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.

Wednesday, May 25, 2022

Innovatestructurally

The leverage point is how to cultivate great leaders, structure innovation without adding too much complexity.

Innovation is about the future, without it, you lose sight of tomorrow. Innovation is complex and scalable in the hyper-connected business environment. It’s not so easy to count on one individual or one team to do innovation, more often than not, innovation is the cross-disciplinary management discipline for idea creation and implementation in a structural way. 

Managing innovation holistically is all about applying a scientific approach to problem identifying and solving, identifying interconnections and interdependencies, encouraging learning and understanding flows, in order to decode innovation serendipity smoothly.

Business leaders have to dive deeper to see the invisible in order to read digital sentiment clearly, spur innovation continuously: Organizations are the robust and adaptive living system, business leaders should think as an entrepreneur to solve problems alternatively. Every state of energy is conditional and must meet certain conditions in order to take that form, groom more highly effective innovation leaders with both positive thinking, risk-intelligent attitude and high aptitude. They are able to capture emerging digital trends, develop learning agility, and pull innovation execution towards the right direction for achieving high performance results.

Though innovation happens more often from bottom up, the spirit comes from the top. Innovation leaders deepen their contextual understanding of the business ecosystem, knowing the business dynamic, perceiving the business insight in a cohesive way, enforcing cross-functional communication and cross-boundary collaboration. They empower people to build the culture of innovation; encourage them to be creative, foster an open environment in which people can unlock their creativity, build inclusive teams that can bring all sorts of strengths and capabilities together to amplify creativity effect and run a highly innovative organization.

Innovation Management needs to establish an effective framework to manage innovation in a systematic way: It is a strategic imperative to develop the organizational level innovation competency. Innovation management needs to lay out different mindsets, structures, processes, capabilities to unleash the full potential of a business system by tapping organizational potential to innovate, investing in the cultivation of capability and capacity. There is an increasing reliance on information technology to provide differentiation and speed up innovation. It’s also critical to set guidelines, nurture a culture of innovation, communicate with varying stakeholders to understand their needs, collect feedback for sparking creative ideas, recharging business models and managing innovation systematically.

Innovation happens when the conditions are right for it to happen and to successfully propagate for accelerating a dynamic. Freshness, robustness, sensitivity, comprehensiveness, autonomy, speed are all very characteristics of digital innovation. Interdisciplinary knowledge and systematic innovation approach is in demand to deal with today’s over-complex business dynamic, set more rigorous procedures for innovation portfolio management and more stringent criteria for the adoption of new innovation initiatives, according to the strategic view of the organization, core competencies and capacities of the company.

Companies have to be prepared to lose some to gain more from innovation efforts for the longer term: If the working environment with delightful interaction is stimulating and challenging, employees should think of knowledge/idea sharing as something they gain, rather than lose. To build innovation management competency for organization, the difficult challenge is not just launching successful teams, but maintaining the motivation and focus of the people, build an open environment in which people can learn and work, improve their productivity, creativity, and design competency so the company can climb the business maturity ladder from functioning to firm to delight.

Innovation is the most desired change. In a creative workplace, it’s actually necessary to have a certain degree of chaos to break down some old rules or outdated processes for playing the innovation oddball with the free spirit. Running a self-organizing innovative business does not mean chaos, but builds the cornerstone of self-regulating business, encourages transparency, and improves innovation capacity. Innovation often has high risks, sometimes, it takes a long time and lots of effort to nurture it into fruition. The management needs to make an objective assessment of their innovation appetite, attitude, and aptitude, manage an innovation portfolio strategically and systematically to achieve great business results for the long term.

Highly ambitious organizations manage innovation by taking a structural approach and solve hyper-complex problems in an alternative way. The leverage point is how to cultivate great leaders, structure innovation without adding too much complexity, streamline idea flow, generate winning concepts on a consistent basis, and achieve sustainable business advantage cohesively.




Innerlearningagility

People with learning agility, demonstrate the following traits, to adapt to the twenty-first-century business realities.

High organizational learning relates to high response in recognizing and addressing system constraints, and adapting to the ever-changing environment. 

With the increasing pace of changes and the cutting-throat competitions, to effectively respond to the digital dynamics, either individually or collectively, continuous learning becomes an important skill for capability building and prerequisite of developing changeability.


 

         Learning Agility


Innerlearning Agility We live in a knowledge economy, today’s digital professionals are knowledge workers who are open to learning and sharing insight and creating new knowledge all the time. You simply can't resolve the 21st-century problems with the mindsets shaped half-century ago. Continuous learning is not only a job requirement but also a great habit to keep our minds fresh and knowledge updated. Learning agility is a person's ability to learn quickly, and adapt prior knowledge to new experiences, build professional competency, and solve complex problems smoothly. Here are three aspects to develop learning agility.

Innovativelearning With “VUCA” characteristics of the digital environment, people or organizations should keep learning agile. The shift from the reactive learning mentality to proactive learning attitude enables individuals and organizations to look forward, improving their learning competency.

innovativelearningcycles In face of overwhelming growth of information and increasing pace of changes, learning needs to become a crucial component in professional development, or leadership grooming in order to keep their mind open; make their skills updated and continue to build the dynamic professional competency to compete for the future. In fact, learning agility is the fundamental requirement for all digital professionals. Learning is the key to move forward, address any future potential challenges and issues with more confidence. How to shift from the reactive learning mentality to proactive learning habit, and enhance a few crucial learning-growth-innovation cycles smoothly.

Innovatevialearningagility Learning agility is the willingness and ability to learn and then apply those lessons to succeed in new situations. People with learning agility, demonstrate the following traits, to adapt to the twenty-first-century business realities.

Learning agility Today’s workforce is more global, flexible and virtual as the world becomes so hyper-connected and over complex, especially the speed of change is accelerating in the digital era, learning agility is not only the very quality of digital leaders but also the fundamental requirement for all digital professionals, in order to keep the mind open; make the skills updated and continue to build the dynamic digital capabilities to compete for the future. So how can digital leaders cultivate a working environment where learning is encouraged and rewarded, and creativity flourishes? What is the best way to create an environment where innovation can blossom? Is there a global solution, or is every organization different?

The “Future of CIO” Blog has reached 7 million page views with about 9000+ blog postings 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.

Tuesday, May 24, 2022

Initiatehumancapitaldevelopment

We all have talents each on our own, with an integral people management approach, we would be able to use our talents and capability for the betterment and further unleash collective potential.

Due to the increasing speed of change, the exponential growth of information, and abundant knowledge, there's a disconnect between short-term staff needs and long term talent perspectives. It’s an organization's commitment to effectively manage the flow of talent to achieve organization’s goals and investing in people to ensure long term business advantage.

Know your talent in and out, analyze talent pipeline, develop workforce analytic competency: In any organization, opinions of a person do not just weigh on titles, but how effective a person is in their respective role within the organization, their talent, performance and potentiality, their responsibility and the accountability to fulfill their responsibility. There is a digital way to identify talent -hiring character, raw intelligence, growth mind and recombinant capability: There is a two-step scenario to put the right people in the right positions to solve right problems. First: it’s sourcing, with an expanded talent pool. and second: it’s recruitment process with an unconventional approach. Both can be time taking if a company just relies on traditional ways. If you can make any of these two more innovative and efficient, your problem can be solved seamlessly.

Build workforce analytic competency by preparing the coming skill shift and developing the desired talent competency. Due to the overwhelming growth of information, shortened knowledge cycle, fierce competitions, frequent disruptions, today’s digital professionals need to develop versatile talent and differentiated capabilities to produce high performance results and amplify their professional influence. The one thing to differentiate talented people (either high performance or high potential) from mediocrity is mindset, which further drives attitude. Besides skill fluency, talented people should be selected by the most advanced mindset. The talented managers must work with the right mindset to recreate an inclusive organization in which talented professionals can become sophisticated decision makers, capable problem solvers and innovative influencers to deal with tough issues effectively with every dip in the business life cycle.

Nurture creativity and reinvent new knowledge, the talented employees are limited only by their imagination: 
Every professional has their own journey for growth either personally or professionally based on their own perception, inner talent, knowledge, life experience, training, and refinement. So people need to feel that leaders show empathy to understand their concerns, particularly in tough times; recognize their talent and contribution to the organizations. Talent management evolves varying hard business factors such as processes, functions, structures, technologies, and soft elements such as communication, culture, leadership, etc, takes an interdisciplinary approach to realize the business vision by unlocking collective potentials.

Talented people are encouraged to discover their own purpose and strength, aligned with the business purpose. Talent management professionals have already risen to the occasion with “big picture” in mind, open up cross-disciplined dialogs, optimize dynamic processes in ways that perhaps were not possible before, eliminate numerous obstacles on the way, provide coaching and guidance, make an influence so that the talent employees are limited only by their imagination.

Cross-functional collaboration helps to fuel ideas and contribution: 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. Analytics based talent management can help in multiple dimensions for adding value in the way businesses recruit, retain, and nurture the talent; unleashing collective human potential for the business's long term prosperity. You need to discuss the types of talent needed to stretch your thinking, embrace talented people who have diverse backgrounds in multiple dimensions, such as cognitive difference, character, education, life experience, work experience, culture intelligence, interests, etc, to improve innovation competency of the organization.

Human Capital is about potential, if unleashed, can transcend the organization to reach the next level of maturity. There’s uncertainty and risks in the art of unlocking talent. Often resource management becomes a bottleneck for developing talent and unleashing potential. Still, workforce development is a long term investment. The purpose of the training is to catalyze long-term talent development through collaboration and effective communication. It should also be clear how the company will invest in developing their human capital since the organization will benefit significantly. People enjoy working if they are engaged, feel trustful, and make accomplishments.

We all have talents each on our own, with an integral people management approach, we would be able to use our talents and capability for the betterment and further unleash potential. Digital organizations are organic systems with integrated management processes being developed that help to build a cohesive set of business capabilities, to reach high performance in the long run.








Isntcompetencyspecialthing

Competencies are- interrelated with-traits and experience; requiring -character, talent, determination, persistence, discipline..

Competencies have been embraced -

around the world;

you compete to -

be the best,

among the best.


Competency is-

a combination of -

capabilities with a focus;

capability stands you out;

competency shines you through.


Character is based on -

who you are inside,

authentically;

competency comes from -

sharpening -

your inner strength,

technically;

they are -

two-sides of -

the same coin to -

make high-achievements,

professionally.


Everything consumes -

energy,

let people explore -

where their energy is,

unlock -

the full potential,

synergistically;

strengthen-

the strength,

build-

unique competency,

dedicatedly.


Every professional has -

their own journey of -

growth,

on which,

there is purpose,

in adversity,

we all experience,

learn from it;

we are going to -

get tested or trial,

at various times,

unsurely.



The roadmap for

building competency is-

not a straight-line,

but spiral up ,

expands into -

the further horizon,

extensively.

Competencies are-

interrelated with-

traits and experience;

requiring -

character,

talent,  

determination,

persistence,

discipline,

enabling people to-

produce high performance,

adapt to -

rapid changes,

promptly;

demonstrate resilience when-

getting a setback,

confidently;

become unique professional,

amplify their influence,

consistently.

Isn't competency special thing?

Initiatecauseeffectanalysis

Analytics has no value until it informs decisions, optimizes processes, improves problem-solve effectiveness and overall organizational maturity.

The characteristics of digitalization are complexity, uncertainty, unpredictability and ambiguity, data analytics is the significant tool to help digital professionals (from leaders/managers to front desk/customer reps) make sound judgment and improve problem-solving effectiveness and efficiency. 

Data analysis is an interdisciplinary approach, involving engineering practice, science and art, etc, to discover patterns, generate great insight, and create multifaceted business value.


Do nonlinear cause-effect analysis
: It is fundamental but critical to figure out what exactly is the problem. For complex problems, trying to fix the wrong cause of a problem will waste time and resources, increase anxiety. The assumption that there is a single cause to a "problem" in a complex adaptive system is unhelpful. There are multiple, inter-related dynamics and you need to be looking for patterns rather than isolating causes. It’s not so effective to use linear logic to understand highly complex, nonlinear cause-effect relationship scenarios. The predictive “cause and effect” in system dynamics can include nonlinear cause and effect models, predict outcomes, find the factors involved in the “incorrect" outcome, in order to understand the interconnectivity between issues, digging through the root cause. Until the underlying problem is addressed, the symptom or result will continue to return.

Apply system analysis to come up with multiple solutions: Digital era is about people-centricity, options, innovation. For effective problem-solving, you have to ask yourself whether you are offering something in your dialogue that really helps customers see how they can differentiate themselves or their business practices. Understand the situation, understand customers, understand expectations from each group involved, understand motivation drivers; evaluate which alternatives might work better than others - that is the realm of logical analysis within systems understanding. Systems analysis needs to be dynamic, look more to the patterns, enables the management to keep an open mind, explore new possibilities, address risks, because the best business solution based on the systems analysis is the one that responds perfectly to its dynamic business environment smoothly.

Leverage risk analysis to improve problem-solving effectiveness:
Risks and opportunities co-exist. To deal with uncertainty and ambiguity, predictive analytics refers to future-oriented analyses that can be used to forecast business trends, help to drive improvements in business practices for improving problem-solving effectiveness. It involves techniques such as regression, forecasting, simulation, and risk analysis, hunting for value position. More often, business is looking at risk in a negative context but to grasp opportunities for growth, businesses should adapt that context at point of predictive analysis to identify the upside from a specific uncertainty one is threatened with for opportunity management, establish insight into approach and style in different situations and have the ability to learn to reflect, have the inter-disciplinary knowledge to smooth problem-solving.

Data based intelligence touches almost every critical aspect of business. In practice, businesses are using a variety of analysis tools to do problem diagnosis (current state), gap/impact analysis, risk analysis for improving manageability. Analytics has no value until it informs decisions, optimizes processes, improves problem-solve effectiveness and maturity.

Innercreativeleadership

Leadership is about vision and directions that steer the organization in the right direction.

Leadership is complex yet simple: Complex in that there are so many traits and characteristics that are considered when evaluating a leader. Simplicity in that the substance of leadership never changes, it’s all about the future and change; direction and dedication; influence and innovation. 

The purpose of the book: “Leadership Master - Five Digital Trends to Leap Leadership Maturity” is to convey the vision of digital leadership, share the insight about leadership maturity, and summarize five emergent digital leadership trends Here is the monthly tuning of digital leadership to celebrate #8200 blog postings. 

   Creative Leadership


Innovateleadership Leader is about direction and change. Far too often the term "leadership" is thrown around loosely and without any regard to true meaning. Leadership is complex and situational, the hardcore digital leadership capabilities are multidimensional, what’re the disruptive trends; how does your organization catalyze progressive changes and how much better can you do to leverage creativity and lead a seamless transformation?

Innovateleadershipviathoughtprovokingblogging At today’s “digital dynamic'' with increasing speed of changes and hyper-competition, it is nevertheless true that the change itself has become unpredictable and evolutionary. Thought leadership is one of the most authentic and influential leadership characteristics. Being a thoughtful, mindful and multi-dimensional thinker is more crucial to make deep influence at the mindset level, to improve leadership effectiveness and maturity.

Innovativeleadership We live in the “VUCA” digital era now, today’s digital workforce is hyper-connected and technology-savvy. Are today’s business leaders or managers really “powerful” enough to lead them effectively to amplify human potential? The substances of leadership are about vision, influence, and progression, then as an exemplary behavior. The ultimate criterion of "innovative leadership," is to envision the future trends in business, technology, and society, explore growth opportunities, accelerate collective performance, and advance human society.

Innovativeleadership We live in the “VUCA '' digital era now, today’s digital workforce is hyper-diverse and sophisticated with information abundance and digital fluency. Are today’s business leaders or managers really “powerful” enough to lead effectively? Leadership is about bridging today and the future. The vision and intention of becoming a leader are to facilitate and encourage change, as change is often an uncomfortable, yet necessary part of reaching the next level of collective progress. Leaders=vision + direction +influencing capabilities.

Innovativeleadership Digital era is volatile, complex, uncertain and ambiguous, to bridge gaps and lead forward smoothly. Static leadership does not work well in the digital age. Leadership is situational and unique, local and global, intuitive and informative. It needs to become more inclusive coming in all shapes and sizes today. Great leaders lead by influencing, not through brute forces. Leadership innovation is a continuous practice based on clarified guiding principles and strong disciplines.

The “Future of CIO” Blog has reached 7 million page views with about 9000+ blog postings 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.

Innovation

Digital synchronization occurs on multiple levels of the organization, and presents the recognizable digital rhythm to keep the business not only spinning around but also make transformative change seamlessly.

With the overwhelming growth of information and abundant knowledge, potential value depends on how the information will be used again in the future as well as how knowledge can be refined into unique business insight, and this is often exceptionally uncertain. 

Potential directly impacts business's potential of organization for running a real-time intelligent business. Information potential is an investment, for catalyzing information-enabled innovation, improving revenue, and catalyzing business growth.

Unleash potential via information based “superconsciousness”: By accumulating useful knowledge, people gain the “incremental consciousness” about their own potential; how to develop their professional competencies to get the work done resourcefully and innovatively. Collaboratively by managing an effective information cycle and integrating knowledge management, organizations can explore the “super-consciousness” of the business to achieve organizational value. The purpose of Information Management is to process raw data, abstract information from it, refine it into knowledge and capture deep insight/foresight from the abundance of information to grow the business and maximize its full potential. The cognitive ability of the organization depends on how effectively they can make data-based, on-time decisions in a consistent way to solve problems that really matter with logical steps.

Information/knowledge management processes need to become more dynamic, holistic, people-centric, or intelligent:
Information is more complex, intangible and dynamic compared to the physical asset; in fact, besides people, information is the most invaluable asset and investment in the organization nowadays. In face of unprecedented uncertainty and complexity, nothing is certain with the rapid information/knowledge flow. Uncertainty per se is not a problem, it poses a risk for those who have a fixed mindset and creates opportunities for those with a growth mindset. To improve knowledge management effectiveness, more attention needs to be placed on the conditions that allow knowledge to flow and generate business value rather than try to control it. You have to make information based assumptions or “forecasts” in a structural way, capture emerging trends and prevent risks on the way. The goal of integral information/knowledge management is to keep knowledge flow and updated, so people across the organization can apply refined information or fresh knowledge to make sound judgments, right decisions, generate new ideas, and improve business intelligence.

Integrate information, knowledge and idea management, etc, into a holistic innovation management:
The digital era upon us is about innovation. A responsible use of knowledge is not an impediment to the imagination. Knowledge savvy employees at all levels are more open to new ideas, co-create fresh knowledge, and experiment with alternative ways of doing things. Knowledge is rather a way to freedom of creativity. In the context of knowledge work centric processes where a team of knowledge workers are collectively working on achieving shared process goals. Knowledge workers become more innovative by leveraging multidimensional thought processes and interdisciplinary knowledge to connect wider dots for generating fresh ideas. Imagination is also needed to be able to apply the previous knowledge to a different context for generating fresh insight and solving problems innovatively.

Information Technology is often the driving force behind digital transformation. Digital organizations today need to redefine themselves in which information is the linchpin, talent can develop and learn more rapidly than anywhere else. Behind high responsive high informative business, it’s information technology and knowledge management synchronization. Digital synchronization occurs on multiple levels of the organization, and presents the recognizable digital rhythm to keep the business not only spinning around but also make transformative change seamlessly.

Initiateframeworkapproach

Framework is a coherent set of ideas, principles, agreements, checklists, standards, processes, tools and building blocks, do & don't practices.

The digital frameworks add value as they are implementations of the patterns to avoid having to reinvent the wheel, it helps the organization embed a digital culture into the very fabric of the business, explore digital in a structural way and laser focus on the most important things to get business digital ready.







 Initiate Problem-Solving Framework Approach


Initiateproblemsolvingframework Frameworks add value as they are implementations of the patterns to avoid having to reinvent the wheel. You need to implement a comprehensive framework that fits your needs to achieve the benefits of certain domains of activities to improve effectiveness, efficiency, and maximize value.

Innerarchitecturalcomponents Business architecture seeks to represent the architecture of an organization in terms of information, process, capability, and performance, either as it exists or as it is intended to be, thereby facilitating the planning and communicating of business change initiatives.

Leverage Digital Framework to Address Business Perspectives and Practicalities The digital world is so information-intensive and the digital transformation is multidimensional. A solid framework is needed to address the mechanics of getting the work done and varying business factors associated with the digital paradigm shift that must take place within the organization at all levels. The framework enables the organization exploring the digital way to run the business by providing the following perspectives and practicalities.

Five Elements (AISDE) in Digital Problem-Solving Framework Running a business is fundamentally an iterative problem-solving continuum. Due to fast-paced change, the exponential growth of information and continuous digital disruptions, the problems facing business also turn to be over-complex and difficult to solve. You need to have deep insight, take a holistic approach to complex problem-solving and build a comprehensive framework for both defining the right problems and solving them effectively. Otherwise, the temporary fix will cause you to reconsider the problem statement soon after. Here, we introduce a comprehensive digital problem-solving framework with "AISDE" components.

Framework Approach To Solve Problems We live in a world with the very characteristics of hyperconnectivity and interdependence. Opportunities and risks emerge almost on a daily basis. Problems that arise are almost always the product of interactions of parts, never the action of a single part. There are unknown interactions and very high inner dynamics in many problems which have an inherent and irreducible complexity.

The “Future of CIO” Blog has reached 7 million page views with about #9000th 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.

Monday, May 23, 2022

Initiateiterativestrategycontinuum

Charting a course to how you achieve the strategic goals with intermediate objectives over time is pivotal to success.

Organizations large or small are on the journey of business transformation for adapting to the changing dynamic of the business ecosystem. In the organizational setting, business strategy relates to the high level definition of an organization’s vision, objectives and the key initiatives that are required to pursue business objectives given a particular starting point. 

Make sure the executive team first understands what it needs to drive future business growth and improve cash flow, take a lead role in identifying, assessing, designing, coordinating, implementing, and revising opportunities for transforming their business seamlessly. The traditional strategy-execution is a set of linear steps, but a digital strategy-execution is an iterative continuum. Put the framework in place to review diverse parameters for strategic goals achievement, streamlining the logical process flows to accelerate the changes you want to see in a measurable way.

It starts with knowing shareholder value:
The purpose of business is to create customers and improve satisfaction of varying stakeholders. What they value, how they want their benefit and its quantum, what do they want to see grow, and how do they define risk. If there are no values "glue" to keep everyone motivated by the collective endeavor, then you're sunk. The more stakeholders can impact a change capable of unlocking collaborative performance, the better chance the change will achieve or exceed the target.

The journey of running a purposeful business and improving business maturity is more evolutionary than revolutionary. Business value lies in existing customers' satisfaction, attracting new customers, happy employees, trustful vendor relationships, lower risk, avoiding waste etc. high performance organizations build strong relationships with stakeholders by making the listening process simpler, involving a variety of shareholder for getting their feedback, fresh ideas in a well-organized effort all the time.

Adaptation of those shareholder values into corporate strategic goals: From a business finance perspective, business value is that increases the equity or shared value of the company. The equity value of the company is the value of all of the dividend payments to the shareholders because that's what owning equity or shares provides you. After clarifying the multifaceted value of stakeholders, business management needs to build their corporate strategic goals for conveying the value. The most important thing to business management is that you can create a strategic plan of action that will be the foundation for growth and success.

The pitfall is that, often, objectives are mostly financial-related that produce unbalanced strategic goals; the business objectives are not aligned or mutually achievable; or sometimes strategy management teams develop very low-level objectives at the corporate level that are meant to be at operational level, but ignoring the strategic goals for the entire company at strategic level holistically. A goal is hard to articulate, as the exercise of goal setting is messy, a goal must comport a vision for a better state. What is the most relevant approach to getting strategic goals and business objectives aligned? Is it the value generation process based on the organizational strategic map or based on the organizational stakeholders? Start by identifying your goals in the organization, especially those affected by trends. You want to align functional goals with the strategic goals of the entire company and from there determine the individual unit goals to meet the strategic goals of your division, as well as mapping it to the daily works of employees for driving workforce performance.

Molding a strategy to deliver corporate objectives:
Strategies really are not meaningful unless they include an implementation plan, developed by the varying stakeholders and the executive team together, overseen by corporate boards. It is far easier to proactively structure and manage execution than to deal reactively with the ravages of execution dysfunction, molding a strategy to deliver tangible business results. Execution, or implementation if you will, is always more important than design in a VUCA world. The superior execution requires the leaders’ inquisitiveness to dig through the root cause, the shareholders’ feedback to figure out the true solution, rather than fixing the symptoms only.

From top down, to make a smooth strategy management, the right level of sponsorship will help to make scientific resource alignment, overcome organizational friction to achieve the expected results The capability enabled strategy has significantly high success rate. The foundation is the management process as it underpins the strategy implementation. The business management should precisely identify the elements of an activity or capability that must be improved upon. setting achievable goals and measurable objectives help them stay focused, to ensure the business transformation is on the right track to achieve ultimate business goals.

Don’t forget the very purpose of business is to create customers. Strategy-execution is an ongoing continuum with iterative steps. Charting a course to how you achieve the strategic goals with intermediate objectives over time is pivotal to success. Companies across industries need to weave all critical business factors such as processes, technologies, people, culture, etc, into differentiated business competencies to overcome the varying challenges for achieving high performance business results consistently.

Isntbreakthroughinnovationleapfroging

Breakthrough innovation doesn't appear- on the horizon, obviously; you need to keep -surging up with courage.

Breakthrough is -

new to the world,

a sort of-

“out of the box” thinking;

something,

no one else -

has done before;

really original.

an alternative route,

hasn’t been taken by-

anyone;

a radical approach,

to the thouniest problems;

the competitive landscape,

has been changed,

completely.

Breakthrough implies-

a distinction,

a compelling story.



Breakthrough innovation is-

disruptive;

in order to disrupt,

you must hear -

the whispers of-

customers,

understand contexts,

of inner worlds,

outside ecosystem;

accept risk for -

potential reward;

breakthrough innovation is to-

make a leap.



Breakthrough innovation is -

the new s-curve,

a major discovery,

not so predictable;

Breakthrough innovation,

doesn’t appear-

on the horizon,

obviously;

you need to keep -

surging up,

with courage;

science,

spiritualism,

philosophy make-

a triad of-

the highest levels of-

human knowledge to

debunk the puzzle of

breakthrough innovation.

Breakthrough innovation is-

a "game changer."

Initiativesofgovernance

Governance is to frame business management for improving its effectiveness and maturity.

With "VUCA" new normal, in some circumstances, the line between management and governance is blurred, there are varying degrees of understanding of the scope of corporate governance, and cross disciplinary governance practices. GRC means keeping abreast of standards and auditing to all regulations that may affect the company. 

Good governance practices improve the overall organizational effectiveness and maturity. GRC practices at daily business activities harness communication, coordination, and control, improving the overall management discipline. The flavor of GRC practices depends on the nature of the business and the level of the organizational maturity.

Creates an effective decision-making system to improve business coherence:
Governance is about enforcing decision effectiveness, guiding and regulating decisions and behaviors to serve the fundamental purpose for which the organization was created in the first place. The best practice of governance enforces information-based decision-making, and getting the people, culture, accountability, and performance right. It can assure the corporation’s operation under the correct directions and behaviors correctly by improving decision coherence across the organizational hierarchy.

Governance is about who you are, how you make the right decisions and do things in the right way. It sets a common process to deliver real-time accountability and transparency, Governance mechanisms can be embedded in the myriad day-to-day decisions and behaviors taking place at all levels of the entire organization. Strong governance provides a platform for structured decision-making to improve business maturity. It enhances the investment decision cycle and improves the effectiveness of a balanced investment portfolio. It makes conceptual sense to the top leadership team for clarifying financial returns, return timeline and risk.

Create an excellent performance system for long-term business growth:
There's a correlation between corporate governance and business performance. The solid governance methods, techniques, structures, etc, is based on the design of management systems to enforce business process transparency, optimize workforce planning, resource alignment, and performance management system effectiveness. Business resources including technological, financial, reputational, market structure and institutional assets, etc, are limited. By implementing effective GRC programs, corporations can build an excellent performance system, and deliver immediate benefits to the entire organization

There's a clear connection between bad governance and poor performance. 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 to achieve high performance results. Usually the governance structure can’t impact performance directly; it must be through the governance behavior. Strong governance discipline with good governance structure and behavior create an excellent performance system to make consistent deliveries.

Create an agile change management system to increase organizational maturity:
Change is not for its own sake; Change Management is an overarching management discipline which needs to weave many key business factors into a change competency. When companies become bigger and bigger, they try to control processes with practices and administrative procedures that make it difficult to disguise the real goal of the company. Governance is the complementary discipline to ensure change management effectiveness by making governance issues more “loose control,” and cross-disciplinary. Corporate governance activities include setting principle guidelines, grounding rules and policies, to harness change management disciplines for achieving collaborative business results.

One point of struggles is governance taking away liberties that are essential to people doing their works in a creative way or make change flexibly. Lack of accountability is often one of the root causes of change inertia. In fact, accepting responsibility is when we prove our values and build our trust. If there's a problem with trust, motivations are not aligned across organizational boundaries, change would be decelerated. Solid governance discipline builds trustful relationships, harness connectivity (communication, coordination, and control), raise visibility of their core processes, enforce change with trust and flexibility. and improve organizational agility and maturity.

Governance is to frame business management for improving its effectiveness and maturity. The corporate rules and principles established based on interdisciplinary governance practices can be followed to improve the functioning and transparency of the company, its business strategy, and management performance, and climb towards the upper level of business maturity successfully.






Innercoherence

Information is nothing until it helps to make more effective decisions or create multifaceted business value.

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 technology is qualitative, measurable, and defined uniquely by an organization.





 

Information Coherence



Informationconnectivity Information brings about business ideas; business ideas generate lots of information. Information brings about business ideas; business ideas generate lots of information. In the digital era, information potential directly impacts the potentiality of the company.

Information & Insight Information is the most invaluable business asset nowadays. Information Management means that the business has the information, information has the right quality, information needs to be used properly, as managing information and the information provisioning is a strategic imperative.

Innovationviainformationsynchronization 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.

Informationpower In smart businesses, information is the power, it can be tapped from the underlying data and be utilized to turn it into invaluable strategic insight. As a matter of fact, running a real-time digital organization starts with providing real-time information management solutions to conquer dynamic digital management challenges, and build a high-responsive and highly innovative organization.

Information-Insight The digital era upon us is about information exponentiality and knowledge abundance. Information is the most invaluable asset of the company besides people. Technically information is nothing until it helps to make more effective decisions or create multifaceted business value. Refining business insight from abundant information is a critical step to close understanding gaps, improve information alignment with the business, and unpuzzle business innovation.

The “Future of CIO” Blog has reached 7 million page views with about #9000th 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.

Sunday, May 22, 2022

Innovateleadership

 Vision, decisiveness, loyalty, justice, listening, empathy, attitude, drive, risk-taking, integrity, perseverance, humbleness, and resilience, are all crucial ingredients to shape cross-boundary leadership.

Leader is about direction and change. Far too often the term "leadership" is thrown around loosely and without any regard to true meaning. 

Leadership is complex and situational, the hardcore digital leadership capabilities are multidimensional, what’re the disruptive trends; how does your organization catalyze progressive changes and how much better can you do to leverage creativity and lead a seamless transformation?



Leadership really is a character and personal development: You must continue to learn and improve upon the leadership capabilities. Effective Leadership finds the leader and followers in the voluntary and productive 'overlap.' There is an agreement in the selected vision, values, purpose and strategic planning. Individually, you have a vision of what you are to become and a strategy for making that happen. The result can be brilliant corporate achievements. But establishing a vision that is based on unrealistic expectations will fail strategy execution.

The vision and intention for becoming a leader is to bring new perspectives, facilitate change, encourage innovation, as change is often an uncomfortable, yet necessary part of reaching the vision and maintaining success. Great leaders can integrate their professional competency with leadership influence to create a ripple effect and make a high societal impact. Visionary leaders are influential communicators to facilitate world-wide dialogues at the global scope; knowing how to collaborate with stakeholders of all stripes in the global business ecosystem to amplify their leadership impacts.

The expanded boundaries encourage open mind, open space and open leadership: Digital leadership is about co-creating alternative visions and dreams into existence of new solutions or expand the lens to capture the further and bigger picture in order to drive changes effectively. Many departments are perhaps dysfunctional in different ways due to misalignment of people, process, or technology. Digital leadership is based on understanding a situation and weighing up the odds, trying to discover an entrepreneurial way to lead forward. The harmony is priceless.

Digital disrupts not only the business functional boundary but also industry boundary and geographical boundary. Digital leaders should break down the reductionistic management pattern and leverage nonlinear thinking to understand the density and intensity of the business dynamic, encourage open mind and open space. We do not have to agree with one another in order to learn from and with one another and produce fresh ideas. Cross-boundary leadership with strong discipline is in demand to question, reason and focus, create shared vision and common-understood goals, empower, support astute strategists and change agents, and encourage the teams to compete and collaborate as they deem fit.

Creative leadership is essentially anchored on the leader's intellectual curiosity and overall multifaceted resourcefulness: At a high level of leadership competency, people are not only fluent in making professional deliveries, but also becoming more influential on innovating, coaching, driving transformative changes. Creative leaders are capable of leading the entire management team by increasing their productivity, encouragement, capacity building, motivation, rewarding and appreciation, beyond their performances at the moment, to shape long term advantages.

Businesses need to recognize the change and help leaders meet the challenge via business savvy and agility. The high influential creative leaders encourage either individuals or the organization as a whole to practice autonomy, discover the “art of possible,” and achieve its higher-level digital maturity. They are not only experts in their own domain, but also innovators themselves to spur creativity and inspire intrapreneurship all the time. If the leaders are not willing to mentor the next generation of leaders, it will lead to reduced competitiveness and suboptimal business results.

The digital era upon us is about people. Leadership is complex and situational; the hardcore digital leadership capabilities are multidimensional. It takes transcendent wisdom, interdisciplinary expertise, and cross-cultural intelligence to become transformational leaders. Vision, decisiveness, loyalty, justice, listening, empathy, attitude, drive, risk-taking, integrity, perseverance, humbleness, and resilience, are all crucial ingredients to shape cross-boundary leadership.








Innerconnectivityofstrategy

One of the important characteristics of the digital age is hyper-connectivity.

A digital workplace is all about people-centricity, empathy, innovation, agility and high-level business maturity. Digital organizations are always on, inter-dependent and hyper connected, people are always the most important asset in any organization before, today, and future. 

In an ideal digital workplace, the organizational structure is solid enough to keep people or things in order; but fluid enough to keep information and ideas flowing.



              Strategy Dots Connection


Innerconnecting Relevant Dots of Organizational Strategy, Structure and Business Performance Traditional management runs in silos; silos introduce lots of delays, waste, queues, and bottlenecks. The linear business system perception needs to be replaced by the adaptive digital system viewpoint. Digital management needs to be holistic and informative for overcoming the challenges brought by “VUCA” new normal.

Innerconnection of trategy Planning vs. Strategy Management Strategic planning is the process of determining the strategy and how it will be implemented. Strategic management is the continuous planning, analysis, monitoring, and assessment of all that is necessary for an organization to meet its visions, missions, goals, and objectives. Strategic management can include strategic planning but also includes the actual implementation, evaluation, and modification of the strategy. There is absolutely no doubt that many people use the terms very imprecisely and that often blurs the lines between the words and results in confusion. In more detail, what are the differences between strategic planning and strategic management?

Strategic Thinking vs. Design Thinking Strategic Thinking is about keeping the end in mind. Design Thinking inspires thinking by doing. The purpose of strategic thinking is to explore the “why” factor behind the issues. The purpose of design thinking is to think about how to address a problem creatively. More and more of work is less about design in its purity and more focused on holistic and strategic business initiatives. Here is the "apple to apple" comparison between strategic thinking and design thinking.

Culture vs. Strategy: Which Comes First? The strategy is like the business roadmap to leverage the company's resources and achieve its vision; and culture is the collective mindset, attitude, and behaviors of the group of people and it's about how people think and do things here. Many of us like Drucker's witty quote, “Culture eats strategy for breakfast.” A strong culture can lift up a mediocre strategy, but a weak or negative culture will screw a superior strategy. So culture vs. strategy: which comes first? And what are the interwoven relationship between them?

Strategy vs. Execution Strategy and execution, which one is more important” is the “chicken-and-egg” debate which never ends. Perhaps the point is how to bridge the gap between strategy and execution; do companies spend the same amount of time in developing strategy and the execution plan? If a firm is not able to achieve the desired results, what aspect in your view usually contributes more to the gap/failures - the strategy itself or the execution plan?

The “Future of CIO” Blog has reached 7 million page views with about #9000th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The “Digital Master” book series includes 29 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.

Isnthistoryinvaluablething?

If we do not accept-our choices and mistakes, in the past, we can never really- move forward, as the nature of evolution.

History repeats-

itself.

We study history,

consciously,

instinctively,

all the time.


History provides-

life lessons,

even if -

we do not experience it,

by ourselves.

It is the basic nature of -

who we are…


Shall we consider -

"history" as -

a living truth?

Shall we erase -

the distance between -

ourselves and the past;

to call forth the past,

like memories,

till a total picture of -

the history of truth is-

formed visually?


One can always see farther when-

standing on -

the shoulders of others;

Contemporary society is -

the product of -

the past.

If we do not accept-

our choices and mistakes,

in the past,

we can never really-

move forward,

as the nature of evolution.


History provides -

multiple points of view,

understand it,

discover underlying patterns,

continually;

learn,

improve,

adapt,

evolve.

make up -

our own minds,

proactively;

step into the future,

confidently.

Isn’t history -

an invaluable thing?