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, September 28, 2020

The Monthly Communication Brief: Deal with Misinterpretation Effectively Sep. 2020


The great communicators are the high-quality leaders or professionals who can communicate objectively with strong logic, clarity, and understanding; the great communicators are the great artists who are fluent in creative expression or metaphorical description. Communication is both art and science. How to set principles and develop practices to improve communication effectiveness and build communication competency?



                              Deal with Misinterpretation Effectively 


The Cause and Effect of Misinterpretation Due to an unprecedented level of uncertainty, velocity, and complexity, misunderstanding, misinterpretation, or miscommunication are the big causes of many human problems. Often cognitive differences, knowledge gaps, or lack of contextual understanding cause misinterpretation. Misinterpretation or miscommunication further cause misguidance that perhaps means making poor judgments or steering the business in the wrong direction and leads business stagnation.

How to Avoid these “Mismanagement” Pitfalls The digital business dynamic is full of uncertainty, velocity, complexity, ambiguity, fierce competitions, and continuous disruptions. Digital organizations keep evolving with the increasing speed of change, the exponential growth of information and the rapid integration of business across the globe. Traditional management approaches based on command and control style and overly rigid hierarchy have some critical defects for leading organizations up to the next level of business maturity. Practicing digital management is about taking a holistic view and applying an interdisciplinary management approach to planning and executing business strategy. How to avoid the following mismanagement pitfalls and make the digital paradigm shift smoothly?

Connecting IT and Business without “Lost in Translation” Nobody is perfect, we should always be self-aware, including our flaws and shortcomings. We need always to welcome constructive feedback which helps improve our professional growth and personal maturity. However, how can you discern which feedback is constructive, and which one is destructive? And what can you learn from it?

The Cause and Effect of Misinterpretation Due to an unprecedented level of uncertainty, velocity, and complexity, misunderstanding, misinterpretation, or miscommunication are the big causes of many human problems. Often cognitive differences, knowledge gaps, or lack of contextual understanding cause misinterpretation. Misinterpretation or miscommunication further cause misguidance that perhaps means making poor judgments or steering the business in the wrong direction and leads business stagnation.

The CIO as Digital Conversationist: Is IT Communication a Vicious or Virtuous Cycle Communications are the tools to solve problems, and languages are the tools to make communications. Communication clarity directly impacts on the business effectiveness and organizational maturity. However, in many organizations, miscommunication or misunderstanding leads to conflict and malfunction. Often, communication gaps are caused by cognitive difference, ambiguous process, or management bottleneck, etc. Information Technology plays a crucial role in driving information-based communication and breaking down communication bottlenecks. Communication also directly impacts IT management effectiveness. The CIO as a digital conversationalist needs to make an objective assessment: Does IT communication often go through a vicious or a virtuous cycle? How can IT leaders and professionals leverage different conversation styles to construct the collaborative vision and deliver high-performance IT results for the long run?

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

“Update” Quotes of “Digital Master” Sep. 2020


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

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


1 Create an environment that encourages the utilization and the flow of knowledge, takes a holistic approach to process and updates knowledge for improving organizational maturity.

2 With overloaded information and knowledge update, the digital workforce has to continue learning and keep updating their skills and build professional competency to proactively adapt to changes.

3 The coach-style leader leads by asking: "How would you like to do it"? "Are there any other ways of doing it"? "Can you compare them"? "Which is best”? Also, continue to update her/his own knowledge, coach and learn at the same time.

4 Forward-thinking organizations are transforming and moving to reach the higher maturity level in the digital age. Filling the talent gap, updating talent competency models, and taking a holistic people management approach are the strategic imperative for them to compete for the future.

5 ”Strategic Thinking is about getting the best information you could and continuously update, uncovering options, thinking long term, not just immediate goals. To put simply, Strategic Thinking is about “keeping the end in mind.

6 The best practices vs. Next practices, how to review and update them accordingly to unpuzzling the serendipity of innovation and improve the success rate of innovation management.

7 Besides hard forces such as technology update or process optimization, organizations also have to tailor their management styles by making some “soft touch,” well mix all-important business elements into the organizational competency.

8 With overloaded information and knowledge update, the digital workforce has to continue learning and keep updating their skills and build professional competency to proactively adapt to changes. Learning occurs through the experience of failing, and don’t waste the invaluable lessons from it.





Outstanding CIOs’ Leadership Traits and Qualities


Organizations large or small are on the journey of digital transformation with IT as the linchpin. Digital power is the combination of the power of knowledge, the power of information and technology, the power of people, and the power of creativity. The variety of modern IT technology and their rapid obsolescence assumes that IT has to continue evolving. Thus, contemporary IT leaders have to keep learning and develop their leadership competency. Here is a set of traits that differentiate outstanding CIOs from ordinary CIOs.

Openness: IT leaders are not just tactical managers to handle IT transactional activities, but the top leadership role to steer the business transformation and run IT as a trustful business partner. They are open minded, show flexibility, break outdated rules, refuse to be bound by constraints and limitations, and be skeptical about conventional understanding of the problems so that they examine everything before advising it to others. Nowadays IT is like the “digital brain” of the company, being analytical to process information to diagnose and solve problems; as well as being innovative to solve business problems creatively.

Exploring emerging opportunities or pursuing possibilities is the hallmark of digital innovation. Because IT is in a unique position to oversee the business, open-minded IT leaders can envision the business future via technological lens, absorb the new knowledge across the business functional boundary in order to connect wider dots and work out with new ideas to achieve the business value.

Strategic foresight: For adapting to high business velocity, strategic planning is a “living process,” with regular evaluation, scanning, listening, revisiting and potential course correction.IT strategy explicitly linked to corporate strategy through defined business initiatives, and it is an integral component of corporate strategy. Outstanding IT leaders are business strategists who can work with the business as the trustful partner, predict emerging technological trends or business opportunities, prevent potential risks, and help the organization build strategic competency based on the circumstances that will allow the highest probability of business success.

When CIOs lead as the business strategist, there are no "us vs. them" - no business-IT alignment issues, as IT is integral to the business. Forethoughtful companies cross sectors declare they are in the information management business, without analysis and understanding of the CIO, how does any c-executive direct the creation of a business strategy that is increasingly dependent on technology and competitive advantages that derive from the information. IT is the value-added delivery that makes the organization different and competitive. However, many organizations that get stuck at the low level of maturity are still reluctant to involve IT leaders in strategy planning processes, it sets the limit to unleash IT potential and also maximize the entire business’s potential.

Persuasiveness: The stereotypical CIOs are often perceived as technical geeks who spoke the completely different language from the business. Outstanding CIOs are outliers who have the interdisciplinary knowledge and up level communication skills to inspire, persuade, and amplify their leadership voice, develop situational wisdom and influential competency. They have creative communication skills to break down barriers and bridge the differences; they have empathy skills to tailor the business’s audience or understand the significant technique details from IT staff. They practice data support communication and have a unique and intellectual voice to improve IT leadership maturity.

In order to harness communication, start by identifying the barriers you think hinder effective collaboration and work on them diligently. Outstanding CIOs are inspiring ‘storytellers” who can help business customers or partners gain open perspectives on IT performance and potential, close perception, communication, and collaboration gaps between IT and business. They have their own transformation playbook to guide changes and transform the company’s underlying functions, processes, structures, cultures, and organization as a whole with adjusted digital speed.

Intrapreneurship: Nowadays, IT is often the disruptive force of business transformation. Creativity is the core of what makes IT strategic in any company, but it is critical that creativity is focused not on the technology but on how it can be used to advance strategic business goals. Practicing intrapreneurship in IT is to run IT as business and “do more with innovation.” It starts with the outlier visionary digital leadership, build the innovative culture - the collective attitude to experiment with better ways to do things, and build innovation as the differentiated business capability.

Information & Technology is, in fact, the threshold to knit all important business elements into cohesive business competencies. IT intrapreneurship is about discovering the new path for change and balancing innovation with other organizational priorities. The Intrapreneur CIO needs to be a dynamic person with vision, growth and complexity mindset, with a high ability to envision digital trends, manage innovations, communicate to suit situations so as to craft strategies and make things happen. They are not only self-motivated but also motivate teams to cultivate change capabilities and continue to improve.

Systems Intelligence: When perceiving the dynamism in the business world, digital leaders today inevitably see connectivity and the possibility of change for business evolution. IT leaders with system intelligence can uncover patterns, understand inter connectivity, and see something that appears as dynamic and changing. From an information management perspective, the IT system is open so that information or energy flows in and out. They are continuously open to new information from the environment and circulate the information within the system will continuously change in response.

Complex business systems tend to be non-linear and thus hard to predict by humans. IT management also involves heavy engineering practices that require systematic thinking and step-wise problem-solving skills. Outstanding CIOs with system intelligence have both a bigger picture perspective and technical understanding, articulate clear messages on how IT can bridge the gap between strategy and execution, optimize organizational processes to develop organizational competency, and run a highly integrated business.

Coaching/Mentorship: Mentorship is about guiding, advising, interpreting, and influencing. Great leadership includes mentoring capability, and excellent mentorship is both art and science. The mentor style CIOs can show the team how to explore their own natural skill sets, talents, and strong sides, taking into account their own objectives in line with working needs and business goals. The mentor style CIOs care about the career goal of employees, encouraging people to work with them, not just for them. They have both interpersonal and intrapersonal communication skills to enforce their leadership influence and build IT reputation as a talent magnet

Digital CIOs have self-awareness of cognitive, relational, and assertive actions they take on a day to day basis. By mentoring, they are showing that they value others, invest people, not just treat people as the cost only. To mentor well, they keep improving their own professional quality, show learning plasticity, continuously seek new challenges, and develop an effective mentoring process to run a truly “learning organization.” When CIOs are positioned as a mentor to the business, they are at the right track of becoming “Chief Influence Officer.”

Variety: With blurred industrial territory and expanded business scope, digital CIOs need to facilitate a global IT team which are often distributed across the varying geographical locations in many large multinational organizations, to make sure IT is more shared, integrated, flexible, reliable, transparent and fast. Digital variety is a switch to turn on the innovation light bulb; it forces you to confront fresh ideas, the variety of points of view or ideas directly contribute to the business value in terms of engagement, productivity, and profitability.

To build highly innovative teams with coherent diversification, it’s important to define the updated competency model, assess the talent's overall capability to solve problems, strike the right balance of learning capability, character, skills, communication, and energy within the teams. Digital CIOs should help to foster integrity, trust, and transparency to build a creative working environment for ensuring that IT is strategically positioned to be ahead of where the business is moving next.

The pace of change is increasing. Literally, the transformation is radically change. Yesterday’s solutions cannot solve the emergent problems in the digital era. An ordinary CIO manages, but an outstanding IT leader inspires, works closely with their executive peers to digest information, understand opportunities and threats, and build the trustful relationship for leading business transformation proactively and progressively.





Sunday, September 27, 2020

The Monthly Foresight: Corporate Capability Portfolio of the 21st Century Sep. 2020

 The enterprise consists of a set of capabilities with the right mix of competitive necessity and competitive differentiator.

The effects of an increasingly digitized world are now reaching into every corner of businesses and every aspect of organizations. Digital is the age of creativity and innovation, creativity is the most desired trait for digital leaders and professionals today, and innovation is the light every organization is pursuing. 

Which themes shall you set to advocate digital transformation? How to lead toward the digital future effortlessly?

 



Corporate Capability Portfolio of the 21st Century  

 

“Run, Grow, and Expand” Enterprise Capability Portfolio Organizations of the future are increasingly exhibiting digital characteristics in various shades, extensiveness, and intensity, a set of unique capabilities directly decides the overall organizational competence and maturity. The digital capability is modular, dynamic, and nonlinear, business management needs to know what they are able to accomplish, and what it will take to expand the differentiated capabilities. the capability dependence or interdependence, as well as how to accelerate the development cycle for getting digital ready.

Various Aspects of Business Capability Development Today’s business environment has a high degree of unpredictability and uncertainty, digital organizations have to adapt to the continuous changes, they should be reconfigured in a way to increase variety, and build a set of dynamic business capabilities systematically.

Capability Design and Reconfiguration to shape Differentiated Business Competency Nowadays we don't live in a "closed system" but the dynamic digital ecosystem which is complex, interrelated, and interconnected, full of opportunities and risks. Every business should spend sufficient time on developing their own unique set of strengths and capabilities. As a matter of fact, a cohesive set of business capabilities becomes the digital competency of the organization. In practice, the enterprise capability design and configuration is uniquely challenging because of business constraints, a mixed bag of old and new processes, structures, as well as skill or knowledge gaps.

Values of Enterprise Capability Mapping The enterprise consists of a set of capabilities with the right mix of competitive necessity and competitive differentiator. Business capabilities are fundamental pillars to achieve the corporate strategy. Defining enterprise business capability is part art and part science, building business capabilities is more science than art. Enterprise capability mapping helps management both define and develop business capabilities systematically. Capability underpins the business strategy, the capability-based strategy management has a much higher success rate statistically. Here is a set of values of enterprise capability mapping, to improve the success rate of strategy management.

IT Architecture as the Visualization of Strategy As of today with ever-evolving digital new normal, companies are gradually opening up to the next practice to enforce change, catalyze growth, harness innovation, and accelerate digital transformation. Organizational capabilities continue being considered firm idiosyncratic and market-relevant bundles of resources with the potential to drive competitiveness. They are processes and competencies viewed strategically to implement strategy, innovation, and make changes. A capability view of enterprise helps business leaders identify “actuality, capability, and potentiality,” so the business management readily considers people, process, information, asset, culture, products/service/solutions, etc, dimensions of the adequacy of the capability to build their strength and fulfill their mission.

The “Future of CIO” Blog has reached 3 million page views with about #7100th 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.

Science is an “Objective Thing”



Science from Latin scientia,

means "knowledge";

it is inquisitiveness to-

know about our being,

who are we, really?

answering-

“what” and "how" of things

in a logical way.


If the world is a piece of art,

science is -

the design, construction,

and operations,

based on the principles of-

logic and the patterns of nature.


Science is the “secret source”-

behind the modern world;


from industrial automation to

digital transformation;

each technology advancement,

brings us closer to-

be the contemporary beings;

every scientific invention is

a solid footstep at

the evolutionary journey of -

modern society.


Science is -

a systematic discipline,

that builds and organizes-

knowledge,

in the form of -

testable explanations

and predictions about -

the universe.


There’s known known,

known unknown,

and unknown unknown.

No knowledge is -

truly 'known';

no learning is -

truly 'finished.'

The 'hard' sciences claim -

objectivity by way of -

structured methods

and empirical data sets.


Science knows things

which are matter,

telling us about -

the practical utility,

and scope of -

material things.


Science is -

an objective matter

and field of study.


based on -

two types of reasoning,

Induction & deduction.

It is what we know for sure,

proved through-

existing laws of-

the natural world.

Science is an objective thing.

Hidden Paradoxes Behind “VUCA” New Normal

The more complex the situation is, the more different approaches and role gaming is needed to reach for insightful understanding of hidden paradoxes and effective pattern-finding. 

The hyper-connectivity of the digital business blurs the functional, organizational, industrial, geographical, and knowledge domain borders. Change is significantly speeding up, the business strategy can no longer stay static, and the business goals can no longer be well framed in advance. 

In many circumstances, business leaders couldn’t predict the future with a certain degree of accuracy, they have to understand the following hidden paradoxes, do an in-depth cause-effect analysis, optimize complicated things and deal with the “VUCA” dynamic skillfully.




The only thing that is certain is that there is no certainty, probably: Now with the uncertainty around almost all industry sectors, companies large or small are faced with volatile market situations, extreme competition, emerging digital technology trends, nonlinearity, and ambiguity, etc. Business management needs to know which factors contribute to uncertainty in order to handle it smoothly. Is it caused by “unknown” factors -not identified with the scope of the business planning; is it caused by “unknowable” -beyond the knowledge and understanding of management? or is it caused by situations with random distributions as well as “unknown” distributions? Etc. From a business management perspective, the problem is not uncertainty, rather, it is unpreparedness towards the efficient handling of uncertainty. Many factors need to be considered in order to understand and handle uncertainty smoothly.

From a strategic management perspective, in these uncertain times, strategic planning should go hand in hand with contingency planning around “what if” scenarios. Business managers are able to visualize and identify and convert uncertainty to risk through the application of quantification methods in order to be able to manage uncertainty as risk, move up management maturity from risk mitigation to risk intelligence, take an entrepreneur's spirit for envisioning, exploring, learning and advancing towards the future confidently.

Find a regularity in chaos, and recognize chaos in a regularity: Running a digital business is a dynamic change management continuum. It is important to strike the right balance between chaos and order. Often a big risk is that the risk management system is detached from the real management of the business. In business, every day is a risk, as long as risks have been identified and agreed with stakeholders as per business needs, you can find regularity in chaos, take risk models that effectively predict, optimize, and consider a continual and sustainable approach with multi-faceted perspectives. Keep in mind though, when a company embarks on a growth strategy, the risk curve will always be greater than business as usual approaches. So be preventive, recognize chaos in regularity, and take a specific threshold for justifying opportunities and business outcomes.

The greatest risk for organizations today will be a real business/reputation issue that is not being properly identified or managed. We can't and won't be able to predict or manage every turn or twist of the business, but by mapping and measuring complex interactions in real-time can gain early warning or have anticipatory awareness of possible/plausible negative impact. From chaos to order, contemporary leaders today must shape digital mindsets and have the right dose of risk appetite and have discernment by asking profound questions such as- Is your Enterprise Risk Management program immature and shortsighted? What to do with the risk even when an ERM program is neither immature nor shortsighted. What do you think needs to change so that the kinds of things suggested can actually occur? Etc. Genuinely intelligence-led organization (meaning all dimensions, from risk to marketing to logistics), has to be embedded into both processes and operations and manage risks in a structural way.

Good questions provoke comprehensive answers; great answers stimulate more thought-provoking questions: With the high velocity and unprecedented uncertainty, disrupting, or being disrupted? Business leaders today need to ask themselves what their strategies are and which practices they need to take to change with the “tide.” For digital leaders or professionals today, there is time to ask, and there is time to answer. The good question is usually open and thought-provoking and brings a multifaceted perspective. Asking the right questions helps to validate how thoroughly and deeply your team's thinking is on a particular issue. Innovators and change agents are not afraid to challenge the status quo, they have unlimited curiosity to ask good, open questions for attracting great answers in order to solve problems smoothly.

There is a strategic value of understanding businesses and being able to ask open-ended questions that evoke a response to enlighten or illustrate a specific issue or topic. Collaboratively, get your team to come up with their own answers to solve a problem or address an issue insightfully. By doing so, you've led them to easily buy-in on the direction to follow. The leader simply coaches the team along the way, including asking more questions as necessary, to attract constructive feedback and better solutions. On the other side, great answers stimulate further thought-provoking questions, pulling up resources, gaining multifaceted perspectives, to ensure doing the right things, before just doing things right.

Forward-looking companies across vertical sectors are at the inflection point of digital transformation. The more complex the situation is, the more different approaches and role gaming is needed to reach for insightful understanding of hidden paradoxes and effective pattern-finding behind the “VUCA” new normal. It takes a lot of effort and resources to make change happen, and it takes even more effort to sustain changes and make a smooth digital paradigm shift.

Saturday, September 26, 2020

The Monthly “100 Creativity Ingredients” Book Tuning: The Art and Science of Creative Disruption Sep. 2020

Creativity doesn’t live inside a box, but a type of out-of-box thinking. 

All humans are born with raw creativity ability. Creativity has many dimensions, with multi-faceted truth and myth, manifold knowledge, and multidimensional insight. Creativity is the wings of our mind and the tempo of our heartbeat. Creativity is a constructive disruption, not so bad addiction, and a sensational phenomenon. 

The purpose of “100 Creativity Ingredients - Everyone’s Playbook to Unlock Creativityis to classify, scrutinize, articulate, and share insight about one hundred special creativity ingredients, to paint the picture with them, to add colors on them, to embed the music into them, and to make the story via them, in order to unleash our collective creative potential.      

             Art and Science of Creative Disruption 


The Art and Science of Creative Disruption
There is no doubt we are moving from a static and linear business world to a dynamic, hyper-connected, and interdependent digital era. Innovation is the result of some kind of disruption; it can be defined as the collision between different perspectives, mind-states of possibility, and thought patterns that result in creative ideas and solutions. Virtually all real economic growth or societal progress is driven by some sorts of creative disruptions.

Digital Master Tuning #83: Is Digital Disruption the Ultimate Motivation to Change Creativity is about connecting dots to generate novel ideas; to dig into the mindset level, it’s a system thinking process. Systems Thinking is about seeing interrelationships rather than isolated things, understanding patterns, focusing on the nature of relationships rather than just on separate entities. What’s the further understanding of creativity and Systems Thinking?

The Art and Science of Creativity: A Set of Albert Einstein’s Quotes to Explore Creativity Creativity is both innate and a skill. Developing creativity requires both internal motivation and self-awareness. Creativity is the high level of thinking because it evolves many thought processes, such as imagination, pattern discovery, originality, intuition, etc. There are both art and science about creativity. Here is a set of Albert Einstein’s insightful quotes to explore the breadth and depth of creativity.

The Art and Creativity: The Creative Inspiration from Pablo Picasso’s Quotes Creativity is everything that one has seen, felt, touched, dreamed. All our experiences are completely reconfigured in a way that mixes up all these "sense and sensitivity." Creative has many faces and creativity has multiple “ingredients.” Creativity doesn’t live inside a box, but a type of out-of-box thinking. So, you have to pull it out of the box and look at it through different lenses. Creativity is more art than science. Here are some creative thoughts inspired by a set of quotes from Pablo Picasso, a Spanish painter, sculptor, printmaker, ceramicist, stage designer, poet, and playwright.

The Best “Creative Disruption” Quotes of “Digital Master” Dec. 2019 "Digital Masteris a series of guidebooks (28 + books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.” It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Creative Disruption” quotes in “Digital Master

The “Future of CIO” Blog has reached 3 million page views with about #7100th 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 the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

Complexity is an “Inevitable Thing”

All the intelligent beings are complex at a certain level.


Watch the night sky full of -

shining stars;

dive into-

the deep blue ocean,

observe creatures,

swimming around;


walk in the urban city with-

great architecture design;

we admire-

design complexity-

for its

elegant style,

seamless integration,

and frictionless flow.


All the intelligent beings are -

complex at a certain level.


People are complex;

nature are complex;

the universe is complex,


Things become complex;

if they interact;

in the case of -

"nonlinear" interactions with-

interdependent relationships,

and hyper connected space,

complexity is -

a multifaceted thing.


Complexity means-

increased uncertainty in-

things outside our control.

You can't-

separate things properly;

you cannot predict-

the actual effect of-

interactions straightforwardly;

complexity blurs lines,

mixes colors,

blends flavors,

it’s -

a diverse thing.


There is -

good and bad in complexity;


eliminate unnecessary complexity-

to make it elegant;

and convey -

“just right” simplicity.


Simplicity and complexity are -

just opposite ends of-

the same spectrum.


In the core of simplicity-

lies complexity.

You need complexity to

understand and appreciate-

simplicity and vice versa.


There are varying ways to-

look at complexity:

try to analyze-

what the impact of -

complexity is -

on a system;

or look for the impact of -

removing some of -

unnecessary complexity by-

simplification

or optimization.


Complexity is-

diverse, ambiguous,

and dynamic,

with unpredictable outcomes.


Individuals, businesses,

or societies "become complex,"

as an evolutionary trend,

not for their own amusement,

but to respond to environments

and drive progress proactively.

complexity is an inevitable thing.

Aiming organizational Design and Transformation via Business Architecture Lenses

Neither business architecture nor design are "events" of creativity but are in fact, creative and thoughtful activities that extend overtime to create the structural and aesthetic themes for enforcing business interconnection.

The digital business today is dynamic, continuous, expansive, interdependent, and interactive. It has to keep evolving, sustaining, and self-renew for adapting to high velocity. The linear system perception needs to be replaced by complex adaptive systems, and the reductionistic management practices should be upgraded to the dynamic digital style.

 The business architecture contains the organizational context and is strategic in that it gives direction to the business design, innovation, and the large scale digital transformation.

Art and discipline of designing enterprises: Architecture activities are like landscaping. We can construct without design but we elevate construction by design. In turn, we elevate design through architectural thinking which is a way of embodying the quality of human thoughts and enchanting customers with elegant design. The careful consideration of requirements in the enterprise design along with an overarching vision is what a good architecture represents. High mature digital organizations should leverage the architecture lens, integrate the organizational design into the business process design and organizational re-engineering, to improve business fluidity, adaptability, and maturity.

Terminologically, applying business architecture to the organizational design practice for reinventing digital business is called Enterprise Ecology. Organizations need to have an in-depth understanding of the gains and pains of organizational design and development. In creating a digital organization as an outside-in" and socio-technical system, it is a question of re-inventing and re-engineering people, process, and technology to orchestrate a self-adaptive system which is able to reconfigure its own structure and change its own behavior during the execution of its adaptation to environmental changes dynamically. 

The structural and aesthetic themes that create inter-relationships between business elements: Neither business architecture nor design are "events" of creativity, but are in fact, creative, thoughtful activities that extend overtime to create the structural and aesthetic themes for enforcing business interconnectivities. Business architecture seeks to aid the multidimensional improvement of an organization by assisting in reconciling the varying dimensions which can be changed, as well as the relationships between the various elements, etc, to ultimately get digital ready.

From a management perspective, Business Architecture is a great planning tool for corporate leaders to gain a systematic understanding of how relationships, ecosystems, market dynamics, interconnectivity, and orchestrate smooth organizational interrelationship between people and processes. It provides a unique and highly valuable viewpoint about organizational design and structure, and a structural playground for the business to experiment with different types of organizational structures to enforce business alignment, enablement, communication, collaboration, and harmony.

Facilitation and balance role in enterprise transformation: Doing the wrong things differently isn’t transformation. An Enterprise Architect plays a critical role in facilitating digital dialogues on how human organizations of the future ought to be designed openly and contrived in the face of upcoming challenges and drive collective progress effortlessly. The Business Architecture as a skillful digital transformation designer must not only consider the purpose of the enterprise; the purposes of the employees must also be met because the enterprise cannot fulfill its purpose without people.

Many organizations are at the crossroad of the transformation, an Enterprise Architect plays a critical role in facilitating digital dialogues on how human organizations of the future ought to be designed openly and contrived in the face of upcoming challenges, build up a positive emotional climate, foster strong relationships, communicate relentlessly, make sure information and interaction flow in every direction, build up trust by bonding people around clear and benevolent intentions, drive transformative change and collective progress effortlessly.

The digital paradigm shift is multidimensional expansion. Forward-thinking organizations are in search of business architecture totality. Besides people, processes, technology, cultures, capability tuning. etc, are all tactics to get the organization from here to there for adapting to the fast-pace of changes. Reimagining the future of business is exciting, but it takes a structural approach to design the new model to embrace high velocity and drive transformative change smoothly.

Friday, September 25, 2020

The Monthly “Change Insight” Book Tuning: Navigate Change with the Right Order: "Why precedes what proceeds How" Sep 2020

Change Management is no longer just a one-time project or business initiative, but an ongoing business capability. 

Change is inevitable, organizational change has become a common practice within an organization, but too often changes are made as a reaction to outer impulses, crises, and demands. This is the bureaucracy’s way of meeting the challenges. 

Digital transformation is achieved via dynamic Strategy-Execution-Change lifecycle management, though it is not all linear steps, but an iterative, ongoing, and upgoing change continuum.




Navigate Change with the Right Order- "Why precedes what proceeds How"


Navigate Changes through “5W + 1 H” Change Management Framework Change is a volatile subject, just like change itself. Everything changes continuously by following the laws of evolution, and the rate of change is accelerated. A changeable organization is to create organizations where change is the norm and happens all the time, thereby delivering faster and increasing market share. The successful businesses are the ones that have learned WHEN change is called for and how to decide WHAT to change. Change cannot be just another thing that needs to be accomplished. It has to be woven into the communication, process, and action of the organization, to navigate through the “5W+1H” Change Management framework.

Change Management Starts with Big Why Change is everywhere and it happens every moment in the workplace, but, unfortunately, people rarely recognize that; or sometimes change is for its own sake, so how to manage change by starting with Big WHY?

Three Big “WHAT”s in Change Management Everything changes continuously and the rate of change is accelerated. Change is no longer just a one-time initiative, but an ongoing capability. Change capability is one of the strategic capabilities which underpin successful execution and move the organization from efficiency, effectiveness to agility, and maturity. Besides the "Big WHYs" about the change we discussed earlier, here are three big WHAT about Change Management.

Three Big “How”s of Change Management? Change becomes fundamentally difficult in most organizations because it is treated as something distinct from running the business, evolving performance, and increasing results over time. There are many reasons for changes, and perhaps, even more, reasons for resistance to changes as well: It may be a shift in power, a need to learn new skills, to manage a different team, to adopt the new way (mindset, methodology or process, etc) to do things, etc. 

How to make Change Management Tangible rather than Fluffy Change is the only constant, and Change Management is no longer just a one-time project or business initiative, but an ongoing business capability. However, more than two-thirds of change efforts fail to achieve the expected result, especially for the large, legacy companies, what’re the causes of failure, and how to make Change Management tangible rather than fluffy?

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.

Kindness is a “Thoughtful Thing”

kindness unifies both heart and mind to become a better being.

Kindness is -

a state of mind;


flowing from within,

permeating into -

the surrounding.

Think kindly,

talk kindly,

and act kindly.

Kindness is -

a thoughtful thing.


If kindness is a plant,

it’s rooted in -

a thoughtful mind,

blossom with-

deliberate actions,

having enough of it,

it becomes -

a delightful scene.


You plant an apple seed,

you're not going to-

get an orange tree.

Kindness is -

exactly the same,

it's a seed,

water it,

and keep it growing,

in a consistent way.

Kindness is a-

living thing.


The true value of kindness is-

its consistency;


to convey -

a person’s high quality,

as a human being;

the high professionalism-

as an employee;

and the true nature-

as a creature.


Plant a lot of kindness,

watch what happens to-

your experience of -

the world.

If you are not

committed to-

the practice of kindness,

kindness is -

more or less,

a random action,

instead of-

a way of being.


Kindness goes with-

compassion and empathy.


Being kindness is about-

solving problems without -

causing too many

other problems.

Compassion touches -

the hearts,

but empathy connects-

the minds;

kindness unifies

both heart and mind,

to become a better being.


Being kind doesn’t mean-

you cannot be tough,

to make -

sound judgment,

or challenge-

conventional wisdom;

if only you think -

it’s the right choice to -

sow more seeds of kindness-

nurture them to

sprout and grow strong.


Kindness is about-

doing the right thing

in a better way.


Being kindness,

doesn’t mean-

lack of competency,

but about applying wisdom,

to harmonize-

your heart and mind,

and become -

a part of -

progressive change.

Kindness is-

an influential thing.

Build a "Smart Organization" via Intelligence Amplification

There are always different complexities at a different time or dimension, business intelligence is an effective tool to improve business-value creation. 



With “VUCA” digital new normal, often the answer to many business questions is not just “right,” or “wrong,” but there are many shades in between. Business intelligence is about managing information to gain insight into the organization in making effective decisions and achieve information value scientifically. 

To build a high-intelligent business, develop a sensing system that is ambiently and constantly attempting to augment their understanding of what they see and hear and you have a human/machine construct that begins to direct its own evolution. Intelligence amplification is a digital phenomenon with the following perspectives.

Convergent intelligence: A holistic view of enterprise data has become a core asset for every forward-thinking organization across vertical sectors. The convergence of machine learning, artificial intelligence, analytics, and business intelligence, statistics & decision science make a direct impact on building a smart business. Convergent intelligence intends to solve numerous information-related puzzles such as -Where is the insight we have lost in knowledge? Where is the knowledge we have lost in information? Where is the information we have lost in data? How can we maximize information value? Which problems can we solve by taking advantage of abundant information? etc. Convergent Intelligence helps to understand the business information and process landscape, consolidate data, and generate insight across the enterprise cohesively.

Digital professionals today who need a dramatic change to the status quo in enterprise computing, are seeking to exploit the value found in convergence technologies. Business Intelligence in the dynamic digital environment can provide users with on-demand, self-service analytics capability that helps them make data-based, on-time decisions, and make context-based suggestions and recommendations continually. Intelligence convergence accelerates information flow, the business applies efficient BI tools to do scenario planning, data discovery, predictive analytics, data integration, connectivity, collaboration, visualization, user interfaces, and interactive capabilities, and streamline user-friendly business processes with the convergence of structural and nonstructural processes to improve business maturity.

Collective intelligence: It is our connectedness to others and the world around us that makes whatever intelligence we have truly useful to ourselves and to others; 'seeing' the context we are 'part' of, allows us to identify the leverage points of the system and then 'choose' the 'decisive' factors to make sound judgments. Collective intelligence is a digital phenomenon. Brainstorming fresh ideas and collective insight becomes the new attitude and reality, New generation of digital business empowered by digital technologies such as collaboration tools and analytics will extend an organization's physical boundary, enhance employees’ participation and engage customers to stimulate the creative side of the business to find better solutions to either old issues or the emerging problems and use collective intelligence to overcome business challenges.

Collective intelligence is the ultimate smartness of business. Like so many techniques, brainstorming can deliver great results if it is applied in the right context, and taking into consideration its limitations. The real value in these types of ‘group-based activities’, when done properly, is that it enables you to bring a diverse population together and a collective pool of all the expertise at the discussion table and leverage collective insight to make better decisions. Different cognitive styles react differently within idea-generating activities and observing how people interact with one another can provide managers with valuable management insight. The digital businesses with collective intelligence are not just the sum of functional pieces anymore, they do have the capability to take advantage of collective wisdom, and run a smart and cohesive business.

Multi-faceted business intelligence: Business Intelligence refers to computer-based techniques used in spotting, digging-out, and analyzing business data, to achieve business value. It is multidimensional and has been defined in several ways. It’s a cognitive process involving rational and abstract thinking. It’s also goal-directed and purposeful, which means that all intelligent activities are planned to reach a self-determined goal. Either at an individual or corporate level, there are all sorts of intelligence such as strategic intelligence, creative intelligence, decision intelligence, judgmental intelligence, paradoxical intelligence, social intelligence, etc.

In specific, you need to have strategic intelligence to diagnose the problems; paradoxical intelligence to strike the right balance; system intelligence to understand the interrelationship between parts and the whole; judgmental intelligence to make effective decisions, cultural intelligence to gain empathy, creative intelligence to think differently, design intelligence to delight users, or social intelligence to track competitors and do brand promotion, etc. Intelligence is multidimensional, and subjective as well; and a form of reasoning that is dependent upon a range of rules that the human brain calls up, at various levels of intent, quite fluid as information and chemicals-currents change via different lenses such as moral, ethical, emotional, intellectual, promotional, etc.

Today’s digital business environment is dynamic, complex, and uncertain. There are always different complexities at a different time or dimension, business intelligence is an effective tool to improve business-value creation. An intelligent organization will develop an effective information management strategy for acquiring, processing, and refining information, and continues to explore an innovative way to analyze, model, visualize and extract information value to formulate insight for solving complex business problems and weave the foresight to run a smart business.


Thursday, September 24, 2020

Insight of the Week 9/18-9/25 “Future of CIO” Sep. 2020

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

The “Future of CIO” Blog has reached 3 million page views with 7100+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The “Digital Master” book series includes 28 books to share insight from the multidimensional digital lens and perceive the multi-faceted impact the digital era upon us is making to businesses and society. 

The content richness is not for its own sake, but to convey the vision and share the wisdom. Here is the weekly insight of digital leadership, IT Management, and Talent Management.


Improving Organizational Maturity via Enforcing Various Digital Characteristics The digital era upon us is people centricity, people are the most invaluable asset in any business. They are not just cost or even resource, but the human capital worth investing in a smart way. However, in most companies, people management is a silo discipline with outdated practices. Developing a highly mature digital fit workforce and talent competitive organization won’t happen overnight, it takes planning, adapting, and innovating to enable true meritocracy and make a smooth digital paradigm shift.

BoD’s “Self-Check” and Assessment Digital is the new paradigm shift to deeply connect the business nature to the natural ecosystem which is volatile and interdependent. High-performing boards need to make sound judgment and steer the business ship to the uncharted water or the blurred digital territories towards a well-defined vision. They should do “self-check,” and regularly evaluate how they are performing as the board, as well as develop the best and next set of digital practices to get digital ready.

Art and Science of Complexity Management Organizations become complex as an evolutionary trend, not for their own amusement, they do it to respond to environments more proactively. And much of that environment is experienced by trying to get things done. As a matter of fact, modern organizations spend significant time and resources to deal with complexity, is complexity good or bad, and how to manage complexity effectively?

Improve Business Balance and Growth Cycle Horizontally and Vertically Rapid change, complexity, and uncertainty are the new normal, digital organizations have to self-adapt and self-renew itself, be able to reconfigure the organizational structure, and change their own behaviors for improving their responsiveness and flexibility. They can improve and accelerate organizational balance and growth cycle both horizontally and vertically, develop differentiated business competency to accomplish defined change, and make a seamless digital paradigm shift.

Orchestrate Digital Innovation based on Business Intelligence Information is the lifeblood of digital business nowadays, the digital era upon us is about algorism, raw data from machines needs to be processed into information that is further refined into intelligence. And the quality of intelligence depends greatly on the quality of information. In specific, the abundant information can be refined into business foresight and customer insight that provide the very clue to connect wider dots to stimulate great ideas, build the updated competency model, and take a transformative journey from running a reactive business to shaping a real-time highly intelligent organization.

Blogging is not about writing, but about thinking about the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation, and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

BoD’s “Self-Check” and Assessment

BoDs need to see further and perceive better than others in order to set guidance about what core to preserve, and what future to stimulate progress toward and steer the business on the thorny digital journey effortlessly.

Digital is the new paradigm shift to deeply connect the business nature to the natural ecosystem which is volatile and interdependent. High-performing boards need to make sound judgment and steer the corporate ship to the uncharted water or the blurred digital territories towards a well-defined vision at a steadfast pace. 

To improve their leadership maturity, they should do “self-check,” and regularly evaluate how they are performing as the board, as well as develop the best and next set of digital practices to get digital ready.


Information check: Information is the power, information precision directly impacts decision effectiveness and strategy management success. Contemporary BoDs oversee business strategy and they must become information-savvy. They need to do the regular “information check,” be able to capture the right information, apply it at the right time in the right circumstance with the right attitude. In the era with the exponential growth of information, the challenge for the board leaders is to discover how and where to find valuable information, not just the information being fed by the management. They need to learn how to discern information they trust from misinformation or information overflow, pull out the information they need, and learn what to ignore in order to make effective decisions.

Generally speaking, people form critical opinions based on facts, discerned data, common understanding, and clarified notions. This is particularly critical for top business leaders such as BoDs. They should have a clear vision of what they need to know, and how the information provided pertains to the strategic plan, as well as what they are going to do with that information. To improve the corporate board's effectiveness, the key point is to prepare crucial issues and collect information and feedback even before the meeting starts, and better to invest the time upfront to address concerns and achieve a workable agreement.

Gut check: Information and gut feeling are both important for making many critical decisions. Gut feeling isn't a random loose arrow. It's an internalized knowledge that has developed through theoretical knowledge and practical experience that guides the gut feeling so that people can make the right decisions intuitively. At the board level, often decision-makers have the business insight to make their decisions rich in information and significantly different from the available data. The sentiment of trusting your intuition is spot on, but attempting to break it down into conscious, and unconscious, etc, and consistently leading to a perspectival minefield. An informed gut feeling is more likely to be working with more information and possibly even relevant and accurate information, and could, therefore, at least, eliminate some poor choices.

We live in the “VUCA” digital era now, keep in mind though, the problem with intuitive decision-making is that it can seldom be quantified and so analyzed. It is not so good to go with intuition when there is an excuse not to put in the effort to pay attention to detail and think carefully. Besides leveraging quality information, the right dose of the “gut feeling'' of BoDs allows the decision-maker to exercise their judgment and helps them find "the right answer" intuitively.

Performance check: A corporate board only fulfills its role to shareholders and the management team when it is focused on performance. They need to focus on business performance as well as their own performance. High-performing boards set goals for their own performance and regularly evaluate how they are performing as the board and where the board’s performance bottlenecks are. “Performance check” at the boardroom enables BoDs to laser focus on performance-driven agenda and practice their judiciary power effectively. To monitor business performance, that performance check is not limited to financial performance only, but also to the firm’s performance in creating value for employees and customers. The board feedback on business performance and outcomes help the business management make the timely adjustment for making continuous improvement.

In achieving the role of the performance monitor, the corporate board needs to decide whether management is achieving expectations, gain an in-depth understanding of what’s blocking business achievements, targets, and advise the management on the maximization of the business capital allocation and improvement of the multidimensional shareholder’s value. It's not only about the performance now, but also about the future and that means an open mindset to change, with a long-term perspective.

The modern digital board has many responsibilities, and also gets a lot of distractions. BoDs need to see further and perceive better than others in order to set guidance about what core to preserve, and what future to stimulate progress toward and steer the business on the thorny digital journey effortlessly.

Lift Organizational Maturity via Systems Lens

Lifting the organizational maturity via system lens means the company needs to integrate its interdependencies, take multifaceted management disciplines, and structural approach.

Digital enterprises are inherently and intensely complex, changes do not happen in isolation from each other in predictable ways. Complex business systems are full of interdependencies, unpredictable, hard to detect any nonlinear responses. Business leaders today should apply systems wisdom to lift organizational maturity and drive digital paradigm shift smoothly.





Systems wisdom helps us get behind the "surface" validity and provides us deeper insight into the nuances of "why and how": Change is never for its own sake, it’s about solving large or small problems. You have to really dig beneath the superficial layer, get to the heart of the matter. Systems thinking enables us to see the interconnectivity between parts and the whole, the relationship dynamic, and create common rationale between different perspectives in order to diagnose the real cause of problems, get behind the surface validation, and gain a deep insight into “why does the problem happen,” and how or solve problems in a structured way. In reality, people often apply tools like linear extrapolation, based on linear models when the dynamic digital business system is not operating linearly. Thus, they often fix symptoms, not real issues, they run the business as a sum of pieces, not a cohesive whole. That further leads to silo mentality and culture inertia.

One characteristic of nonlinear systems is that small changes can have large impacts. A small error, inconsistency, or change in a system specification can totally ruin its performance. If leveraging systems thinking to fix the right problem, it perhaps makes a significant impact on fixing the chain of issues effectively. Therefore, the linear business system perception needs to be replaced by the adaptive digital system viewpoint, business leaders need to “step outside of the system, expand their vision lens to adopt different perspectives for truly coming up with a holistic solution without causing too many side effects.

Systems wisdom helps to bridge the gap between "raising awareness" and "internalization," which is not a single step but requires ongoing communication and structural efforts: With frequent disruptions, the organizational change shouldn’t be just a few random initiatives, it needs to become a differentiated business competency. It’s important to leverage system wisdom to bridge the gap between "raising awareness" and "internalization." As business transformation involves internalization of the defined values, culture, and conceptual model, the newly established behaviors will be in harmony with the internalized values. In practice, understand your work environment, understand what is required to be done, have the right resources and talent, and channel your energy into doing things that can make the difference and accelerate digital transformation.

To survive in today’s knowledge flow, don't judge anything until you can engage with the information flow, then look more closely at the mechanisms that are creating the knowledge flow. Business transformational leaders need to unfold systemic relationships, solicit feedback, listen to different opinions to avoid falling into linear thought traps, or only listen to one side of the story. Keep people awake, keep people engaged, and keep people informed, in that order, make ongoing communication, and take structural efforts to change.

Systems wisdom allows us to get “out of the box” by letting go of accumulated traditional wisdom: Unconventional wisdom often means fresh insight or “out-of-the-box” thinking. Conventional wisdom usually has a negative connotation about sticking to outdated concepts, traditions, cultures, or the old ways to do things. The big issue for many people is that with the conventional mind, you expect unconventional results. It keeps nurturing mediocrity and keeps expecting innovation out of that mediocrity. This is like walking on the treadmill. Taking steps, getting stressed out but not moving ahead. Knowledge is no doubt important but more than that is complete awareness of what is happening in the context from a system perspective, let go of accumulated traditional wisdom, and apply nonlinear logic and creativity to solve complex problems in an optimal way.

In practice, there is always a temptation to use simple linear models to understand highly complex or nonlinear scenarios. The reason people are struggling for true wisdom is that it means that they have to make a huge effort to get beyond rational linear thinking. With rapid changes and frequent disruptions, the predictive “cause and effect” in system dynamics perhaps include nonlinear cause and effect models. Gaining an interdisciplinary understanding of nonlinearity and a dynamic business ecosystem could be at the tipping point. We have to be determined to get better results somehow and it will help us try unconventional thinking processes and practices, with a better outcome.

Where being simple is more sophisticated nowadays. Lifting the organizational maturity via system lens means the company needs to integrate its interdependencies, take multifaceted management disciplines, and structural approach to drill down the critical business success factors that underpin every dimension of the business performance, and ensure the business long term prosperity.