The Weekly Insight of the “Future of CIO” 5/5/ 2017

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

The “Future of CIO” Blog has reached 1.8 million page views with 3700+ 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. Here is the weekly insight about digital leadership, IT Management, and Talent Management.

  The Weekly Insight of the “Future of CIO” 5/5/2017

• CIOs as “Chief Influence Officer” with Multidimensional Influence: Tradition CIOs have been perceived as the tactical IT managers, running IT as a support function to keep the lights on. Nowadays, with fast-paced changes and overwhelming growth of information, contemporary CIOs face many leadership dilemmas: Being sustainable or disrupt, keep status quo or innovative? Act as a business executive or an IT manager, focus on transactional activities or transformative change etc. The command-control leadership style is no longer fit for the hyperconnected and highly transparent digital new normal. Digital CIOs today must shape their digital mindsets and develop their dynamic leadership capabilities to make multidimensional influence across the organization as well as the digital ecosystem.

• Strengthen The Weakest Link in Digital Transformation: Digital transformation is reshaping our thinking and recasting the way we view ourselves, the digital ecosystem of which we are the part of the environments in which we live, and the way we think and solve problems. Either business or the world is transforming from siloed functions, the sum of pieces into a connected whole. Hyper-connectivity is the most critical digital characteristics. Hence, it is important to understand that digital business development is a multifaceted and holistic management discipline. It is the paradigm shift which takes a multidisciplinary approach. In practice, how to identify and strengthen the weakest links in order to drive the digital transformation seamlessly.

• The Digital Board’s Digital Inquiries Digitalization is driving unpredictability demanding a more rapid deployment that quickly can adapt to the changes and adjust to the new market conditions. Hence, digital strategy management takes nonlinear steps and embraces the emergent events and activities. Digital strategy making and execution are a collective effort of varying business departments to fit business purposes, leverage digital speed, and delight customers. Digital boards as the strategic advising role are also the “mastermind” behind digital transformation to oversee strategy and monitor performance. Here are a couple of digital board’s digital inquiries

• How to Set Performance Indicators to Measure Return on Digital Transformation? Change is inevitable, and the speed of change is increasing. The digital transformation is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves, but it is the thorny journey with many bumps and curves on the way. How do you measure return on digital transformation in order to make the timely adjustment and improve its success rate? A well-defined set of measurement for digital transformation should contain a good mix of outcome measures or the long-term strategic value along with performance drivers to track the progress in the short term (operational measures). The performance indicators for the digital transformation could include:.

• Brainstorming The IT Role in Building Business Competency via Inquiries Nowadays, information permeates into every corner of the business, it is the gold mine organizations need to dig for capturing the next business growth opportunities. Technology is often the disruptive force of digital innovation, as well as the crucial component of building the business capability. Hence, Information Technology should be seen by any business as a “digital transformer.” Here are a few inquiries to clarify IT role in building business competency and improving the organizational maturity.

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