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Adapt to Digital New Normal and Manage Proactive Business Continuum: It is a complex world out there with so many variables that determine the success of the business. Closer to reality is that digitalization is a journey, not just a destination, and change is continuously happening in such a dynamic environment of a company. The leading businesses across the vertical sectors are the ones that can adapt to the digital new normal and manage the proactive business continuum.
The CIO as “Chief Innovation Officer”: Is Innovation your Daily Leadership Practice? Nowadays, many people and organizations are talking about innovation, but very few practice creativity persistently and manage innovation effectively. When everyone just follows the industry best practices to run IT for “keeping the lights on,” there is no way IT can stand out. The challenge is getting out from the daily burdens and spends more resources and time on innovation-related activities. The CIO as “Chief Innovation Officer” should ask themselves: Is innovation your daily practice? How can you encourage creativity and inspire innovation?
The Monthly “Digitizing Boardroom” Book Tuning: How to Build a High-Performance Digital Board Feb. 2018 Modern corporate boards play significant roles in guiding businesses toward 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. Here is a set of Digital Board profiles.
The Monthly “Change Insight” Book Tuning: The Right Timing for Changes Feb. 2018 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, crisis, and demands. This is the bureaucracy’s way of meeting the challenges. A digital transformation is achieved via dynamic Strategy-Execution-Change lifecycle management. Although it is not all linear steps, it's an iterative, ongoing, and upgoing change continuum. From change management perspective, how to assess and improve change fit both in individual and organizational level?
Three System Pillars in Building an Intersecting and Interacting Digital Organization Digital is the new paradigm shift to deeply connect the business with the natural ecosystem, which is a community of living organisms in conjunction with the nonliving components of their environment. Digitalization makes the business flatter and the world smaller because of its very characteristics of hyper-connectivity and interdependence. The effects of an increasingly digitized world are now reaching into every corner of businesses and every aspect of the organization which consists of the following three types of intersecting and interacting systems.
Three Digital-Seeking Practices to Accelerate the Multifaceted Digital Paradigm Shift “Organizations across the sectors are steadily moving into the digital era with characteristics of hyper-connectivity and interdependence. They aim to move into a more advanced stage of digital deployment by tailoring their own unique set of business competencies and develop their own set of best and next practices to close the gaps between classic management and digital management. But more specifically, what’re digital-seeking activities practices your organizations are taking to accelerate the multifaceted digital paradigm shift?
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