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.

Monday, October 18, 2021

Innovategovernance

 There are often disruptive processes or technologies that need some relaxation of the old governance models during the changeover.

Governance is a collective mindset; and can be used to raise visibility and awareness for many things that are captured at the different levels of the organization. Organizations should be identifying patterns for improving governance maturity, and promoting engagement, motivation, and innovation as these are vital aspects of top-performing enterprises. 

In today’s modern economy. Sound governance is to improve the management effectiveness and eliminate risks. Technically, the governance structure is independent of the management structure, but the governance process/mechanism can be embedded into key business processes seamlessly in order to improve the organizational manageability and maturity.

Governance is all about performance and conformance: Traditional governance is compliance driven; while proactive governance is more performance driven. Still, performance and conformance are both important. Performance without conformance is not genuine. Conformance without performance adds very little to the multifaceted business value. Governance is not only about controlling or compliance, but about conforming to laws/regulations/principles/rules etc, for achieving high performance. Without strong governance, businesses will lose sight of their prime purpose.

Performance should be focused on maximizing capital allocation, company performance and shareholder values. To some degree, conformance is inherent within value-driven performance. Actively monitoring of management for transparency and analysis of potential long-term consequences must become the strong governance discipline and agenda of this hyperconnected and always-on business new normal. When the internal and external emphasis shifts from regulatory and compliance governance to identifying, reporting and developing the behavioral governance, team dynamics, performance improvement, etc, of organizations, then you will make a quantum move away from these repeated instances of governance failure, and become more effective in steering the organization in the right direction for accelerating business performance.

Governance is about delegation and accountability: Strong governance enhances strategic alignment and structural flexibility. The corporate governance bodies such as the board of directors need to make inquiries such as: To what extent and how does the corporate planning align corporate priorities, sector business plans, and resource allocations? Can the management function effectively to make sure their organizations are on the right track of strategy management? Do senior management committees make informed, proactive and timely decisions to achieve desired results? Etc. Through solid governance discipline, the alignment process can become a smooth and harmonized process, approaching a flow zone in which people are ready for moving to a fluid working environment, and business executives are eager to set stages for designing and implementing strategies by taking a step-wise approach.

Organizations have to consciously fight against establishing a culture of no accountability. There should be a governance mechanism embedded in all crucial business processes, including the delegation and assignment of responsibilities for carrying out the successful execution of assignments. Holistic governance approaches enforce accountability at different levels of the organization, go hand in hand with the delegation of authority or power, and advocate the digital style of autonomy and self-management. It can assure the corporations’ operation under the correct directions and behaviors correctly to accelerate performance..

Governance is about prediction and prevention: Information exponentiality and change is the new normal. Uncertainty and risk are inherent in every venture. Sound governance is part of eliminating risk and doing the right thing. Preventing problems is superior to fixing problems. Information based risk prediction is an important step in enhancing proactive governance discipline. Often, the quality of your data defines the quality of your prediction, and quality of prediction is based on the quality of predicting model and insight of talented analysts, etc. Ideally, apply the real time analysis model to predict the potential risks and prevent or manage them smoothly.

Generally speaking, preventing problems, managing risks and enabling continuous improvement require the power of information, leadership support, integrating the data-based insight into the business processes for identifying, assessing, preventing, and resolving problems and reporting the success. Assuming the risk is highly likely to occur, to decompose complexity or deal with possible stagnation, it’s important to leverage effective tools such as interdictive analysis to dig into the root causes of mismanagement, prevent the business from getting stuck at ineffective strategy management, aimless administrative bureaucracy, irrational decisions, or irresponsible behavior, estimate the impact of upcoming events that may happen in strategy/operation plans, and the consequences, as well as how to avoid unnecessary pains.

There are often disruptive processes or technologies that need some relaxation of the old governance models during the changeover. Governance practices need to be converged into cohesive management disciplines, and well integrated into the key components of business strategy. Governance processes become more lightweight, continuous, focus more on results rather than detailed plans. Governance practices become more proactive, performance driven and people centric.



Informativedecisionmaking

Business leaders and professionals need to capture the right information, predict the trends, prevent pitfalls on the way, and follow the right processes to overcome changes.


"Decision Masters”
refer to the digital leaders or professionals who can leverage multidimensional thought processes, information and intuition, and take a step-wise scenario for making effective decisions consistently. 

Decision Masters also refer to the businesses or organizations that follow a set of well-defined principles, leverage fine-tuned decision processes, efficient information management system, decision frameworks, tools, and metrics to enable people across the organization making effective decisions collaboratively.





Informative Decision-Making 


Informationascluetomanagement Nowadays, information is the clue to run a hyperconnected and independent business. The tricky bit with information is that, depending on the level of granularity and aggregation, you can use it for multiple purposes. In fact, Information Management is a holistic business process of aligning the use of information through a multitude of management practices to improve business responsiveness and effectively.


Inbuildingdecisionmakingcapability ‘Digital business is becoming complex and uncertain, decision making is more often a complex scenario, especially for the large, strategic decision making. Therefore, it is crucial to take a systematic approach for improving decision effectiveness, leveraging both gut-feeling and analytics, logic and intuition, interdisciplinary knowledge and group contribution. Here are five pillars to build decision-making as a solid business capability to improve business responsiveness, agility, and competency.

InformationinsightEffectiveDecisions At today’s digital new normal -uncertainty, complexity, velocity, and ambiguity, the capability to make effective decisions becomes a more crucial leadership competency. There is fuzziness in the decision because there is fuzziness in conflicting criteria. An effective decision can be defined as an action you take that is logically consistent with the alternative you perceive, the information you get and the preference you have. A decision is a plan to change something in your current situation. A"decision" has lots of connotations of finality. What seems to mark those good problem solvers out from others is their ability to frame issues, problems, and decision options and turn them into potential opportunities, tangible outcomes, and inspirational change & transformation. What are the logical steps in making effective decisions, though?

Ineffectivedecisionmaking With exponential growth of information and frequent disruptions, decision and problem-solving in complex businesses is difficult due to various reasons such as uncertainty and ambiguity of business circumstances, lack of priority, unconscious bias, outdated knowledge, or scarcity of business insight, etc. Business leaders and professionals need to capture the right information, predict the trends, prevent pitfalls on the way, and follow the right processes to overcome changes.

Integratingdecisionlogic In the world where change is significantly speeding up, business leaders couldn’t predict the future with a certain degree of accuracy. Decision-making is difficult due to varying reasons such as uncertainty and ambiguity of business circumstances, fear of failures, unsure about priority, unconscious bias, lack of knowledge or profound thinking process, etc. Thus, it’s crucial to take logical steps in achieving decision smartness.

The blog is a dynamic book flowing with your thoughts; growing through your dedication; sharing your knowledge; conveying your wisdom, and making influence through touching the hearts and connecting the minds across the globe. The “Future of CIO” Blog has reached 5 million page views with about #8200 blog postings. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. Blogging is not about writing, but about thinking and innovating new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes 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.



Decision Master Book Summary

Decision Master Amazon Order Link

Decision Master B&N Order Link

Decision Master iBook Order Link


Decision Master Introduction

Decision Master Chapter 1 Decision Intelligence

Decision Master Chapter 2 Decision Principles

Decision Master Chapter 3 Digital Decision Styles

Decision Master Chapter 4 Decision Pitfalls

Decision Master Chapter 5 Decision Maturity

Decision Master Conclusion Five Pillars in Achieving Decision Excellence

Decision Master Quotes Collection 1

Decision Master Quotes Collection 2

Decision Master Quotes Collection 3

Uncoveradvancedmindsets

When life is shifting from surviving to striving and thriving, people are becoming more fluent in multidimensional thinking, life is in the most advanced stage, and society as a whole is advancing to the next stage.

Humans as social beings, are developing, growing, competition and choice are part of that process. Knowledge work today is more purpose-driven and self-disciplined. The restrictive hierarchy will lose its steam; openness, trustworthiness, sharing, and collaboration are fundamental for productive and creative teamwork to make collective progress. 

The advancement is an upward journey through which the mindset can become more open, positive, forward-thinking, creative, and inclusive, demonstrate multidimensional thought processes to fuel upward change and innovation, and turn out to be the driving force behind any kind of societal progress.

 

Growth mindset: The advancement starts with a growth mindset. Without growth, individuals, organizations or societies stagnate. Growth mindset refers to those who can think ahead, move forward, solve problems and achieve goals with focus. Growth mindset must believe that all visions have the potential to be translated into fulfillment and hold the strong belief that their ability level was nothing more than a snapshot in time and eminently changeable as they continued to learn and develop, to make continuous progress.

To deal with fast-paced changes and continuous disruptions, growth mindset and cognitive intelligence are in strong demand to ride learning curves and make the progressive movement. To make a digital paradigm shift requires a growth mindset at every level and having an in-depth understanding that things cannot stay the same. This is the groundwork that has to be down at all levels prior to initiating major changes.

Forethought: There is purpose behind advancement; there’re goals which need to be achieved through advancing thinking and actions. Forethoughtful mind with vision makes you feel passionate about what is going to happen - the opportunities, it is a clear choice among future scenarios that advocate advancement and promotes positive behaviors.

Foresight keeps people focused, knows where their destination is, allows them to take an alternative path for advancement, rather than following others’ footsteps to do the same thing repetitively. They have the ability to think about the past, perceive what is now and foresee the future in pursuit of advancement. In fact, the most advanced mind relates itself to a purpose greater than itself, contributes to the common good and the collective human progress

Independent thinking: In a world full of new information and outdated knowledge, a variety of culture or traditions have inundated us with conventional wisdom. Independent thinking is important to analyze and synthesize all sources of input and information to form your own opinion and make objective judgment.

Independent thinkers advance the world because it means you neither follow others' opinions blindly nor being isolated from varying resources; on the opposite, a great independent thinker leverages all sorts of information, being unbiased and objective for making effective decisions to solve problems thoroughly. In an open working environment, independent thinking is encouraged to bring up new perspectives to the table and drive progressive change collaboratively.

Creativity: People can learn a lot from different mindsets, cultures, and knowledge. Creative people are in demand to spur fresh ideas and advance the current understanding of things, break down conventional thinking patterns, be adventurous to explore new possibilities. So organizations as a whole can be competitive enough to keep surging further and advancing themselves for reaching the next cycle of growth.

Creativity is the most wanted professional quality; innovation is the most needed change for advancing human society. It’s critical to develop a culture of creativity, help people understand the value of harnessing the difference, be comfortable to be who they are, motivates people riding above the learning curves, stimulates their intellectual curiosity, and practices creative thinking to make advanced movement.

Inclusiveness:
We must face diversity and inspire inclusiveness. Advancement can become more reachable when we appreciate each other’s strength, complement each other’s capability; bringing in new ideas and new perspectives to make new creations and build better futures together. Real inclusiveness needs to focus on cognitive differences, skills, abilities, and understanding each other via empathetic mind connections with the goals to make collective progress.

The digital transformation has to go a few inches deeper for cultivating the culture of inclusiveness The most advanced mindsets would like to know how to tap diverse resources, be inclusive and recognize merit and ideas, no matter where they come from; to embark upon the road of total inclusion as that appears to be the only way to advance forward and realize long term prosperity of human society.

When life is shifting from surviving to striving and thriving, people are becoming more fluent in multidimensional thinking, life is in the most advanced stage, and society as a whole is advancing to the next stage.

Intrapreneurs

Being entrepreneurial is first the mindset, then an attitude and skills are the easier part to be developed.

Intrapreneurship is about discovering the new path for business growth by taking entrepreneurship activities for creating the future via learning, experimenting, and discovering. It presents a greater challenge and reward by pioneering the development of new products, services, processes, or business models, etc. 

Great intrapreneurs with following traits are in strong demand to rejuvenate culture of innovation, drive transformative change, invent new business models, and exemplify creative problem-solving.


Out of the box thinking: Intrapreneurship is about discovering the new path for growth and balancing innovation with other organizational priorities. Intrapreneurs can think out of the box, bend some rules in order to discover the new path of growth. They are able to explain the big why clearly, articulate the strategic rationale behind the intrapreneurship venture, and bring fresh perspectives to the table. Intrapreneur-leaders can think out of the box, drive imaginative transformation, of moving beyond traditional business operations or incremental improvement, encourage themselves and subordinates to practice out of the box thinking and new designs to delight customers and achieve high-quality results over a sustainable period of time.

Because with an increasing pace of changes and frequent disruptions, the existing business models or best practices are outdated sooner than ever and the “commonly known” method is no longer working anymore when the circumstances change. Intrapreneurs demonstrate a willingness to “not know” and be able to source new possibilities; ask tough questions, channel energy, enthusiasm, and ideas, break the rules if necessary, willingness to accept feedback and/or tenacity to refuse it; propose and deploy new ideas, new processes, new adventures to adapt to change.

Optimism: Businesses, especially well-established organizations need people who are passionate about exploring new opportunities to work at the heart of the enterprise to awaken innovation and build competitive business advantage. Being optimistic is the view of looking for the best, with a “never give up" attitude. Intrapreneurs can bring optimism to influence the organization’s culture, break down bureaucracy, idea bottleneck, linear knowledge box, have an outward view to see the bright side of things; and encourage innovation.

We are experiencing the paradigm shift from an industrial age with scarcity of information to the creative economy with information exponentiality. New types of leaders are rising with a much more entrepreneurial spirit, not only self-motivated but also motivate teams to cultivate innovation capabilities. The optimistic view is encouraging, but everything should be at the right dose. Keep a balanced viewpoint of being optimistic and cautious in order to make an objective judgment and lead innovation step-wisely.

Innovative problem-solving: Running a business is technically an iterative problem-solving continuum. It is important to experiment, explore, and encourage new way to solve either old or emerging problems. Intrapreneurs are usually innovative problem-solvers who have a mindset with curiosity, self-inclusiveness, creativity, and progression. They can figure out different ways to solve problems, and enjoy the problem-solving jigsaw puzzles. In fact, what many see as innovation is actually an alternative problem-solving scenario to fix things and create more value than conventional approaches.

Thus, it’s important to develop employees entrepreneurially. An individual's attitudes and beliefs are all valid within the context of his or her personal experience. Take people through new experiences, expose them to additional information or thought-provoking insight through those experiences, and do that very purposefully. In traditional organizations with silo or overly restrictive management silos, it’s important to create the opportunity for staff to shift attitudes, beliefs, mindsets of “we always do things like that,” and become more entrepreneurial; that ultimately will cultivate their innovative problem-solving capabilities.

Accountability:
Intrapreneurs are often the owners of new business models or stewards of idea management of their organization. They need to present accountability which is a type of cognitive fitness to show the ownership mentality, and take responsibility to do the work for achieving high performance. They take the “entrepreneurs’ spirit to turn the status quo upside down for dealing with uncertainty, break through organizational bureaucracy, idea bottleneck, linear knowledge box, and be accountable to make innovation happen. It is also important to enhance accountability via effective delegation of authority or power and people-centric processes/systems.

True accountability focuses on learning to do things differently. Accountability needs to be well embedded in the business culture, individuals should take responsibility for what they do and what they say. The good measure of accountability is about resilience, which is determined not by whether an individual or a team makes a mistake or not, but on how quickly they can recover so that customers, teammates, and others aren't negatively affected by the breakdown. Great intrapreneurs can help to shape a culture of accountability in order to build a high-performing organization.

Risk tolerance: Practicing intrapreneurship means the enterprise should go smarter and more flexible, with the right dose of risk tolerance to convert a problem into an opportunity. Practicing intrapreneurship in large enterprises needs to strike the right balance between stability and change, process and creativity; standardization and innovation. The value of taking an entrepreneurship effort is tied to the broader importance of staging a venture systematically. Intrapreneur leaders have willingness to take risks, are systematic and good at calculating the risk for managing innovative activities effectively.

It takes courage to be an entrepreneur/intrapreneur because it's not an easy job to face and manage risk, uncertainty, ambiguity, and overcome barriers every day. Entrepreneurs taste risk as bitter experience and show resilience to recover. Good intrapreneur-leaders who show the mental toughness have balanced viewpoints to perceive innovation success and failure objectively, capture opportunity, roll it out and measure performance result accordingly. They can help businesses become more resilient, and nurture the culture of risk intelligence.

Corporate Entrepreneurship has been recognized as a potentially viable means for promoting and sustaining organizational performance, renewal creative energy and corporate competitiveness. Being entrepreneurial is first the mindset, then an attitude and skills are the easier part to be developed. It’s a strategic imperative to cultivate a new generation of workforce that is more entrepreneurial and value-driven. Business professionals today are more aware of the new complexity, and the desire to find a new space and they want to find new rules to do things in their own way and rejuvenate the culture of innovation.


Incoherentconfusion

Unprofessionalism leads to outdated thinking, misjudgment, drives ineffective decisions, and further causes the business fragility and stagnation.

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, it is important to identify and strengthen the weakest link and take a stepwise approach to make a leap of digital transformation.

"Digital Gaps -Bridging Multiple Gaps to Run Cohesive Business” is a guidebook to help digital leaders and professionals today identify, analyze, and mind multiple gaps with multidisciplinary insight and holistic understanding. 

                       Incoherent Confusion


Incoherent confusion Organizations rise and fall, not on the quantum of plans and resources, but on the capabilities to lead and manage, yet most important to execute.. Disconnect occurs when wishful thinking at higher levels detaches from reality at lower levels; when misinformation leads to misjudgment; when hierarchical business systems are dysfunctional, silo thinking or bureaucracy is propagating; when misalignment of "do what you say, say what you mean, mean what you do" cause culture inertia; when value proposition fails to be translated into meaningful operational deliverables; when the work is not done right and needs to be redone, then business disasters emerge. How to handle all those issues smoothly, ameliorate business fluidity and improve the overall organizational manageability.

Ineffectiveness Even businesses step into the hyper-connected digital world, many business managers and professionals still apply old silo management mindsets to new ways of organizing, and this legacy of the old economy causes most of the organizations across vertical sectors today are process and control driven, those processes become inflexible and stifle changes.

Unprofessioalismcharacteristics Unprofessionalism leads to outdated thinking, misjudgment, drives ineffective decisions, and further causes the business fragility and stagnation. The business environment is full of uncertainty, velocity, complexity, and ambiguity, high professionalism is an important quality for today’s multigenerational, multicultural and multi-devicing workforce, and it is a foundation to shape growth mindsets, cultivate open-minded leadership, nurture culture...

Identifyanalyzefillskillgaps Business environment today is dynamic and uncertain, with exponential growth of information and increasing pace of changes. The challenge is about applying digital management philosophy, building differentiated capabilities, tuning flexible structures, and developing the best and next practices in running a holistic and high-performing digital organization. People are the center of running contemporary business, it’s important to identify, analyze, and fill talent gaps and define technical/functional competencies required to achieve long term business goals.

Initiategapmindingpractice Bridging the gap of opportunity between where you are and want to become is a welcomed challenge. The gap is created when there is a difference between two schools of thinking or the difference between demand and supply. The digital era upon us is volatile, complex, uncertain and ambiguous, many business problems today are complex, without the contextual understanding of the situation, gaps are inevitable. It is important to scrutinize all crucial...

The “Future of CIO” Blog has reached 5 million page views with about #8200th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking and innovating new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.


"Digital Gaps" B&N Order Link


"Digital Gaps" iBook Order Link


"Digital Gaps" Amazon Order Link


"Digital Gaps" Introduction, Slideshare


"Digital Gaps" Chapter 1 Cognitive Gaps


"Digital Gaps" Chapter 2 Leadership Gaps


"Digital Gaps" Chapter 3 Management Gaps


"Digital Gaps" Chapter 4 Capability Gaps


"Digital Gaps" Chapter 5 Professional Gaps


Conclusion: Bridging Gaps to Catalyze Digital Maturity

Sunday, October 17, 2021

Innovativeprioritizationparameters

Prioritization is both a skill and a practice. Set priority to leverage limited resources, time and talent to maximize performance and unlock potential.

People and organizations suffer from overloaded tasks and exponential growth of information, get overwhelmed with daily busyness and continuous disruptions. There are both short-term pressures and long-term concerns, too many things on the plates of business leaders and professionals today. Prioritization is critical as the alternative is a land grab for time or resources. Prioritization is about managing constraints. Here is a set of parameters to assess prioritization of individuals or organizations.
 

Focus: There are so many things going on on a daily basis. Today’s business leaders and professionals should learn how to “ignore,” in order to focus on top prioritized issues without getting distracted or inundated with overloaded information. Prioritization forces us to become more active and proactive in crucial activities and provide a focused approach to solve the most critical or urgent problems.

Upon increasing paces of changes, the reality is that there are a lot of things that can go wrong and it is not always easy to identify what is important. Laser focus on things that really matter, be selective on the knowledge you want to gain, the people you try to communicate with; the things you are interested in to do, the goals you intend to achieve; the problem you need to solve. Stay focused, continuously try to improve, develop, or change everything in a prioritized order as long as it not only keeps the lights on but also creates a more long-term advantage.

Resourcefulness: You can't do everything as resources are limited. To survive in the long term, do more planning and prioritizing, bring transparency, and keep optimization, to gain the visibility and traceability between costs and the assets consuming those costs. Being resourceful provides one angle to show that you have the ability to learn and gain fresh knowledge, so you have new answers or complete answers to the questions that interest you or the problems you met before.

From a business management perspective, a company has finite resources to apply to get the best yield possible to meet stakeholders’ expectations. There are always some constraints for businesses to balance a healthy portfolio of “running, growing, and transforming.” It’s important to set the right priority, align portfolio management with strategic business goals and objectives. It is also important to integrate risk into resource prioritization and planning processes. If companies don't make room in the prioritization process for business initiatives that have significant risks but also potentially significant upside results, it can, in fact, diminish the business’s unique advantage for the long run.

Innovativeness: When people get stuck in the old routine and comfort zone, they barely survive the whirlwind of daily busyness. Prioritization is critical to force people to become more innovative for change and problem-solving. Innovation is the mechanism through which you grow and evolve something to something better or something new. It is important to set priority for innovation management even if there is the pressure to "keep the lights on."

Technically, corporations do need to prioritize, embed prioritization mechanisms into innovation management, and learn to strike the right balance between increasing productivity and encouraging innovation; between setting standards and letting “out-of-the-box” thinking flow. They need a process by which evaluation of those priorities occurs and through that process review new ideas, revisions or changes. The objective of prioritization shouldn't be to work on only those initiatives for which you have staff, it should be to maximize what you can accomplish through creative leverage of your talent pool and build innovation competency.

Time management: People need to be very vigilant about time. Time management prioritizes actions. Upon increasing paces of changes, the reality is that there are a lot of things that can go wrong and it is not always easy to identify what is important. When people’s everyday experience is one of frustration, failure, and defeat, they use up all their energy and waste their time on trivial things, becoming unproductive or inefficient.

In reality, people’s time is stretched so thin that they do not allocate enough time to understand key issues or focus on true problem-solving. There are long-term, intermediate, and immediate actions you need to take, strong time management skills help you decide the course, and improve work effectiveness. It takes time management skills to enhance self management discipline for unlocking performance and unleashing potential, making themselves creative-oriented, mature, and accomplish more.

Delegation: Nowadays business professionals, especially managers, have so many things on their plate, micromanagement often leads to ineffectiveness and discourages innovation. It’s important to learn how to delegate, not micro-manage, let people do things in their own way. However, unclear, ambiguous delegation inevitably leads to unsatisfactory results. Know what you want before you delegate to someone else. There needs to be the real delegation of responsibility with well-defined boundaries and clear accountability.

Strong prioritization practices can make the delegation process frictionless and build trust. Accountability goes hand in hand with the delegation of authority or power. The delegation chain can be lubricated via communication effectiveness, responsibility clarity and self-management discipline. Find the right people with the right talent to do the work, trust but verify. Get agreement from the person to whom you delegate the task to accept responsibility and accountability for the job. It does not mean telling someone how to do it your way. This is giving them enough information to figure out how to do it their way to encourage autonomy.

Prioritization is both a skill and a practice. Set priority to leverage limited resources, time and talent to maximize performance and unlock potential. The challenge is to prioritize what you know about and keep an eye open for signs of things you don't know about. Continuously try to improve, develop, and change everything in a prioritized order as long as it solves the critical problems smoothly, and builds long term professional competency.

Innatebelief

Believe in -self; believe in others; believing in, by working together, we can make -amazing things happen, effortlessly; belief is -an influential thing.

Belief can be deep as -

blue ocean;

nurture creative energy;

solid as-

strong cornerstone,

build endurance,

   perseverance,

          resilience.

Belief is a strong thing.

If meaningful thoughts are-

grown up like-

a tree;

beliefs are -

the roots,

ingrained -

in minds,

at a very young age;

developed from-

what we see,

hear

experience;

grow up

in the unique life journey,

gradually.

Belief is -

a personal thing.


Belief is the light-

to guide us through;

believe in self,

in change,

in direction;

attitude constitutes-

beliefs,

emotions attached -

to beliefs;

action based on-

beliefs.

With belief,

we have-

grit mindset;

persistent attitude,

determined actions,

to stay focused,

overcome challenges;

belief is -

an impactful thing.




Outdated belief is -

like the glue,

gets us stuck,

in the time river,

blocks the wave of-

imagination,

forms cascade of bias;

slows down -

the pace of -

progression;

blinds us from-

actual reality;

belief is-

a strong thing.



Listen to-

the inner voice,

create space for -

reflection,

  illumination,

    verification...

“Belief or not” is-

a tough choice,

keep evolving;

the root must change for -

the fruit to change;

by changing-

our thinking,

we change beliefs.

Belief is -

a profound thing.




Believe in -

self;

believe in others;

believing in,

by working together,

we can make -

amazing things

happening,

effortlessly;

belief is -

an influential thing.


Innovateviapeoplecentricity

At the heart of digital, it is people and how to build a people-centric organization.



Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. It is like a gigantic puzzle with many misplaced pieces, you have to put them all in the right places to discover the real meaning and unleash its full potential.

The purpose of the book “Digital Maturity: Take a Journey of a Thousand Miles from Functioning to Delight” is to envision the future of the business, articulate the very characteristics of digital organizations; reimagine the interdisciplinary and hyperconnected digital ecosystem; fine-tune processes and structures of the digital business; develop the best and next practices to charter the digital paradigm shift seamlessly; leverage information & technology as the linchpin of the digitalization; take a holistic approach to measure digitization effort; avoid pitfalls and barriers on the way; and make a leap from doing digital to being digital effortlessly.


People-Centricity


Innatesysteminsightofpeoplecentricity The arising new paradigm is all about people-centricity, social, economic, technological, and environmental sustainability issues may be a prelude to paradigm shifts supported by System Principles.The digital era upon us is about people-centricity. It’s important to understand the organization as a complex people-centric system. With increasing pace of changes and frequent disruptions, adaptation is faster if made with the full involvement of people...

Unifytoplanandintegrate The digital era upon us is people centricity, people are the most invaluable asset in any business. At the heart of digital, it is people and how to build a people-centric organization. Going digital is an evolutionary path of pursuing the next level of organizational maturity and collective human progress via empowerment and democratic meritocracy.

Involvingmultistagepeoplemanagement Organizations are operated by people for the people, this is particularly true for running a people-centric digital business. In fact, people are always the weakest link, but the most critical asset and human capital to invest in the business. The digital workforce today are divergent in many ways, share a natural affinity for new perspectives, innovativeness, and collective wisdom.

Inspirepeoplecentric organization Digital becomes the very fabric of high-performing businesses, being outside-in and customer-centric is the new mantra for forward-looking and high-mature digital organizations today. One of the key determinants of whether an organization can move to the digital new normal is the digital maturity of its people. People have to be ready to move to a fluid structure, hyper-connected & dynamic state and get used to the complex digital ecosystem. Here are three aspects to run a people-centric digital organization.

Understandingpeoplecentricorganization Digital organizations are all about information savvy, adaptation, people-centricity, high-performance, and speed. Hyper-connectivity enhances people-centricity. Being people-centric is a transcendent digital trait and the core of the corporate strategy in today’s digital organizations. One of the key determinants of whether an organization can move to the digital new normal is how well it can delight customers and truly understand their people to run a people-centric digital organization. Here are five perspectives on building a people-centric organization.

The “Future of CIO” Blog has reached 3 million page views with about #8200th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The “Digital Master” book series includes 28 books to share insight from the multidimensional digital lens and perceive the multi-faceted impact the digital era upon us is making to businesses and society. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking and innovating new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.



Unfoldfutureviaforecastlogic

Foresight is an ongoing conversation, the highest level of future sensitivity comes from appreciation of the whole situation which relies heavily on leaders’ ingenuity, intelligence and intuition.

Rapid change and frequent disruptions are the new normal; uncertainties are a common occurrence in any walk of our progress, be it social, professional, or personal life. We cannot predict anything beforehand but can imagine with many experiences involved in the present or in the past. Forethoughtful business leaders and professionals develop and demonstrate strong forecast logic via information based insight and interdisciplinary knowledge, envision the trends and forecast the upcoming change with a certain degree of precision.

Forecast is based on informative logic-the analysis of the past and insight of today:
We live in an era full of uncertainty, velocity, complexity, and ambiguity. It is true that information grows exponentially even in the case of the digital paradigm shift. Computers spit out some numbers. The accuracy of the prediction will depend on the completeness of the input information. Information based analytics in itself adds no value; it’s the decisions that analytics helps to drive the actual business value. You develop a predicting model based on the information you have from the past and you capture business insight via quality information on hand. First data, then metrics, which are simply data combined to something meaningful, then models - which predict, then decisions - which act.

To predict and respond to the emergent business properties, it’s important to make data more “visible” for shareholders to make effective decisions, drive innovations, and create richer business value returns. It’s important to link information management to multiple business domains within the enterprise and their business partners, identify the right information, validate it and communicate it to the right people at the right time to grasp opportunities or manage risks systematically.

Forecast is based on systematic logic -to predict consequences via in-depth understanding of organizational context and systematic view of business complexity: Contemporary organizations are organic systems that keep evolving. Prediction can be an outcome of the controllable relationships within a system to make progressive changes. Some trends are more significant than others in their impact on business growth. Sometimes you need to be able to look for something “hidden,” which is not always so obvious, in order to make better assumptions or improve forecast precision. Other times, you need to broaden the perspectives, leverage systematic logic to understand the hyperconnectivity and interdependencies between different components.

Systematic forecast pulls the strategy out of the darkness. Systems perspective can broaden the vision and look into an unknown future, understanding how relationships, ecosystems, market dynamics, and the connections between business units are related. To manage resources and make investments in strategy management effectively, business management needs to forecast the efforts to realize the strategy; they might also need to predict and deal with threats or disruptions that the organization faces. Have a very good grasp of the overall business, its strategy, the marketplace, business model, and competitive distinctiveness to ensure that the business solutions supplied to the enterprise deliver maximum value at an acceptable cost. Some corrections require more drastic paradigm shifts with corresponding economic impacts or predictable political challenges.

Philosophical forecast based on logic, metaphysics, ontology, and epistemology - to predict the trends, prevent risks, and prepare for the future smoothly: Science always needs philosophy that helps to abstract fact and unify the understanding. All philosophy is analytical, that philosophy must be classified with mathematics and logic. It takes true forecast logic with the right mix of science and philosophy, learns from its historical roots (past), keeps the light on (today) and makes a long term plan for the future. In practice of predictive analysis though, you see a conjunction of cognitive and philosophical thinking with a decidedly short-term model where the present extends to an annual forecast and the future is no more than a year or two.

The convergence of statistics & decision science, and philosophical logic will make a direct impact on running an intelligent business by contemplating: Where is the wisdom we have lost in knowledge? Where is the knowledge we have lost in information? Where is the information we have lost in data? How do the philosophical and technical aspects of a workplace fit together directly impact the effectiveness and maturity of the company? Philosophically, there isn't always a right or wrong choice in any situation and there are a lot of grays. A problem for one, is an opportunity for the other; knowledge for one, information for the other, belief for one, disbelief for another, etc. Philosophical forecast improves management agility and flexibility.

Foresight is an ongoing conversation, the highest level of future sensitivity comes from appreciation of the whole situation which relies heavily on leaders’ ingenuity, intelligence and intuition. We live in an information technology world and every day more and more technology affects the way we live, love, and think, information keeps us aware of what's happening in the surroundings. Forecast logic is both scientific and philosophical, helping us understand the business, information, and process landscape to consolidate data and generate insight across the enterprise to unlock business performance and improve the overall organizational maturity.

Saturday, October 16, 2021

Initiativeprosconsanalysis

Organizations have a variety of stakeholders, behind many critical business initiatives, there are numerous points-of-view and reference points of varying stakeholders.

Running a business is about taking continuous initiatives for solving problems large or small. Every business initiative is to solve a certain problem and achieve certain goals. There are strategic initiatives and tactical initiatives. There are functional initiatives and cross functional initiatives, quick win or long run focused initiatives, etc. Thus, it’s important to identify what generates the most value for the company and expressing that in strategic objectives helps managers keep their eyes on what matters. 

The real challenge is to understand the priorities of the company, and know where and how you can and should improve, so you can pre-plan and manage business initiatives in a structural way to achieve higher than expected results.

Content and context in business initiatives: Nowadays, business problems are rarely insulated. Business leaders must not fall into the role of facilitating flawed or incomplete business initiatives. Make reasonable justifications behind undertaking the initiative. It's important to understand problem context: What is the problem? What are the concerns with the current state (costs, inefficiencies, top line impacts etc)? What is the proposed state? What is the cost, time; other resources needed to get to the proposed state?

From a strategic or a change management perspective, provide the description and articulate the reason for starting an initiative. Is the proposed business initiative well aligned with the organizational vision and direction? How does the business initiative differentiates the organization from its major competitors? Are they competing for best quality, cost advantage or efficient value chain? Can their processes do what they promise? Competitors? Which business competency can be built via taking such initiatives? Have a management oversight of underlying business functions and structures, and enable all critical business processes, to improve the success rate of initiative management.

Pros & cons analysis of solutions options: After clarifying why part of the business initiatives, it’s important to articulate what and how by setting the "success criteria," enabling consideration of the range of options and which solution option is most aligned with the strategic goals of the business. Is it one solution or multiple solutions that will be required? A clearly-articulated business case helps the business management clarify: What solution options are available that will meet the business need and which option is the best option from a strategic perspective to solve a multi-set of problems? Which solutions represent the best business value in terms of achievement of the business outcomes? What are the risks and issues associated with the solution?

To enhance innovation, use an out-of-the-box method to identify unconventional solutions, define alternative solutions, evaluate the practicality and outcome going beyond economic value or shareholder value, to include other forms of value orvia people-centric lenses, and compare it to conventional solutions. For the large-scale strategic initiatives, have an advisory committee review policy, procedure, and communication within the organization to ensure solutions are designed to not only solve certain problems, but also bring up additional value and shape innovative cultures.

Costs/ financial comparison/financial summary/ROI timeline
: You can only manage what you measure. Clearly defined business case with comprehensive cost/benefit finance analysis is also critical to each of their business solution alternatives, estimate the time and cost for relevant activities that they can think of and include a consideration of the interconnections. Estimating cost scientifically provides a good reason to move things forward if it’s within the budget. The management needs to clarify Which benefits will be achieved through addressing the key business drivers? Can these business benefits be measured and quantified? What outcomes can the sponsor expect to achieve through investment in the proposed initiative.

It’s important to be as conservative as possible in identifying and monetizing benefits flows as too-ambitious benefits flows are easily countered. Look for creative, cost-effective opportunities to develop cross-functional teams for solving problems alternatively. Make a financial summary and return on investment timelines. Return on Investment tells management how well the business initiatives repay the company. It’s a ratio of the dollar amount your company gains over what it initially spent in simple terms, it’s the company’s payback. Publish a report monthly or quarterly, listing the status. For those that are approved, those that are completed, those in the process, and those yet to be started. It included the original cost estimate, an estimated completion date (if in the process), and any changes that caused the initial estimates to be adjusted, highlighting all the major changes in yellow so no one could miss them. Use hard numbers if you can, to make measurable deliveries.

Organizations have a variety of stakeholders, behind many critical business initiatives, there are numerous points-of-view and reference points of varying stakeholders. Smart shareholders know that they live in this world too and focusing only on short-term economics can lead to negative values that may outweigh finances in the long-term. So they need to strike the right balance of short term profitability and long term prosperity. The goals of managing a healthy portfolio of business initiatives is for improving employee productivity, delighting customers, optimizing costs or improving quality of business products/services/processes/solutions.


unpuzzleprofessionalism

Professionalism can be ripened to maturity through the combination of quality, authenticity, capability, disciplines and accountability.

Being a professional is inherently and inextricably linked with high levels of “professionalism”; not only having the skill sets to solve a certain set of problems, but also presenting high-quality professionalism which indicates great attitude and professional discipline to make high performance and keep unlocking their potential.




Professional attitude: Attitude reveals one’s mentality and manifests itself through one's behaviour. Collective attitude and behavior in the business setting shapes the corporate culture and impacts business effectiveness and maturity. Attitude is a behavioral response; it is developed on the basis of people’s understanding groomed by the growth environment, education, circumstances, and surroundings. Business professionals with a positive attitude bring the optimistic perspective of things, continuously seek new challenges, solicit direct feedback to make improvement.

Professional attitude enhances a healthy cycle of self-management, harmonizes working relationships, and amplifies leadership impact. It is a foundation to bring wisdom in the workplace which often means collaborative atmosphere, growth mindsets, intellectual stimulation, culture of learning, and collective insight. Negative attitude often drives mediocrity, unprofessionalism, lower team morality. High professionals with great attitudes are self-driven, able to accomplish their work resourcefully, keep updating their skill sets progressively and build professional competency continually.

Professional-discipline: High professionalism is a mindset, principle, and discipline. If you are a corporate employee, you need to follow your corporate principles, rules, or manual book; if you are a global professional who works in the global enterprise, or playing a role as the interface of international relationship-coordination, you need to respect global professional business manners and follow a set of commonly agreeable principles to accomplish works professionally in the hyperconnected global business world. Without disciplines, you do not manage to transform negative habits and you do not create a new state of awareness in which the self is nourished through the experience of positivity and the performance is accelerated through continuous practices.

Self-disciplined people have better clarity of thoughts, consistent behaviors to accomplish and adapt to changes. In fact, true self-discipline ought to be able to engage with any situation that one might encounter, and manage themselves well emotionally and behaviorally. People with self-discipline often exercise restraint while expressing emotions or may avoid indulgence because of better control over self via the clarity of thoughts, not because of any weakness. It is about being balanced in thoughts and actions rather than getting the trap of polarity, enhancing time-management skills, in order to focus on achieving professional goals and objectives smoothly.

Professional skill-sets:
Professionals have a set of skills to accomplish certain works and deliver high quality results. The more complex our world becomes, the more complex skill-sets we need to practice varying professional works. There are strategic and tactical roles, and there are also professional roles that need a hybrid set of professional skills to deal with different pieces of responsibilities effectively. Thus, being a business professional means you need to keep sharpening a set of skills to adapt to the changing environment and lift an upward professional cycle.

Professional skill development is something that depends on the individual's wish, innate talent as per the organization's standards. Generally speaking, the skills developed based on people’s natural talent are more easily scalable to build their unique professional competency. In the business world with “VUCA” reality, many professional skills are nonlinear, which means besides technical skills, there's a requirement for decision-making or problem-solving skills, creativity, communication and discernment skills, etc. Because every profession needs to solve certain problems without causing too many other issues. A high quality professional needs to be an excellent problem solver, who has the breadth of understanding of the issues, the depth of technique expertise, the critical thinking to break through common sense sometimes, and the creativity to solve problems innovatively.

It is difficult to have a highly competitive organization without highly professionals and competitive talent. High professionalism is an important quality for today’s multigenerational, multicultural and multi-devicing workforce to realize collective potential and overcome common challenges. Professionalism can be ripened to maturity through the combination of quality, authenticity, capability, disciplines and accountability.

Friday, October 15, 2021

Innovateviahighcharacter

Character means many things, which is inbuilt, the innate self, personality, sharpness, and dynamism.

Corporate character is a state of the collective mind and the combination of values, attitude, and integrity. Either individually or collectively, understanding character is very relevant and timely for those who are seeking new ways to broaden perspectives, deepen influence or maximize human capital in their organizations. 

To assess and develop the corporate character, it’s important to break down assessment types into multiple aspects such as how organizations make decisions across the hierarchy; their collective mentality to compete or collaborate; the uniqueness of their corporate brand as well as business reputation. Character sustains the collective perception and personality of the corporation, and strategy pushes the business to concern where it wants to go.

Corporate character enhances business purpose and multifaceted value:
Nowadays, organizations face fierce competitions and rapid changes, their character would reflect how they deal with marketing competitions, their attitude to attract new customers or retain loyal customers; their reputation to be an industrial leader or niche player; their culture to shape a knowledge workforce, etc. Ofen, the leadership character or personality makes a significant impact on the corporate character - decisive or procrastinate; candor or skeptical; solid or fluid; etc. Strong corporate character enhances business purpose; weak character confuses the substance with style; leadership and management, strategy with tactics; philosophy with practices, etc.

Without a solid corporate character, business relationships will enhance silo mentality; corporate leadership turns to middle level management; workforce are only human resource; people follow conventional wisdom without independent thoughts. To run a purposeful business with strong character, it’s the importance of understanding how relationships work, strengthening connections between business units, searching for meaningful business relationships both within these subsystems and between them; monitor and observe links and feedback systems to achieve business purposes. The digital era upon us is about people. It’s important to scrutinize the character of their people, help them find their purpose, align individuals’ purposes and goals with their organizational purpose and goals. So, collectively, companies can gain the super consciousness of business purpose, to reach the high level of organizational maturity.

Without integrity of character, the good strategy will fail to inspire confidence: Character decides who you are; strategy guides you on who you want to be. Without character, no strategy can truly help you discover your innate strength and unique competency. Without character, the strategy is just a style without substance. Character is like the seed with the uniqueness & color theme, hard to change, but it can grow organically. Strategy is a living ever-evolving pivoting mechanism. Authenticity, working ethic, trust, credibility, accountability, are all great ingredients in shaping a strong character, while a solid character can drive strategic change proactively.

Therefore, people want to follow in the footsteps of a leader of high character. While the business leaders need to ponder: Would a solid strategy still be plausible or does strategy suffer too where the character is flawed and trust is lost? Can you sharpen corporate character with unique ingredients you desire? As a leader, does your character match the character of your organization? Strategy change is considerably easy, but building a character is a long journey. . Businesses all need some sort of strategy since anything is easier to steer once in motion, but much of the learning experience comes from the journey, not the destination. Character decides what you learn from it, and how you apply such learning to the future circumstances.

Character is the hard element in the soft success factors such as culture: Culture is a corporate mindset, attitude, and character. It is the attention to the "soft stuff" that has a huge positive influence on productivity and innovation. The strategy is often sabotaged by poor character and poor organizational culture. The character is fed by the heart and mind, we really need the acumen and power to probe at a very deep level. High character demonstrates influence, courage, resilience, improves professionalism, and appreciates uniqueness.

Strong character reveals authenticity. Corporate character becomes one of the most critical components in cultivating a culture of innovation and building high business reputation. Culture is something a company does; it's the collective mindsets & character that are closer or further from an ideal. We call it organizational culture when such a mindset and attitude is set at the very top of the organization, and when people from top down are concerned about which ideas within the walls that derive meaningful behaviors, profitable actions, collective confidence and wisdom.

Character means many things, which is inbuilt, the innate self, personality, sharpness, and dynamism. Evaluating character is multifaceted: Innate thinking capabilities & styles, cognitive skills and decision-making biases; behavioral styles and patterns; motivational drivers and passions, etc, altogether and combined, they provide a well-rounded assessment baseline of "character." Collectively, it’s important to build a strong corporate character for making your organization unique and business mature.

Innatelearningparameters

Learning becomes a knowledge builder and we can define learning through the information it absorbs, the insight being captured, and the professional capabilities being developed.

Rapid change and fierce competition demand everyone to continuously learn, maintain and grow their mindsets/expertise/competencies. Learning is critical and personalized, there is no magic learning formula to fit every individual or organization. 

Learning agility becomes one of the most important capabilities for digital professionals to compete for the future. An individual that over time through learning and practicing has become an expert. Here are a set of learning parameters to assess the learning competency and progress of business leaders and professionals.

Learning attitude
: Learning is a constant process; the business leaders and professionals today need to become self-driven, and must have the attitude to keep learning. Healthy learning attitude allows you to become more positive and gives you the energy to overcome obstacles, focus on the information you want to absorb, and knowledge you need to build. Learning knowledge is not even enough, capturing insight is the must to guide you in the future.

Today's digital leaders or professionals must have a humble attitude to keep learning. The shift from the reactive learning mentality to proactive learning attitude enables individuals and organizations to look forward, learn from different channels, gain cross-disciplinary knowledge and build professional competencies. Attitude is a behavioral response; it is developed on the basis of one's understanding groomed by the growth environment, education, circumstances, and surroundings. The goal of learning is to absorb knowledge, generate new knowledge or update old knowledge. The more we learn, the more we gain the vastness of knowledge, the more ingredients we can develop to build professional competencies.

Learning plasticity: With misinformation and outdated knowledge, the knowledge workforce becomes aware when some of the long-acquired knowledge or experience is no longer applicable in certain situations. They have learned to no longer apply that knowledge in those specific cases, keep unlearning and relearning. Business leaders and professionals with learning plasticity can learn fast and smart, and apply the acquired knowledge and lessons learned to succeed in new situations.

Knowledge workforce today needs to be multidimensional thinkers and effective self-learners, develop an effective set of filters that help them find new knowledge that interests them and refine them into valuable insight, take initiatives to absorb new knowledge, update their skill sets and develop professional competence. By having an active learning, thinking, and doing cycle over time, business professionals can apply their learning, act, observe the consequences of their action, make inferences about those consequences, perform better, and make continuous improvement.

Knowledge sharing:
The goal of learning is to absorb knowledge, generate new knowledge or update old knowledge. High potential leaders and professionals not only assimilate existing knowledge, more importantly, they share knowledge with others who can then try them out and hopefully improve them or use them in the right way to create value. We are limited by time and space, learning from one another helps to surpass one's own limits; through someone else’s knowledge or experience, we can gain a lot without much loss to ourselves

Learning from each other shows a good attitude to learn and be open-minded for catching new perspectives. But learning from others doesn’t mean accepting others’ viewpoints completely or following others blindly. In today's business dynamic with the information explosion, digital professionals have to adapt to a faster learning method and be truly convinced that learning and sharing are the foundation to build professional competency and solve problems insightfully.

Learning & innovation: A responsible use of knowledge is not an impediment to the imagination. Knowledge can be useful in trying to understand if what's imagined can be achieved. Outdated knowledge or “knowing it all” attitude might turn out to be the burden to explore the new horizon of knowledge and even turn off imagination. In fact, learning fosters innovation because nowadays innovation is a complex transdisciplinary approach which involves applied science, art, cognition, anthropology, sociology, etc, to connect wider dots and generate multi-faceted value. In fact, interdisciplinary knowledge and understanding are critical to stimulate creativity and catalyze innovation of the disruptive type.

Learning and innovation are an iterative continuum. Knowledgeable professionals with creative and critical thinking are skeptical about the conventional understanding of issues so that they examine everything before accepting it for the real truth, seek multidisciplinary knowledge, and have courage to challenge conventional wisdom. To inspire a culture of learning and innovation, organizations should create an environment to drive innovation and build organizational competency. Debating, sharing, and exploring what to do with that knowledge and connecting disparate ideas that don't seem to fit together naturally will lead to innovation.

Learning from failures: There is a paradox between learning and failure. On one hand, we keep learning, so we can improve the success rate of what we do. Learning makes experience enriched; experience helps us learn more. If failures inevitably come to you, you need to overcome them. We can't experience everything. so we gain knowledge to avoid failures. On the other hand, learning occurs through the experience of failing, and don’t waste the invaluable lessons from it, using it as a launch point for improvement.

All failures should be a learning experience. When you re-frame the word "failure" to be more positive, you open the door to learning. When you are ready and willing to ask questions as to what was the source of failure, what worked, what didn't, why, etc, you are on the path to learn from it. We should be learning all the time as we go, on successes just as much as on failures. The amount we learn is probably closely related to the amount of risk we take. We might go through a whole series of failures until we find one success.

Learning becomes a knowledge builder and we can define learning through the information it absorbs, the insight being captured, and the professional capabilities being developed. By continuously learning and accumulating useful knowledge, people gain the “incremental consciousness” about their own potential, as well as how to develop their core competencies proactively.

Innovativeproblemsolvingscoreboard

Through a well-designed problem-solving scoreboard, you can capture both quantitative hard numbers about value-creating & cost savings and qualitative perspective of problem-solvers’ multifaceted professional competency.

The business or societal progress is made via a healthy cycle of problem framing and problem-solving continuum. Keep in mind, problem-solving is about understanding a problem, discovering the root cause, and actually finding a solution to that problem. 

A well-established scorecard for problem-solving makes an objective assessment of problem-solvers as well as measuring problem-solving progress both qualitatively and quantitatively.

Cognitive competency: Problem-solving today is complex, do problem-solvers have the right mindset to solve problems? The assessment should start at the mindset level because the power of the mind is the force to effective problem-solving. Generally speaking, the people with cognitive competency to solve large or tough problems are the ones who possess the right mind with positive thinking, critical thinking, creative thinking, systems thinking, curiosity, inclusiveness, etc. They also show emotional intelligence to dispassionately analyze the situation objectively, make sound judgment, demonstrate flexibility to make the adjustment, and show maturity to wrap things up without causing further issues.

Effectiveness: Effectiveness is about doing the right things and solving the right problems by following the clearly defined principles and leading in the right directions. Too often, people may take the easy path, fix the symptoms as they think and work at a superficial level rather than spend the time to understand what is going on underneath. Make an objective assessment of problem-solvers by asking: Are they insightful enough to dig into the root causes of issues? Can they frame the right problems to solve? Do they have prioritization skills to solve problems that really matter? Is there clear logic behind their problem-solving scenario? Assessing and defining the problems is usually more important than solving the problem, otherwise, trying to fix the wrong problems will cause more problems later on. Prioritization matters; it takes commitment and discipline to stay focused on the real priorities of the business instead of being distracted by what seems to be more urgent on any given day in order to solve the most critical problems and ensure long-term business success.

Efficiency: Efficiency is doing things right, or solving the right problems in the right way with minimum inputs and resources. Can people use the right methods and tools to solve problems cost effectively? What are their best and next practices to improve problem-solving efficiency? Efficiency means a way to measure how well you are solving the right problems in terms of available resources, costs, and talent, have visibility and traceability between costs and the problem-solving consuming those costs. The cost optimization metrics include such as forecast benefit, benefit/cost projection, cost/structure analysis, etc. The goal of improving problem-solving efficiency is to take multidisciplinary approaches, select tailored tools, methods, and practices to pursue optimal solutions.

Holistism: Many large scale problems are complex, have a lot of inter-dependencies and uncertainty; it requires problem-solvers taking an interdisciplinary lens to comprehend the interdependent pieces, and gain an accurate understanding of the overall situation sociologically, technologically, psychologically, economically, and anthropologically. It’s important to understand the “scope” of the problem, see a larger system with interactive and interdependent pieces and “conflict” goals; provide the insight into the emergent properties, the overall situation and hence, solve the real problem piece by piece, also integral them into a holistic solution in a structural way.

Innovativeness: Innovative problem solving is about how to think differently, unconventionally, or from a new perspective for either defining or solving existing or emergent problems efficiently. People who can solve problems in a new way are the innovators. You never know how innovative you might be in some field before encountering the problems and before the adoption of solutions. Innovative problem-solvers ask open questions such as “What If,” or “Why Not,” to stimulate deep brainstorming, enjoy understanding a variety of complexity, appreciate the interaction and interrelationship dynamic, and guide people through it; finding common ground and initiative dialogues, embracing broad perspectives, collecting relevant information, connecting wider dots to think about alternative solutions.

Through a well-designed problem-solving scoreboard, you can capture both quantitative hard numbers about value-creating & cost savings and qualitative perspective of problem-solvers’ multifaceted professional competency. Technically, it has an intuitive graphical display that is well laid-out, easy to navigate, displaying the information that can be customized and categorized to improve overall assessment effectiveness.

Innovatingviainfosynchronization

 Forward-thinking companies across the vertical sectors claim they are in information management, the ability to explore intangible information assets today becomes far more decisive to build competitive business advantage for the long term.


The aim of modern Information Management has often been described as getting the right information to the right person, in the right format and medium, at the right time, in order to make the right decisions. The value of information is qualitative, measurable, and defined uniquely by an organization.      




Innovating via Information Synchronization



Innovationviainformationsynchronization Information is the foundation of intelligence, linchpin of organizational competency and puzzle piece of innovation. We are living in a complex world with an overwhelming growth of information. Information does not live alone but permeates everywhere in the businesses. Developments, inventions, and conflicts are continuously involving, which makes it impossible to have a complete knowledge and understanding of many issues facing the business today.

Innovatingviainformationintelligencedotconnection With exponential growth of information and knowledge is only a click away; the beauty of the digital landscape is the fresh insight and multidimensional perspectives. An intelligent business or society always looks for opportunities across the boundaries to improve and innovate; predict and prevent risks for improving organizational responsiveness and resilience.

Unconventionalintegrators With abundant information, fast-paced changes and frequent disruptions often caused by emerging digital technologies, many of organizations across the vertical industries are running in between - the mix of old and new; the different divisions within an organization are running in silos, each of them has their own set of knowledge, capabilities, subculture, and speed. To improve business agility and maturity, businesses need to keep consolidating, integrating, and optimizing by enhancing strategic alignment, cross-boundary communication & collaboration, and multilayer business relationships. The variety of integration is a series of intensive & logical business activities & tasks for strengthening the links of a holistic business system for improving business effectiveness and resilience, ensuring the whole is superior to the sum of the parts.

Unleashpotentialityofbusiness Change is the new normal; either individually or collectively, the potentiality is the worthy investment and hidden dimension to explore the emerging opportunities, and investigate different paths for accelerating professional or organizational growth. Individuals can unleash their potential by uncovering their innate talent, learning continually, and managing time scientifically. In the organizational level, the importance of potentiality management depends on how and what the organization is utilizing the potential for and how to invest the collective potential for building the unique business competency.

Informationmanagement Information is permeating into every corner of the business and every perspective of human society, it has become the "nerve system "of contemporary organizations to improve business consciousness, make effective decisions, take coherent actions and run a real-time intelligent business. Forward-thinking companies across the vertical sectors claim they are in information management, the ability to explore intangible information assets today becomes far more decisive to build competitive business advantage for the long term.

The “Future of CIO” Blog has reached 5 million page views with about #8200th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking and innovating new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.