Saturday, September 3, 2016


Applying deep insight and rubber stamping are such counter-propositions.

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

33 All company’s performance is directly related to the decision-making effectiveness.

34 To some degree, conformance is inherent within the value-driven performance.

35 Applying deep insight and rubber stamping are such counter-propositions.

36 A proactive Board is more performance-driven.

37 “Compliance” is just a subset of “governance” and not the other way around.

38 The value-added Board brings the high-performance result, “deep common sense,” balance, improved strategic thinking, creativity, wisdom and more.

39 A good strategy tells you not only what specifically needs to accomplish, but WHY.

40 A holistic approach is based on simple principles, and well aligns the strategic level of measure with operational level metrics.

41 The BoDs play the significant role in both Management Innovation and Innovation Management.

42 The purpose of Innovation Management is not to promote innovation, but to manage innovation as a process.

43 Innovation is change, but not all changes are innovation.

44 Digital innovation has a broader spectrum with hybrid nature.

45 Innovation is a mindset, and that’s where governance comes in.

46 Digital leadership must be extremely visionary, mindful, creative, empathetic, generous, conscious, passionate, and humble.

47 Digital is the age of innovation with continuous disruption, either you like it or not.

48 The purpose of Innovation Management is to prepare everything to maximize the transformation of an idea to innovation, through well-prepared processes and structures.

49 Breaking rules is indeed an important part of creativity. Innovation needs a level of guidance.

50 An IT friendly Board should change the perspective to understand the power of information and the potential of technology.

51 Every decision by every decision-maker needs to be informed by an understanding of how technology changes business processes.

52 CIOs should be at the table in helping Boards and executive colleagues to maximize ROIs and competitive advantages.

53 The CIO is a serious partner in the inner circle to creating value-added strategies and enabling deeper insights into the opportunities IT can do.

54 IT is the input of corporate strategy and IT strategy is an integral element of business strategy.

55 There is no stand-alone IT strategy. There is the only business strategy with IT as a key element.


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