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, July 31, 2017

The Monthly “Thinkingaire” Book Tuning: Can you Discover the "Blue Ocean" in your Mind July, 2017

Thinking diffeently, thinking broadly, thinking profoundly, to explore the "Blue Ocean" in your mind!

With the increasing speed of change in the hyperconnected digital ecosystem, some industrial mindsets with “status quo” types of thinking, authoritarian attitude, and bureaucratic decision-maker, are outdated, turn to be a "dragger" of the business innovation and a laggard of the digital paradigm shift. More specifically, what are the perception gaps to become the very obstacles for digital transformation and how to close them to embrace digital thinking styles?

 Can you Discover the "Blue Ocean" in your Mind  

Can You Explore the “Blue Ocean” in Your Mind? Our mind is a complex system of complex systems and many of them are very difficult to understand and grasp. Like the blue ocean, often hard to predict, but full of treasures and mysteries. The thoughts piled with thoughts also like the waves cascaded with waves to push forward on the sea. On a bigger scale, there is the thought that we are creating our experience moment to moment, bringing our reality into existence as we go, just like those thinking rivers and thought streams merging into the sea. It evolves all sort of thought processes and creates strong brainstorms. The point is that, as the digital professional today, can you explore the blue ocean in your mind?

Three Cognitive Fitness to Advance Digital Transformation? Being digital fit starts with mind fit. Being a digital professional means information savvy, innovativeness, advancement, and consistency. It’s more about the consistent image you deliver about being who you are or the mentality you have in or out of working hours. It is the convergence of your professional development and digital footprint. It becomes a life attitude. Here are three types of cognitive fitness to advance digital transformation.

What is the Human Mind? The "mind" is traditionally referring to consciousness or awareness.The mind is created by brain activity. The mind is the music, the brain is the composer, the orchestra of the trillion nerve cells and neuronal connections as well as the electrical impulses and chemical messengers make it possible for one neural network to connect with another. We have to understand more deeply about our own mind, what’re the correlation between the brain and the mind, what’re the thinking processes? Analogically, the brain is the hardware and the mind is the software with the totality in action, so the brain with the mind is the hardware plus software.

What is Real Thinking Thinking is all of it, the process of being individual and human - it's the inquiry that all of us are engaged in - who am I, what am I doing here, what is life? Many say thought to the mind is like music to pianos. Thoughts come into our minds all the time; sometimes from higher consciousness and other times from the ego. However, we can stop ourselves from getting hooked on and thinking about the thoughts seriously. So what is the real thinking? Is it about flow or about value? About imagination or about meaning? About decision making or about problem-solving?

A Contextual Mind: Context is the Chain of Association Some say, content is the queen, and context is the king. Context is “the parts of a written or spoken statement that precede or follow a specific word or passage, usually influencing its meaning or effect: You have misinterpreted my remark because you took it out of context. The set of circumstances or facts that surround a particular event, situation, etc.” (dictionary.com). So, it is about the context that gives something meaningful but isn't a context bound, aren't you limited by a particular perspective? Does the dime stop being a dime despite its many uses or do its meanings accumulate with each fresh perspective of the thinking perceiver? Would it be appropriate to summarize by saying that context aids us in understanding what's relevant and what's not?

The “Future of CIO” Blog has reached 2 million page views with about 3900+ 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; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes the time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.

Thinkingaire" Book Chapter 12 Mind vs. Mind Introduction
Thinkingaire" Book Conclusion

Three “HYPER” Characteristics of Digital Organizations

The digital organization with “HYPER” characteristics should keep tuning its structures and processes, to become more adaptable, innovative and inclusive.

The digital shift means change. It represents the next stage of business maturity which will improve how the enterprise works and interacts with its ecosystem, with the customer at the center of its focus, and innovation as its major theme. Digital organizations become always on and interdependent, they are the switches in the expanded business ecosystem, to keep information flow, knowledge flow, and therefore the business world flow. Here are three “Hyper” characteristics of the digital organization.

Hyperconnectivity: Digital means holism and interconnectivity. Digital is about connectivity, it means to have the better capability for dots connection across the geographical, functional, organizational, industrial, or generational boundaries. Hyperconnectivity brings both the abundance of opportunities and unprecedented risks, hence, the hyperconnectivity of the digital world requires people to see things from the broader lens. Being connect-wise means to discern the trends from fads, seek business goals before taking business initiatives, to build a high-innovative digital powerhouse. To keep the hyper connectivity nature of the business, the challenge for today’s organizations is to manage its portfolio of relevant cross-border strategic synergies and organizational interdependence with the appropriate mix of enabling organizational elements and maintain the right level of digital balance. If creativity is about connecting the wider dots. Digital hyper-connectivity can foster innovation through the broader scope collaboration. Because it's important to digitally connect key resources/assets in their vicinity/context to the resource-rich innovation hubs/clusters across the business ecosystem. The aspect which matters is ensuring that the enterprise is connected to all the appropriate eco-system, lattice or otherwise, touch points, for improving idea flows, knowledge flow, and catalyzing digital innovation as well as digital transformation.

Hyper-diversity: Today’s working environment is multigenerational, multicultural, and multidevicing, or put simply, hyperdiverse. Thus, to keep the business dynamic, companies today should embrace “inclusiversity” which is a  portmanteau word of mixing two words: “inclusiveness” and “diversity.” Many large multinational organizations have certain “diversity” best practices. However, if inclusiveness is not embedded into your business culture, sometimes, such practices even divide your workplace further, be diverse only on the surface or at the bottom of the organizational hierarchy, or try to fix the symptom and cause more serious problems for the long term. So, a working environment with hyper-diversity can help all employees to discover who they are and reach their full potential, and then maximize the collective business potential. It's something an organization must work on continuously.

Hyperdynamics: Nature is dynamic, life is dynamic, and digital ecosystem is dynamic. The digital ecosystem is complex and volatile. Dynamism consists in being able to break away from the static, being proactive. Either for the individuals or the businesses, if you stick and restrict, you cannot be dynamic. Hence, to run a successful dynamic digital organization means that you have to be open to changes, be informative to act, be flexible to take alternative paths, be elastic to scale, be resilient to recover, and be innovative to thrive. Today, the emerging digital technology is the most important element in the new breed of digital capabilities/processes which are rigor, but not rigid, standardized, but not lack innovation; mosaic, but not monolithic; it can be built dynamically and adapt to the change more seamlessly. Today’s digital organizations are hyperdynamic and customer-centric, digital organizations are becoming smarter at reaching consumers, in a targeted, highly responsive, deliberate way, and consumers are becoming smarter at consuming and providing direct feedback to the organization dynamically.  

The digital organization with “HYPER” characteristics should keep tuning its structures and processes, to become more adaptable, innovative and inclusive via taking advantage of the latest digital technologies. Understand that digital business development is multifaceted. Either being hyper or super is not about boosting the ego, but taking the long journey that is reshaping our thinking and recasting the way we view ourselves, the systems of which we are the part of the environments in which we live, and the way we think and solve problems.

CIOs as “Chief Initiative Officer”: How to Take Initiatives on Change, Innovation, and Digital Transformation

The CIO as “Chief Initiative Officer” has become necessary or even imperative to manage strategic alignment and orchestrate digital transformation.

The magic “I” in the CIO’s titles implies so many things: “Chief Information Officer,” “Chief Innovation Officer,” “Chief Improvement Officer,” “Chief Influence Officer,” "Chief Insight Officer," etc. In practice, the CIO role should transform from a reactive IT manager to a proactive digital leader; from a controller to a change agent Thus, the CIO as “Chief Initiative Officer” has become necessary or even imperative to manage strategic digital alignment and orchestration from concept to post-implementation of all initiatives from the C-level to the front lines, focus on changes and innovation. CIOs are also quite eager and enthusiastic to drive challenging transformation initiatives, to reinvent IT as the information hub and the business growth engine.

Change Initiatives: To reinvent IT from a change laggard to the change organization of the company, IT should ensure its strategy implementation allowing for digital speed, and responsiveness to be seen by the business as an enabler, not an overhead. The business-engaged CIO is the right type of digital leader to run a proactive IT and keep navigating during rough sea journey of large or small changes. Change management often goes hand-in-hand with the strategy management. The CIO as “Chief Initiative Officer” can drive changes and implement the business strategy execution through constructive business-IT relationships, ensuring the maturity level of the IT organization matches the requirements of the business strategy. Business can no longer work on the basis of static exploitation internally or externally; as it has been pursued in the past. IT needs to work with other business functions more closely to build cross-functional teams, practice interdisciplinary management approach, create both internal and external beliefs around how the IT organization is a movement for business enablement and improvement, and build the expectation for the next step and commitment that will follow. From the leadership perspective, a big challenge is for the managers to change their own mindset, attitude, and behaviors to allow their teams to do the change that is needed. The success of any change management effort starts with the leadership mindset, strategy, philosophy, and methodology.

Innovation Initiatives: Nowadays, often technologies are the disruptive forces behind the digital transformation. The role of the CIO should be able to envision not only where a company believes it is going, but how it will get there, and how it might be missing out on opportunities because of limitations on understanding of disruptive technology and information flow. Digital is the age of innovation, innovations often happen at the intersection of people and technology. CIOs as “Chief Initiative Officer” should take more initiatives on innovation management. To reinvent IT as an innovation hub, IT leaders need to be proactive and get really creative on how they architect and implement changes, to ensure IT is strategically positioned to be ahead of where the business is moving now. Innovative IT can only happen if IT is regarded as a strategic business partner and given the role in catalyzing innovation and driving the business. From an IT management perspective, innovation is more science than art. IT has to take a holistic approach to handle the investigation of innovative business solutions. There are a lot of opportunities to clarify the role of IT in innovation. IT is uniquely positioned to observe processes across the enterprise. Sometimes, when one business area has a new product that can be used by another, IT leaders can connect the dots to come up with new innovative solutions. The science of innovation is to manage innovation life cycle and execute in a systematic manner that provides sustained competitive advantages. The paradigm shifts from IT being a reactive engine room culture to the culture of creativity and developing the capabilities to drive business growth and perpetual improvement and strengthen innovation.

Digital transformation initiatives: The digital enterprise is nothing more than a ‘switch’ in the network lattice of the digital ecosystem. Information Technology is perhaps like the “ON” button to keep information flow. IT becomes the change driver and strategy enabler for the business to unleash its full potential. The aspect which matters is ensuring that the enterprise is connected to all the appropriate eco-system, lattice or otherwise, touch points. A digital transformation often needs to work cross boxes instead within the box; go broad to embrace the digital ecosystem and dig deeper to fine-tune the underlying functions and processes, to manage a successful transformation journey. Thus, for IT leaders to take initiatives for catalyzing digital transformation, IT needs to build up the new set of core capabilities in transforming itself and business as a whole. IT transformation is a significant part of the digital transformation of the business. The CIO as “Chief Initiative Officer” should set digital principles and develop the next practices because a transformation needs strategic guidelines and policies. It takes greater transparency, trust, and collaboration leveraging repeatable process, expectation management and support from C-Level peers and buy-in from staff. It perhaps includes things like portfolio rationalization, digital road maps, operational reliability metrics/dashboard, and human capital investment.

The CIO as “Chief Initiative Officer” should n’t just take actions without thinking systematically. The tough choices always need to be made - when should you reap the quick win, when shall you focus on long-term growth. The digital CIO today, as the senior business executive should have the ability to see the big picture to ensure the business as a whole is more optimal than the sum of pieces and respond to changes timely. Reinvent IT as the innovation hub and digital engine, so IT continues to reach a higher level of performance and maturity.

Sunday, July 30, 2017

The Monthly “CIO Master” Book Tuning: The Modern CIO’s Digital Traits and Scoreboard July, 2017

Digital CIOs should have digital traits and wide range skill set to become the top business leader and lead digital transformation smoothly.

Compare to the other executive positions, the CIO role continues to be shaken up, refined, reinvented and re-energized. The magic “I” of the CIO title sparks many imaginations and modern CIOs need to wear different hats and play multiple roles. Here is a set of blogs to brainstorm digital CIOs’ digital traits and scoreboard

The Modern CIO’s Digital Traits and Scoreboard     

The Digital Traits of Digital CIOs? Digital becomes the very fabric of high performing businesses, To stay competitive, companies must go beyond just experimenting with some digital technologies and commit to transforming themselves into a fully digital business powerhouse. Due to the exponential growth of information and frequent technology update, IT plays a pivotal role in leading a digital transformation in their organizations. Traditional CIOs who act as the tactical IT managers and controller’s mentality can no longer fit in the digital dynamic today, Digital CIOs should have digital traits and wide range skill set to become the top business leader and lead digital transformation smoothly.

Digital CIOs as Business Strategists and Artistic Technologists  At the industrial age, CIOs are often perceived as the technology geek or the back office technician to keep the lights on, and most IT organizations are struggling to align with the business, get stuck at the lower level of maturity for keeping things functioning. Nowadays, the lightweight digital technologies become more mature, IT is striving to integrate with the business, and IT has to move up its maturity from functioning to firm to delight. Thus, digital CIOs need to be the business strategist and artistic technologist for running high-innovative, high-performance, and high-mature digital organization.

CIOs as “Chief Innovation Officer”: Re-imagine IT with Digital Themes? IT is in the middle of a sea change because of the exponential growth of information and emergent lightweight digital technologies. Traditional IT organization is monolithic, isolated, stereotypical, and slow to change. Embracing digital is inevitable as that is now part of the reality. CIOs as “Chief Innovation Officer”: How to reimagine IT with digital themes and reinvent IT to get digital ready?

CIOs as Chief Insight Officer: Three Critical Steps to Move UP IT Maturity: Digitalization disrupts not only the business boundary but also the industry boundary. Today’s digital organization is more as an organic living thing thriving at the expanded business ecosystem. Never before has IT and business been so closely tied together, never before has technology moved more quickly and missteps have larger trajectory impacts on every aspect of the business. IT has to move up its maturity from a reactive support function to a strategic business partner and even a digital game change. More specifically, here is the three level of IT maturity.

The Digital CIO’s Scoreboard: Due to the overwhelming growth of information and disruptive nature of technology, IT becomes more and more significant in driving organizational changes and catalyzing business transformation. Digital IT leaders today must have the right mindset, skillset, and toolset to lead change in a structural way. From IT performance management perspective, you can only manage what you measure, IT Executive scoreboard is an effective tool to enable executives and leadership team to improve management of IT via quantifiable and qualitative data. IT Executive Scorecard should have pre-built key performance indicators that reflect best practice measurement areas across IT holistically. But more specifically, how to build an effective IT management scoreboard and set the right performance indicators for evaluating overall IT management health and improving IT organization maturity?

The blog is a dynamic book flowing with your thought; growing through your dedication; sharing your knowledge; conveying your wisdom, and making influence through touching the hearts and connecting the minds across the globe. The “Future of CIO” Blog has reached 2 million page views with about #3900 blog posting. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. 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 the time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

CIO Master Order Link on Amazon

CIO Master Ordre Link on Barner & Noble

CIO Master Order Link On IBooks

“CIO Master” Book Preview Conclusion Running IT as Digital Transformer
“CIO Master” Book Preview: Chapter 9 IT Agility
“CIO Master” Book Preview: Chapter 8 Three "P"s in Running Digital IT
“CIO Master” Book Preview: Chapter 7 IT Innovation Management
“CIO Master” Book Preview: Chapter 6 Digital Strategy-Execution Continuum
"CIO Master” Book Preview: Chapter 5 Thirteen Digital Flavored IT
“CIO Master” Book Preview: Chapter 4 CIO as Talent Master Introduction
“CIO Master” Book Preview: Chapter 3 “CIOs as Change Agent” Introduction
“CIO Master” Book Preview: Chapter 2 “CIOs as Digital Visionary” Introduction
“CIO Master” Book Preview: Chapter 1 “Twelve Digital CIO Personas” Introduction
"CIO Master - Unleash the Digital Potential of IT" Introduction
"CIO Master - Unleash the Digital Potential of IT" Book Preview

Change, Creativity and Problem-Solving

Change, creativity and problem-solving are all important perspective for driving the business forward.

Change is not for its own sake, the very purpose of the change is often for problem-solving, progression, or innovation. From Change Management perspective, taking people through new experiences, exposing them to additional "information" through those experiences, developing their creativity, and doing that very purposefully will create the opportunity to shift attitudes, beliefs, mindsets that ultimately will cultivate their problem-solving capabilities.

Apply creativity in a recursive way for problem-solving: Creativity is about figuring out better ways to do things. For those who are trying to solve problems, they may find the problems evolving as they try different solutions. Study the choices and select the best possible implementable alternative. Through relentless experimentation and continuous discovery, they deepen their understanding of the issues, accumulate interdisciplinary knowledge or unique insight for figuring out optimal solutions. Thus, it is important to applying creativity in a recursive way to the creative process for both problem identification and problem-solving. Leverage “Lesson Learned,” and develop the next practices for change and creative problem-solving, learn from others’ failures, and break down the large problem into the small problems, in order to solve them in an iterative and creative way.

The innovative mind doesn't do different things, they do things differently: Many change failure or problem-solving ineffectiveness are caused byWe always do things like that,” mentality, even circumstances already change the long time ago. Or they dive into “HOW,” to fix it scenario before clarifying the clear “WHY ” and “WHAT” matter about the real issue. An innovative problem-solver doesn’t do different things, but they do things differently. Being in the state of flow is what all creative people would like to achieve because it is the most productive state, and always challenge your own thinking by asking questions which often lead to discovering situations others do not see at first. Creative people are both problem finders and problem solvers. Framing the right problem is equally or even more important than solving it. Find the possible solution alternatives to be adopted. To be a super problem-solver, an individual's creative mentality, proactive attitudes and the right dose of confidence are all valid within the context of his or her personal experience.  

Recognize and grow your problem-solvers: The super problem-solvers often have the intellectual curiosity to dig into the root cause and change mind to adapt to the digital dynamic. If you only fix the symptom, not the root cause, then it perhaps causes more problems later. Thus, digital leaders today, need to recognize and develop creative problem-solvers, innovators and those who can connect the unusual dots, see through the issues, look around and beneath the corner, and work smarter. The success of any problem-solving must include the welfare of the principals - employees. Involve talented people by giving them active roles in business initiatives or real-world problems, make them feel important, appreciate and reward them, and then, the challenges to solve difficult problems can be overcome. The problem-solvers have to apply multidimensional intelligence ( creative thinking, critical thinking, strategic thinking, and system thinking) that goes into problem identification as well as solution discovering! A true problem-solver enjoys understanding the complexity and guide people through it; finding common ground and initiative dialogues. Turn around the tough situations, and enjoy the challenges about complex problem-solving.

Change, creativity and problem-solving are all important perspective for driving the business forward. if you don’t have a sound solution to each newly created problem, you’ll have very little chances to successfully solving the main problem, and all is connected. Companies have to make a tough decision to increase their bottom line, but they must do so by first investing in their employees for developing their changeability and nurturing their creativity so that they are able to solve the right business problems, unleash their own potential, and maximize the business potential for the long run.

CIOs as Chief Insight Officer: How to Run IT Organization as the “Constructive Disruptor” to Accelerate Digital Innovation?

IT has to drive the changes and plays a pivotal role in digital transformation.

The exponential growth of information and consumerized technologies bring both opportunities and risks for the business growth and innovation. IT is becoming significantly important for helping the business to build the competitive position and improve its performance. Organizations rely more and more on technologies; the IT department has more and more to offer, also has a lot of obstacles to overcome. CIOs as “Chief Insight Officer”: How to run IT organization as the “constructive disruptor” to accelerate digital innovation?

Breaking down silo thinking: Silos always exist. A company is made up silos called functions, and the functions rely upon company/cross-functional strategy, process, and communication. The industrial organization with silo functional setting is to achieve the certain level of operational efficiency, but sometimes decrease business effectiveness. Silo causes cross-functional communication and collaboration gaps and creates barriers that surface between departments within an organization. At their heart, silos are not a structural issue, they are the result of silo thinking. and it is one of the most frustrating business realities in any large mature organization. It easily creates the gaps and often leads unhealthy internal competitions for the limited resources, causing people who are supposed to be on the same team to work against each other. The solution to breaking down silo is to apply bigger thinking, to implement an effective cross-silo strategy, with better integral processes, and collaborative communication. IT is at the unique position to oversee the underlying business functions and processes, thus, IT needs to become a “constructive disruptor” to break down some over-complicated organizational structures or redundant business processes. Digital CIOs have to not only provide clear process guidelines but also see that the teams are embracing cross-functional collaboration and taking customer-centric effort as well.

Disrupting groupthink, conventional wisdom, “comfort zone,” and overcoming change inertia: Due to the “VUCA” characteristics of digital new normal, group think - the group of people with homogeneous setting and too narrow-minded thought processes which create blind spots for them to make sound judgments or effective decisions, especially at the strategic level, should be disrupted constructively. The conventional wisdom often referring to “in-the-box” thinking which has a negative connotation about sticking to the outdated concepts, traditions, cultures, or the old ways to do things, also should be disrupted in order to advance the business or our society. Because both groupthink or conventional wisdom will further cause change inertia, nurture mediocrity, and have people get stuck in their comfort zone, resistant to changes. Much more dangerous is the disengaged workforce to continue thinking in the box, and doing things in the old way even the circumstances have changed significantly. There are two types of resistances are expected: Personal and structural, and both need to be addressed effectively and efficiently. The golden key is to acknowledge resistance and deal with it properly. Modern technologies break down the physical barriers to connect the people across the geographical locations, also bring unprecedented digital convenience for people to learn and update their knowledge. IT leaders and professionals should exemplify as the change agents due to the “disruptive nature of technology,” and fast-growing information. IT is neither just tools nor toys, it should represent CHANGE, the digital CIO needs to look at resistance as a source of energy and where there is energy there is still passion and potential, in order to run IT as a change organization of the business.

IT has to disrupt itself and overcome “Snooze-you-lose” syndrome: Digital is about the accelerating speed of changes. IT should first disrupt itself because it is often perceived as a “slow to change” cost center or put simply, suffering from a “snooze-you-lose” syndrome. IT should ride above of the change curve ahead of the other parts of the company, not only as a transactional role to keep the lights on but also as the transformative force to accelerate digital transformation. IT should focus on the fastest speed available - because that is where the main threat to competitiveness. IT should also keep optimizing business processes to ensure the seamless IT-business integration, create a rhythm of communication and collaboration that establish clarity around the top priorities of the company, and then review those priorities on a regular basis. IT on the fast lane also means to speed up the organizational vehicle as well. IT has to not only improve its own speed, but also the overall organizational responsiveness, flexibility, performance, speed, and maturity.

IT has to drive the changes and plays a pivotal role in digital transformation. IT should be run as the “Constructive Digital Disruptor,” to evolve the digital dynamic and reinvent itself as a strategic business partner and innovative game changer, with ultimate goals to reach the zenith of digital maturity, and accelerate the journey of the digital transformation.

Saturday, July 29, 2017

The Popular Quotes Collection of “Digital Master” Book Series

A high-mature digital organization is shifting from “pushing” stuff to the digital channel into “pulling” resources up for problem-solving.

“Digital Master” is the series of guidebooks (18+ books) is to perceive the multifaceted impact digital is making to the business and our society, help forward-thinking organizations navigate through the digital journey in a systematic way, and avoid “rogue digital.” Here is the set of popular quotes for conveying the digital vision and sharing the unique insight about the digital transformation.

A balanced scoreboard needs to provide the balanced view of business progress; perhaps it also has the “unbalanced” nature to do prioritization.

Don’t just play the number game, but connect the contextual dots and focus on the overall business objectives.

Every measure selected should be part of a link of cause-and-effect relationships, and ultimately affect the growth and long-term perspectives of the organization.

Corporate performance management systems and processes are gradually moving away from a static, unidirectional, and time-bound avatar to a more dynamic, continuous, and interactive state.

Most organizations fail to manage performance effectively because they fail to look into the system holistically.

Accountability can be harnessed via motivating your employees to achieve high than expected result and build the culture of learning, trust, and professionalism.

The quality of feedback is dependent on the quality of feedback giver.

Attitude is one’s “Settled mode of thinking.”

All generations need to realize they can learn from each other, to run a successful business and an advanced society.

Talent competency is the digital lenses through which people managers can assess talent in a more strategic, analytical, and creative way.

Communication, collaboration, and creativity are the keys to run IT as a better business partner.

The best way to promote IT is to communicate proactively with critical thinking and creative thinking.

High-mature IT has a high trustful business-IT relationship, it is highly responsive to changes and proactively manages innovation.

Digital business becomes always on, borderless, more hyperconnected, and interdependent than ever.

A high-mature digital organization is shifting from “pushing” stuff to the digital channel into “pulling” resources up for problem-solving.