Monday, August 20, 2018

The Book “Digital Hybridity” Quote Collection III

The purpose of the book “Digital Hybridity: How to Strike the Right Balance for Digital Paradigm Shift” is to shed some light on how to strike the right balance of stability and changes; being transactional to keep spinning and being transformational to leap forward for making a seamless digital paradigm shift. Digital organizations should apply the hybrid management approach, focus on building a diverse, networked, and extended modern working environment in which the powerful digital platforms and computing technologies enable seamless conversations, delayer overly rigid organizational hierarchy, inspire idea sharing and brainstorming, and engage employees and partners to achieve the high-performance result.

22 Hybrid Thinking is a set of digital minds integrating the multiple thought processes to think big, think deeper, think broader, and think critically, etc.

23 Critical thinking has the potential to be a deeply creative process.

24 In the physical world or business world, most relationships are nonlinear.

25 Being objective is the next step in our human evolution and is very simple but not easy to accomplish.

26 Critical Thinking narrows and Creative Thinking expands, they must work in tandem for problem-solving and decision-making.

27 Systems THinking provides the frame to inspire creativity with a focus and management innovation out of chaos.

28 There are more than synergy between Systems Thinking and Process Thinking.

29 Emotional Brilliance comes because of balance, not extremes of any kind.

30 Innovation is like a breathing cycle: Inhale, exhale, inhale, exhale, diverge, converge, diverge, and converge.

31 “Seeing” the context we are “part” of, allows us to identify the leverage points of the system and then “choose” the decisive factors, in an attempt to bridge the cognitive gap.

32 Digital management is responsible for designing, enabling, and enforcing a collaborative, innovative, intelligent, inspiring, and inclusive working environment.

33 The rate of change has accelerated, indicating that business leaders must learn how to strike a balance between managing the top prioritized business problems today and predicting the uncertain issues of tomorrow.

34 Transactional capabilities keep the lights on, but transformative capabilities make the organization stand out.
35 Strategic managers can read “blue ocean” currents; operational managers only see “red ocean” currents.


Delayer overly rigid organizational hierarchy
inspire idea sharing and brainstorming and engage employees and partners to achieve the high-performance result.

Post a Comment