Welcome to our blog, the digital brainyard to fine tune "Digital Master," innovate leadership, and reimagine the future of IT.

The magic “I” of CIO sparks many imaginations: Chief information officer, chief infrastructure officer , Chief Integration Officer, chief International officer, Chief Inspiration Officer, Chief Innovation Officer, Chief Influence Office etc. The future of CIO is entrepreneur driven, situation oriented, value-added,she or he will take many paradoxical roles: both as business strategist and technology visionary,talent master and effective communicator,savvy business enabler and relentless cost cutter, and transform the business into "Digital Master"!

The future of CIO is digital strategist, global thought leader, and talent master: leading IT to enlighten the customers; enable business success via influence.

Saturday, October 5, 2019

Learning Insight from Aribian Proverbs: How to Avoid the Trap of Being a “FOOL”

“Stay foolish, but don’t be a fool!” Learning agility becomes one of the most important capabilities for digital professionals to compete for the future.

We live in a world with exponential growth of information and abundant knowledge, learning is not the things you are “done” only in your youth, it has to become a lifestyle, and develop it as a great habit; collectively, as the culture thing. Learning is a lifelong experience, it should make our mind more open to embrace new possibilities and creative to solve problems in alternative ways. Here are a few pieces of insight from Aribian Proverbs on “how to stay foolish, but not being a fool.”


“He who knows not, and knows not that he knows not, is a fool; shun him”:

If specialists think they have all the knowledge beyond their own domain, perhaps they are like the frog underneath the well to watch a small part of the sky, but think they see the whole universe. If generalists believe they can solve all complex problems which often need in-depth domain knowledge, or cross-disciplinary dot connection, often they only fix the symptom, not the real issues. If the business managers ignore the blind spot and make rush decisions, they are all easy to get the trap of being a “fool.”

Self-awareness mind helps you build on your strengths and improve on your weaknesses. Knowing oneself comes from the practice of actively and intentionally being present to relate to, and see all the different parts of oneself and how they operate. Not knowing yourselves as best as you can, how can you improve and become a better version of yourself? Or how can you make any change and aim for a progressive change? So, investigate more and more yourself every day, and be authentic and objective, know what you know, also know what you don’t know as well. If you only know two colors - black and white; then perceptions are filtered into one of those two dimensions. You can only know what you know, but there are more dimensions which you don’t know.

It’s no surprise that there is learning or change inertia, a lot of people resist as it takes them outside their comfort zone which generally gives a negative feeling. Digital literacy is not about reading and writing; but more about how skillfully you can swim in the sea of information to update knowledge; how fluently you can connect the interdisciplinary dots to spark creativity, and how effectively you can make sound judgment. Keep learning and become digital fluent.

“He who knows not, and knows that he knows not, is a student; teach him”:

Without learning, most of us are like a frog in a well. The education or continuous learning, may be, takes us out of the well, Learning agility becomes one of the most important professional characteristics to compete for the future. How deeply your understanding is based on the mindset, logic, knowledge, lenses, and methodology you leverage to interpret things. Learning becomes a knowledge builder and we can define learning through the information it absorbs, the insight being captured, and the capability it builds.

You can only know what you know, but there are more dimensions which you don’t know; there’s known unknown and unknown unknown. you have to be humble to realize there are many things you know you don’t know and perhaps even more which you don't know what you don't know. Until that happens, you will continue in the lives of blindness.

People who are learning agile continuously seek new challenges, solicit direct feedback, self-reflect, cultivate learning habits, and get work done resourcefully. People need to discover their inner strength, build skills by focusing on the learning opportunities offered by assignment, rather than on the status quo that goes with them. A focus on learning and development reduces attrition and has a great quantitative ROI.

“He who knows, and knows not that he knows, is asleep; wake him”:

We live in the era of exponential growth of information and abundant knowledge. There is false information, knowledge becomes outdated sooner than you think. You need to not only assimilate the existing knowledge, more importantly, you also to keep updating knowledge, create new knowledge and become the knowledge value creator. Sometimes, you think you know something, but that knowledge is perhaps outdated long time ago, you need to unlearn and relearn all the time.

Top seasoned persons in life become aware when some of the long-acquired knowledge is no longer applicable in certain situations. They have learned to no longer apply that knowledge in those specific cases. This is unlearning. And then, relearn the updated knowledge for gaining insight on the changing circumstances.

Therefore, regardless of your age, develop a learning mindset, remove outdated concept and let fresh knowledge flow in, make unusual connections to spark creativity. Collectively, an effective team with gifted people, with a range of expertise and disciplines and, most critically, who are still curious, can make a significant difference by “waking” each other, complementing each other’s viewpoint, and do things innovatively.

“He who knows, and knows that he knows, is wise; follow him.”

The more you learn, the more you find the vastness of knowledge, and how minuscule is your own. Each thing you learn becomes potentially the thing to solve your latest failure, the potential secret to your next success! There’s known unknown and unknown unknown. Hence, the more you know, the more you feel humble, because even human as collective species, the things we know, compared to what we don’t know, is just the tip of the iceberg.

People with learning mind see unique patterns and make fresh connections that others overlook. To embrace mental agility, today’s digital professionals need to become critical and creative thinker at the same time, in order to solve complex business problems effectively. If knowledge is concrete, intelligence is contextual, and then, wisdom is abstract, like the light to guide us through. Wisdom has something to do with making a sound judgment. The wise people demonstrate the wisdom to make sound judgments and effective decisions consistently. They are the ones worth following.

“Stay foolish, but don’t be a fool!” Learning agility becomes one of the most important capabilities for digital professionals to compete for the future. Today’s digital professionals are hard workers, knowledge workers, and creative workers, who are exploring, innovating and evolving to new digital paradigm proactively in a continuous way.

The Best “Science” Quotes of “Digital Master” Oct. 2019

The 'hard' sciences claim objectivity by way of structured methods and empirical data sets. Science is what we know for sure, it can prove through existing laws of the natural world.

"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 “Science” quotes in “Digital Master.”

1 Talking about science, it claims to be based on two types of reasoning (a). Inductive (b). Deductive.

2 The theoretical groundings of science as a methodology to gain knowledge empirically about physical reality are in epistemology and ontology.

3 The science is "the ability to produce solutions in a problem domain repeatedly." What defines science from chance is the ability to repeat a process with the same resultant solution every time, through the application of known facts

4 Science without philosophy is lame, philosophy without science is empty.

5 Spiritualism answers the "why" of things, science answers the “what” and "how" of things, the two can complement one another.

6 Science tells us about the practical utility and scope of material things whereas spiritualism tells us about ethics of its use. Both must be grounded in each other.

7 The 'hard' sciences claim objectivity by way of structured methods and empirical data sets. Science is what we know for sure, it can prove through existing laws of the natural world.

8 Science provides the control part of the knowledge system, philosophy as the influence part and spirituality as the appreciative part.

9 The science of innovation can be understood as retrosynthesis-“planning a synthesis backward, by starting at the product, the "target" and taking it back a step at a time.

The Transcendence of Information Management

Information Management has an expansive impact on the business, economy, politics, culture, and human behavior.

Besides people, information is the most invaluable asset in businesses today. Not only is information interesting economic goods, but the value is also difficult to determine, it could be utilitarian, intrinsic, extrinsic, hedonistic,  social, practical epistemic, etc. Managing information and the information position of an organization is what ought to be called Information Management. The tricky bit with information is that, depending on the level of granularity and aggregation, you can use it for multiple purposes. The transcendence of Information Management into various business management accelerates business performance and unlocks business potential.

The transcendence of information management into strategy management: Information is permeating everywhere in the business. The effective and productive Information Management activities and scenarios should understand and manage complexity, know how to prioritize based on the business needs, communicate extensively, focus on information refinement and adoption to achieve its business value. High-intelligent organizations across the vertical sectors proactively invest in strategic information management solutions, abstract insight for making informed management decisions, transcend information management into solid strategy management, so they are able to ride change curves faster than competitors and move forward with accelerated speed. In these organizations, information strategy is the key ingredient of business strategy which enables executives to make information-based decisions and build up an analytics-driven culture. Information Management is a linchpin to weave all crucial business elements to a set of differentiated enterprise capabilities for improving the success rate of strategy management and the overall organizational maturity.

The transcendence of information management into innovation management: Information brings about business ideas; business ideas generate lots of information. Information is one of the most time-sensitive pieces to the digital innovation puzzle. The potential value of information depends on how the information will be used again in the future for either running a business or managing innovation in a structural way. Innovations happen at the intersection of people and Information Technology. Information Management makes information useful to provide innovative ideas. The art and science of information management are to optimize its usage, refine information into customer insight and business foresight, bring to the table innovative solutions that meet customers’ needs and fit the growth perspective of the business. The effectiveness of Information Management improves decision effectiveness, optimizes resource management and risk management, takes a structural approach to manage innovation and provides sustained competitive advantage.

The transcendence of information management into human capital management: Human Capital includes all the talent, competencies, and experiences of your employees and managers. The term “Human Capital” makes sense to convey the vision of running a people-centric digital organization which needs to keep growing and unleashing the collective human potential, even the term seems to be a bit "cold.' In fact, Human Capital is always the largest intangible asset of a company which has to keep investing, nurturing, and growing to ensure the long term prosperity of the business. Human Capital is about potential, if unleashed, can transcend the organization or our society to reach the next level of maturity. Information based talent management is always important to help identify talent gaps in the system and ensure the right people with the right capabilities getting the right information being put in the right position to solve right problems timely. Data-rich, information-sharing culture creates business harmony.

Information Management has an expansive impact on the business, economy, politics, culture, and human behavior. Information Management is a living open system more than the sum of its parts. It’s an overarching management umbrella covering various management disciplines. The transcendence of information management makes a significant impact on digital transformation in multidimensional ways.





Friday, October 4, 2019

The Monthly “Digital Master” Book Tuning: Build Digitally Competitive Organization Oct. 2019

Forward-looking organizations are on the journey of digital transformation, to become nimbler, more innovative and customer-centric, to achieve high-performance business results consistently.

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 future-driven digital organization.


Build Digitally Competitive Organization   


Build Digitally Competent Organization With “VUCA” digital new normal, organizations today have to adapt to continuous changes, exponential growth of information and frequent disruptions. Digital management is fundamentally an iterative cycle to design, develop, scale, and optimize business competency for integrating, optimizing, innovating, and achieving the desired effect under specified performance standards and conditions, and build digitally competent organization.

Develop a High-Competitive Organization via Seamless Transitions The rapid change, exponential growth of information, consumerism, and many other factors are creating new challenges and opportunities for enterprises to survive and thrive. Organizations of the future are increasingly exhibiting digital characteristics in various shades and intensity to make seamless transitions, deliver faster and increasing market share and tailored approach to fit specific circumstances and respond to the external environment dynamically.

Transactional vs. Transformational Digital Competency Forward-looking organizations are on the journey of digital transformation, to become nimbler, more innovative and customer-centric, to achieve high-performance business results consistently. To reach the digital vision, businesses have to build the healthy digital capability portfolio with the balance of transactional capabilities for “keeping the lights on,” and the transformative capabilities for lifting the organization to the upper level of maturity. The cohesive set of business capabilities is built into the digital competency of the organization for gaining a long-term business advantage.

Shaping IT Competency to Drive Digital Transformation Digital businesses are becoming complex and uncertain. Technologies nowadays are the disruptive forces behind digital disruptions, and information is one of the most invaluable assets of modern businesses. Organizations across industrial sectors rely more and more on information and technology. Thus, from a strategic perspective, to survive and thrive, it’s not sufficient to run IT as a commodity service provider, IT is the value-added business partner that makes the company different and achieve more. IT organization has more to offer but also has more obstacles to overcome. How to shape IT competency and improve IT performance and maturity.

Running Digital Organizations with Differentiated Business Competency The characteristics of digital business are dynamic, volatile, uncertain, and hypercompetitive. Digitalization implies the full-scale changes in the way business is conducted so that simply adopting a new digital technology isn’t insufficient. You have to continuously scale up and dig underneath, optimize organizational processes and develop business capabilities, transform the underlying organizational structures and functions to ensure the business as a whole presenting the differentiated business competency and running with digital speed. Here is a set of differentiated business competencies.

The “Future of CIO” Blog has reached 3 million page views with about 6100+ 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 Best “Clarity” Quotes of “Digital Master” Oct. 2019

There is a golden rule of communication: Clarity, Empathy, Creativity, Effectiveness, and Consistency.

"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 “Clarity” quotes in “Digital Master.”


1 Clarity of thoughts is not related to how many words one has to know, it is more to do with the sharpness of intellect and clarity of the thoughts so that one is able to see with distinction.

2 The purpose of clarity is simple, the words need to reflect your own thoughts, and you must learn to use words wisely and not just throw them away.

3 There is a golden rule of communication: Clarity, Empathy, Creativity, Effectiveness, and Comsisistency.

4 In pursuit of clarity, do not just digest the words, but dig through the thought, the words are the symptom, but the thoughts are the root causes for solving humankind challenges.

5 Clarity of thoughts brings clarity of words, to avoid “lost in translation” syndrome.

6 Communications are the tools to solve problems, and languages are the tools to make communications. The great communicators can communicate objectively with strong logic, clarity, and understanding

7 Vocabulary = how many words you know. Eloquence is how effective and pleasant your words can be. The expression has to do with clarity. Translation needs to not just interpret the word by word, but convey the right message.

8 It takes wisdom to clear up the confusion in order to articulate the circumstances, express the concept or things in concise and insightful way with clarity.

9 To improve communication clarity, leaders and professionals today have to be fluent in multiple business dialects, master communication content (what’s the core message), communication context (what will indicate to a different audience) and communication style (one to many vs. one to one; direct vs. indirect, etc.)

The Virtue of Systems Thinking

The virtue of Systems Thinking is to help us get behind the "surface" validity and provide us deeper insight into the nuances of "why and how." 

Every system is like three sides of a coin, this side, that side and the integrative relationship between them. Systems Thinking is a way of understanding complexity and interconnectivity between the parts and the whole. Every system is a construct of the mind. Systems Thinking is a cognitive process to embrace holism and non-linearity. Here are some virtues of Systems Thinking.



Enforce cross-disciplined understanding: Organizations move so fast today, marketing, finance, technology, talent, and leadership are all intertwined. What is powerful about Systems Thinking is that it’s concerned with whole. It’s an importance of applying Systems Thinking to enforce cross-disciplined understanding of nonlinearity - the scope of change and interdependent business relationships. Seeing the context you are part of allows you to identify the leverage points of the system, and then, select the decisive factors in an attempt to achieve the well-set goals. Open systems concepts will focus on meeting the needs of the environment, Systematic understanding will improve communication, collaboration, and coordination.

Discover dynamic beneath static things: Unlike the closed mechanical system, digital organizations are like the organic living system, spontaneously self-organizes, generates patterns, forms structures, initiates business activities, and above all, creates novelty over time. Thus, it’s critical to leveraging Systems Thinking for discovering dynamic beneath static things, understanding patterns of changes rather than static “snapshots.” The business dynamics today is more often driven by horizontal linkages than by vertical (sovereign) accountability. Thus, it’s important to understand the business ecosystems, market dynamics, and the connections between business units, and focus on managing a portfolio of relevant cross-border strategic synergies and business interdependence.

Shape objective views of systems: We like to believe that we can find the world as it is and know it in itself, but on reflection, we see that based on our personal perception. It is no surprise to create thinking gaps using imperfect processes via the narrow lenses. To try to be "objective" is to try to let go of one's bias, System understanding of truth is one gateway to finding ourselves within the systems we are attempting to think about. By leveraging System Thinking to see the world through different lenses, we see different systems interconnected with each other. It is also critical to be able to step outside of the system, explore the full cognition spectrum, adopt different perspectives to shape an objective view and gain an in-depth understanding.

Bring balance and flexibility: Systems Thinking helps digital leaders and professionals discover the interconnectivity and interdependence of the digital business ecosystem. The systems thinking and views of the business are more balanced and it is sensitive to the emergent factors and take a flexible approach to solve problems. Flexibility is about figuring out alternative ways to solve problems; to learn and adapt to changes, and explore new possibilities. Systems Thinkers can explore dynamic perspectives, fresh knowledge, and balanced views to gain an in-depth understanding of problems that occur, navigate the digital divide skillfully and develop a flexible approach to overcome the challenge effectively.

Focus on outcome: Systems Thinking advocates that the whole is superior to the sum of pieces. Digital enterprises are inherently and intensely complex and unpredictable systems, amplify or ameliorate multiple effects and shape business structures and systems continuously. Systems Thinking is a good combination of analytical thinking and synthetic thinking to see the trees without missing the forest. In reality, many companies run in silos with overly rigid organizational hierarchy and bureaucratic culture, their business is still the sum of pieces rather than a holistic whole. Thus, it’s important to leverage system approach, light up the business full cycles and emerging properties (trends, opportunities) to create the business synergy and ensure the business as a whole is superior to the sum of pieces.

The virtue of Systems Thinking is to help us get behind the "surface" validity and provide us deeper insight into the nuances of "why and how." Systems Thinking helps digital leaders and professionals discover the interconnectivity and interdependence of the digital business ecosystem, and ensure that the digital business as an organic system growing and evolving with its environment in harmony.

Thursday, October 3, 2019

The Weekly Insight of the “Future of CIO” 10/3/2019

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

The “Future of CIO” Blog has reached 3 million page views with 6100+ 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 the 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.

How to Create Multiple Pathways for Problem-Solving Fundamentally, the business or societal progress is made via a healthy cycle of problem-framing and problem-solving continuum. There is no magic formula for problem-solving, With the increasing pace of changes and shortened knowledge cycle, the best practices are outdated sooner than ever and “commonly known” methodology could be no longer working anymore when the circumstances change dramatically. You can't always wait for the "best" solution to emerge. It is important to experiment, explore, engage, and create multiple pathways to solve problems creatively.

The Corporate Board’s Three Strategic Focal Points Generally speaking, in the boardroom, the key dimensions of practicing corporate governance discipline are policy setting, strategy oversight, leadership empowerment, and performance monitoring. The Board of Directors as top leadership roles should have multi-intelligent wisdom, to envision and lead the organization towards its future confidently, make a better influence on guiding the organization toward the right direction and bring profound insight in transforming the business up to the next level of business maturity. To lead effectively in today’s digital dynamic, here are three strategic focal points of corporate boards.

The Monthly Best Practice Summary: Innovation Principles Sep. 2019 Generally speaking, principles are general rules and guidelines, intended to be enduring and seldom amended. It is important to develop a set of principles to inspire creativity, encourage positive attitude and innovation to generate winning concepts for digital transformation on a consistent basis. Here is a set of innovation principles to improve innovation management maturity.

Take a Logical Scenario to Drive IT Change Management Digital transformation isn’t just an extension of continuous improvement of the current business, but a quantum leap with radical change. It requires a unique vision and the tremendous courage to pursue it. Due to the exponential growth of information and “disruptive power” of digital technologies, IT needs to become a “Change Department” because it is in a unique position to manage business information and capture the oversight of the entire company. Organizations reach the turning point when their top business leaders can think outside the current constraints and comfort zones, empower IT to break down silos, and take the bold move to drive changes in a structural way.

The Monthly “12 CIO Personas” Book Turning: The CIO as “Chief Insight Officer” Sep. 2019 This book “12 CIO Personas: The Digital CIO’s Situational Leadership Practices” is the extensive brainstorming and logical content expansion of my book “CIO Master: Unleash the Digital Potential of IT,” to reimagine and reinvent CIO leadership via practicing multitudes of digital influence. The important thing is that CIOs as the top leadership role must have a strong mindset, a unique personality, and a clear idea of what needs to be done, yet creative enough to not hold the company back from growth. Regardless of which personality they have, digital CIOs need to be both transformational and situational, innovative and tactical, business savvy and technology insightful, communication-effective and operation-efficient. Here is a set of blogs to brainstorm the CIO as “Chief Insight Officer.”

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.

Learning and Education

The purpose of education is to instill the art of learning, adapt in a changing world, drive progression, further the quality of civilization and enriching the role we play in the universe.

Education is an amazing thing. Quality education should promote all positive perspectives of humanity such as the wonder of the unknown, freedom to imagine, confidence to create, empathy to understand, creativity to imagine, discipline to commit, skills to innovate, judgment in action, etc. The future of learning will require to break away from the current one-size-fits-all mold and move to a more customized learning to really encourage people building their strengths and unleashing their potential. The purpose of education is to both satisfy those learning minds and inspire more minds to learn.

Satisfy learning minds: Digital education should evolve self-directing learning scenario, to encourage receivers thinking “who they are,” and explore “who they want to be.” Natural potential and intuition foster into known and undiscovered diverse approaches of thinking for encouraging self-discovery, inspiring self-improvement, maximizing self-determination, and achieving self-sufficiency.

Today’s digital-savvy generation will become more inquisitive than the previous generations, they have many inquiries in the mind: Why should we learn that static knowledge that I can search the internet only clicks away? What’s the connection between the theories I learn and what happens in the real world? Does the knowledge I learn have already outdated as the world has changed with much faster speed? How can I apply my learning to solve the problems which I am interested in? Does learning help me become a unique human being, not just a commodity product with the “score identity”? What is really needed is more focus on “human development” in the education process or the “human capital” from the management perspective.

The quality education should meet the need for people to think solutions on a personal and group level, to think of future needs, to think outside the box, to focus on mind crafting, rather than just knowledge instilling. Ideally, the quality education should set the guide for the life adventure based on being who you are, what you plan to do and the alternatives to reach the destination.

Inspire more minds to learn: Increasingly, as civilization evolves, we have more information and greater opportunity to think for ourselves. We have an endless reservoir of goodness waiting to be tapped and we should continually look for it. Thanks for the unprecedented convenience brought by advanced information technology. We have better access to information on most topics.

Quality education today, hence, should open, not close one’s mind, inspire more minds to learn, help receivers recognize opportunities, give them the ability to evaluate the opportunities, ability to select and opt for what is best suited to the individual, inspire them to cultivate thinking and learning habits.

Digital, like the fertilized soil, is sprouting more “gurus," and growing more followers as well. Through learning, people have in themselves all that is needed to become fulfilled individuals; they are not in competition with their peers, but rather with themselves, in becoming their best versions, listen to and balance their instincts, intuition, imagination, and make inquiries with ingenuity towards achieving life purposes.

Adapt to a faster learning method:
 The digital workforce today or tomorrow not only need to compete with each other in the global scope but also have to compete with machines. The education system administered via the mechanical and reductionistic management philosophy with manufacturing style, focusing on instilling static knowledge, is no longer fit enough for the exponential changes and shorten knowledge life cycle. 

The emergence of social platforms and digital learning tools provide a new way to learn, share and collaborate, and the hybrid solution of formal and informal learning makes self-directed learning a reality and imperative to unlock innate human informal. Digital learning with varying channels and styles is the key option to learn and become who we really are or who we want to be.

Thanks for the unprecedented digital convenience today, there are so many things to learn, and there are so many ways to learn, how to digitize education with hybrid styles to inspire learning, unlock creativity, and build nonlinear skills and capabilities to meet the emergent digital talent requirement.

The purpose of education is to instill the art of learning, adapt in a changing world, drive progression, further the quality of civilization and enriching the role we play in the universe. The ultimate goal of the education is to value and develop the people’s natural potential and give space to his/her creative and instinctive way of discovering the world, and contribute to the progress of human society.

Improve IT Organizational Maturity by Developing a Participative, Proactive, and Cohesive Governance Model

Governance is like steer-wheel, to ensure enterprise running in the right direction and well head to the destination.

With exponential growth of information and emerging disruptive technologies, IT brings both opportunities and risks in businesses today. It’s a natural evolution as most business initiatives involves IT, IT possesses the companies both widest breadth of view and deep insight and become the competitive advantage of the business. In reality, the majority of organizations still get stuck at the lower level of maturity, CIOs are at the right position to practice governance discipline with in-depth knowledge, and help to develop a governance model that’s participative, proactive, and cohesive for improving IT organizational maturity.

IT governance is a vector of quality, for both the maturity of business process and outcome: IT oversees and supports almost all business processes. Thus, IT leaders are in a unique position to address business complexity and improve organizational effectiveness, quality, and efficiency. IT has to follow a model that businesses understand. IT governance enforcement starting with understanding business as a dynamic complex and adaptive system, is the starting point.

Governance, risk, and compliance are not a single business process, but a collection of business processes with some technique governance mechanisms. Contemporary businesses are complex, there is descriptive complexity (IT itself), nonlinearity complexity (digital disruption) or emergent complexity (hyper-connectivity, hyper-competition, interdependence, etc.) Eventually, as the company grows, so will the need for standard policies and procedures.

Effective IT governance is not just about covering risk management, but also about ensuring alignment with the corporate objectives, policies, and procedures for how IT works, and measuring the value returned to the business, setting good principles or right policies to enforce quality, manage organizational complexities, and create an environment to harness accountability and bring up fruitful business results.

Effective IT governance has innovation built in to harness innovation: IT shouldn’t work in isolation and must get the backing from the business. IT is always striving to improve its value to the business. CIOs need to concentrate on the business information requirements that support company growth. They must continuously educate C-Levels that the IT organization is an innovation engine and value creation center. They need to know how to play a bridge between what businesses understand and what technology understands, and make sure the two worlds meet to ensure an optimal performing business.

IT governance and risk management are critical in enabling how IT becomes a competitive advantage for supporting business goals and catalyzing change.Those organizations that feel stifled by governance may not have matured beyond operational risk and control. Highly effective IT governance will have incorporated a process for change and innovation. This should allow for IT innovation to excel within the constraints of the hierarchy of the organization.

IT governance model needs to be participative, proactive, and cohesive: How good governance, like budgets, can flex to changing business needs, when emerging digital technologies become a business catalyst, governance has to move at the same pace. 

In reality though, IT struggles at the table for the budget because they have seen as a cost center and not a valued contributor. In many IT organizations, spending on IT maintenance and mandatory changes for legal and compliance reasons will remain stubbornly high. An essential question for IT leaders is whether their IT budgeting matches the level of tech innovation they expect. 

To improve IT organizational maturity, IT governance needs to be participative and proactive. You can't ask for budgeting flexibility if IT operations and project delivery aren’t flexible. You can’t have a nimble governance and resource allocation process with a governance team that meets twice a year. All IT spending must be rationalized against the business benefits. IT governance is also converging with corporate governance. Data/IT governance is an integral component of business governance.

Governance is like steer-wheel, to ensure enterprise running in the right direction and well head to the destination. A CIO owns delivery of one of any organization's key assets - its information.IT Governance as a critical responsibility and a subset of Corporate Governance, needs to focus on the value that a well-governed business can bring to their strategic stance so that the end game - the best benefit for the enterprise is achieved effortlessly.

Wednesday, October 2, 2019

The Monthly “Unpuzzling Innovation” Book Tuning: Innovation Measurement and Metrics Sep. 2019

Innovation as a management process needs to be measured for making continuous improvement in order to reap the fruit for gaining long term advantage.

Digital is the age of innovation. And innovation is what leads to differentiation. There are many ways to differentiate and, therefore, there are many ways to pursue innovation. Digital Master refers to those high-performing, highly innovative and high-mature (less than 15%) digital organizations; at the individual level, Digital Masters are those cross-generational digital professionals who are equipped with the advanced digital minds and build a unique set of digital capabilities. Talking about innovation is not new nowadays, everybody, every organization now is talking about innovation. It's been at or near the top of the business or economics agenda for a long time. However, there are a lot of confusions about innovation and there is no magic sauce to guarantee its success. Innovation is not serendipity, but a discipline.


  Innovation Measurement and Metrics


Innovation Management Assessment and Measurement For many businesses, creativity is the mystery and innovation is serendipity. In fact, innovation is how to transform novel ideas and achieve its business value. Due to the hyper-complexity of modern businesses, innovation is also about reducing the unnecessary business complexity to tackle the complexities of business dynamic. It can be managed in a structural way. If you can only manage what you measure, how to measure innovation effectively?

It Takes Innovation to Measure Innovation Performance Innovation is about making differentiation. Forward-looking companies will spend more resources on innovation investment and take a scientific approach to decode innovation serendipity. Innovation as a management process needs to be measured for making continuous improvement in order to reap the fruit for gaining long term advantage. Innovation measurement is challenging, it takes innovation to measure innovation performance.

Innovation Metrics and Measurement Innovation is not serendipity, it’s a managed process of transforming novel ideas to achieve their business value. You can only manage what you measure. Innovation is a management process which needs to be measured for making continuous improvement. Given the dynamic nature of digital organization and the complex mix of its resources and business factors, a well-defined set of innovation performance metrics need to be considered in better measures of innovation success such as revenue sustainability, customer satisfaction, knowledge accumulation, brand reputation or price elasticity, etc.

Innovation Measurement: How to Do it Right? Innovation is the light every organization must pursue now, but most of the innovation initiatives fail to achieve the expected result. Druck is credited as saying: “We can only manage what we measure.” What is stopping you from measuring top line impact from innovation, how much revenue is generated by innovations launched in the last 5 years? Are innovation failures caused by the time lag, inefficiency of financial systems? Is your innovation process not so clear with limited information on what has been done, or something else for ineffective innovation management, like a fuzzy or not well-communicated strategy goals? And innovation measurement, how to do it right?

The Organizational Innovation Scorecard The purpose of Innovation Management is to prepare everything to maximize the transformation of an idea to achieve its commercial value. Besides spotting individual innovators, organizations should also assess the overall innovation capability and capacity of the company, as well as their innovation performance. They can define some important factors to measure innovation score within a company and develop a comprehensive organizational innovation scorecard with the following characteristics.

The “Future of CIO” Blog has reached 3 million page views with about 6000+ 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 to human progression.



How to Learn Critical Thinking

The essence of critical thinking is careful deliberation, examination, and testing of assumptions, and consideration of opposing views. 

Critical thinking is more critical than ever because the business and world become over-complex, uncertain, and ambiguous. Critical thinking can combine different thinking processes, to gather a mass of information, break it apart and reconstructed with a level of accuracy for projecting futuristic events, or numbers, etc. Critical Thinking becomes more critical than ever in this dynamic world for making sound judgement and effective decision making.

Practice multidimensional thinking: Critical thinking is a thought process similar to the perceptions, all from the human brain. Critical Thinking is the mental process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating information to reach an answer or conclusion. Critical thinking includes both rational thinking (compare and contrast, define the frame of reference, etc.) and creative thinking (a result of holding the contrasting factors in the mind until something new appears). Critical Thinking is contextual, both reality-oriented and evidence-oriented. It involves induction and deduction continuum. Critical thinking drives clear thinking and clarified reasoning. Critical Thinking is also commonly understood to involve the willingness to integrate new or revised perspectives into better ways of thinking and acting,

Ask the right questions: Critical thinking is analyzing, looking beyond the surface, not just accepting things at face value but asking questions and being active in your thought processes. Enforce critical thinking and understanding through asking the right questions, and open for varying answers. How to ask the right questions becomes the critical skills need to be sharpened and focused on, to frame and co-solve complex problems. Asking the right questions requires leveraging Critical Thinking ability to absorb information forecast potential; analyze risks/benefits, compare and contrast options, facts, ideas against logic and creativity. To keep informative and inquisitive, always challenge and ensure that the question itself is corrected before answering. Critical thinkers grow a larger perspective, they see or understand the situation from different angles, get input from a broad range of personalities and cognitive difference of people on a particular matter, think both in macro and micro way, apply critical thinking to slow down the analysis and decision-making processes sufficiently to acquire all the necessary information to improve decision effectiveness and maturity.

Engaging is the door to critical thinking: It's that any critical thinking will be able to help drive improvement, create new ideas or build solutions and make them stick successfully. From a management perspective, the best way to learn critical thinking is simply to listen, engage, and ensure that everyone in the company feels valued. Encourage people to raise any issues. If people feel confident to discuss matters within the company, then any problems can be dealt with before they become serious. Critical thinking is essential for making decisions based on careful and comprehensive analysis. The effective critical thinking scenario includes, knowing by observing; what is said or done, how, when, where, why it's said or done, and who said this or did that. Critical thinking skills further impacts leadership effectiveness or professional quality and problem-solving capability.

Critical thinking could be as natural as taking a breath; or as complex as a jigsaw puzzle with thousands of pieces. The essence of critical thinking is careful deliberation, examination, and testing of assumptions, and consideration of opposing views. Critical Thinking needs to be developed based on the individual's own cognition, thinking habit, innate strength, and life experience.

Develop a High-Competitive Organization via Seamless Transitions

The more effortlessly you can guide, align, integrate, and optimize important business elements such as people, process, and technology, the closer you can accelerate business performance.

The rapid change, exponential growth of information, consumerism, and many other factors are creating new challenges and opportunities for enterprises to survive and thrive. Organizations of the future are increasingly exhibiting digital characteristics in various shades and intensity to make seamless transitions, deliver faster and increasing market share and tailored approach to fit specific circumstances and respond to the external environment dynamically.

From mechanic to organic:
Most traditional organizations have “mechanic nature” in the industrial age, running at silos, with restricted hierarchy which slows down the speed of changes. Thus, it’s a worthwhile effort to re-imagine the future of business to embrace high business velocity. In practice, designing an organic and multidimensional socio-technical business system is more difficult than designing a single-dimensional “mechanistic system." An organic digital organization consists in being able to break away from static, stale, and slow patterns, and being able to make continuous adjustment, improve organizational responsiveness and manageability. To drive change smoothly, the digital organizational structure should be solid enough to give some sort of forms or meanings and open enough to its environment and allow the movement of information, ideas and people frictionlessly, in order to make proactive changes within the expanded digital ecosystem effectively.

From operational alignment to strategic alignment: Overly rigid organizational structure or silo processes stifle change and innovation. Alignment shouldn’t just refer to top-down conformity, order taking, or inside-out operational mapping. It needs to include a broader scope of organizational tuning such as integration, engagement, collaboration, partnership, harmony link, fuse, affiliation, coalition, fit, match, meld, and convergence. Strategic alignment means that the strategic intent of the business can be understood, both within the organization and the ecosystem. Only by aligning the outside view with the inside view, can you understand the needs of people but also the channels needed to support them. The strategic alignment has to be done with a “big picture,” having the business architecture in mind that supports the strategic goals of the organization, and become an analytical “e-harmony” process where the actual configuration of the organization's strategy is a consequence of design and implementation strategies.

From cozy to creative tension: Many organizations are not fertile ground for ideation, silo thinking, bureaucracy, and internal politics, create negative vibes surrounding their working environment. People in those environments avoid taking risks and seldom learn from their mistakes, get stuck at their own comfort zone for self-preservation; or have no energy or desire left to think long term. To make a smooth digital transformation, it’s critical to develop an organizational environment that inspires positive emotions and facilitates creativity, allow ideas to flow, get protected, channeled and nurtured. In fact, innovation often comes from the floor and not the ceiling. You can feel the creative tension when you sense the freedom to be creative, the harmony not via compliance only, but through idea sharing and open debating.

From vulnerability to anti-fragility: The inevitable range, breadth, depth, and pace of uncontrollable factors acting on any organizations across vertical sectors mean identifying business vulnerability and constant fine-tuning are essential to improve the organizational maturity. From an organizational management perspective, the complication of traditional organizations caused by over-layering, rigid hierarchies, fractal structure, or the machine-like operational model with a kind of reductionism, mechanism, or approximation, etc, could make the business vulnerable in the face of volatility, uncertainty, complexity, and ambiguity of digital new normal. Thus, it’s important to shape a digital organization with some antifragile characteristics such as optionality, interdependence, self-healing, etc, for allowing the business to tolerate volatility or even thrive from it. A high mature digital business as a complex system, contrary to what people believe, does not always require complicated systems, regulations and intricate policies. The simpler, the better. Autonomy is encouraged and look for optionality.

From transaction to transformation: A transaction seeks continuity, a transformation seeks opportunity. A transaction has a short-range view; a transformation has a long-range perspective. A transaction focuses on goals for incremental improvement, makes only minor adjustments in the organization, structure, and management, etc. A transformation focuses on the goals of innovation as well as transcendent changes. Transaction-driven operational management may be viewing things from a single side internally and transformation-driven strategic management takes a holistic view of things both internally and externally. A transaction follows standard operating procedures. A transformation needs to set up strategic guideline and policy. A transaction is tactics, a transformation is a strategy. Transformative activities can build differentiated business competency to accelerate strategy execution and make a leap of digital transformation.

Running a high-competitive digital business is complex because all things do interact, particularly in the case of nonlinear interactions and interdependent relationships. It’s critical to make smooth transitions from static to flow, silo to holistic, and mechanical to organic. The more effortlessly you can guide, align, integrate, and optimize important business elements such as people, process, and technology, the closer you can accelerate business performance and lift the business up to the hyper-cycle of digital transformation.

Tuesday, October 1, 2019

The Monthly “Change Insight” Book Tuning: Fine Tune Organizational Changeability Oct. 2019

Closer to reality is that change is continuously happening in the environment of a company. It is nevertheless true that the change itself has become unpredictable and evolutionary. 

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 up-going change continuum.

 

                      Fine Tune Organizational Changeability

Fine-Tune Organizational Changeability to Get Digital Ready Compared to the business world decades ago, the speed of change is increasing, and digital ecosystem has become so complex and dynamic, to put simply, change itself changes. Change Management also turns out to be a holistic and multifaceted business discipline. Organizations across vertical sectors realize that one of their greatest strengths will be their change capability. Successful businesses are the ones that have learned how to strike the delicate balance and implement change time after time and build it as a solid ongoing business competency.

Drive “Change Success” via Multiple Dimensions Change becomes the new normal. Digital transformation is to create organizations where change is the norm and happens the whole time thereby delivering faster and increasing market share. Closer to reality is that “change” is continuously happening in such a dynamic environment. To run a dynamic digital business means constantly fine-tuning the uncontrollable factors acting on the business and driving change success via multidimensional directions.

Take a Mixed Change Management Approach to Go Digital Due to the “VUCA” digital new normal, today’s business is often operational in crisis and conflict environments. It requires the organizations of all shapes and sizes to reinvent themselves and become highly adaptive, flexible, and responsive. Digital transformation is radical change, communication has to flow via all different directions and organizational hierarchy. It’s critical to take mixed top-down, bottom-up, inside-out, outside-in, middle-out, and cross-functional system wide approaches to go digital in a multidimensional way.

Take a Logical Scenario to Drive IT Change Management Digital transformation isn’t just an extension of continuous improvement of the current business, but a quantum leap with radical change. It requires a unique vision and the tremendous courage to pursue it. Due to the exponential growth of information and “disruptive power” of digital technologies, IT needs to become a “Change Department” because it is in a unique position to manage business information and capture the oversight of the entire company. Organizations reach the turning point when their top business leaders can think outside the current constraints and comfort zones, empower IT to break down silos, and take the bold move to drive changes in a structural way.

Three Aspects of Change Management Closer to reality is that 'change' is continuously happening in the environment of a company. It is nevertheless true that the change itself has become unpredictable and evolutionary. From the business management perspective, change cannot be just another thing that needs to be accomplished, it’s the common practice, multidimensional management discipline, and ongoing business competency. The business will be more successful when they realize that one of their greatest strengths will be their changeability. Here are three aspects of Change Management.

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 Corporate Board’s Three Strategic Focal Points

Digital boards are like the steering wheel of their company,  leading the business toward the uncharted water and blurred territories for reaching the ultimate digital destination.

Generally speaking, in the boardroom, the key dimensions of practicing corporate governance discipline are policy setting, strategy oversight, leadership empowerment, and performance monitoring. The Board of Directors as top leadership roles should have multi-intelligent wisdom, to envision and lead the organization towards its future confidently, make a better influence on guiding the organization toward the right direction and bring profound insight in transforming the business up to the next level of business maturity. To lead effectively in today’s digital dynamic, here are three strategic focal points of corporate boards.

An integral and increasingly important aspect of business strategy development and oversight: Strategy management is about creating tomorrow's organization out of today. examining meta-process to determine how each part of the organization, including all of the key functions putting all together to implementing the business strategy successfully. The fact is that change is happening at a much faster pace than ever with"emergent uncertainties,” The degree of Strategic Planning has a correlation with the degree of uncertainty and unpredictability. Strategic planning now is a different animal as digital strategy-execution is no longer linear steps but a dynamic and iterative business continuum.

Nowadays, the Board of Directors see the development of strategy as a collective effort between themselves and management, rather than a question of “us versus them.” They perhaps should spend more time on participating strategy development. More specifically, BoDs can contribute a unique viewpoint as the business outlier to examine strategy management meta-process because they don’t evolve in the everyday business. Management generates and shares ideas that stimulate debate among directors who are there to make positive, valuable contributions to strategy and monitor strategy implementation effectively.

An integral and increasingly important aspect of ongoing business viability: The digital transformation is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves.Viability is one of the very characteristics of the digital organization. In the digital era with hyper-competition and continuous disruptions, top business leaders including board directors today must ensure that the organization is “playing to win,” not just trying not to lose. You aren't sacrificing the long-term viability of the business management portfolio for short-term rewards.

A viable digital organization takes continuous digital practices to improve manageability and develop business competencies to deliver impressive business outcomes. The emergence of potential opportunities and risks for exploring digital is likely to follow a nonlinear pattern with exponential speed. The corporate board’s strategic oversight and investment review help to fill the blind spots and bring a new perspective on improving business maturity, steer changes and ensure the business developing a creative workforce to maintain viability.

Business competency assessment and development: The characteristics of digital business are dynamic, volatile, uncertain, and hypercompetitive. Therefore, it is also critical to build dynamic business capabilities to adapt to changes. Digital transformation is the journey of continuous delivery and improvement, organizational management and corporate boards need to do the regular review to ensure that the business has and continues to build a set of cohesive digital capabilities with a right mix of competitive necessity and competitive uniqueness to improve strategy management effectiveness. 

 Many components of business capabilities are common and reusable across the enterprise. To shorten the time cycle and save the cost for building business capabilities. Building a Lego-like digital organization is all about mastering dynamic planning & competency building, reinventing business but not reinventing the wheel. The high mature digital businesses do great work to preserve core competency even as management expands and redefines the business. In order to know the organization better, the corporate board should make an objective assessment to ensure they not only have “me too” type competitive necessity but also keep developing unique business competency.

In a world of rapid changes, directors are required to exercise leadership influence and improve decision effectiveness over volatility, manage uncertainty, simplify complexity, and resolve ambiguity. Digital boards are like the steering wheel of their company, leading the business toward the uncharted water and blurred territories for reaching the ultimate digital destination.

How to Create Multiple Pathways for Problem-Solving

It’s all in the attitude to explore the better way and develop a creative “problem-solving” mindset which needs to be nurtured properly.

Fundamentally, the business or societal progress is made via a healthy cycle of problem-framing and problem-solving continuum. There is no magic formula for problem-solving, With the increasing pace of changes and shortened knowledge cycle, the best practices are outdated sooner than ever and “commonly known” methodology could be no longer working anymore when the circumstances change dramatically. You can't always wait for the "best" solution to emerge. It is important to experiment, explore, engage, and create multiple pathways to solve problems creatively.


Seek out invaluable information: Information does not live alone but permeates everywhere in the businesses. Information Management is the means to an end, the end is all about problem-solving scientifically. Information brings about business ideas; business ideas generate lots of information. Thus, information flow enables creative problem-solving. The art and science of information management is to distinguish between data, information, content, context, connections, optimize its usage and achieve its value via critical problem-solving.

 What is needed to do is to develop a high-performing information management for diagnosing the root cause of crucial business problems and solving them effectively. There are both intrinsic and extrinsic value of information. For complex problem-solving, the intrinsic value of information is about turning the most invaluable information and knowledge assets into precious insight to improve problem-solving effectiveness. The extrinsic value of information is to broaden varying perspectives ecologically, sociologically, or technologically, etc, for connecting wider dots in the digital business ecosystem to focus on information-based holistic problem-solving.

Make digital boundaries permeable: We are living in a complex world with continuous changes and disruptions, that makes it impossible to have complete knowledge and understanding of many issues. Overly restrict boundary setting will cause silo thinking and create obstacles to effective problem-solving. The digital nature of hyper-connectivity and interdependence makes it inevitable to break down silos and ensure the digital boundaries permeable, The digital boundary is not for dividing, but permeable to enable information, ideas, and knowledge flow. 

Digital boundary is not static, but dynamic. We all bring different perspectives and our boundaries could change based on open dialogues, learning agility, and flexible approach to problem-solving. The digital boundary shouldn’t be set by personal interest only, but for effective and creative problem-solving. The digital boundary with fluidity is a necessity for knowledge and idea sharing, responsibility taking, flexibility enhancing, and efficiency achieving.

Re-frame the circumstances: In an increasingly volatile, uncertain, complex, and ambiguous world, the problems become over-complex and interconnected. Thinking creatively about a problem requires being close to the problem, understanding context and intangible variables, and seeing things from different angles to gain different perspectives. Problem-solving is both art and science. Art, design, science, and humanity are inter-connected. For either solving existing or emerging problems, it’s critical to recognize patterns, perceive invisible behind the scenes, be able to reframe circumstances, alter or change the frame of reference to create previously unconsidered business solutions.

 Often problem-solving ineffectiveness and failure are caused by “We always do things like that,” mentality, even circumstances are already changed a long time ago. Always be careful about examining the potential points of engagement, rather than jumping to the “we'll fix this" mentality. Always challenge your own thinking or conventional wisdom by asking questions which often lead to discovering situations others do not see at first and create multiple pathways to figure out alternative solutions that achieve higher-than-expected results.

Tolerate messiness: Behind every problem is a relationship dynamic out of alignment. Thus, understanding human dynamics, relationship and systems do help to assess problems systematically and solve problems innovatively. Creative problem-solvers love debating, feel comfortable with creative tension, even love being wrong, and embrace failures. In practice, it takes open leadership to tolerate messiness, it takes courage to get out of conventional thinking box, and it takes digital management discipline to break down overly rigid hierarchy, silo systems and processes, static or negative culture, unchanging people, as well as all sorts of obstacles which stop digital flow and stifle innovation. To create multiple pathways for problem-solving, it’s critical to shoot the tangle for seeing from different angle, get out of conventional thinking box, strike the right balance of order and chaos, having enough failures and nurturing a creative environment that encourages learning and creative problem-solving.

Keep rules relevant and simple: Fundamentally, every work is to deal with problems big or small both from long-term perspectives or on a daily basis. it’s important to set guidelines or updated rules for navigating through the journey of complex problem-solving. Keep in mind though, the rule is not for limiting your imagination, but for framing the system to identify opportunities and mitigate risks. It’s critical to keep rules relevant and simple. To be creative, one would have to break down some old rules, as well as take risks to be perceived as unusual, strange, or misfit. In fact, thinking outside the box is all about "rule breaking"; the more "unruly" you are, the more creative you are. From problem-solving perspective, it’s important to apply simplicity as a management principle. The judicious application of simplicity helps people solve problems creatively.

Creative problem-solving requires a seamless paradigm shift in thinking from "problem" stickiness and root-cause analysis towards discovering possibilities and creating multiple pathways. Solutions need to be made from a much broader and encompassing view that is not possible in linear thinking. It’s all in the attitude to explore the better way and develop a creative “problem-solving” mindset which needs to be nurtured properly.