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 22, 2019

The Monthly “Dot Connections”: Innovation Dot Connection July 2019

The most advanced societies are diverse mixtures of peoples that can spark creativity and amplify innovation effect. 

The effects of an increasingly digitized world are now reaching into every corner of businesses and every aspect of organizations. Organization of the Future is an organization designed openly for anyone with ideas on how human organizations ought to be contrived in the face of the strategic imperatives of the digital era. The work is not the place you go, but a live organization and an experiment lab you can connect the future dots.

       

  Innovation Dot Connection


Innovativeness and Innovation Innovativeness is the capacity and competency to innovate, innovation is the act of being innovative and the result of innovativeness. Being innovative is simply about being different - think different, see things differently and figure out a different way to do things. Either individually or collectively, creativity is one of the most critical skills and innovativeness the key differentiator between the leader and the follower.

Innovation Best Practices vs. Next Practices The business practice is always a combination of people and how they are used to doing things. Digital is the age of innovation. Innovation is the process which can be classified scientifically and managed dynamically. Besides building a set of principles to follow, it’s also important to develop a set of innovation practices to scale up and amplify its effect. The point is that innovation is change, the overly rigid processes could stifle innovation and outdated practices perhaps fail innovation effort and decelerate the pace of innovation. So, best practices vs. Next practices, how to review and update them accordingly to unpuzzling the serendipity of innovation and improve the success rate of innovation management?

Innovation vs. Inclusiveness? Creativity is innate with many special ingredients; creativity can be developed if the conditions are right and there is inspiration, inclusiveness, encouragement, and abundance of knowledge. Innovation is then the management discipline to transform those novel ideas and achieve their business value. Many think there is no innovation without inclusiveness. The most advanced societies are diverse mixtures of peoples that can spark creativity and amplify innovation effect. So, how to involve people with different talent in creative thinking and actions? And how can you help to improve the harvest of the creative seed and accelerate the advancement of the society?

Creativity vs. Innovation Creativity is infused with an inner cohesion and comes from a vision of uniqueness. Creativity needs a problem, and a creative person needs a purpose. Innovation is to reinvent business, but not to reinvent the wheel. Innovation is about reinventing the business direction and purpose at any time. It defines strategy, profitability, and relevance at any given time. If you do not, you become commoditized and just like so many others who offer the same product or service. Innovation allows one to stand out and above the rest.

Breakthrough Innovation vs. Incremental Innovation There are two types of Innovations: (a) Radical which may be classified as Breakthrough or Disruptive, and (b) Evolutionary which has two components - Incremental and Spiral. Breakthrough Innovation and Incremental Innovation are not separated items, but it's rather a continuous flow that it goes from innovations that break a market or create a new one to the simplest continuous improvement.

The “Future of CIO” Blog has reached 2.8 million page views with about #5800th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The “Digital Master” book series includes 27 books to share insight from the multidimensional digital lens and perceive the multi-faceted impact the digital era upon us is making to the businesses and society. 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 and innovating 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.

The Best “Solitude & Silience” Quotes of “Digital Master” July 2019

Creativity flourishes in solitude. With quietness, you can hear your thoughts, listen to your inner voice, you can reach deep within yourself, and you can stay focused.

"Digital Masteris a series of guidebooks (28+ 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, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of Solitude & Silence” quotes in “Digital Master.


1 Silence improves focus and solitude enhances creativity.

2 The quietness of mind comes from self-discipline that ensures thoughts train to have wider gaps to perceive such unique signals to trigger creativity,

3 The quietness of mind shuts off the background noise..Creativity happens in both unconscious and conscious level, and it sparks by implicit rather than explicit underbelly of knowledge.

4 Creating silence, listening from the heart, experience with mindful walking and feeling recharged.

5 Creativity flourishes in solitude. With quietness, you can hear your thoughts, listen to your inner voice, you can reach deep within yourself, and you can stay focused.

6 It takes a conscious effort to stimulate creativity. There’s time for solitude, and there’s time for participation; there’s time for thinking & visualization, and there’s time for conveying or delivering.

7 Creativity is nurtured in solitude and triggered by intuition. It requires to step away from the normal noises, listen to your heart, follow your guts, be curious enough to understand the surroundings and let creative thoughts flow.

8 Extroverts can share ideas or thoughts by interacting with others or the environment proactively; Introverts can spend more time pondering and often creativity is nurtured in solitude. Both personality types have a great opportunity to be creative.

9 Creativity is an innate ability to generate novel ideas. If you consider being creative as a way of thinking, of imagining, of perceiving things, of inspiring, etc, then solitude is the soil to sow the seeds of creativity.

The Digital CIO’s Five-Step Leadership Scenario

 The top CIOs today must have unique business insight and high level of influence on driving business forward by taking a logical leadership scenario and making continuous deliveries.

With information technology permeating into every aspect of the business, the role of the CIO is to drive the corporate vision and strategy through effectiveness and innovation in the knowledge and information channels. The CIO has to look forward and actively position the business in the right place to take full advantage of opportunities also manage risks accordingly. The CIO needs to be engaged, and at the most senior levels to help influence and shape the business of the future. Here is the digital CIO’s five-step leadership scenario.





Listen: To reinvent IT from a cost center to a proactive business partner, a CIO needs to first understand their business and industry, listen to customers, stakeholders, vendors, partners, and staff, let them tell you their stories, comprehend and understand the people and the business they are part of, before embarking on any new way to drive changes. Besides “keeping the lights on,” it’s important for IT to provide the unique advantage that really helps business partners see how they can differentiate themselves or their business practices. Evaluate IT performance based on the value or competitive advantage it brings to the business. The proactive IT leaders and sponsors attended business reviews with the various business stakeholders in attendance, also invite varying business stakeholders to IT forums, develop the close business-IT relationship via proactive interaction, empathetic communication, and cross-functional collaboration. Listen, participate, be part of the business, generate business results and creative strategic business value.

Guide: Forward-looking companies empower IT leaders to drive changes because IT is a significant element of any differentiated business capability and the defining factor for competitive business advantage. IT leaders need to share their technological vision, make information-based business forecast and focus on guiding the company through the digital transformation. They need to have their own transformation playbook to guide changes and transform the company’s underlying functions, processes, structures, cultures, and organization as a whole with adjusted digital speed. Setting digital guidelines, tuning organizational structures, and managing a healthy application portfolio are all important steps in shaping digital competency. CIOs must be able to relay complex technical ideas in a non technical manner to business leaders and have the skills to communicate change effectively, inspire and motivate, help people navigate through difficult changes and achieve their goals. Guiding is not a passive activity, there are a lot of learning, brainstorming, relearning, interpreting, persuading, mentoring, and influencing.

Act: How successful organizations can handle digital disruption depends on how fast and capable they can adapt to the ever-changing environment. With exponential growth of information and rapid changes, speed is critical for the survival of the organization. The technology trend moves very quickly; slow movers almost always pay the price. IT leaders today need to decide effectively and take actions quickly for driving changes, implementing the strategy, optimizing business processes or tuning organizational structures continually. This requires an unprecedented level of collaboration with the line managers and business units who own those processes. Digital organizations must have strategic responsiveness to process business information almost real-time, communicate and collaborate with business counterparts timely.

Rule: Breaking down some outdated rules and establishing the digital principles are critical to run highly innovative IT. CIOs in these organizations are empowered and given a seat at the big table to co-develop the strategy and co-set the rules for information management, technology update, as well as driving transformative changes. The digital rules are not some out-of-date cliche or overly rigid procedures to stifle changes. They help to shape the mindsets behind behaviors and actions, and guide decision-making across the organizational hierarchy. By following the digital principles and rules, the business life cycle could be viewed as resulting in emergent means of reorganizing business functions, refocusing on dynamic strategy, rebalancing resources, and redirecting people to understand the whole for reaching the next level of organizational maturity.


Guard: The CIO is in the unique position to oversee business processes, projects, tools, cultures, and risk management, with the special lens focused on technology as a key element. Constantly assess the vulnerability of the information and take a more proactive approach to governance and risk management. Only with effective governance principles and practices, IT leaders can guard change, make the business value proposition more resilient and lead business improvement and breakthrough innovation. IT performance measurement helps IT executives continue to review upon ROIs of existing IT investment and improve IT management effectiveness and efficiency. To guard thoroughly, the performance measures should cover all areas that contribute to value creation including service quality, employee engagement, customer satisfaction, and financial outcomes.

The role of IT is at the inflection point to go digital. IT shouldn’t be just satisfied with the surviving mode, it has to be thriving. The CIO is not just a tactical manager, but a strategic business leader. The role of the CIO should be able to envision not only where and organization believes it is going, but how it will get there, and how it might be missing out on opportunities or face the risks. The top CIOs today must have unique business insight and high level of influence on driving business forward by taking a logical leadership scenario and making continuous deliveries.

Sunday, July 21, 2019

The Monthly “100 Digital Pitfalls” Book Tuning: How to Deal with Fuzzy End of Change and Digital Transformation July 2019

Digital transformation is a tough journey with bumpy road, having numerous barriers and many pitfalls on the way.

Digital makes a significant impact on how we think, live, and work. There is a mix of old and new, physical and virtual, order and chaos. We are in a time of tremendous change, the dawn of the 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. Slideshare Presentation

              How to Deal with Fuzzy End of Change 




How to Deal with the Fuzzy Front End of Change and Digital Transformation We live in the “VUCA” digital new normal with higher volatility, uncertainty, complexity, and ambiguities The digital paradigm arises out of new knowledge; the emerging trends are the digital shapers to reinforce the very characteristics of the modern business such as enlightenment, “always-on,” and people-centricity, etc. There are opportunities and risks, confusions and frustrations on the way to going digital. How to deal with the fuzzy front end of the digital paradigm and make a smooth transition?

The “Shapes and Colors” Mislead Progressive Digital Transformation
Nowadays change is unavoidable and disruption is inevitable. The multidimensional digital transformation provides impressive advantages in terms of the speed of delivering business solutions and the ability to adapt to changes. It is the radical change that “the company reinvents itself” by fine-tuning its underlying processes, functions, culture, or business model. Digital transformation is a tough journey with bumpy road, having numerous barriers and many pitfalls on the way. Here are a few shapes and colors perhaps mislead the progressive digital transformation。

Deal with the “Pale, Stale, and Failing” Patterns Properly and Lead Digital Transformation Smoothly Digital transformation isn’t just an extension of continuous improvement of the current business, but a quantum leap with radical change. The journey of going digital will not be flat. It represents a break from the past, with a high level of complexity and uncertainty. The path for digital transformation can be iterative, evolutionary, revolutionary, or disruptive. Ad hoc digital transformation is doomed to fail. How to deal with “pale, stale, and failing” patterns properly and lead digital transformation smoothly?

Three Symptoms of Digital Conundrum The digital paradigm shift means radical change. It represents the next stage of business maturity which will improve how the enterprise works and interacts with its ecosystem, with people at the center of its focus. Digitalization has multifaceted perspectives unfold into wider multi-dimensionally enhancing systemic continuum. In the digital organization, change is the new normal, happens all the time. The ability to change and business adaptability directly decide the organization’s long-term competency. However, Change Management has a very low success rate, business leaders should pay more attention to the symptoms of the digital conundrum, and ensure that change becomes the ongoing capability and an iterative business continuum.

Misalignment as a Pitfall of Digital Transformation Going digital represents the next stage of business maturity which will improve how the enterprise works and interacts with its ecosystem, with people at the center of its focus. There will be a challenging time on the road ahead for sure. Strategic alignment is a structural process and the result of linking the organizational strategy and its objectives with every unit/business functions and employee. Alignment is fundamental and multidimensional to ensure a seamless strategy implementation. Misalignment is often caused by a lack of systems thinking, dysfunctional management behavior, and outdated practices. Here are three causes of misalignment.

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 minds across the globe. The “Future of CIO” Blog has reached 3 million page views with about #5800 blog posting. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. Blogging is not about writing, but about thinking and innovating 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.

The Best “Resilience” Quotes of “Digital Master” July 2019

Resilience is the ability to respond to changes proactively, act courageously when facing difficulties, bounce back or fail forward.

"Digital Master is a series of guidebooks (28+ 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, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Resilience” quotes inDigital Master.


1 Resilience refers to a personal attribute which enables one to press on and persevere despite difficult circumstances.

2 Resilience is about bounce. It’s about regaining one's footing which could be bouncing back, forwards or restructuring your life integrating the change in some way that works.

3 Modern leaders must have a resilient mindset in order to adapt to the continuous digital disruption.

4 Resilience is the ability to respond to change, to recover quickly from setbacks, as well as the capacity to respond to the unexpected in a way that increases gain and/or minimizes loss.

5 Resilience is the ability to respond to changes proactively, act courageously when facing difficulties, bounce back or fail forward.

6 With resilience, individuals are able to bounce back from setback or failures; organizations can overcome the continuous digital disruption.

7 Innovators are equipped with a resilient mindset are able to fail forward, and adapt to the continuous digital disruptions, without having failures that are too frequent or too expensive.

8 A person with resilience lives in a grounded and centered place, being flexible and adaptable in the midst of adversity, threat, and stress. It’s an important trait to be an innovator and a digital leader today.

9 Resilience is a property of an elastic component of a person. This indicates the person can undergo high dynamic stress and yet he/she is able to recover smoothly to he/her original situation without much degradation of him/herself.

Deal with “Innovator’s Dilemmas” by Understanding these Counterpoints Thoroughly

The innovation competency of the business depends on their ability to create, manage and transform great ideas to achieve high business value. 

Innovations in the digital era are coming at seemingly much faster pace due to exponential growth of information and frequent disruptions. Technically, Innovation Management is an interdisciplinary approach which stands in between management, science, technology, economy, psychology, sociology, and law, etc. Shaping a truly innovative company is challenging because of the sophisticated management skills needed and potential risks involved. You have to deal with “innovator’s dilemmas” smoothly by understanding the following counterpoints thoroughly.

Standardization vs. Personalization: Digital is the era of people, option, empathy, or simply put, "personalization."The purpose of business is to create customers. Providing the personalized services or solutions to its customers become the new normal to run a customer-centric organization. Customer must be willing to pay for it, whether it is a product, process or service innovation. When managing a customer-centric innovation life cycle, gain a deep understanding of customers through empathetic observation and feedback-feed forward practices. Customer involvement often elicits highly invaluable information to design tailored applications or solutions to meet customers’ needs. Great personalization leads to better customer satisfaction. On the other side, innovation is a process which can be managed. Improving business innovation capacity means you have to keep improving innovation management effectiveness and efficiency. Usually organizations needs standardization for cost control, process optimization, and capitalization of “lesson learned.” In fact, innovation management is an iterative innovation and standardization continuum. High mature organizations indeed need both, standardization and innovation. The matter is to figure out how and when to apply them in the most effective way.

Controlling vs. Freedom
: Innovation is a management process, which means a certain degree of “control.“ A systematic innovation management process helps business recognize challenges, understand boundaries, deal with constraints, and manage resources.The systematic structure provides the “controlling” shell within which innovation teams can communicate and collaborate freely to create transparency. However, too “pushy goals,” “over-control” or micromanagement stifles innovation; the outdated systems/processes/technology that many organizations are using to capture innovation value are becoming inefficient in this rapidly changing world with the high degree of digital convenience. Innovation should break down some outdated rule, but also needs a level of guidance. Innovation management consists of different stages. Some stages are more structured than others. Say, innovation prototyping and implementation are far more “process driven” than idea generation plot. Thus, it’s important to give people freedom for “playing around,” experimenting and bring up with fresh thoughts and ideas. The primary focus of the innovation management control would be to identify and control those key factors that can be addressed such as financing, market understanding, competitor analysis, with the goal to improve overall innovation success rate.

Risk vs. Rewarding: Innovation requires thinking out of the box, taking calculated risks, altering or changing the frame of reference to create novel ideas and achieve their commercial value. Innovation comes with a risk of failure, usually not well tolerated in companies governed by risk-allergic mindset. But often, risk and reward are proportional from innovation management perspective. Breakthrough innovation usually has much higher ROI but with much greater risk. Therefore, it’s important to manage a balanced innovation portfolio with the right mix of incremental innovation and breakthrough innovation, with the scientific processes taken in place to manage risks systematically. To stay ahead of the change curve and competition for moving ahead, forward-looking organizations preserve a commitment to take the discovery-driven path for ensuring that they are pursuing blue ocean and taking the long term investment, not just focusing on short-term gain, and the measures should be oriented to justify innovation the organization needs.

Today’s business growth is accelerated by innovation for making a smooth shift from surviving to thriving. The innovation competency of the business depends on their ability to create, manage and transform great ideas to achieve high business value. Due to the fact that innovating in today’s digital world has become increasingly complex in nature, it’s important to gain an in-depth understanding of business issues and apply interdisciplinary management disciplines to deal with these counterpoints well and improve the overall innovation management maturity with high return on investment.

Saturday, July 20, 2019

The Monthly “Digital Fit” Book Tuning: Tuning Key Business Factors to Keep Digital Fit July 2019

 Digital fit organizations have both clear digital vision and well-crafted digital strategy, and they are courageous to be in the vanguard of digital transformation with a quantum lead.

Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. Digital becomes the very fabric of high performing business, being outside-in and customer-centric is the new mantra for forward-looking and high mature digital organizations today. But what are digital organizational traits, how to define digital fit and take a structural approach for digital transformation?

          

 Tuning Key Business Factors to Keep Digital Fit 


Three Aspects of Organizational Digital Fit The digital business dynamic is full of uncertainty, velocity, complexity, ambiguity, information overloading, fierce competitions, and continuous disruptions, etc. The companies today have to move fast; the functional, geographical, organizational, and even industrial border are blurred, marketing, finance, technology, leadership, and talent are all intertwined. It’s important to work out a smooth strategy and business transformation by assessing the digital fit of the organization objectively and utilizing collective knowledge and experience to build competitive business advantage.

Tuning Key Elements to Keep Digital Fit Digital transformation is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves. It makes a profound impact from the specific function to the business as a whole and the entire digital ecosystem. Digital exploration is all about planning, investing, designing, developing, operating, consolidating, integrating, optimizing, and orchestrating. Here are five crucial business factors organizations have to continue tuning in order to keep digital fit and drive transformative changes successfully.


The Organization’s Digital Fit The multidimensional digital transformation provides impressive advantages in terms of the speed of delivering business solutions and the ability to adapt to changes. Either be a disrupter or being disrupted, digitalization makes significant impacts on every aspect of the business from people, processes, technology and capability both horizontally and vertically. The effects of an increasingly digitalized world are now reaching into every corner of businesses and every aspect of organizations. So, how can organizations keep digital fit and highly-responsive because nowadays digital businesses need to be fast, always “on,” highly connected, interdependent, and ultra-competitive?

IT Fitness - Can You Manage Right to Amplify Digital Effect IT is an enabler of current and future capability for both the organization and its ecosystem. Much of the top management conversation about IT should be to frame in respect of the business activities, keep digital fit and improve overall organizational effectiveness, agility, and maturity. The digital CIOs have to pursue strategic alignment, operational integration, and innovative brainstorming with the business. Because the long-term organizational growth is usually based on IT enable business competency, maximizing collective human capacities such as productivity improvement and collective creativity, improving operational efficiency, and managing cost optimization. A digital fit IT can become an innovation engine and growth multiplier of the organization for the journey of digital transformation.

Three Digital Traits of Digital Masters Digital Master refers to those high-performing, high-innovative and high-mature (less than 15%) digital organizations that have both clear digital vision and well-crafted digital strategy, and 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. Here are three digital traits of the digital master.

The “Future of CIO” Blog has reached 3 million page views with about #5800+ 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 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.

The Best “Humility” Quotes of “Digital Master” July 2019

With humility, you are open to learning both about yourself, others and love new ideas.

"Digital Master” is a series of guidebooks (28+ 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, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Humility” quotes in “Digital Master.

1 Humility energizes curiosity and curiosity ignites creativity. Without humility, curiosity is feeble and without curiosity, creativity is ineffectual

2 Humility is not about being unsure or fear to try new ways to do things. Rather, it speaks to a person’s openness to feedback, learning agility and continuous improvement.

3 With humility, you are open to learning both about yourself, others and love new ideas.

4 Humility allows one to understand oneself, understand others, strike the balance of being confident and being humble, self-worth and the worth of others.

5 It is important to create and nurture an environment in which humility is appreciated, curiosity is encouraged, and creative thinking is rewarded.

6 Be a strong leader with humility! Humility is not an opposite of confidence, but an ultimate level of being confident.

7 Leaders with humility traits are the ones who have the skills to lead people from 'within,' not 'above.

8 The strong leaders with humility have the confidence and willingness to admit when they are (or might be) wrong, and who are ready to say "I don't know."

9 Humility is about finding the balance and to know when it's right to be humble and when it's right to "SELL knowledge and wisdom." And when you DO sell, sell the RIGHT things in the RIGHT way.

The Vivid Shape, Texture, and Architecture of Digitally Mature Organization

The art of digital management discipline is about re-imagining the shape, texture, and architecture of the business and reinventing its functions, culture, and capabilities to get digital ready.

With rapid changes and frequent disruptions, organizations need to possess certain digital characteristics and capabilities such as responsiveness, speed, flexibility, and adaptability to survive. They have to develop and deliver products and services with consistent quality to their customers and stakeholders while continually maintaining or improving their competitive advantage. A digital organization demonstrates the vivid shape, texture, and architecture, brings greater awareness of the intricacies and the systemic value of organizational systems, business process, people dynamics, resource alignment, and technological touches.

Organizational shape: Traditional organizations are usually operated as the mechanical system with the overly restricted pyramidal hierarchy. To effectively respond to the business dynamics, digital organizations need to be run as an organic system like the tree which keeps growing and self-renewing. There is nothing wrong with hierarchy as long as the relationship structure is healthy and it’s sensitive and responsive to rapid changes in order to move up to the next level of organizational maturity. The other metaphor about the digital organizational structure is the “octopus organization” which continues to permit flexibility. Each leg is capable of independent responses to threats and feeding opportunities. This diffuses the overall objectives throughout the organism while allowing parts of the organism to respond independently within its scope and ability to contribute to the overall business objectives. Regardless of your imagination, digital organization needs to be designed openly for anyone with ideas on how human organizations ought to be contrived in the face of the strategic imperatives in the digital era of choice, innovation, and people-centricity.

Business texture: Digital business spontaneously self-organizes; generates patterns, structures, and layers, to create unique texture. Business texture reflects the sort of relationship patterns and dynamic balance. Enterprises have always been part of simple and complex ecosystems, digital organization and its ecosystem are open, nonlinear, dynamic, and adaptive.with seamless alignment, communication, collaboration, integration, and harmony, etc. Behind every problem is a relationship dynamic out of alignment. Thus, understanding the business texture - the interconnectivity of systems and relationship dynamics are important for both identifying the real issues and solving them smoothly. To function seamlessly, an enterprise has to be linked to the many and varying touch points between itself and its marketplace environment. The business texture also reflects the coherence and dynamism of the organization - solid enough to give some sort of form/meaning and open enough to its environment to allow business movement of people, ideas, and information, etc, in and out.


Business architecture: The role of Business Architecture is to design and manage digital business that can respond to multidimensional factors impacting business model, operations, and reputation. It seeks to represent the architecture of an organization in terms of performance, process, information, and capability, either as it exists or as it is intended to be. It helps to orchestrate the business interrelationship between people and process, facilitate the planning and communication of business change and transformation. Business architecture can also be very valuable for performing a wide array of services such as strategic positioning, business process measurement and optimization, and a wide array of other business functions. It tends to focus on the use of verifiable information about the capabilities of both the enterprise itself and its influencers in the ecosystem in which the enterprise operates and brings an understanding of how information technology is managed. It brings a unique viewpoint including value proposition, business model, products/services monetization, culture analysis, cost/resource model etc. Business architecture helps to facilitate the varying business dialogues and orchestrate the radical digital transformation seamlessly.

Organizational digital maturity is not just about scientific fluency with technical excellence or process efficiency, but also about mastering the art of management discipline by reimagining the shape, texture, and architecture of the business and reinventing its functions, culture, and capabilities to get digital ready.

Friday, July 19, 2019

The Monthly “100 Creativity Ingredients” Book Tuning: Creative Maturity July 2019

Creativity is both innate and a skill. Developing creativity requires both internal motivation and self-awareness. 

All humans are born with raw creativity ability. Creativity has many dimensions, with multi-faceted truth and myth, manifold knowledge and multidimensional insight. Creativity is the wings of our mind and the tempo of our heartbeat. Creativity is a constructive disruption, not so bad addiction, and a sensational phenomenon. The purpose of “100 Creativity Ingredients - Everyone’s Playbook to Unlock Creativityis to classify, scrutinize, articulate, and share insight about one hundred special creativity ingredients, to paint the picture with them, to add colors on them, to embed the music into them, and to make the story via them, in order to unleash our collective creativity potential.   
   

                            Creative Maturity


Creative Maturity Creativity is the ability to figure out a better way to solve or attempt to problems. It is a mental process which results in an action that tests a possible solution. It is our creative mind that sets us apart from the animal kingdom and has given us the technology to improve our lives and make collective human progress. Creative people are inspired to think and work nearly every day on creating, they are not waiting for such “Aha” moment, but proactively stimulate the new energy of fresh thinking and improve their creative maturity via continuous practices.?

Creativity and Humility
All humans have a creative/artistic side while also have a curious/scientific side, bestowed with three basic instincts which are humility (egoless awareness and acceptance), curiosity (restlessness with the status quo), and creativity (urge to change or improve the status quo). Amazingly, these three basic instincts are intertwined. Humility energizes curiosity and curiosity ignites creativity.

The Multifaceted Creativity Creativity is the most needed skill in the 21st century because digital is the era of innovation. Creativity is both innate and a skill. Developing creativity requires both internal motivation and self-awareness. Being original and being yourself is the first step, breaking down the convention thinking box, and practicing out-of-the-box thinking is one of the mental activities to stimulate creativity as well. Here is the further understanding about the multifaceted creativity.

Creative Competency
Creativity is a contextualized competency. Creativity comprises a combination of “flavored ingredients” that work together, flow, fluctuate in harmony, in order to generate creative energy. You can pull it out of the box and look at it through different lenses. Everyone possesses a certain level of creativity, but how does creativity manifest itself, and what’re critical components of shaping creative competency?

Enforcing Creativity in the Digital Organization Many forward-looking organizations are shifting from the industrial silo mode to interconnected innovation mode. Innovation is a systematic process to transform novel ideas for achieving its business value. Everyone possesses a certain level of creativity. But collectively, how does creativity manifest itself in the workplace? What's the best work environment for creativity? And how to put people at the center of business? Here is the creativity triangle with three vertices in the digital organization.

The “Future of CIO” Blog has reached 3 million page views with about #5800th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The “Digital Master” book series includes 28 books to share insight from the multidimensional digital lens and perceive the multi-faceted impact the digital era upon us is making to the businesses and society. 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 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.

The Best “Personality” Quotes of “Digital Master” July 2019

When we say personality, we are talking about mindsets/ traits/emotions/attitudes/behavior.

"Digital Master” is a series of guidebooks (28+ 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, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Personality” quotes in “Digital Master.


1 Personality is shaped by genes, perceptions, experiences, and practices.

2 Thoughts are formed, personalities are shaped, and aspects are delivered by variables.

3 When we say personality, we are talking about mindsets/ traits/emotions/attitudes/behavior.

4 Personality comes from one's convictions and value systems not only preferred but also personally practiced.

5 "Introvert" and "extrovert" are too simple groups to divide people into. Do not get limited by your personality, but develop it to mature you as a great human being and an effective leader.

6 Every person, with all his/her personality or peculiarities, is essential to achieve nature's mystery scheme for life and fulfillment of individual destinies.

7 From talent management perspective, the personality test cannot measure tenacity and insight. It is also difficult to measure transferable skills and cross-industry innovation ability,

8 Organizations have personalities in the same way that an individual does. In many ways, the organization is a reflection of the personality of its leaders or managers.

9 People tend to assume that strong leaders are the ones that are extroverted and able to "work" the crowd; but introverted leaders can spend more time on contemplation and observation carefully, to see around the corner and dig beyond the obvious, to think profoundly and independently, and to gain empathy and empower those around them.

Tuning Key Elements to Keep Digital Fit

To keep digital fit, organizations today need to constantly fine-tune their key business elements, and see change as an opportunity. 

Digital transformation is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves. It makes a profound impact from the specific function to the business as a whole and the entire digital ecosystem.Digital exploration is all about planning, investing, designing, developing, operating, consolidating, integrating, optimizing, and orchestrating. Here are five crucial business factors organizations have to continue tuning in order to keep digital fit and drive transformative changes successfully.

Strategy: Strategy is the compass to navigate through the journey for reaching the ultimate vision. It’s about having the critical business success factors in place and manage the constraints to achieve a set of strategic priorities. A well defined strategic plan provides direction, diagnoses crucial business issues, and outlines the preferred course of action. Due to high velocity and frequent disruptions, strategy can no longer just mean the static document sitting on the shelf, it has to evolve emergent property and make the necessary adjustments accordingly. Therefore, an effective strategy is contextual, creative and cascading. The management needs to keep tuning it and communicating it down to the different levels of the organization and create a sense of ownership. Everyone should be involved at a certain point and at a certain stage of the strategy execution.

System: The digital organization is a highly complex and dynamic living system with the very characteristics of hyperconnectivity, nonlinearity, and interdependence. Every system is a subsystem of a larger system and simultaneously it is always built up by subsystems. For example, an Information System (IS) is a business-centric system that deals with information management for collecting, storing, processing and delivering information, knowledge, and digital products or services. To build a highly functional business system, organizational hierarchy must balance the welfare, freedoms, and responsibilities of the subsystems and the total system. There should be enough central control to achieve coordination toward the goal of larger system, and there also should be enough autonomy to keep all subsystems flourishing. Therefore, fine-tuning business systems and processes are the never ending journey. Business management become more effective by monitoring the overall health of the systems and enforcing the cross-functional relationship and collaboration.

Structure: The organizational structure carries inherent business capabilities as to what can be achieved within its frame. There are both official structure and unofficial structure in the organization. The question is whether the official structure and the unofficial structure co-exist antagonistically or harmoniously. As such, presenting and fine tuning official and unofficial structures are certainly part of the  businessjourney to keep digital fit and drive transformative changes. Going forward, it may well require changing both official and unofficial structures into a hybrid structure that can improve business responsiveness and innovation in the direction you are heading. In traditional organizational structure, the business processes and structure are often formal and even overly rigid. It’s important to fine tune the structure to ensure that the digital organization is complex enough to act intelligently and nimble enough to adapt to the change promptly.

Skill: Either for individuals or organizations, to survive and thrive in today’s “VUCA” business environment, you need to keep sharpening skills and building differentiated competency, including how to channel your energy into what is expected of you. It’s important to be informative to act, be versatile for adapting to change, be intelligent to decide, be flexible to explore different solutions, be creative to thrive, and be resilient to fail forward. The management is able to identify the skills and knowledge gap, recognize really bright, energetic and positive people who have traits such as intelligence, communication, and problem-solving, etc, and develop the training to get them from where they are to where they need to be. Digital fit doesn’t just mean some linear skills or accumulated working experiences, it’s a set of dynamic and recombinant capabilities to achieve business goals or solve either existing or emerging business problems smoothly.

Style: When company boundaries are blurred and the world is so hyper-connected, who leads whom? How can leaders make influence, harness creativity and rejuvenate passion of the workforce in pursuit of competitive advantage? The substance of leadership never changes, it’s about direction and driving progressive changes. But the digital style of leadership is different from the traditional “command and control” style. Open-mindedness, inquisitiveness, collaboration, persuasiveness, flexibility, listening, empathy, inclusiveness, mentorship, entrepreneurship, etc, are the digital fitting style. The digital leaders with coach style can show the team how to explore who they are - their own natural talent, skill sets, and strength and take into account their own objectives in line with working needs. Digital fit leaders and professionals today are highly creative and speculative, embrace change and connect the dots, self-driven to achieve collective potential.

There are different types of organizations and different growth cycles in their business maturity. To keep digital fit, organizations today need to constantly fine-tune their key business elements, and see change as an opportunity while keeping a holistic overview of the company. Digital management needs to shift from linear and reductionistic to nonlinear and interdisciplinary management practices for dealing with the digital reality and becoming information savvy and people-centric.

Thursday, July 18, 2019

The Weekly Insight of the “Future of CIO” 7/19/2019

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

The “Future of CIO” Blog has reached 3 million page views with 5800+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The “Digital Master” book series includes 28 books to share insight from the multidimensional digital lens and perceive the multi-faceted impact the digital era upon us is making to the businesses and society. 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.

Innovation Strategy as an Effective Constraint Going digital is about break down the past and leading toward the future with a quantum leap. With rapid changes, the overwhelming growth of information, emerging technologies and dynamic markets, staying competitive means running a highly innovative business. Organizations are constantly morphing under pressure from the waves of creative destruction that keep business in innovation mode. Highly innovative organization leverages innovation strategy as an effective constraint to stay focus on building the innovation capacity of the business and unlocks a new market or revenue stream.

The Corporate Board’s Unbiased View The digital dynamic creates many blind spots and generates quite a lot of gaps due to its “VUCA” characteristics - velocity, uncertainty, complexity, and ambiguity. Thus, the directorship in forward-thinking organizations must have capabilities to advise and motivate, set the right leadership tone, and develop digital “mindsets.” To steer change confidently, Yin and Yang's balance needs to be considered in the boardroom in regards to shape the unbiased view for making strategic decisions and improving leadership maturity.

The Monthly Insight of Information Management: Information & Knowledge as Invaluable Business Asset July 2019 The aim of modern Information Management has often been described as getting the right information to the right person in the right format and medium at the right time, in order to make the right decisions. The value of information is qualitative, measurable, and defined uniquely by an organization.

Five Aspects of Innovation Management Maturity Innovation is the differentiated business capability enabling the organization to ride on emerging trends and beat down competitions effortlessly. How well the organization manages innovation is based on varying factors such as how effective of the allocation of resources; how efficient of the innovation process or lack thereof; how fast they can make decisions, how consistently they are able to deliver the business result; how much risk they can afford to take and how big is the innovation impact, etc. Here are five aspects of innovation management maturity.

Three Transitions to Run a High Mature, Self-Autonomous Organization Unpredictability, uncertainty, and the probability of surprising emergent properties bring both unprecedented opportunities and risks to organizations across industrial sectors today. There is no doubt that the business leaders today face a huge survival pressure to make some necessary transition from running a mechanical business spinning around to operate a high mature, self-autonomous digital organizations which can self-discover, self-adaptive, self-organize and self-renew.

Blogging is not about writing, but about thinking about 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.

The Monthly “Digital Boardroom” Book Tuning: The Board’s Oversight of Human Capital July 2019

The digital Board will help to set the principles to innovate talent management and embrace digital fitness.

Modern corporate boards play significant roles in guiding businesses in 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 are the multiple perspectives of shaping a strategic boardroom.




              The Board’s Oversight of Human Capital 



Digital BoD’s Digital Inquiries Due to the “VUCA” characteristics - complexity, uncertainty, ambiguity and velocity of the Digital Era, today’s BoDs need to have sufficient knowledge to understand the business ecosystem, with the “outside-in,” whole-of-extended enterprise perspective. The digital directorship should steer their organizations toward uncharted water and blurred business territories confidently and reach the next level of business maturity.

The “Digitizing Boardroom” Book Introduction Chapter 7 A “Talent Master” Board People are always the most invaluable asset to businesses. The digital workforce in organizations today are multi-generational, multicultural and multi-tasking. The traditional talent management practices are often outdated due to the fast pace of changes and continuous digital disruptions. Although knowledge is abundant, insight is still in scarcity. The digital Board will help to set the principles to innovate talent management and embrace digital fitness. Those guiding principles should be at the forefront of the mind of anyone doing the talent recruiting and management because finding the right person who fits the right positions to do the right work will lead to greater success for both individuals and the company.

The BoD’s Strategic Oversight of Three Important "Soft" Corporate Capitals The board of directors as the de facto guardian of modern organizations plays an important role in steering the organization towards the better future, helping business management identify and close blind spots in decision-making, pinpoint the root cause of critical business issues, set good policies to drive progressive changes, and monitor business performance closely. The corporate board is also responsible and accountable for protecting the shareholders’ investment and improve the business value proposition. Besides physical capitals, here are three critical "soft" corporate capitals that the board of directors needs to oversee in order to improve business governance effectiveness and lead the company forward successfully.

The “Digitizing Boardroom - The Multidimensional Aspects of Digital Ready Boards ” Book Chapter 8 A Culture Savvy Board Introduction Organizations large or small are on the journey of digital transformation, strategy making is important, strategy implementation is challenging, and one of the most critical business success factors is organizational culture, which is invisible, but powerful to fail a good strategy. In order to drive a successful digital transformation, how can BoDs set the digital tones in building “Digital-Ready” cultures, and how can they fine-tune policies for building high-innovative and high engaging digital workforce, and encouraging digital professionals to bring wisdom to the workplace?

The Corporate Board as “Digital Overseer” The board as senior leadership team needs to steer their organization toward the uncharted water or blurred territories with unprecedented uncertainty and complexity. To lead effectively, they have to look into an unknown future and attempt to define the landscape with its risks and opportunities and provide guidance about what core to preserve and what future to stimulate the business progress toward. Here are three aspects of the corporate board as “digital Overseer.”

The “Future of CIO” Blog has reached 3 million page views with 5800+ 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.

Integrating Soft Factors into Hard Business Capabilities for Accelerating Digital Transformation

 Strike the right balance of “push” and “pull” from multiple directions, integrate soft success factors into hard business competencies in order to drive change and accelerate the speed of digital transformation.

Digital transformation is the large scale change which has to be expanded in every dimension of the business and permeating into underlying organizational structures and functions. There is no magic formula or prescribed solution to digital transformation. So many companies and "managers" focus on the tangible, but they lack an in-depth understanding of the intangible business success factors as well as how to manage them effectively. Making a shift from operating a static and mechanic traditional business to running a dynamic living digital company is a tough journey. To build that bridge requires vision, belief, determination, enthusiasm, and breakthrough innovation. It’s important to integrate soft business success factors into hard business capabilities and make a commitment to drive progressive changes proactively and consistently.

Integrate soft communication into hard problem-solving competency: Fundamentally, running a business is an iterative business problem-solving continuum. In the “VUCA” digital new normal, there isn’t always a right or wrong choice in any situation. To overcome the “problem-solving” impasse, it’s critical to communicate, challenge, debate, learn, and open dialogue to close blind spots and bridge cognitive gaps. Communication as the soft skill has to be integrated into the hard problem-solving competency. Problem-solving today often has a very wide scope and takes an interdisciplinary approach to enforce cross-functional communication, peel back the layers to discover the root causes, in order to solve problems really matter and solve them in the right way. Generally speaking, communication gaps are caused by cognitive difference, ambiguous process, or inappropriate communication style, etc. In the business across vertical sectors, especially those strictly hierarchical large organizations with bureaucratic culture, there are too many power players or functional/process silos which cause communication bottlenecks or the dysfunctional management. The goal for improving communication transparency and effectiveness is to make hierarchical systems adaptive so that they can respond to the challenges of a highly complex, interconnected, and interdependent world. The company can improve its responsiveness and effectiveness by integrating communication into problem-solving competency, learning to seek divergent views before developing a convergent conclusion, paying attention to business context and intangible variables, and striking the right balance to manage an iterative business continuum.

Integrate soft culture into hard strategy management discipline: Culture defines people's mindset, attitude, and the organization's process. If there's no culture of execution, there would be no positive attitude and no good behavior. As the saying goes, culture eats strategy for dinner. The degree to which culture supports strategy depends upon the degree to which culture unifies its efforts to realize critical success factors, and thus implement successful strategies. If you only take the visible business factors such as process or technology alone as an element of the strategy execution, you may miss the point and head to the troubles without considering soft business factors such as culture. Culture is soft, but it’s one of the most critical success factors to support strategy execution and make a leap of the digital transformation. To accelerate strategy execution, it is important that business management has objectivity and humility to realize that their hard processes/systems are outdated or soft elements such as culture are ineffective, they need to keep modernizing, integrating, innovating, and optimizing.

Integrate the soft “change” sentiment into hard digital workforce management practice: It is important to build the digital workforce and workplace that change is encouraged, creativity is inspired, and the soft forces to changes are fine-tuned to catalyze digital transformation. In fact, part of the digital transformation journey is to prepare people for getting digital ready psychologically and professionally. Change leads to psychological insecurity. Majority of people have fear to move out of the comfort zone, and they have problems with uncertainty, risk, and fear. To make things worse, there are so many things employees will not tell their managers what's in their mind, and unfortunately, there are not so many things that are positive. Change Management is considered as a “soft” management discipline because there is no hard formula to manage changes and change itself keep changing with increasing paces. Thus, it’s important to integrate the soft change sentiment into hard digital workforce management. The good moment to change is when the top senses the urgency and the bottom feels the pain. Figuring out what employees are not saying might be the starting point to greater retention and a more engaged workforce. The logical scenario to manage a healthy workforce is to attract the right people with a growth mindset and positive attitude because running a dynamic digital business today is heavily dependent on those talented people who have the right aptitude and attitude, with autonomy and changeability, bring the creative energy to the workplace, and they are comfortable to be the change agent.

Although there is no one size fits all solutions to ensure the success of digital transformation, it is important to take a systematic approach, strike the right balance of “push” and “pull” from multiple directions, integrate soft success factors into hard business competencies in order to drive change and accelerate the speed of digital transformation.

Wednesday, July 17, 2019

The Monthly Keyword Summary: Inclusiveness July 2019

Systems Thinking advocates inclusiveness; and inclusiveness enforces Systems Thinking.

From one generation to the next, the substance of leadership does not change, it’s about the future, change, and influence. However, digital leadership trends will continue to emerge. Here is a set of featured blogs to dig into the “keywords” of the 21st century to brainstorming the future of digital leadership and business transformation.

     Inclusiveness


What are the Truly Competitive Advantages of Inclusiveness Contemporary organizations are diversified with a multigenerational, multicultural workforce using multidevice to do multitasking. Competitive advantage can be created by bringing together diverse groups of people whose mindsets, experiences, preferences, skills, and capabilities are additive to one another. We are stronger through diversity, it allows us to explore options that one individual or a homogeneous group might not have uncovered; we are idea-rich and vision clear through inclusiveness. Diversity is the engine for creativity and a facilitator for merging building blocks of new ideas, fresh insights, and ultimate wisdom. But how to embrace the diversity of thoughts and achieve such competitive advantages of inclusiveness?

Innovation vs. Inclusiveness Creativity is innate with many special ingredients; creativity can be developed if the conditions are right and there is inspiration, inclusiveness, encouragement, and abundance of knowledge. Innovation is then the management discipline to transform those novel ideas and achieve their business value. Many think there is no innovation without inclusiveness. The most advanced societies are diverse mixtures of peoples that can spark creativity and amplify innovation effect. So, how to involve people with different talents in creative thinking and actions? And how can you help to improve the harvest of the creative seed and accelerate the advancement of the society?

Systems Thinking vs. Inclusiveness Systems Thinking is a discipline for seeing wholes, and understanding the relationship between the parts and the whole. The relationship is everything. It is a framework for seeing interrelationships rather than isolated things, for seeing patterns of change rather than static “snapshots,” to perceive diversity in unity. In management practice, Systems Thinking advocates inclusiveness; and inclusiveness enforces Systems Thinking.

Three Questions to Assess a Person’s Inclusiveness? We live in such a hyperconnected, globalized world and market, it has amply been demonstrated, that being inclusive and embracing the diversity of thoughts makes total business sense, for many, many reasons, such as innovation, collective intelligence, effective communication and seamless collaboration. What are the good questions to assess a person’s inclusiveness?

The Best “Inclusiveness” Quotes of “Digital Master” May 2019 “"Digital Master is a series of guidebooks (28+ 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, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Inclusiveness” quotes in “Digital Master.

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 minds across the globe. The “Future of CIO” Blog has reached 3 million page views with about #5800 blog posting. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. Blogging is not about writing, but about thinking and innovating 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.