Monday, January 14, 2019

The Monthly “Problem-Solving Master” Book Tuning: Who are Your Problem-Solving Masters Jan, 2019

Fundamentally, every job is to deal with problems big or small both from a long-term perspective and even on the daily basis. 

The purpose of “Problem-Solving Master - Frame Problems Systematically and Solve Problems Creatively“ is to throw some light on how to understand, frame, and solve today’s multilayer, interdependent, and over-complex business problems effortlessly. Digital leaders and professionals should self-aware of their role in problems, show professional maturity, and develop a good reputation as the problem-solver.

             Who are Your Problem-Solving Masters

How to Spot Your Problem-Solving Master A problem is a difference between an expectation (vision or intention) and the actual situation (current reality) coupled with a negative feeling. Generally speaking, there are three questions on what is a problem: Is there a deviation from the set expectation? Is the cause of the problem unknown? Do you need to know the cause to take meaningful action? The problem-solving thought process, methodologies, and practices will not be simple for many of today’s complex issues or vexing problems. Fundamentally, running a business is an iterative problem-solving continuum. All digital leaders and professionals develop their reputation as a problem creator or a problem-solver. Some or many solve certain problems in a certain area but create other problems in the other domains. There are small issues and large problems, there are tactical problem-solvers and strategic problem solvers. How to spot and develop problem-solving masters who can diagnose the root cause and solve problems.

Three Differentiated Digital Competencies? The exponential growth of information and the increasing pace of changes create digital characteristics such as uncertainty, volatility, complexity, unpredictability, and ambiguity. The emerging digital organizations should leverage digital technologies and tools in enforcing holistic strategic planning, cross-functional collaboration, and dynamic processes management for improving organizational performance and maturity. To thrive in today’s digital new normal, digital leaders must see possibilities before others and develop their unique leadership competencies for driving the digital transformation effortlessly.

The CIO as the Digital Solutionist: How to Take the Logical Scenario for Problem-Solving Problem-solving is about seeing a problem and actually finding a solution to that problem. Imagine the digital dynamic that comes in due to these characteristics (less or hybrid structure, fewer rules, and regulations, diversification, ambiguity, unpredictability, nonlinearity, increased flux, and unprecedented digital convenience working and impacting together), business problems become more complex and intricated nowadays. CIOs need to have the strong business orientation and ability to leverage IT for solving business issues innovatively. Digital CIOs are business solutionists who should apply interdisciplinary knowledge, practice expert power and take the following logical scenario for solving complex business problems and improve IT value proposition.

The Board of Director as “Problem-Definer” The corporate board is one of the most important leadership pillars in modern businesses. In today's work environment, change is happening at a more rapid pace, no one will have all answers, it is important to both frame the right questions and answers them smoothly. At the board level, directorship effectiveness is based on strategy oversight, performance monitoring, and policy making. Often framing the right problems is critical to building the digital board reputation as the insightful “problem-definer,” and invaluable digital mastermind.

The New Book “Problem-Solving Master” Chapter 1 Introduction Fundamentally, every job is to deal with problems big or small both from a long-term perspective and even on the daily basis. Sometimes, even you intend to solve problems but perhaps cause more serious problems later on. So, observe the problem-solving scenarios and ask yourself how you discover the part you played in the problem, and how to build a good reputation on problem-solving.

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