The Monthly “Leadership Master” Book Tuning: Critical Thinking & Digital Leadership July 2018

 Critical thinking is to apply the objective analysis of either making judgments or decisions.

Leadership is complex yet simple: Complex in that there are so many traits and characteristics that are considered when evaluating a leader. Simplicity in that the substance of leadership never changes, it’s all about future and change; direction and dedication; influence and innovation. The purpose of the book: Leadership Master - Five Digital Trends to Leap Leadership Maturity is to convey the vision of digital leadership, share the insight about leadership maturity, and summarize five emergent digital leadership trends Here is the monthly tuning of digital leadership.

       

Critical Thinking & Digital Leadership  

Critical Thinking & Critical Thinker Critical thinking is the intellectually disciplined process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating information gathered from, or generated by, observation, experience, reflection, reasoning, or communication, as a guide to belief and action. In its exemplary form, it is based on universal intellectual values that transcend subject matter divisions: clarity, accuracy, precision, consistency, relevance, sound evidence, good reasons, depth, breadth, and fairness.

Critical Thinking Gaps? Critical Thinking is the mental process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and evaluating information to reach an answer or conclusion. There are very few real critical thinkers because it is a complex type of thinking with the multitude of thought process, at the deeper level, critical thinking has creativity embedded in it. The critical Thinking technique can be taught, but Critical Thinking skills can only be developed via practicing independent thinking, insightful observation, and conscious and even superconscious reasoning. There are critical thinking gaps existing which cause leadership blind spots and poor decision making, how to identify and fill them to improve the leadership maturity and digital professionalism.

Applying Critical Thinking in Three Management Disciplines? As the saying's going: The quality of your life is given through the quality of the thinking you have done. Critical thinking is to apply the objective analysis of either making judgments or decisions. More specifically, in which circumstances, does critical thinking is in demand? Does tasks or activities require problem-solving or decision making that has important or high-value outcomes?

Independent Thinking as Differentiator of Authentic Leadership? Cookie Cutting approach often fails in leadership development, because authenticity cannot be replicated. Leadership is simple because it’s all about future and change. Leadership is complex because there are so many variables you have to leverage in identifying leadership authenticity and improving leadership effectiveness. If developing leadership is like growing a tree, then the root is the mindset. The deeper you can think, the more significant...

Digital Leadership as a Continuous Learning & Delivery Journey? Digital leaders are life-long learners with a thirst for knowledge, insight, and wisdom. With the fast pace of changes and the abundance of information, digital leadership is no longer just a status quo with any static credential, but a journey of continuous learning and continuous delivery. Do you have what it takes to be a competent leader? And are you determined to grow your knowledge to lead more effectively?

The “Future of CIO” Blog has reached 2.5 million page views with about 4800+ 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 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.

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The Digital CIO’s Self-Reflection to Thrive as the Great Leader

There is a distinct difference between a great CIO and an average CIO in terms of identifying and implementing competitive advantages and being a high business influencer. 

Change is the new normal with rapid pace, information is growing overwhelmingly, and complexity has increased exponentially. IT plays a critical role in leading change, driving innovation, and running a high-performance digital business today. The digital CIO is not a static management position, but a dynamic leadership role. The success of IT leadership has to do with the definitions or scope of the role that the CIO is playing. Digital CIOs should make an objective assessment of their work, and do some self-reflection on who they are as the leader and how they can lead IT organization forward successfully for the long run.

Are you an IT specialist or a business strategist? The traditional IT leader rising from IT rank is often the IT specialist who has the technical know-how, but sometimes lack the entire business picture for reinventing IT as the growth engine of the company. The best digital CIOs should always have an in-depth understanding of what the business does, how it does it, and how it could be better with the 360 degrees of the business view needs to break out of the service provider mindset and see itself as a center of value creation. CIOs should be excellent at articulating the benefits of making changes to the business’s operating model, and showing how IT can make these change happening with persuasive data. If CIOs can identify and propose business development and improvement ideas on the regular basis, that would absolutely help to build trustful IT-business relationship and build IT reputation as the strategic business partner. When IT organizations think only from the technical aspect, not from ultimate business goal perspectives, they have almost inevitably driven against the pitfalls. The best CIOs need to cover both the business dimension and technology dimension with their team, as well as what current technology and the growth of information can add business value and enforce the business innovation.

Are you empowered or isolated by fellow business executives? Nowadays, the business attitude to IT and CIO often depends on the level of the organizational maturity. The forward-looking businesses across the industries empower their CIOs to lead digitalization and shape IT as the change agent organization. However, in reality, most organizations still consider IT as the support center and IT is normally treated as the cost. There is a big reluctance to involve IT leaders in developing business strategies to consider the digital or technical resource. IT often becomes the second thought, that will cause business failures and lose the competitive advantage for the mid and long run. With continuous digital disruptions usually driven by technology, the foresightful organizations must empower their CIOs and engage them in the core business agenda and strategy planning. It is at the tipping point for businesses to see IT as an asset, capital and the significant source of competitive advantage. IT in those organizations perceive their role progressively as the business soluionary, innovation hub, and even the game changer.

Are you a stereotypical manager or a creative digital leader? The stereotypical IT leadership/ management roles often enforce the status quo and command & control style management practice and further enlarges the gap between IT and the business. To break down the traditional silo or overly restricted hierarchy, most of the times, being a perfect fit for the corporate culture is not the best thing, just the best recipe for corporate stiffness, that will further limit the CIO's performance and results. Digital CIOs need to be the creative digital leader, relentless change agent, and fit the title as the “Chief Influence Officer.” IT is the linchpin of weaving all important business elements into organizational competency; it can also provide a seamless digital platform for idea sharing and collaboration. The culture of learning fosters openness, information sharing, critical and independent thinking. Thus, IT leaders play a crucial role in developing the learning and continuous improvement culture by taking the structural approach. It involves gathering data, analysis, defining areas to be improved and taking a measurement scale. The organization’s learning culture is the basis of the company diversification, innovation, performance, outlining the types of duties assigned to perform with the requirement of job details, and it takes the efficient tools and technology, as well as highly innovative and intelligent methodology to achieve digital workforce success.

There is a distinct difference between a great CIO and an average CIO in terms of identifying and implementing competitive advantages and being a high business influencer through their clear vision, intellectual voice and exemplary leadership behavior. Keep in mind IT is about the information and innovation, focus on being a solution-driven organization and a digital engine to manage a seamless digital transformation.

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The Monthly “IT Innovation” Book Tuning: IT Innovation & Intrapreneurship July 2018

 Being entrepreneurial is first the mindset, then an attitude and skills are the easier part to be developed. 

Within abundant information and emergent digital technologies, IT is a key component of holistic business mindset to re-imagine “what is possible” - unleashing business potentials and improving business efficiency, effectiveness, agility, and maturity. The art of possible to reinvent IT in the digital age is to deliver the value of information in helping businesses grow, delight customers and doing more with innovation.

  

IT Innovation & Intrapreneurship  

Three Perspectives of Intrapreneur Leadership? Corporate Entrepreneurship or intrapreneurship has been recognized as a potentially viable, it means for promoting and sustaining organizational performance, renewal and enforce competitiveness. Being entrepreneurial is first the mindset, then an attitude and skills are the easier part to be developed. Here are three aspects of intrapreneur leadership.

CIOs as “Chief Intrapreneur Officer”: Practicing Entrepreneurship in IT: Contemporary CIOs have multiple personas, "Chief Innovation Officer," and “Chief Intrapreneur Officers,” are the most pertinent titles for CIOs to fit the digital leadership role in running IT as a business. Companies are recognizing that IT is roughly coupled to the business strategy as an innovation engine. With increasing pace of changes, CIOs generally have greater opportunities to stand out and practice digital leadership in driving innovation across their companies. Being entrepreneurial is first the mindset, then an attitude and skills are the easier part to be developed. More and more forward-looking IT organizations are practicing entrepreneurship and running IT as a software startup to play the niche and make continuous deliveries.

Three Aspects of Practicing Intrapreneurship in the Enterprise If entrepreneurship is to look for changes, deploy it as an opportunity, then, intrapreneurship is about creating a new venture from within established organizations to leverage the startup culture for catalyzing changes and improving IT agility. But more specifically, how to practice intrapreneurship to innovate business and accelerate digital transformation?

Three Styles of Innovation Leaders? The leadership in any organization must have the ability to guide, inspire, innovate, and motivate a group of people toward accomplishing shared visions and goals. Innovative leadership is essentially anchored on the leader's overall multifaceted resourcefulness and multidimensional competencies to formulate creative alternatives or unconventional solutions to resolve problems, to show versatility and flexibility in response to unpredictable or unanticipated business circumstances. Here are three styles of innovation leaders.

CIOs as Chief Intrapreneur Officer: How to Encourage Creativity and Manage Innovation It's common that many IT companies tend to focus more on their core competencies with age and often forget about the value of innovation. Without encouraging creativity, organizations would be upstaged by the ones that are creative because disruptive innovation will happen no matter how well you prepare. Digital IT needs to be run as a business, and digital CIOs should be the “Chief Intrapreneur Officer,” with “whole brain” thinking: Being logic in your mind based on your years of engineering training and experiences and be creative in your heart, dream big and think big. Because the CIO’s vision will directly impact their organization’s strategic perspective for the long term. So, how to encourage creativity and manage innovation effectively.

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 2.5 million page views with about #4800 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.

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Five Digital Themes of High Mature Digital Organization

The high mature digital organization is complex enough to act intelligently and nimble enough to adapt to changes promptly.

With increasing speed of changes and exponential growth of information, today’s companies need to be organized in running with quantum speed. It means that the organizations have to embed digital across the organization, expand to every dimension of the company, to emphasize communication, participation, relationships, and realize that they have to renew themselves periodically to cope with change effectively. Here are the five digital themes of the high mature digital organization.


Informative: Information is the golden thread of the digital organization. Information abundance brings about fresh business ideas which generate the business value and achieve the long-term business success. Ideas generate lots of information, Information & Technology are the backbones of the modern business, for storing, processing, and refining information to capture the business insight. Thus, the value of information must be qualitative, measurable, and defined uniquely by an organization in order to run a highly informative organization. Digital organizations need to take an integral approach to manage their information and knowledge. A well-designed and relatively simplified information/knowledge solutions bound to unlock the enterprise knowledge, to turn a downward (cost efficiency) spiral into an upward (business growth) spiral. You need to not only assimilate the existing knowledge, more importantly, but you should also keep updating knowledge as well, create new knowledge, and turn the business as the knowledge and idea hub to benefit the business growth and societal advancement. The epistemic value of information/ knowledge management is to develop the knowledge workforce and build the culture of learning and innovation.

Autonomous: Digital is the age of people-centricity. Running a self-autonomous organization is about empowerment and trust, with the ultimate goal to improve business efficiency, effectiveness, flexibility, and performance. Consider nature and culture as to self-organized and interlaced environments, teams naturally gravitate towards self-organization. The high degree of the team’s self-management capability reflects its maturity to be disciplined enough to do the work in a dynamic and highly innovative environment. A self-disciplined and high-performance team is often composed of many self-motivated people who can take the personal drive and focus on performing well in new and changing context, the selection of roles is done automatically and naturally. The motivational digital leaders can both motivate themselves and others to do the work, align their career goals with the strategic goal of the organization. They allow people to develop their talent and skills by giving them the time and confidence to work out for themselves what needs to be done in the certain situation, accelerate performance and unlock the potential in order to reach the next growth cycle. It is also important to create the right organizational culture, where people can take ownership of their processes and believe better-than-expected results.

Collaborative: Digital organizations are hyperconnected and interdependent, digital leaders today must be able to foster a workplace that thrives on cross-functional communication, collaboration, and social interaction in building business competency. The opposite of collaboration is the silo, silos are the method of containment and storage, bounded group or insular tribes are evidence of silos. Silos are the reservoirs for homogeneous thinking, impeding creativity and decrease decision-making effectiveness. It is imperative that we be willing to seek out help, break down silos. With over-complex business dynamic, cross-silo collaboration is critical to solve business problems and build dynamic digital capability. Take a logical scenario to develop a highly collaborative business environment. Define and implement collaboration tools to be used. Designate duties or accept the duties assigned. The increasingly virtual and dispersed nature of organizations and the growing workforce of employees receptive to the emergent technologies are two factors redefining collaboration practices both within the enterprise and with external stakeholders. Highly collaborative organizations are more productive, competitive, and innovative in either solving difficult business problems effortlessly or achieving strategic business goals successfully.

Innovative: Digital is the age of innovation. The highly innovative digital organizations, no matter large or small, are highly dynamic and flexible, focus on problem-solving, no about overly restricted hierarchy. Innovation becomes simply creating value by solving simple and complex problems. In practice, there are idea gap, process gap, and innovation execution gap in innovation management. To run an innovative organization, the more difficult challenge is not just launching successful teams, but maintaining their motivation and focus. Being innovative is a mindset, it means to show constructive dissatisfaction, understand the risks and potential bear traps. The art and science of innovation are about how to use the diversity of ideas as a rich source of connectivity and relationship, to harness all spontaneity of interaction the group is capable of and provoke breakthrough thinking to achieve creative outcomes that would be otherwise very unlikely, to reach the stage of ideaphoria.

Inclusive: Building an inclusive organization means that the cognitive differences and diverse viewpoints are embraced. It is important for building a creative team having people who do not have the same viewpoint of varying issues so that they can complement with each other’s viewpoint. By generating scenarios where there is no one solution to a problem, but there are always alternative ways to do things. Orient people and make them aware of the diversity in their organization or team, help them understand the value of harnessing the differences, and then giving them the tools and experience of how to effectively communicate, collaborate, build trust, and develop a creative team to reap the benefit. In fact, diversity is not an idea. It is not something you need to plan for. It is a basic reality of the modern world that needs to be better understood. Thus, the business leaders must work with the right mindset to create an inclusive organization with every dip in the business lifecycle.

The high mature digital organization is complex enough to act intelligently and nimble enough to adapt to changes promptly. It is highly inclusive and collaborative to overcome common challenges. The part of the digital journey is to share a clear vision, prepare people for the digital new normal to recognize increasingly collective consciousness, and build dynamic business competency woven by people, process, and technologies, in order to master the change and achieve high-performance business results with continuous delivery.

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The Monthly Insight of “Digital Balance”: Five “HOW”s to Strike Digital Balance July 2018

Like running up to the string, keeping digital balance is critical in reaching digital aptitude.

We are experiencing the dynamics of the most significant business transformation since the industrial revolution. The majority of us will work in an organization that is somewhere between old and new; at both industrial speed and digital speed; It is more critical than ever to maintain the right level of digital balance. In fact, striking the right digital balance is a never-ending business life cycle.

      Five “HOW”s to Strike Digital Balance

How to Strike the Multitude of Digital Balances for Achieving a State of Dynamic Equilibrium Digital makes a significant impact on every aspect of the business both horizontally and vertically. Due to the “VUCA” nature of digitalization, change is unavoidable, firms that are skilled at managing digital dynamic can gain advantages in profitability, speed, business growth, and innovation enforcement. Organizations have to strike the multitude of digital balances which impact with each other in order to achieve such a state of dynamic equilibrium.

How to Manage Digital Tensions for Thriving in the “VUCA” Business New Normal? Companies today have huge pressures to survive and thrive in today’s hypercompetitive economic dynamic. There are business tensions between old and new; physical and virtual, silo and connectivity. Majority of well-established companies today are running at both industrial speed and digital speed. It's so easy to get stuck in the “comfort zone,”instead of adapting to changes and bringing advancing thinking and progressive activities to light. Business leaders and managers must contemplate how to break down those old thinking boxes, and manage digital tensions to thrive in the "VUCA" business new normal?

How to Manage Digital Balance Cycles Effectively Digital transformation is inevitable, it means the increasing pace of change and fierce competition. Organizations must keep the lights on and also make strategic movements all the time. Like running up to the string, keeping digital balance is critical in reaching digital aptitude. But how to manage the following digital balance cycles effectively?

How to Strike the Right Balance between “Keeping the Lights on” and Growing your Business Due to the limited budget and resource, most of the organizations, especially those legacy companies always struggle with keeping the light on and changing or transforming their business. Is “running a business” always your first priority, when is strategic execution more important than keeping the lights on? Optimally, how to strike the right balance between “keeping the light on" and growing your business?

How to Balance Both ‘Ends” and ‘Means’ of Employee Performance People are the most invaluable asset in the business, however, in many organizations, talent management, and performance management are dysfunctional, silo, quantity-driven and short-term focused, lack of holistic approach to manage performance, culture, and talent more effectively. How can you resolve performance issues by identifying the root cause? Is training the solution when there are problems with performance, and how can senior management, HR and middle management have the common understanding and agree upon the expectation and the “right” outcome, and shall you well integrate talent management, performance management and culture management to build a people-centric, high-performing, and high mature organization?

The “Future of CIO” Blog has reached 2.3 million page views with about #4800+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting. The content richness is not for its own sake, but to convey the vision and share the wisdom, to inspire critical thinking and spur healthy debates. 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.

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CIOs as “Chief insight Officer” How to Unlock business Insight from Different Angles

Digital CIOs need to capture the full business insight and develop all necessary skills to catalyze business growth and continually manage business solution deliverable.

The world is becoming hyper-connected & interdependent every day, and as a consequence, every successful business is exploring the digital way to do things for making the leap forward. At the same time, the business dynamic is only becoming more complex, uncertain, and ambiguous. IT plays a significant role in leading change and orchestrating digital transformation. As a leadership role, rather than just an IT manager, CIOs need to become the business strategists to have a seat at the big table and become the “Chief Insight Officer,” to unlock and share business insight by thinking critically, creatively, and systematically.

Perceive the business as the “asset under construction”: In real terms, the role of the CIO is to carry forward the business by leveraging the emerging digital technology and managing the information lifecycle effectively to deliver customized business solutions. Insightful CIOs perceive the business as an “asset under construction.” That means they envision their role as the architect of the new business value and orchestrator of digital transformation. The modern digital CIOs are able to identify and blend the way that information and technology can assist and shape the business by linking all important business elements - people, process, and technology elements together to enforce the value creation and build differentiated business competency. IT understands deeply the value chain of business, the industry segment and the business ecosystem where it competes. The CIO needs to have business acumen and the knowledge of applying IT to business in order to reinvent IT as the real partner in driving the business growth and ensure that the business as a whole can achieve the high-performance business result.

Perceive the golden thread of the business growth woven by IT: Information is the gold when it has been used to make informed management decisions to develop the right products, explore a new market, exploit a new business channel, or have information to be able to conduct day to day operations which have an output value, etc. CIOs as the “Chief Insight Officer,” can make an objective evaluation of how IT can directly contribute to the strategic direction of the business. They should focus on information content and context, as well as how information can be tapped from the underlying data and be utilized to turn it into invaluable strategic insight; how information can be penetrated through the business and be actively used in optimizing business processes and building business competency. IT can become known as a revenue rainmaker by managing information effectively and associating its efforts directly with sources of income. Thus, IT asset either internally developed or externally acquired, must be linked to business solutions that enable business goals and measure IT contributions to revenue generation.

Perceive the holistic business picture, rather than IT picture only: Today, CIOs need to take the outside-in lens to run IT as the business. CIOs can build business competency, without IT, many businesses will plateau. There is a co-dependency that should be recognized in a highly mature digital organization. Thus, CIOs as the “Chief Insight Officer,” need to perceive the holistic business picture, not just the IT picture. There is always the tension between old and new ways to do things, the old and new business model; the process and innovation. The CIO should run IT as the change department of the company to ensure people have the right tools to execute and the business won’t miss the great opportunities to grow. It is about figuring out how fast organizations can ride the learning curve, foresee and apply emerging trends, that’s where you win the competitive business advantage. Digital CIOs need to capture the full business insight and develop all necessary skills to catalyze business growth and continually manage business solution deliverable.

The digital world is so technology-driven and information-intensive, IT needs will only expand, and most likely expand hyperbolically. Therefore, CIOs must become the insightful leaders, draw from the experience and expertise of those around them, craft and cast the vision for the ways in which tomorrow's business technologies can create sustainable business value, run IT as the strategic business partner and innovation hub of the business. Fundamentally, IT is the business.

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The Monthly “100 Digital Rules” Book Tuning: Digital Change Management Principle July 2018

A well-defined set of digital rules are not for limiting innovation, but for setting the frame of relevance and guide through changes and digital transformation.

The purpose of “100 Digital Rules: Setting Guidelines to Explore Digital New Normal “ is to establish digital principles and update business policies that can be applied holistically and guide the digital transformation systematically. Digital rules are based on a set of fundamental beliefs behind the methodologies and they help to shape mindsets behind behaviors. Digital rules encourage mindfulness, authenticity, creativity, inclusiveness, and discourage static thinking, silo, and bureaucracy, help to accelerate collective human progress.

     Digital Change Management Principle

The Basic Prescription for Change Management? Compared to the business world decades ago, the speed of change is increasing, and the digital ecosystem has become more dynamic, complex and hyperconnected. Change Management also turns out to be more complex with a very high failure rate. There is no magic formula to manage changes, and each situation is different, every organization just has to explore their own way of managing changes because different organizations evolve digital with a different speed. Change Management has a very wide scope and is a relatively new area of expertise. In many circumstances, change management itself has to be changed for fitting the digital new normal. Still, there are common digital principles all kinds of businesses can follow, and there are basic prescriptions for improving the overall "health" of Change Management.

The New Book “100 Digital Rules - Setting Guidelines to Explore the Digital New Normal” Chapter 2 Digital Change Rules Close to reality is that “change” is continuously happening in the environment of a company. Change Management, in fact, is a complex management discipline due to “VUCA” digital new normal. It is critical to capture the right timing for changes, make people at the center of change, and take the logical scenario to make change more nature, and less painful. Thus, it is critical to set digital rules to improve Change Management effectiveness.

Three Change Principles Statistically, more than two-thirds of change effort fail to achieve the expected result. All efforts at having other humans act as you would like to depend, in large part, on circumstances, the number of actions/tactical moves, action sequence, and "action coordination" vary. Therefore, change is situational, these differences have to do with who the people are, what they plan, what and HOW they execute. Although there is no “one size fits all” formula for changes, you can set principles to make Change Management more effective and cohesive.

Fine-Tune Organization Structure to Get Digital Ready? Due to the “VUCA” nature of digitalization, the business complexity is unavoidable. Organizations that are skilled at managing complexity can gain advantages by pushing the boundaries of a more complicated business mix that provides opportunities to create inter-business value. From an organizational structure perspective, how to fine tune the digital dimensions of your organizational structure development to get digital ready?

Three Principles in Managing Change Continuum 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. Organizations, like individuals, need to be in flow to operate smoothly. An organization achieves this state of equilibrium through its management practices. The strong support for continuous improvement is an essential strategy. The old stimuli of needing to change because of IT, major competitors or new market entrants are no longer the only catalysts for change. And today it is so much more about sensing emerging customers’ needs and creating new markets. The inevitable range, breadth, and pace of uncontrollable factors acting on any organizations mean constant fine-tuning is essential. Change is not for its own sake, it is an ongoing business capability to execute the strategy and compete for the future. Here are three aspects of managing today’s change continuum.

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 2.5 million page views with about #4800 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.

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The Popular Quotes about “Creativity & Innovation” in “Digital Master” Book Series

Innovation is a question of ambition, and imagination, not a question of investment only.

“Digital Master” is the series of guidebooks (23+ 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, advises on how to run a digital IT organization to unleash its full potential and improve agility, maturity, and provide the insight about Change Management. It also instructs the digital workforce on how to shape game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of popular quotes about “CREATIVITY” in “Digital Master” book series.

22 “Being innovative is more important than any specific innovation. Innovativeness is a way of thinking.”
― Pearl Zhu, Unpuzzling Innovation: Mastering Innovation Management in a Structural Way

23 “Innovators find more viewing spots than the rest.”
― Pearl Zhu, Unpuzzling Innovation: Mastering Innovation Management in a Structural Way

24 “Innovation is the only bridge to mind digital gaps.”
― Pearl Zhu, Digital Master

25 “Innovation is to connect the dots - synthesizing that goes in one mind, and teamwork through collective insight.”
― Pearl Zhu, Unpuzzling Innovation: Mastering Innovation Management in a Structural Way

26 “Digital innovation is a dynamic storybook that has intricate chapters, with a serendipitous cover, which can be flipped over to the next level, but it is a book that never ends.”
― Pearl Zhu, Unpuzzling Innovation: Mastering Innovation Management in a Structural Way

27 “Innovation is a question of ambition, and imagination, not a question of investment only.”
― Pearl Zhu, Unpuzzling Innovation: Mastering Innovation Management in a Structural Way

28 “You cannot “disrupt” without incremental innovation being part of the process.”
― Pearl Zhu, Unpuzzling Innovation: Mastering Innovation Management in a Structural Way

Digital Master refers to those high-performing, highly innovative and high-mature (less than 15%) digital organizations; they have both clear digital vision and well-crafted digital strategy; they are courageous to be in the vanguard of digital transformation with a quantum lead. But they also proactively develop more advanced and unique digital capabilities step-by-step and build a digital premium into their very foundation of business, such as digital thinking, culture, agility, intelligence, and structure, and they achieve high performing results through strong digital governance discipline and reach its zenith as the digital world continues to expand and diversify. At the individual level, Digital Masters are those cross-generational digital professionals who are equipped with the advanced digital minds and build a unique set of digital capabilities, climb to the top of Maslow’s Pyramid 2.0.

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Develop Digital Literacy Across the Enterprise

Digital literacy is not about reading and writing; but about how skillfully you can swim in the sea of information to update knowledge and how fluently you can connect the interdisciplinary dots to spark creativity. 

 With evolutionary digital technologies and overwhelming growth of information, digital literacy is the ability to effectively navigate, create, and evaluate information by leveraging a range of digital technologies for gaining business insight and making leadership influence. From the management perspective, it is a strategic imperative to develop digital literacy across the enterprise, and know how to amplify the multitude of digital effects for making the seamless digital paradigm shift.


Digital mind crafting: Developing digital literacy starts with the digital mind crafting. In the digital era which represents the rapid change, with “VUCA” digital characteristics, change is not possible unless we are willing to craft a growth mindset. To bring in the radical change, there needs to be a paradigm shift - a mind shift. The mind is something very personal, it is a label that individuals create for the awareness that is on their own. Great digital leaders and professionals are equipped with multidimensional thinking, high quality thought processes, sustain a balance of diversified viewpoints, creativity, and empathetic understanding for solving either existing or emerging problems. With rapid change and information growth, it requires that we move from mindset to mind flow; from fixed mind to growth mind, from thinking conventionally and convenience to thinking consequence, thinking forward with the long-term perspective.

Interdisciplinary knowledge sharing: Digital organizations and systems have the characteristics of nonlinearity, adaptability, unrepeatability, unpredictability, and denial of control. At an enterprise level, digital literacy requires cross-functional collaboration and interdisciplinary knowledge sharing. Information nowadays is only a click away and the knowledge cycle is shortened significantly. The border of knowledge domains has a blurred scope, and knowledge is expanded in the continual base. Thus, organizations today need to have an integral information and knowledge management approach, encourage interdisciplinary knowledge sharing, knowledge transfer allows people to understand new topics and get access to knowledge effortlessly. As outdated knowledge will stifle innovation and decelerate business progress both individually and collectively. The linear management practices are simply not sufficient to manage the “VUCA” digital new normal. In the digital era, we will be confronting a number of high-complex problems in the hyper-connected world, the business solutions will require an integration of different sets of knowledge and digital fluency across multiple disciplines. The interdisciplinary knowledge and science can be applied to digital management which involves engineering, design, principles, philosophy, psychology, social norms, and sociology.

Organizational-wide competency: Organizations today need to constantly improve the business and seeing change as an opportunity while keeping a holistic overview of the business are the core messages of the text. One of the very goals of developing digital literacy across the enterprise is to build the organizational wide competency, to work across business disciplines for solving complex problems by having a contextual understanding and taking a systematic approach. In today’s business dynamic, digital capabilities are a fundamental building block in digital transformations with which companies can achieve operational excellence, create a new business model, and accelerate business performance and growth, to reach the high-level business maturity.

Digital disruptions are inevitable, and digital transformation is unstoppable. Developing digital literacy across the enterprise and keeping the digital fit mean that organizations shouldn’t just respond to changes in a reactive way, but proactively accumulate knowledge, gain business insight, bring greater awareness of intricacies and the systemic value of organizational systems, business competency, people dynamics, resource alignment, and technology touch, to re-focus, kickstart or 'game-changer,' for managing a digital paradigm shift effortlessly.

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The Popular Quotes about “Creativity & Innovation” in “Digital Master” Book Series II

Innovative leaders today are digital conductors, problem-solvers, and culture influencers.

"Digital Master” is the series of guidebooks (23+ 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, advises on how to run a digital IT organization to unleash its full potential and improve agility, maturity, and provide the insight about Change Management. It also instructs the digital workforce on how to shape game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of popular quotes about “CREATIVITY” in “Digital Master” book series.

11 “Innovation becomes simply “creating value by solving simple or complex problems.”
― Pearl Zhu, It Innovation: Reinvent It for the Digital Age

12 “To strengthen the IT-business link, it takes more resource to do innovation, not just IT innovation, but business innovation.”
― Pearl Zhu, It Innovation: Reinvent It for the Digital Age

13 “IT has to continue to evolve the digital dynamic and reinvent itself as an innovative game changer.”
― Pearl Zhu, It Innovation: Reinvent It for the Digital Age

14 “Innovative leaders today are digital conductors, problem-solvers, and culture influencers.”
― Pearl Zhu, Unpuzzling Innovation: Mastering Innovation Management in a Structural Way

15 “Innovation journey is like taking a hiking trip at the trail very few or even no people ever went before, it takes courage and emotional maturity.”
― Pearl Zhu, Unpuzzling Innovation: Mastering Innovation Management in a Structural Way

16 “The innovation classification is not just based on the required investments, or on the potential market, but on its evolution abilities.”
― Pearl Zhu, Unpuzzling Innovation: Mastering Innovation Management in a Structural Way

17 “The very nature of open innovation is to take advantage of all sources of creativity in a more open way and make a leap of innovation management to the next level.”
― Pearl Zhu, Unpuzzling Innovation: Mastering Innovation Management in a Structural Way

18 “The very nature of open innovation is to take advantage of all sources of creativity in a more open way and make a leap of innovation management to the next level.”
― Pearl Zhu, Unpuzzling Innovation: Mastering Innovation Management in a Structural Way

19 “The mindset, vision, competency, capability, culture, and marketing opportunity are all great starting point for business model innovation.”
― Pearl Zhu, Unpuzzling Innovation: Mastering Innovation Management in a Structural Way

20 “Being innovative is more important than any specific innovation. Innovativeness is a way of thinking.”
― Pearl Zhu, Unpuzzling Innovation: Mastering Innovation Management in a Structural Way

21 “An innovation ecosystem is a systematic innovation methodological environment or a sort of innovation philosophy.”

― Pearl Zhu, Unpuzzling Innovation: Mastering Innovation Management in a Structural Way

Digital Master refers to those high-performing, highly innovative and high-mature (less than 15%) digital organizations; they have both clear digital vision and well-crafted digital strategy; they are courageous to be in the vanguard of digital transformation with a quantum lead. But they also proactively develop more advanced and unique digital capabilities step-by-step and build a digital premium into their very foundation of business, such as digital thinking, culture, agility, intelligence, and structure, and they achieve high performing results through strong digital governance discipline and reach its zenith as the digital world continues to expand and diversify. At the individual level, Digital Masters are those cross-generational digital professionals who are equipped with the advanced digital minds and build a unique set of digital capabilities, climb to the top of Maslow’s Pyramid 2.0.

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Three Aspects of IT-Woven Digitalization Framework

IT has to continue to evolve the digital dynamic and reinvent itself as a strategic business partner and an innovative game changer. 

Digital is fluid, digital is also complex. It becomes complex if things do interact, particularly in the case of nonlinear interactions in today’s dynamic digital ecosystem. IT provides an important structure and framework to streamline the processes and orchestrate the digital transformation. The well-developed IT-led digital transformation framework laser focuses on the strategic goals and maintains the digital balance for driving change in a structural way.

Develop a holistic strategy to leverage emerging digital technologies, and take a step-wise approach for digitalization: Any business looks ways to grow, innovate, and transform should take a structural way to improve the success rate. The digital strategy is essential to drive changes holistically and it requires a new way of viewing the organization through the collaboration, rather than silo lens. The traditional understanding of IT strategy has been shifted from supporting the functional level of business strategy to be the core of designing business strategies and creating the differentiated marketing value. In reality, the level of “silos” in many organizations remains still far too high. That means those IT leaders with the ability to break down organizational silos can bring unique value to the enterprise by sharing the technological vision and operating IT as the linchpin of the business. IT can contribute significantly and directly to the business model and strategic direction. Make sure the top executive team first understands what are key elements (such as emerging digital technologies) to drive the future business growth; and then, put the well-designed framework in place to map the strategic objectives Key Performance Indicators, and determine what information & technology investment will accelerate the changes you want to see in your performance indicators. Keep in mind, the soft elements such as leadership, communication, and culture are as important as the hard aspects such as process, platforms, or tools. The full digital potential of the business cannot be unleashed until the structural framework is put in the place and the step-wise approach is taken for driving the radical change step-by-step.

Examine the company’s needs to identify information-powered business opportunities that will be most beneficial and will yield the best ROI: Besides people, information is the most invaluable asset which can help the organization discover the growth opportunities, and drive the progress of a business. When IT becomes only the mechanism for realizing a vision described by other C-level executives, it becomes a commodity. Thus, digital IT leaders should run IT from the outside-in business lens, not only serve internal users but also reach out to external clients, help organizations understand the customers’ evolving needs, and enable their organizations to grow the business. Keep in mind though, understanding technology is one thing, understanding the impact of the change on the business is another thing entirely. IT value-added position to the business does not come from technology or information itself, but from the business change that IT both shapes and enables. IT is the game changer of the business, and it creates the tangible business value qualitatively and quantitatively.

Build the close business relationship across the departments, integrate multiple functions to the business capability with IT as the linchpin, and develop the strategic business partnership with vendors and business partners: The IT led digitalization framework focuses on collaboration by leveraging the digital platforms and tools. IT has to ride ahead of the learning curves in digitizing the business, setting the digital principles, and developing the best and next digital practices. It takes greater transparency, trust, and collaboration, and leverage the repeatable processes, expectation management and support from C-Level peers and buy-in from staff for managing change smoothly and integrate the loosely coupled functions into integrated business capability with IT as the linchpin. To build differentiated business competency, organizations are also looking for “absorptive capacity” from their service providers who can provide high-quality customer-tailored solutions, expand their knowledge box, help to connect wider dots to stimulate innovation. It is also important to measure and validate the ROI. At the age of complexity and uncertainty, working with vendors/business partners in technology in a strategic manner can often open out ideas since they will be looking for business pain and solutions that IT/Technology can drive. All those efforts help IT become the strategic partner of the business.

IT has to continue to evolve the digital dynamic and reinvent itself as a strategic business partner and an innovative game changer. When IT leadership begins to show the higher level strategic value and dedicate more resources to innovation, IT is on the right track to improve its performance and maturity. IT woven-digital framework leverages emerging digital platforms and tools, practices engineering disciplines, manages innovation as the process, and drives digitalization systematically.

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The Weekly Insight of the “Future of CIO” 7/27/2018

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

The “Future of CIO” Blog has reached 2.5 million page views with 4800+ 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 of digital leadership, IT Management, and Talent Management.

The Five Pairs of Key Elements in Organizational Quality Management Quality is doing the right thing right, the first time. Quality management ensures that an organization, product or service is consistent. In order to get quality out of anything whether it is people, process, or technology, organizations need to cultivate a climate that is conducive to growth rather than using catch-phrases that make things look good. Quality is not the job of one individual department, it is the responsibility of the entire company. Here are five pairs of key elements in organizational quality management.

Is your Board too Backward-looking Digital means the increasing speed of changes, the exponential growth of information, hyperconnectivity, and always-on business dynamic. How successful organizations can handle continuous digital disruptions depends on how capable the board and business management can lead effectively across the ever-changing environment and how fast people can adapt to changes. When change does not meet the expectation, the boardroom will feel the pain. The BoDs need to make an assessment of their own performance and maturity: Is the board too backward-looking, compliance-driven, or internal focus? And how to build the high-performance digital board with a clear vision?

The Digital CIO’s Three Distinctive Roles? The digital organizations are so technology-driven and information-intensive, as the matter of fact, the success of the business relies more and more on information and technology nowadays. IT organization is like the spinal cord of the digital business which can integrate various functional abilities to bring out technology-driven business solutions. A big component of IT success has to do with the definitions or scopes of the role that the CIO is playing. Because different organizations are at the different stages of business maturity life cycle, the CIO responsibilities are quite varied even with the same title or position. Generally speaking, IT leaders can no longer act just as the tactical manager to “keep the lights on” only. Here are digital CIO’s three distinctive roles for running IT as the trustful business partner and the growth engine of the organization.

How to Set Digital IT Change Agenda? Digital businesses become more dynamic and hyperconnected, change is the new normal with faster pace and velocity. IT faces an unprecedented opportunity to refine its reputation, also needs to take more responsibility as a true business partner. CIOs have to get the IT change agenda ready, have access to both internal and external resources for achieving the desired ROI and running high-performance digital IT organization. IT needs to proactively participate in business conversations. Change is not for its own sake, every change needs to have a noble business purpose and a well-set business agenda. Change is a dance between the top management and the affected parts of the organization, and change is an ongoing business capability.

The Five Phases of Digital Exploration Digital exploration is all about assessing, planning, investing, designing, developing, operating, consolidating, integrating, securing, modernizing, optimizing, accelerating, balancing, and orchestrating. Digitalization is a continuous journey with logical but iterative steps for reaching the next stage of business maturity which means high effectiveness, responsiveness, performance, intelligence, innovativeness, and people-centricity.

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.

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Is your Board too Backward-looking

Leadership or directorship is about setting directions and inspiring changes.

Digital means the increasing speed of changes, the exponential growth of information, hyperconnectivity, and always-on business dynamic. How successful organizations can handle continuous digital disruptions depends on how capable the board and business management can lead effectively across the ever-changing environment and how fast people can adapt to changes. When change does not meet the shareholders' expectation, the boardroom will feel the pain. The BoDs need to make an objective assessment of their own performance, changeability, and maturity: Is the board too backward-looking, compliance-driven, or internal focus? And how to build the high-performance digital board with a clear vision to drive progressive change effortlessly?

Do not steer your business vehicle by watching the rear mirror only: Most board directors are top seasoned executives with decades of working experience in the industry (industries). They can bring the enriched knowledge to the table, share their success stories and lessons learned, and have a solid grasp on what has been tried before and analyze why some initiatives didn't succeed. The past is in view allows us to recognize possible conflicts that could approach from where we have been. The issue is that the rear mirror only cannot steer the business vehicle moving forward. the board needs to spend more time looking forward. If you focus too long, too much on the past, you will not be prepared to react when potential obstacles enter your path ahead. The board needs to be engaged at the most senior levels to help influence and shape the business of the future. Even for the senior leaders at the board level, the humble attitude is critical to be the guardian of the business. The board of directors needs to continue updating their knowledge and be open-minded to the different viewpoints. Keep their focus in the direction of the destination and only glance at the past necessarily to stay aware of where you have been. There is so much in the world we do not know nor understand and because of that limitation, we need to choose to continue to think, learn, grow and empower people to learn and grow too. The digital BoDs’ challenge is how you move the ‘needle’ forward, and really mind the multitude of digital gaps to accelerate your organization’s digital transformation.

Shape the vision, not just hindsight: The hindsight from the rear mirror is the tool to make sure we understand where we are, any immediate gaps or dangers that make the forward view unrealistic. But the most important thing is to look ahead and move forward by shaping a clear vision by zooming into the future. The vision thing needs to be the frequent topic in the boardroom, not just the hindsight. The corporate board should play the directorial role confidently by scrutinizing both vision and strategy effectively. More specifically, vision is how to zoom into the future and shape a synthetic view of “looking forward,” and “looking behind,” “looking beyond,” and “looking around.” Visionary leaders see possibilities before others, but they also need to tackle great challenges with grand consequences over long time spans. They need to educate themselves by hearing different views about the organization, its environment & digital ecosystem, strategic alternatives and clarify the business vision on how to move the business forward steadfastly.

See what is behind us, but not at the cost of losing our visibility forward: Forward-looking board can look into an unknown future and attempt to define the landscape with its risks and opportunities. No longer are boards sitting in a room and just voting on various policies for business compliance or chatting about the golden days in their past. There is no question that business performance is the priority for boards. Past performance doesn't assure future success. For the majority of the time, the board agenda should be focused on the performance progress toward future goals, targets, schedules., etc. Leading forward is extremely difficult nowadays, change is happening at a more rapid pace, see what is behind, but do not lose the focus for moving forward. Effective change leadership at the board level is highly influential and methodical, fail to climb the learning curve can be the big pitfall to lead forward. Digital is the age of innovation, innovation leads to future performance, the further-looking board should envision, participate, and encourage to cultivate the culture of innovation.

Leadership or directorship is about setting directions and inspiring changes; when necessary, break down the old rules, and establish digital principles and landscapes. The forward-looking view of the organization is to determine what the future needs to look like, what the digitalization must look like; and how to expand the lens for capturing the big picture. The digitalization is a long-term journey; to move up the organizational maturity level, businesses from the board level must shift their mentality from backward-looking to forward-thinking; from compliance-driven to performance oriented, and from transactional mode to transformational mode.

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Systemizing, Synchronizing, and Harmonizing Digital IT Organization

Digital IT is no longer an isolated support function. IT should be integral to and knowledgeable of the business, aligned with enterprise objectives, as an enabler, a facilitator, and a digital conductor.

Running at digital speed with unprecedented convenience brought by digital technologies, people tend to have the high expectation of information flow, very little patience with technology issues. Thus, IT has a lot of challenges to overcome nowadays. From the business perspective, due to the accelerating speed of business change and “disruptive” nature of digital technology, the business relies more and more on information & technology, IT leaders should keep shaping the digital mindset and re-imagine their leadership influence and effectiveness. IT organization has to continually reinvent itself to adapt to changes, getting digital ready by systemizing, synchronizing, and harmonizing.

Systemizing IT: Running digital IT is both art and science. The art of IT is doing more with innovation; manage innovation as a systematic process to solve either existing problems or emerging problems creatively. The science of IT is about how to enforce the multidisciplinary engineering disciplines which include strategic and tactical planning, Systems Engineering, product/service design, concurrent engineering, quality engineering, structure/process optimization, portfolio management, and systems ecology, etc. Systemizing IT is also about how to take a structural approach to enhance IT-business relationship, make a seamless IT-business alignment and integration, and keep tuning the underlying business processes in the organization by consolidating, modernizing, integrating, and optimizing. Practicing IT engineering discipline requires IT leaders equipped with a structural mindset which includes the multidimensional thought processes such as logical thinking, analysis & synthesis, critical thinking, systems thinking, and stepwise problem-solving skills. Digital CIOs need to present the “know-how” technical understanding in order to peel back the layers to diagnose the root cause and solve complex business problems systematically. That means, they need to leverage Systems Thinking to understand the interconnectivity between parts and the whole, as well as the interdependence of the digital business ecosystem, know how to break down the large problems into small pieces, and discover how to integrate the small pieces into the holistic perspectives without enlarging the gaps or causing too many side effects.

Synchronizing: Traditional IT organization is often perceived as the controller and change laggard. In order to run a highly responsive and almost real-time digital organization, IT business synchronization is one of the most important aspects for digitizing IT. The business needs to know what IT can deliver and enter a dialogue about what best serves the goals of the business. IT needs to be telling business about the opportunities and possibilities and that means IT needs to really understand the goals of the business and synchronize with strategic business goals. The reality is that organizations that do not respond to external environmental changes will quickly outcompete as more innovative enterprises take their customers. In the real world, even IT has evolved significantly in running the business today, business, often continues to evolve faster in grasping the market share and winning new customers, but often failed, due to lack of the real-time information. Thus, the company should keep empowering their IT organization to lead change, in forward-looking businesses, IT organization has become synonymous with the change department. IT is responsible to manage one of the invaluable business assets - information, refine information to the business foresight and customer insight. The insight-driven digitalization can create the business synchronization of all functions running at the multiple levels of the organization seamlessly.

Harmonizing: Digital organizations are hyperconnected and interdependent, harmonizing IT-business relationship means how to harness cross-functional communication and collaboration. The connection between IT and business lies in using the common language to help business cross that bridge to IT. The faster the business understands that IT is not just technical, but rather business oriented, and then could start better conversations, for enforcing communication in developing a trusted working relationship in solving thorny business problems. From the workforce management perspective, creating a context where people can collaborate where they are empowered and respected and make collective decisions is the essence of the business harmonization. The design of a digital organization will have the significant impact on how performing and considerate the organization is. The effective and delightful digital workplace is in which collaboration and sharing are the norms, learning and creativity are encouraged, silo has been taken down to keep information flow, the decision bottlenecks have been broken down by reducing business tensions, frictions, and conflicts that arise.  The organizational alignment becomes the business “harmony” process to improve business responsiveness, performance, and overall business maturity.

Digital IT is no longer an isolated support function. IT should be integral to and knowledgeable of the business, aligned with enterprise objectives, as an enabler, a facilitator, and a digital conductor. Of course, digital IT leaders should be fully competent to provide on-going support and tactical execution, solve problems and harmonize business relationships, and even thrive to become the catalyzer and game changer.

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