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Building the “Three-D” Board to Lead Digitalization Building a high-effective board is not an easy task because the board plays a crucial role to direct the business in the right direction by dealing with changes, uncertainty, and unknowns. Many BoDs are undereducated about their role and responsibility while the business change is accelerated across the global scope and knowledge life cycle is shortened significantly. For adapting to digital new normal, how to build a “three-D” board to advocate changes and ensure that the board becomes the mastermind behind the digital transformation?
The New Book "100 Digital Pitfalls" Introduction Digital makes the significant impact on how we think, live, and work. There is the mix of old and new, physical and virtual, order and chaos. We are in a time of tremendous change, the dawn of digital age, the path to the next level of digital maturity, also in the era of confusion and information overload. Therefore, it’s critical to identify, understand, and avoid pitfalls, discover strategic and predictive pathways to change, increase confidence, position a brand and leverage resources to make the digital paradigm shift effortlessly.
The CIO as “Chief Impact Officer”: Does your Word Carry Weight in Making the Digital Paradigm Shift? Due to the disruptive nature of technologies and fast-growing information, the pervasive digitization requires IT leaders o rethink how things are done in organizations. The contemporary CIO is no longer the tedious management role to keep the lights only now, there are many critical leadership roles that they have to play for leading IT up to the next level of organizational maturity. CIO can make the significant digital impact through their breadth of business knowledge and the depth of IT insight. But more specifically, the CIO as “Chief Impact Officer”: How does your word carry weight in making the digital paradigm shift?
Walk, Talk, and Make a Leap of Digitalization Digital makes a profound impact from the specific function to the business as a whole. The purpose of such radical digitalization is to make a significant difference in the overall levels of business performance and organizational maturity. However, organizations are different, they have different strength, they have different cultures, they have different structures, they compete in different markets, and they have different scales and speed. How can organizations walk the talk, talk the walk, and make a big leap of digitalization?
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