phenomena in a number of boxes that are based on individual experience and cognizance. As Albert Einstein wisely put: ""We can't solve problems by using the same kind of thinking we used when we created them." It needs a different mindset with updated knowledge, holistic thinking, and multidimensional intelligence to solve either existing or emergent problems radically nowadays. Knowledge is power. From an information/knowledge management perspective, it is crucial that you value education/continuous learning, both in the informal and formal way. Knowledge needs to be updated and managed more systematically. Knowledge informs us as to what choices are available. Understanding is the key to all doors. Wisdom tells you which doors to enter, and which ones NOT to enter. Questioning/challenging long-held beliefs or conventional wisdom is hard work and is often met with resistance. But, isn't that how change comes about and how information/knowledge management fit to the business purpose.

One’s knowledge is the other person’s information only, knowledge becomes outdated sooner than you thought, but insight and wisdom is timeless: There is no hard asset that you can buy today that will guarantee the success of your organization, data, information, knowledge, and wisdom are the different stages of information lifecycle that organizations need to manage more effectively. Either individuals or organizations evolve digital with the different speed, and they are also reaching the different stage of knowledge life cycle. One’s knowledge is the other person’s information only. Knowledge has a much-shortened life cycle due to the exponential growth of information and the increasing speed of changes. Digital knowledge management will enable not only information flow and knowledge flow, but more importantly, it will empower the mind flow, and transform the modern business from static to dynamic; from mechanic to innovative. In reality, perhaps in many organizations, there seems to be the "expectation" that if you have a great business in one place and it's working ok, then knowledge, ideas, solutions, and advice will easily transfer and that piece of the jigsaw will fit snugly into somewhere else. At today’s global business setting with unprecedented complexity and uncertainty, “It works here so it just has to work over there too" may not hold true when you factor in cultural aspects and local market conditions. Knowledge management is about understanding the whole meaning of languages and cultures. Working in multicultural and global environments and organizations, they need to develop their own language, to make the proper framing in order to access the process of understanding each other easily. Knowledge has its limitation, but insight can encircle the world more freely.

Everything exists in a constant state of change and knowledge of an evolving thing must evolve with the thing. The only thing anyone can truly know is themselves and even we grow and change every day. Managing information and knowledge becomes more critical than ever in the digital era, the static and siloed information/knowledge approach is too slow to adapt to the changes and dealing with exponential information growth. This requires a holistic look at the entire knowledge environment and identifies how the information management initiative aligns with the company or business unit objectives, to improve communication, collaboration, and overall organizational maturity.

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The Popular Quotes Collection of “Digital Master” Book Series XXIV

“Digital Master” is the series of guidebooks (18+ books) is to perceive the multifaceted impact digital is making to the business and our society, help forward-thinking organizations navigate through the digital journey in a systematic way, and avoid “rogue digital.” Here is the set of popular quotes for conveying the digital vision and sharing the unique insight about the digital transformation.

Digital Boardroom: 100 Q&as by Pearl  Zhu

The high-performing board shows the ability and openness to question itself and its decisions and discussions.

― Pearl Zhu, Digital Boardroom: 100 Q&as

One of the biggest challenges in this complex, multipolar world is the fact that we need different perspectives, different knowledge/expertise, and different ways to solve a new or old problem.

― Pearl Zhu, Digital Boardroom: 100 Q&as

BoDs direct and oversee, like the steering wheel of the business vehicle.

― Pearl Zhu, Digital Boardroom: 100 Q&as

The digital board directors assume the dual role of guidance and governance steering.  

― Pearl Zhu, Digital Boardroom: 100 Q&as

The board is responsible for ensuring an appropriate mix of skills, knowledge, and experiences are present or available for it to fulfill its function.

― Pearl Zhu, Digital Boardroom: 100 Q&as

Performance Master: Take a Holistic Approach to Unlock Digital Performance by Pearl Zhu

The innovation indicators vary depending on who is doing the measuring, and how they are measuring. It’s contextual.

― Pearl Zhu, Performance Master: Take a Holistic Approach to Unlock Digital Performance

You should always leverage performance and potential, look at the overall success of the company for the long run.  

― Pearl Zhu, Performance Master: Take a Holistic Approach to Unlock Digital Performance

The digital transformation scorecard allows you to focus on the most important things.

― Pearl Zhu, Performance Master: Take a Holistic Approach to Unlock Digital Performance

Corporation performance Management is all about managing performance by that data (KPIs) which really matters.

― Pearl Zhu, Performance Master: Take a Holistic Approach to Unlock Digital Performance

Don’t just play the number game, but connect the contextual dots and focus on the overall business objectives.

― Pearl Zhu, Performance Master: Take a Holistic Approach to Unlock Digital Performance

Digital It: 100 Q&As by Pearl Zhu

The wisdom and goal of innovative CIOs are to help the organization think clearly about the two horizons of future, the short-term gain, and the long term win.

― Pearl Zhu, Digital It: 100 Q&as

The focus of the CIO’s role has changed from product-oriented to client-oriented.

― Pearl Zhu, Digital It: 100 Q&as

IT and businesses should share the blame and glory by working as a whole.

― Pearl Zhu, Digital It: 100 Q&as

If IT wants to contribute to the business at high maturity level, IT must “lead.”

― Pearl Zhu, Digital It: 100 Q&as

IT leadership needs to shift their management orientation and begin thinking like entrepreneurs.

― Pearl Zhu, Digital It: 100 Q&as

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Five Problem Solving Credos

Problem-solving has a very wide scope and takes the interdisciplinary approach.

Problem-solving is about understanding a problem and actually finding a solution to that problem, not just the band-aid approach to fixing the symptom. Fundamentally, every job is to deal with problems big or small both from the long term perspective or on the daily basis. We all develop reputations for being problem creators, problem definers or problem solvers. Here is a set of problem-solving credos.

Problem-solving has a very wide scope and takes the interdisciplinary approach: People are complex, business is complex, and society is complex today. Thus, more often than not, those existing or emergent problems are also complex. Solving complex business problems requires accelerated digital mindsets, leveraging multidisciplinary knowledge and insight, taking an end-to-end response and a structural and an iterative approach. Overall speaking, trans or interdisciplinary science can be applied to solving problems with integrating multidisciplinary methodologies. It involves applied Science (Engineering), Art (Design), principle (Philosophy), Cognition (Psychology), Social norms (Culture) and group behavior (Sociology). To solve problems creatively, digital leaders and professionals need to learn how to frame bigger thinking boxes, or work across multiple boxes, and approach problems technically, scientifically, philosophically, psychologically, and sociologically. For complex problem-solving, it takes collective thinking and collaborative mindset to brainstorm the solutions. The solutions will most probably cover standard aspects such as culture/behavior change, support resources for designing/building/ implementation of the change (what mix of internal/external resources /capabilities), planning and control etc., but also, with very specific technical/functional/system aspects.

Unless there is a problem there is no creativity: Any problem is the right problem if there is an attempt to find a fit solution. Having the brainstorm helps problem identification to avoid “worrying about the wrong thing” symptom. It becomes about addressing the correct need and perhaps the problem becomes how to identify the need at the right level, continue to ask 'Why is that a problem?' at each successive stage. Sometimes lack of creativity becomes the problem after many people refused to deal with it for various reasons, and ignored it until it becomes a problem and later, the bigger problem, and the harder problem; the even hard problem to avoid the problem, the business survival problem or the career breaker problem. Perhaps the underlying issue is one of understanding the application of creativity rather than the identification of a situation that demands a specific solution. A true problem-solver has the intellectual curiosity to dig into the root cause, enjoys understanding the complexity and guides people through it; finds common ground and initiatives dialogues, turns around the tough situations, and enjoys the challenges about complex problem-solving.

The super problem-solvers often have the intellectual curiosity to dig into the root cause and change mind to adapt to the digital dynamic: Diagnosing the root cause, not just the symptom is the first step to identify the real problem before solving it. If you only fix the symptom, not the root cause, then it perhaps causes more problems later. And that is why our world today, contains, in reality, more problems creators than true problems solvers because, trying to solve a problem, by nature will create others. And if you don’t have a sound solution to each newly created problem, you’ll have very little chances to successfully solving the main problem, and all is connected. The problem-solvers have to apply multidimensional intelligence ( creative thinking, critical thinking, strategic thinking and system thinking) that goes into problem identification as well as solution discovering! Businesses today need to recognize and develop creative problem-solvers, innovators and those who have the intellectual curiosity to dig into the root cause, and those who can connect the unusual dots, see through the issues, look around and beneath the corner, and work smarter. The success of any problem-solving at the organizational scope must include the welfare of the principals - employees. Involve talented people by giving them active roles in the business initiatives or real world problems, make them feel important, appreciate and reward them, and then, the challenges to solve difficult problems can be overcome.

It is difficult to encounter a 'real world' (physical/commercial) problem whose solution does not follow any logic at all: There are no illogical problems, however, there are many problems that seem irrational and there is a difference between the two. Often, the apparent 'illogical' nature of our original perception of the problem may be masking a rationale that we just cannot comprehend. Many people find it difficult for understanding that the irrational is very common and is often a fear response to change or preserved threat. Some problems seem irrational as they are caused by people’s emotional reaction to a set of circumstances or events. This can appear to be illogical. We all use our curiosity to identify the problem and our creativity to solve problems, for what is creativity about, an ability to seek solutions to problems. There is no guarantee of a correct answer, just an attempt to find one. It's how we learned to walk and talk. Perhaps the nature of how the "implementation of the idea has to follow a logical path for the solution" may include devices such as pattern recognition. We have a predisposition to seeking patterns (potentially in the pursuit of logic) when attempting to 'find' a solution whether the pattern-seeking follows more conventional structures (common qualities, correlates within each modality, self-evident relationships etc), or more divergent methods have a direct relationship to our creative potential. At the macro level, it does conform to a sequence, a focus or a goal, a motivation to explore proposals, a willingness to imaginatively explore, an ability to evaluate the imaginative proposals for 'appropriateness' and a capacity to translate those ideations into some form of unambiguous approach for problem-solving.

Both tangible and intangible variables are important to problem-solving: You have to think in terms of both 'tangible' and 'intangible' when identifying the complex business problem. Thinking creatively about a problem requires being close to the problem, it requires context and intangible variables. For problems that matter, it cannot be done asynchronously and uniformly. Beware of the need to consider the problems related to people, challenges of learning complex technology and complex systems. And in many cases, people in the different role perceive problems from different angles. The customers or users do not think the same way as the designer. One of the pitfalls for digital transformation, either for improvement or innovation is sometimes getting the 'right answer' to the 'wrong question. The underlying problem is whether or not the user understands the implication of the decision to proceed, not their willingness to commit to the action, and provide protection in case they don't understand the implication. The problems can be solved when different parties work collaboratively to identify tangible and intangible variables and take the interdisciplinary approach to solve them seamlessly.

To quote Russell Ackoff: 'The only problems that have simple solutions are simple problems." The only managers that have simple problems have simple minds. You can give most people skills easily when compared to trying to give/develop the ability, attitude, flexibility, intelligence, practicality, pragmatism for problem-solving.

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Riding Three Change Curves to Make a Leap of Digital Transformation

CREATIVITY has to become the philosophy of an organization, innovation is part of corporate culture.

Change is inevitable, with increasing speed. Rapid business model innovation, digitization, consumerism and many other factors are creating new challenges and opportunities for enterprises’ surviving and thriving. However, in today's work environment, it takes a lot of energy to break old habits, outdated thought processes, get out of the comfort zone, make change part of your routine, and ride three change curves to make a leap of digital transformation.

Keep improving- become better at what you do: Change is never for its own sake, it is always about making the improvement. Becoming better means removing obstacles, overcoming challenges, making continuous improvement, and figuring out the better way to do things. People are always the center of changes. Empowerment, in this case, builds a culture that willingly confronts issues and makes changes. The reason so many change initiatives are not comprehensible is that they don't make fundamental sense, often even ignore the very purpose of changes. Any change that doesn't reduce the friction people experience in doing their jobs will be perceived as misdirected. Continuous improvement has to link back to the organizational values and culture, and more importantly, it has to be regularly reinforced. Many times, teams have worked very hard to refine the processes involved with an initiative and things are just starting to go smoothly and customers are responding. When the group being changed takes on the responsibility to understand and manage it, the change goes much better and become sustainable.

Keep innovating - be able to do something different, and make continuous innovation: Innovation is the change, though change is not always innovation. Digital is the age of innovation. Innovation is a collection of thoughts, ideas, or efforts used to bring about or manage change to a desirable outcome. Highly innovative organizations are able to do something different and make continuous innovation. However, many organizations are not fertile ground for ideation, they avoid taking risks, and seldom learn from their mistakes; asking people to do something they are not equipped to do just frustrates them with more, and there is the negative vibe surrounding the working environment. There are many idioms that refute the premise: "Some things never change," "the more things change, the more they stay the same," "there's nothing new under the Sun," etc. their internal politics and fears diminish creativity by means of senseless KPIs, while they push down the innovation funnel. To ride the learning curve, it is important to build the culture of innovation/experimentation where everyone is encouraged to chip in with ideas and collaborate, take calculated risks, be able to do something different and to create new value for customers.

Keep exploring - be willing to do things you’ve never done before: Besides being able to do something different, to take the step further, people should be willing to do things they’ve never done before, explore the new possibilities with a growth mindset. There is a willingness to "not know" and be able to source possibilities in the emergence space, to be curious and receptive to improvisation and experimentation (and failing), from letting go of the current reality to allowing an unknown future state to emerge. Willingness to fail is an important factor which must be fostered by top managers. This is particularly important under the “VUCA” digital new normal because there is both abundance of opportunities and perils on the way. Hence, it is important to build a culture of learning and inclusiveness, to maximize diversity, to be collaborative, and to be intentionally disruptive to create empty space for brainstorming and experimenting. Come out fresh ideas or solutions that we can be provocative, passionate (really intrinsically motivated) about and courageous enough to implement or execute in new and unexpected ways. To put simply, CREATIVITY has to become the philosophy of an organization, innovation is part of corporate culture.

Digital businesses become more dynamic and hyperconnected, riding those change curves is particularly important for improving business responsiveness, increasing speed and maturity. When people are empowered, intrinsically motivated, creative to take initiative and self-confident because they are well trained and supported, the change train becomes unstoppable. Organizations have to enable the desirable emergent property, either being called synergy or ongoing change capability because they are the business competency and key differentiator to build high-performing digital businesses.

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The Weekly Insight of the “Future of CIO” 8/31/2017

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

The “Future of CIO” Blog has reached 2 million page views with 3900+ 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” 8/31/2017

• How Can CIOs Earn Their Stripe as Transformative Digital Leaders With fierce competition and overwhelming growth of information, IT plays a critical role in building the business competency. Thus, the expectations for CIO have grown multifold, and they are expected to be visionary and change agent for business strategy and growth. There are different types of organizations at the different cycles in their maturity, the requirements of Chief Information Officer are also vast and varied. In practice, how should IT leaders shift their role from the tactical manager to the strategic business executive? And how can CIO earn their stripe as transformative digital leaders?

• Five “P” Factors in Digital Innovation Management: Innovation can happen everywhere, it is our gift as humans, a great deal of what defines us as humans actually, whether there are new products, services, solutions, new sounds and music, new way of reading and publishing, new ways of educating future of generations, etc. One of the good definitions of innovation is: "to transform the novel ideas into commercial success.” In essence, innovation is, "intentional novelty bringing sustainable benefit." Different organizations have their own “innovation strength.” The innovation-generating organization depends more heavily on its technological knowledge and market capabilities to develop and commercialize innovations.

• The Monthly “Digitizing Boardroom” Book Tuning Aug. 2017 Modern corporate boards play significant roles in guiding businesses toward the right direction and achieve expected business results. Due to the “VUCA” characteristics -Complexity, Uncertainty, Ambiguity, and Velocity of the Digital Era, the directorship in any organization must have the agility to adapt to changes and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals. Here is the monthly “Digital Boardroom” summary.

• The Making and Breaking Points of IT Digital Transformation We are living in an information explosive world where technology is pervasive and the masses are looking for their own experiences to introduce new technologies into the business, leverage information in decision making and innovation management. Forward-thinking organizations declare they are in the information management business to improve organizational competency and long-term business growth. CIOs have to deal with rapid changes, constant ambiguity, increasing complexity, and unprecedented uncertainty. Here are a few making and breaking points of IT digital transformation.

• The Monthly “Digital Gaps” Book Tuning: Bridging the Gaps to Reach High-Level Digital Maturity Aug. 2017 “Digital Gaps -Bridging Multiple Gaps to Run Cohesive Business” is a guide book to help digital leaders and professionals today identify, analyze, and mind multiple gaps with multidisciplinary insight and holistic understanding. Today’s digital organization simply just can’t stand still. Bridging the 'gap of opportunity' between where you are and want to become is a welcomed challenge and a stepwise approach to make a leap of digital transformation.

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.

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