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.

Friday, February 21, 2020

The Monthly Digital Principles & Practices Summary: Principles & Practices for Building Digital Workplace Feb., 2020

Shaping digital workplaces are about building an environment with the abundance of information and the culture of innovation, to put people at the center of business.

The digital workplace is all about people-centricity, empathy, innovation, agility, and high-level business maturity. Digital organizations are always on, inter-dependent and hyper-connected, people are always the most important asset in any organization before, today, and future. In an ideal digital workplace, the organizational structure is solid enough to keep people or things in order; but fluid enough to keep information and idea flow.




        Principles & Practices for Building Digital Workplace


Three Principles in Building a Creative Digital Workplace Digital is the age of people, and the digital work environment needs to embrace the abundance of information and the culture of innovation, put people at the center of business, and to both engage employees and delight customers. How can digital leaders set principles to encourage creativity, build creative digital workplaces and open the new chapter of digital innovations?

Three Practices to Build Creative Workplaces and Workforce People are always the most important business asset and investment, but also one of the weakest links in organizations. The important perspective of digital transformation is to put people at the center of the business, and to both engage employees and delight customers. One of the key determinants of whether an organization can move to new digital structures is the development level of the people, build a creative workplace and innovative workforce.

Three Aspects in Building a Digital Workplace Shaping digital workplaces are about building an environment with the abundance of information and the culture of innovation, to put people at the center of business, and to both engage employees and delight customers. After clarifying the Big Why, there are still many questions haunting around about the Knowing -HOW, though: Is it possible to have an effective digital workplace where the culture is more command and control, where the chosen solutions simply mirror or reinforce the way of working within that hierarchy, but do so very well? Or is it a prerequisite of an effective

Digital Workplace Manifesto A digital workplace is all about people-centricity, empathy, innovation, agility, and high-level business maturity. Digital workplaces are about building an environment with the abundance of information and the culture of innovation, to put people at the center of business, and to both engage employees and delight customers. From alignment to engagement to People-Centricity. From apathy to Sympathy to Empathy.

Three Aspects to Build Flexible Digital Workplace Building a flexible digital workplace is able to “navigate” change and deal with the complexity of the present business new normal effortlessly. Compared to traditional organizations with an overly rigid hierarchical setting and classic management style, the digital workplace is more dynamic, flatter and engaging.

The “Future of CIO” Blog has reached 3 million page views with about #6500th 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 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 “Contradictory” Quotes of “Digital Master” Feb, 2020

The paradox is the process to define as a statement that seems contradictory, unbelievable, ambiguous, that may actually be true in fact.

"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 “contradictory” quotes in “Digital Master.

1 A value-added mindset with contradictory coherence can well orchestrate the key success factors to achieve such a strategic advantage.

2 “Aha” moment refers to that exciting moment when what was perplexing and contradictory suddenly falls into place to create momentum - the thorny problems seem to get solved creatively.

3 The strategic planning and agility need to achieve contradictory coherence with such a delicate balance.

4 A philosophical mind may evoke what we call the paradoxical thinking process, which is defined as a statement that seems contradictory, unbelievable, or absurd but that may actually be true in fact.

5 The lists of values from which individuals, teams, organizations, and even countries might choose should be broadly accepted with common core, but with all the contradictions therein.

6 Due to the open nature and “out of the box” thinking of innovation, it is often contradictory to do that inside of the constraints of "best practices."

7 The paradox is the process to define as a statement that seems contradictory, unbelievable, ambiguous, that may actually be true in fact.

8 Maturity is simply having the ability to live comfortably with contradictory thoughts, and expressing things sometimes courageously by taking care of the feelings of the other persons too, saying your part without hurting the others.

Architecture, Design, and Engineering Aspects of People-Centric Organization

The architecture captures business insight, design elaborates the elegance of the business and engineering figures out how to make things work technically.

Digital is the age of people and options, it provides opportunities to think new ways to do things, engage employees and delight customers. As the business ecosystem becomes hyper-connected, over-complex and interdependent, digital leaders should develop a people-centric organization so the positive energy can flow and collective human capabilities can really be transformed from architecture, design, and engineering perspectives.



Architecture = Thinking and embodying the quality of human thoughts: Architecture is the art and discipline of designing a people-centric organization. It proactively provides feedback for business betterment, rather than containing knowledge only. Removing complexity such as assumptions and dependencies more clearly reveals the intentions of the architecture and its purpose. The architecture discipline not only embraces models, methods, and theories of management and control but also embodies the quality of human thoughts and brings up multiple perspectives such as systems engineering, linguistics, cognitive science, environmental science, biology, social science or design, etc.

Business Architecture role in designing and planning future enterprise will be both interesting and challenging because it helps to set up the environment for implementing business solutions such that it becomes hard to not do good design, and make a seamless shift from inside-out to outside-in, from static to dynamic; from process-driven to people-centric, from industrial-segregation to digital modularization; and from legacy to modernization.

Design = forming human-made objects to be pleasing and preferred by humans: Either architecture or design is the thoughtful activity that extends over time. The human-centered design begins with deep empathy and an in-depth understanding of the needs and motivations of people from different perspectives. It's important to apply design principles to increase the level of empathy in building people-centric organizations. Design becomes the strategic business driver at a higher level of organizational maturity. The overall design of the people-centric organization that matures itself requires deliberate thoughts, architectural planning, and step-wise actions.

In most organizations, there is a tension between "design-centric" and "feature-centric." The empathize mode is the work you do to understand people, within the context of your design challenge. It is absolutely necessary for leaders to incorporate design thinking as part of the organizational culture and leverage design methodology for delivering intuitive products or services to delight customers. Delivering great customer experiences starts with empathetic design, diligent research, and strategic insights, with ideas flowing through conception, design, development, production and quality assurance. The healthy design cycle is that you design the process, then model, execute, monitor, optimize then again back to design, to make continuous improvement.

Engineering = making things work as scientifically, artistically, and correctly as possible: Engineering is the practical application of principles and practices constrained by the laws of the domain to solve problems often technically. As more people are born into a technology-centered modern world, engineering and the application of technology will become a fundamental skill to make things work efficiently. Engineering is no longer just an isolated discipline only a few geeks work on it, but a common practice everyone has the chance to play around it,

At the high mature level of business management, the scientific side of engineering is for automation, reliability, and continuity. The artistic side of engineering is about imagination, innovation, and invention, etc. The difference between engineering as art and engineering as science is that objectiveness of requirements/design specification. The mature fundamentals of design common to all engineering, the concept of engineering science, and how engineering science is emerged by solving problems effectively and efficiently.

The architecture captures business insight, design elaborates the elegance of the business and engineering figures out how to make things work technically. The fierce competition and continuous disruptions force digital leaders to be proactive and get really creative on how to leverage architecture, design and engineering aspects to shape a people-centric and high-performance organization which is open to changes, informative to act, creative to design, flexible to take alternative paths, nimble to adapt, intelligent to decide, elastic to scale, and resilient to recovery.



Thursday, February 20, 2020

The “Acid Test” in Corporate Boardroom

The corporate board helps to oversee a performance management system that encourages responsible communication, enhances open door listening, enforces accountability, improves decision-making effectiveness, and harnesses process transparency.

The increasing speed of change and ever-evolving digital dynamic brought much-needed oversight and additional rigor to the leadership effectiveness in the boardroom at many forward-looking companies across the industrial sectors.

The corporate board as one of the top leadership pillars plays a significant role in steering the business in the right direction. Digital leadership is the adventure to explore unknown, and have confidence and insight for taking the right path of reaching the destination. Here is a set of “acid tests” to assess the corporate board leadership maturity.

Decision effectiveness: The corporate board's role, in large part, is to make sound judgments and good decisions that enhance the value creation for the organization. "Group-thinking" and lack of courage to ask tough or strategic questions is the chief weakness on Boards today. The common mistakes made by corporate boards or executives include making business assumptions, lack of communication around assumptions, expectations, knowledge, and speculation. If everyone thinks the same, you do not need board governance.

To close blind spots in decision making, the corporate board needs diversity, or even more crucially, cognitive differences, to provide a perspective that goes beyond the gaps in board discussion and close gaps in decision-making. If Boards of Directors do not ask the unaskable in time to prevent a crisis, who will? Having different views and opinions does not mean a lack of teamwork. It is how the differences are conducted that are the real test of the board. As a corporate brand, reputation, culture, knowledge, and risk management are all boardroom concerns, and it is the responsibility of the board to steer the business in the right direction.

Transparency: Business transparency is to transform the organization into the system approach, not through the command-control hierarchy only. Transparency is operating in such a way that it is easy for others to see what actions are performed. At the big table, nothing should be personal, it's all about how to monitor the business performance, drive changes, optimize business processes, improve knowledge worker productivity, verify strategic plan effectiveness, and approach GRC in a holistic way.

The higher the complexity of the organization and the complexity of the environment in which it is operated, the higher the requirement for connectivity and transparency in order to meet performance baselines and generate value. Corporate governance has a great impact on corporate performance, not through governance structure directly, but through good governance behavior.

Accountability: Accountability is to be wise and brave enough as a leader to remove and change in time before the problem becomes overwhelming. The corporate board plays a significant role in taking ultimate accountability to shareholders and the account for the performance and conformance of the organization, for the effectiveness of the business direction, the oversight provided, and for the timeliness and caliber of actions taken by the governing body.

The corporate board sets the tone to enforce accountability. Teams of any kind will follow only if the leader is accountable. Leadership and accountability must go hand in hand. To step further, accountability is not only to accept the responsibility for what you do, the actions or behaviors, but also what you say, the knowledge sharing or feedback giving. Digital leaders with accountability have the right dose of risk appetite and a good attitude to manage risks in a structural way and make a shift from risk avoidance to risk mitigation to risk intelligence.

The corporate board sets digital principles and policies, shapes advanced mindsets, focuses on what the needs to look like, alongside the impetus and sense of urgency, and promote certain activities and behaviors toward the destination steadfastly.

The corporate board helps to oversee a performance management system that encourages responsible communication, enhances open door listening, enforces accountability, improves decision-making effectiveness, and harnesses process transparency. They have to keep evolving and gaining new and wider views, discovering unexpected connections between the business and its rich environment, and shape the future together for reaching the next level of organizational maturity.

The “Interface” Quotes of “Digital Master” Feb, 2020

The user interface remains transparent to the changes in the process layer. It's also important to give the user the ability to interact with the process wherever they are.

"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 “interface” quotes in “Digital Master.”


1 Process design and interface design integrate at the user. People are the center of design thinking.

2 The user interface (UI) is the overall design that shows how the different parts of system work and how they fit together cohesively.

3 The user interface remains transparent to the changes in the process layer. It's also important to give the user the ability to interact with the process wherever they are.

4 The business plan is like a detailed, polished user interface design with all interface elements fully designed out and ready for building.

5 In reality, much of the prevailing conceptual content in our cognitive interpretive interface is received from previous generations when the integration of our experiences is not adequately advanced.

6 Digital organizations achieve strategic flexibility by developing the lego-like module design architecture and capabilities with quality and reusability, with internal processes being broken into modular service components that have a standard open interface.

7 Ineffective dashboards are the result of developers’ failure to intimately understand the business model and decision-making process. Thus, it is not capturing the essence of the business in the graphical interactive interface.

8 IT has to shift from bits, bytes, and lights to information, intelligence, integration, improvement, interface, and innovation.

The Corporate Culture Navigation via a Set of Inquiries

Culture is invisible, but it's one of the most powerful factors for the business’s long-term prosperity.

The corporate culture is the most critical soft key factor to decide the business’s success in the long term. Culture is an amalgamation of people, their core values, socioeconomic realities, lifestyles, and education. Culture is the framework in which strategy is held for effect business benefit and growth.

A model of culture includes multiple components. Here is a set of inquiries to navigate through corporate cultures and catalyze progressive changes and innovation.


What is culture? Culture is the collective mindset, attitudes, and behaviors. It is the environment created in an organization that affects the growth and quality of business. Every organization exhibits a culture. The departments within the organization also have a subculture. A company’s culture helps to define what a company is like, what it means to be part of the organization. The three dimensions of cultural perspectives are multi-dimensional business values, behaviors and underlying assumptions. The right culture would be the one which is an "enabler" rather than an "inhibitor" to achieve the vision of an organization.

How is culture created? Corporate culture is created out of the systems, processes, human capital and associated continual development, organizational hierarchy, and strategy design of the organization. Anytime people work together for an extended period of time, a culture is formed. It’s the force that guides how people will interact with one another and deal with those beyond their group. Culture is not a mythical "thing" that comes automatically. Culture results from a lot of factors such as the business endeavors, goals of the leaders and their personal philosophies to reach the goal, their emotions in various scenarios and so on. Culture is influenced and shaped by interactions between employees, management, and the environment.

What are the techniques to operationalize and maintain a culture? Culture has context and its relative to the group of people that follow it or share a common set of beliefs. Corporate culture can be linked to things that people value. Some value innovations, some believe in driving profits, some reward employees, some are customer friendly and so on. Consider looking at culture through the lens of people's interactions with one another in an organization within and across team silos. One of the most challenging aspects is upon understanding the role that organizational culture plays in the distinctiveness of the capabilities. A good culture is a foundation for seamless strategy execution. Culture is not something that can be dictated and followed such as a new policy or rule from management. It has to permeate into the fluid digital business environment and needs to be nurtured via communication, collaboration, and a culture of innovation like a blender that can well mix three important ingredients in a high-performance team - passion, focus, and teamwork.

Can you express culture accurately? It is the policies, procedures, rewards, and retributions that drive behavior, and it is the employee behavior that expresses "culture." Every organization has a culture of its own, it might be invisible, but you can sense it, and each one is unique in its own way. Therefore, the organizational culture expression shouldn’t be read on the surface, the mantra put on their slogans or the speeches made in the conferences. Metaphorically, Culture is like soil, the organization is like land. The more fertile the soil, the better nourishment the crop and plant products will be. Culture is like the glue that holds and binds an organization together. Setting up the right culture is also like a painter mixing the "right" color. Culture masters also speak of the culture as being the "fabric" of an organization and habits/behaviors/practices being woven into that fabric.

How is culture changed: Company cultures evolve and they change over time. Changes could either be negative or positive. The changes in company culture may be intended, but often they are unintended and just occur over time. To change "culture" is to change the persistent emotional experience of the people working within a process of gratitude, inspiration, inclusion, fun, or any number of alternatives. Building a digital culture in the ever-expanding workplace is a multi-layered and multi-dimensional management issue in today’s environment. If your culture embraces the future, inspires others, being a customer fanatic, and then it forms the dynamic digital environment and creates business synergy. The result is a set of norms and values that determine how people will behave and relate to one another in a particular setting.

How is culture measured? Culture is difficult to measure because the measurement of culture is not only one dimension such as financial or a technical point, it’s a multi-dimensional evaluation. Some cultural instruments are in fact measuring climate rather than culture. One part of the assessment is to get employees to identify what the ideal culture would look like and the instrument captures the current culture. It breaks down all cultures into constructive, passive-aggressive and passive defensive and assigns behaviors to each of these categories, etc. Measurement of organizational culture can also present the purpose of showing a mirror.......How evolved management is? Will it determine the initiation of corrective action to create sustainable competitive advantages?

Due to an unprecedented level of uncertainty, velocity, and complexity, misunderstanding is the big cause of many human problems. The business system is complex and the organization is contextual. Culture can make or break an organization. Culture is invisible, but it's one of the most powerful factors for the business’s long-term prosperity; culture is soft, but it's one of the “toughest” ingredients in “digital transformation formula.” A healthy and productive culture is both the cause and result of enterprise success. It is important to apply the high level of digital culture, energy, and morale to unlock performance and unleash business potential.

Wednesday, February 19, 2020

The Monthly “Problem-Solving Master” Book Tuning: Creative Problem-Solving Feb. 2020

There is always a well-known solution to every human problem - neat, plausible, and wrong. Problem-solving is both art and science.


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.




          Problem-Solving with Intentional Novelty 



Problem-Solving With Intentional Novelty Fundamentally either running a business or living life is an iterative problem-solving continuum. There are strategic problem solving from a long term perspective and tactical problem solving on a daily basis.

How to Create Multiple Pathways for Problem-Solving? Fundamentally, business or societal progress is made via a healthy cycle of problem-framing and problem-solving continuum. There is no magic formula for problem-solving, With the increasing pace of changes and shortened knowledge cycle, the best practices are outdated sooner than ever and “commonly known” methodology could be no longer working anymore when the circumstances change dramatically. You can't always wait for the "best" solution to emerge. It is important to experiment, explore, engage, and create multiple pathways to solve problems creatively.

IT Architecture & Creative Problem-Solving In an increasingly volatile, uncertain, complex, and ambiguous world, problems become over-complex and interdependent. Architecture could be a problem-solving framework that consists of multiple aspects, and the multiple aspects could be architected in their own right. Architecture is an ingredient of planning and designing for creative and systematic problem-solving.

What’s the Logical Problem-solving Scenario to Solve Problems Creatively? It is important to get out of the "fear" that blocks creative genius inside us, learn how to liberate imagination and come up with a new approach to problem-solving. Creative problem-solving is about how to think unconventionally or from a new perspective for either defining or solving old or emergent problems. There is always a well-known solution to every human problem - neat, plausible, and wrong. Problem-solving is both art and science.

Change, Creativity, and Problem-Solving Change is not for its own sake, the very purpose of the change is often for problem-solving, progression, or innovation. From Change Management perspective, taking people through new experiences, exposing them to additional "information" through those experiences, developing their creativity, and doing that very purposefully will create the opportunity to shift attitudes, beliefs, mindsets that ultimately will cultivate their problem-solving capabilities.

The “Future of CIO” Blog has reached 3 million page views with about 6500+ blogs 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.

The “Initiative” Quotes of “Digital Master” Feb, 2020

More and more forward-thinking global organizations have established a "diversity and inclusion" initiative. However, inclusiveness is a mindset and a habit, it can not be shaped by overnight.

"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 “initiative” quotes in “Digital Master.”


1 Start small, create a core team and in the process identify resources from other areas that can assist with the business initiative, and build on the momentum while keeping an eye on the scale, adoption, and flexibility.

2 Compelling business cases describe the initiative’s benefits and costs flow. By having an empowered workforce that is able to respond to changing conditions, using its own initiative can truly make a business nimble.

3 Executives are going to make a decision about a business case based on the "why" not the "what." A business Case provides the description and reason for starting an initiative

4 Requirement management is a good starting point and one of the significant steps in managing IT initiatives effectively to achieve its business value.

5 More and more forward-thinking global organizations have established a "diversity and inclusion" initiative. However, inclusiveness is a mindset and a habit, it can not be shaped by overnight.

6 Like any other business initiative from another part of the company, developing a compelling strategic business case is especially critical when an initiative is difficult to monetize.

7 There is no technical challenge only, but business initiative, developing a compelling strategic business case is especially critical when an initiative is difficult to monetize.

8 Start with a small release in an area that is receptive to change and build on these smaller successes to the enterprise initiative.

9 In very few implementations, IT organizations make an effort to ascertain how a "day in the life" of any worker at any level (from labor to management) will be impacted due to the new IT initiative.

10 Developing a compelling strategic business case is especially critical when an initiative is difficult to monetize. The story-lines might be developed around themes such as: How the initiative situates the organization within a growing and highly profitable product market niche; how the initiative builds business processes that differentiate the organization from its major competitors; how the initiative restores the organization to competitive parity by reversing erosion in customer loyalty and how the initiative ensures the organization’s compliance with regulatory requirements.

Performance Management Continuum with Three Shifts

Performance Management should be sustained and monitored at constant intervals to ensure robustness. 

Performance Management is a complex management discipline out there with so many variables that determine performance - including inter-dependencies within teams or organizations. It is not a bunch of paperwork, but a combination of management approaches leading to constantly improving business results.

Digital performance management should make important shifts, take a multidimensional approach, connect all-important dots with multifaceted perspectives, and drive an iterative business continuum.

From silo to holistic: Traditional management disciplines usually apply Newtonian reductionist philosophy to run hierarchical business, assuming business performance is the sum of its pieces. They fail to look into the system holistically. To avoid silo thinking, individual goals typically are goals that are based on a subsection of a department's goals, and the division goals are always the coherent part of the company’s goal. Managing business performance requires a system with component parts that all work together to ensure the overall business performance is superior to the sum of pieces.

The digital organization is hyper-connected and interdependent, business managers need to shift their mindset from developing performance management processes or implementation to developing holistic performance management solutions. The digital mind behind “the hyper performance magic” is holism, encouragement, empathy, appreciation, or people-centricity, etc. Performance management needs to be transparent and objective, understood by the entire organization. It should promote teamwork, rather than for micro-management: The basic fact is that the Performance Management System (PMS) is a working tool that improves performance/ productivity within an organization. The holistic performance management approach means to well align the strategic level of measures with operational level metrics and manage business performance as an iterative management continuum.

From static to dynamic: Traditional performance management in the Industrial Age is often based on more static processes or linear steps to measure defined goals and objectives. There is a danger of not having a dynamic process to "develop and nurture" performance. But running a high-performance digital business means leveraging information to analyze and predict, and having the organizational adaptability to evolve emerging events or disruptive changes, setting metrics, adjusting plans, measuring performance and understanding results dynamically.

Business executives are eager to set stages for implementing strategies and driving continuous performance management. The performance management alignment should be a smooth and harmonized process, approach a flow zone in which people are ready for moving to a fluid working environment, and improving business achievement as an iterative continuum.

From “past focused” to “future-driven”: Most organizations fail to manage performance effectively because they only focus on assessing past performance, improving processes or implementations of performance management or evaluation. A robust performance management system needs to be designed with end-users in mind, more future-oriented, output-driven, not process-driven, etc. It’s important to manage an ongoing Performance Management in a positive manner to focus on optimizing future performance and keep the end - business goals in mind as always.

The future of the organization is fluid, flexible, informative and autonomous. Digital companies advocate self-management. Performance Management should be sustained and monitored at constant intervals to ensure robustness. It should strongly encourage employees to self-evaluate performance, encourage autonomy, discovery, and continuous improvement. Performance management is no longer just the static tool for assessing the past performance of employees, it can be used as a means to develop the digital-ready workforce. Move the purpose of performance reviews and management away from evaluating the past, and focus on improving success in the future.

Reimagining the future of business is exciting, but investigating the different paths for unlocking business performance and potential needs to take a holistic, dynamic and systematic approach and develop it into a more solid form. Continuous performance management is necessary in an ever-changing world, in order to run a future-driven digital organization.

Tuesday, February 18, 2020

The Monthly “Digital Gaps” Book Tuning: Perception & Cognition Gap Feb. 2020

Perception is one's interpretation of reality, so it is very subjective and varies from person to person
"Digital Gaps -Bridging Multiple Gaps to Run Cohesive Business” is a guidebook to help digital leaders and professionals today identify, analyze, and mind multiple gaps with the multidisciplinary insight and holistic understanding. Today’s digital organization simply just can’t stand still., bridging the gap of opportunity between where you are and want to become is a welcomed challenge, it is important to identify and strengthen the weakest link and take a stepwise approach to make a leap of digital transformation.



             Perception & Cognition Gap 




How to Close Perception Gaps? Perception is one's interpretation of reality. It is as we see, observe and experience as defined by our mental "band-pass filters.”Perception is one's interpretation of reality, so it is very subjective and varies from person to person. When we are “mindful,” we not only see but also perceive; we not only live but also experience; this will have an effect on others and how we interact with the surrounding. But what are the gaps between perception and reality? How to overcome bias caused by prepositioned perceptions, how to close those perception-based gaps and make a positive impact on your surroundings?

The Cognitive Gap Cause and Effect? Cognition is the mental process of acquiring knowledge through thought, experience, and senses. The "mind" represents our consciousness and awareness. It is the software that promotes and regulates each function and each action of our body, from the reproduction and reconstruction of our cells to the food process and distribution, to our voluntary and involuntary movements, and to all our behaviors, etc. However, the brain activities function for survival instincts are still primitive, what are the further aspect of human sophistication in regards to vision, communication, and innovation for problem-solving or overcoming challenges? And what are further problems caused by cognitive gaps and how to bridge them effectively?

A Perceptive Mind Perception is one's interpretation of reality. It is as we see, observe and experience as defined by our mental "band-pass filters," our mind notices and recognizes some things, but may not do the same for some other things. Our perception is what makes up our world view. As we are the ones who are co-creating the world we live in, then it makes sense that when we are “mindful,” we not only see but also perceive; we not only live but also experience; this will have an effect on others and how we interact with the surrounding. So why does it matter to have a perceptive mind, is it positive or negative; reactive or proactive; subjective or objective? imitative or creative?

Make Digital Leap via Closing Three Blind Spots? Digital means changes, it brings unprecedented opportunities and numerous risks. Being static is no longer a choice for today’s digital professionals or businesses. If you do not move fast enough to adapt to changes, you already lag behind. Furthermore, digital dynamic also creates many blind spots and generate quite a few gaps because of its “VUCA” characteristics - Velocity, Uncertainty, Complexity, and Ambiguity, also because different individuals and organizations evolve digital in the different speed. So how to drive the business in the fast lane and take digital leap via closing those fatal blind spots?

The Gaps between Linear Thinking and Nonlinear Thinking The digital business and the world have become over-complex and hyper-connected; in the industrial setting, business management often practices linear thinking with a set of linear skills; it perhaps works in the considerably static and silo business environment. However, digital means the increasing speed of changes and the high degree of uncertainty, hyperconnectivity and fierce competition. The nature of digital is nonlinear and dynamic. How to close the gap between linear vs. nonlinear thinking in order to drive a smooth transformation?

The “Future of CIO” Blog has reached 3 million page views with about #6500th 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 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 “Contrast” Quotes of “Digital Master” Feb, 2020

Make thinking a habit is to compare, contrast, connect, create, choose with confidence!

"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 “Contrast” quotes in “Digital Master.


1 Business leaders not only ask the right questions but rather, absorb information, forecast business potentials, risks, and benefits; mitigate, compare and contrast options, facts, ideas against logic and creativity.

2 Make thinking a habit is to compare, contrast, connect, create, choose with confidence!

3 The capacity to hold alternative mind-generated possibilities simultaneously and then use various criteria to compare and contrast them against unfolding reality is what is required for adaptive management in complex circumstances.

4 Critical thinking requires an ability to be able to not only ask the right questions but rather absorb information, forecast potentials; risks/benefits; mitigation and compare and contrast options, facts, the idea of logic and creativity.

5 A good culture requires respect, responsibility, self-discipline, autonomy, mastery, and purpose. Contrast that with a typical corporate culture, which is bureaucracy, centered around control, distrust, external discipline, dependence, and hierarchy.

6 Change is either an iterative continuum or a quantum leap. It first requires clear thinking which includes both rational thinking (compare and contrast, define the frame of reference, etc.) and creative thinking (a result of holding the contrasting factors in the mind until something new appears).

7 A great process is used or should be used for incremental innovation, radical innovation, in contrast, requires visionary, divergence, imagination and some other attributes that are seldom found in people’s concerns, needs, and frustration.

8 Convergent thinking, which follows a particular set of logical steps to arrive at one solution, which in some cases is a ‘correct’ solution. By contrast, divergent thinking typically occurs in a spontaneous, free-flowing manner, such that many ideas are generated in an emergent cognitive fashion.

Nonlinear Innovation

The business nonlinearity to enforce innovation comes through different characteristics such as mixed structure, diversity, volatility, ambiguity, unpredictability, and increased flux.

Human society gets more and more complex, there are both existing problems and emerging challenges. The very natural attempt of humans to take the powerful techniques of mathematics, such as linear mathematics or logic and apply it to the world very quickly come up against insurmountable difficulties.

Innovation as a nonlinear management process needs to be a disciplined approach to transforming novel ideas, discovering and building opportunities for creating new meaningful sources of value to targeted users and bringing sustainable business benefits. Here are three aspects of nonlinear innovation.


Nonlinear thinking: In the physical or business world, most relationships are nonlinear, nonlinear thinking is a type of “out of the box” thinking to generate fresh ideas and solve problems creatively. Linear thinking as a thought process of thinking in a straight line rather than circularly is viewed by many as being simply the opposite of closed-loop thinking. In many cases, it’s not so effective for solving the complex problem because there is always a temptation to use simple linear models to understand highly complex, nonlinear innovation scenarios.

Innovation is a sustainable and scalable way that can be learned and practiced to develop business competency. Shape a bigger box by making nonlinear connections between different boxes; rather than thinking outside of one particular box, to spark innovation. There are axioms within system assurance engineering that support innovation as the result of many forms of engineering or nonlinear thinking required such as thinking as temporal, abstract, induction and deduction, holistic and inclusive mindsets.

Nonlinear process: Innovation is a nonlinear process involving non-stable processes. There are incremental innovation and radical innovation. A very small improvement leveraging a new way of doing things, bringing an outside method, or view, shifting the paradigm, is incremental innovation. Radical innovation often brings something that was not existing before by creating or gathering technologies or nonlinear processes. If you take knowledge from one context and bring it over into a new context in a nonlinear way, you have knowledge or technology transfer innovation. Without innovation, without collective human progress.

Innovations are not something everyone can accomplish. The degree of business responsiveness and innovativeness depends on how business subsystems interact with each other, and those interactions can be nonlinear, technical, informational, or human. Logically, break down silos and be intentional about developing nonlinear business processes that encourage cross-functional communication and collaboration, and amplify creativity.

One of the effects of the nonlinear innovation structure or process is that it reduces the bureaucracy the hierarchy has created, people are freed up by the structure, and creativity can flow seamlessly and innovation can be managed effortlessly. You have to apply nonlinear processes, develop the resource-rich innovation hubs and hyperconnected digital clusters across enterprise ecosystems for enabling idea flow and creating synergy for innovation management.

Nonlinear systems dynamic: The digital world is dynamic, nonlinear, uncertain, and volatile. Emergence becomes apparent, the concept of nonlinear behavior as a concept is representative of what we term emergent properties. Unlike the closed mechanic system, digital organizations spontaneously self-organizes, generates patterns, structures, business activities, and above all, creates novelty over time. Highly creative people in the team or across the teams are almost accidentally collaborating, clarifying, building on each other's ideas, discovering nuances and nonlinear relationships, etc. Achieving the desired impact can sometimes be the result of a very small innovation initiative. This is the magic of non-linear systematic dynamics.

Further, dynamism consists in being able to break away from being static, and becoming proactive to changes. Exploring the business innovation should fully cover wide enough directions and ultimately discover the nonlinear path to demystify innovation and walk through the innovation labyrinth smoothly. In practice, there are many ways in an organization to catalyze innovation, the point is how to create a nonlinear dynamic business environment for inspiring creativity, flexibility, and risk intelligence.

The business nonlinearity to enforce innovation comes through different characteristics such as mixed structure, diversity, volatility, ambiguity, unpredictability, and increased flux. Organizations need to awaken the ecosystem consciousness, start thinking about better ways to innovate, influence, and cultivate a dynamic innovation ecosystem.

Monday, February 17, 2020

The Monthly Communication Brief: Communication Principles Feb. 2020

 In order to communicate effectively and avoid miscommunication symptoms such as “lost in translation,” you have to follow the right set of principles and deliver the messages persuasively and creatively.

The great communicators are the high-quality leaders or professionals who can communicate objectively with strong logic, clarity, and understanding; the great communicators are the great artists who are fluent in creative expression or metaphorical description. Communication is both art and science. How to set principles to improve communication effectiveness and build communication competency?.

 
                                

   Communication Principles



What are the Set of Principles to Harness Communication? The purpose of setting communication principles is to build an effective digital workplace where collaboration and sharing are the norms. Communication is a very powerful tool in breaking barriers, building trust, and enforcing collaboration. In order to harness communication, start by identifying the barriers you think hinder effective collaboration and work on them.

The “Talk the Walk” in the Boardroom: How to Communicate Well and Make Good Policies Perhaps at the senior leadership level such as boards, "Talk the walk" is more crucial than "Walk the Talk," for making good policies, to shape modern mindsets and encourage good behaviors. The purpose of the board of directors is to direct the organization in the right direction and monitor its performance. The modern digital board has many responsibilities, such as leadership advising, strategy oversight, governance practices, performance monitor,...

How to Master Different Dialogues to Enforce Communication Digital CIOs are “Chief Interpretation Officers,” “Chief Interaction Officers,” and “Chief Influence Officers,” today, etc. They are able to initiate communication in the different levels of the organization with clarity. There are different types of dialogues. Each kind of dialogue has its context or "initial situation," the participant's goal, or the goals of the dialogue. Digital CIOs need to be excellent communicators, who are business aware and only finally, technically aware, translate from one conversation to the other seamlessly. But more specifically, how can CIO master different dialogues to enforce communication and leadership effectiveness?

“LESS is More” Principle to Drive Digital Transformation The digital transformation is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves. It represents a break from the past, with a high level of impact and complexity. It needs to take an overarching approach that has to dig underneath the surface of businesses for integrating both hard and soft critical business elements into differentiated organizational competency and follow the “Less is more” principle to improve, innovate, and harmonize for reaching the next level of the organizational maturity.

Three Principles for Communication Effectiveness Communication is always important, although it is the means to the end, not the end itself. The end is for problem solving and idea brainstorming. A great communicator doesn’t need to be “everyone’s cup of tea,” but in order to communicate effectively and avoid miscommunication symptoms such as “lost in translation,” you have to follow the right set of principles and deliver the messages persuasively and creatively.

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, advice on how to run a digital IT 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 “communication” quotes in “Digital Master.

The Best “Association” Quotes of “Digital Master” Feb, 2020

 If you perceive organizational purpose as a worthwhile purpose (good for all), you will treat the association as a calling (opportunity to serve others) and will be passionately engaged.

"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 “Association” quotes in Digital Master.”


1 Creativity is a flow, an abstract, an imagination, and an association -the unusual dots connections.

2 The intensity of one’s association and engagement (involvement and commitment) in an organization depends on his/her perception of the purpose of that organization.

3 Business leaders not only need to lead the great teams for transformation but more crucially, they are also able to “walk the talk,” develop digital management theories and a set of principles in association with practices in a field of activities and forming its content as an intellectual digital management discipline.

4 If you perceive organizational purpose as a worthwhile purpose (Good for all), you will treat the association as a calling (opportunity to serve others) and will be passionately engaged.

5 A good sense of theory for architecture is "the body of generalizations and principles developed in association with practice in a field of activity and forming its content as an intellectual discipline."

6 IT could become the linchpin for the interaction or association of ideas from different domains of thoughts and experiences, explore varied problem-solving scenarios, and figure out the premium solution.

7 The key elements are an ongoing association with reality through inductive reasoning that creates and justifies the abstractions, relationships, patterns, and principles that describe the general elements of the architecture and ongoing deductive reasoning to apply the theory to the practical problem at hand.

8 A healthy cycle of information management enables real-time information flow, access, and analysis so that the information value will become readily apparent and quantifiable by association, with the goal to intensify positive changes permissively, solve critical business issues smoothly, communicate extensively, deliver visible business benefits tangibly and achieve the high-performance business outcome seamlessly.

9 The effort of valuing information independent of its association with the related tangible seems to be difficult, if not futile, exercise. Perhaps you should first work to identify how information is associated with the valued tangibles of your businesses; your products and your resources; like information flows in business processes

The Systematic Perspectives of Digital Organization

Heralding a dynamic digital organization needs to leverage the system perspective to emphasize communication, participation, relationships, collaboration and unlock business performance and potential continually.

The digital organizations are like the organic systems keep evolving with the blurring lines between functions and geographic locations. The systematic perspective brings greater awareness of the intricacies and the systemic value of digital organizational systems, processes, people dynamics, technology, resource allocation, marketing and supply-side variables, economies of scale, etc. Here is a set of digital characteristics of the business system that can create synergy and maintain viability.


The purposes of the system: Every business as a system has a purpose. A system is only a system in relation to a purpose and that purpose is not inherent in the objects and processes you build and create. As the management guru Drucker well put: The purpose of the business is to create customers." The purpose itself is a multidimensional system. Forward-looking companies thrive to become people-centric businesses.

A system by its very nature moves through a range of stability. The purposes of designed business systems are to provide processes that enable specific outputs and that will meet specific needs with the goals to either engage employees or delight customers. This is accomplished by developing high-level requirements with main purposes or business system requirements. The digital business as a system has to be outcome-focused, define a clear vision and make a good strategy to reach the desired end state.

The processes and structures of the system: Systems are defined by components and their compositions. The business systems have underlying structures and functions. The business management should focus on managing a portfolio of relevant cross-border strategic synergies and business interdependence with the appropriate mix of business elements and maintaining the right level of digital balance.

Digital organizations act as complex and unpredictable systems, amplify or ameliorate the effects of others and shape business structures and systems. They are dynamic systems that would perhaps be disturbed by nonlinear events. Thus, it’s important to understand interfaces and interactions associated with complex systems and engenders new perspectives or actions as part of the process of creating a cross-disciplined understanding and build dynamic business competency.

The behavior of systems: A system can be seen to have a purpose of its own when it produces behavior. It involves inputs, energy, information or data, and outputs of material, etc. The key point is to make sure the system-of-interest is defined to establish the boundary and the properties that interact with the environment. Then, to understand the elements that interact with each other and the environment and produce good behavior.

From business management perspectives, some complex systems produce behavior that is hard to fathom and sometimes impossible to understand. Thus, the designer must not only consider the purpose of the enterprise; the considerations of the purposes and behavior of the employees must also be met because the enterprise cannot fulfill its purpose without the employees.

The interconnectivity of the system: In the industrial business reality, functional silos are generally constant barriers to business advancement, stifle changes, and lock collective performance. The various parts of a system have functional as well as structural relationships between each other. To run a holistic business, it’s the importance of understanding how relationships, ecosystems, market dynamics, and the connections between business units, search for meaningful business relationships both within these subsystems and between them; monitor and observe links and feedback systems to achieve business purposes.

Systems Thinking helps to create common rational ground between different perspectives, understand the interconnectivity between parts and the whole. Ideally, the physical organizational structures, relationships, digital platforms, and social connections wrap around each other to ensure clear responsibility, smooth information flow, and engaged workforces who can set the right priority to accelerate business performance.

The functions or groups of functions of systems: Modern digital organizations are not just the sum of functional pieces, but an integral whole to maximize their performance. Having a systematic understanding of the business enables the management to avoid tunnel vision, keeps an open mind to explore new possibilities because the best business solution based on the systems thinking is the one that responds perfectly to its dynamic business environment and ensures the organization as a whole achieving the better business results.

It is a waste of resources to leave any invaluable human potential left unrecognized, untapped and unused. By leveraging system understanding of fine-tuning the digital organization, business management can become more effective to monitor the overall health of the business and enforce cross-functional relationships and collaboration.

The black and white boundaries continue to diminish in the 21st century due to the occurrence of increased economic integration among nations, as well as people movement across cultures. Heralding a dynamic digital organization needs to leverage the system perspective to emphasize communication, participation, relationships, collaboration and unlock business performance and potential continually.

Sunday, February 16, 2020

The Monthly “Leadership Master” Book Tuning: Accelerate Leadership Maturity to Celebrate Holiday. Feb. 2020

To thrive in the exponential digital era, business leaders can see possibilities before others, and they can also tackle great challenges with grand consequences over long time spans. 

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 the 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 to celebrate the President Day.



                 Accelerate Leadership Maturity


The Future of Leadership From one generation to the next, the substance of leadership does not change, however, the trends and styles have to be continually adjusted in order to lead effectively. leadership is all about the future, and what’s the future of leadership?

A Leadership Journey from Good to Great The reason the great leadership being so rare is that people are more often conditioned throughout education to be followers, to conform, only one right answer, etc. The industrial age required followers, those, including some being put in a leadership position, that would just do their jobs and not to question. However, we are not in the industrial age any longer. On one hand, now at a digital age, there are many informal leaders - who practice professional influence via digital channels - throughout organizations, industry and beyond. More digital leaders are emerging via their power of positive influence; not the title of status quo. On the other hand, digital also raises the bar to be a great leader, because everything becomes so transparent, leadership is no longer just about a few spotlight moments, but a continuous learning and delivery; leadership is also no longer only about what you talk, what you act, but about what you think - the thought processes can be much easily tracked down via your digital footprint, so how can you take an ongoing leadership journey from good to great?

The Digital Traits of Board Directors At today’s digital dynamic, as businesses change shape, size, expansion, and transformations, they need conditioning, improvement, and navigation. Board directors are the directorship and leadership role, to help the organization steer in the right direction, to explore unknown, and have confidence and insight to take the right path for reaching the destination. Digital boards as the strategic advising role are also the “mastermind” behind digital transformation to oversee strategies, set policies, catalyze changes, and monitor performance. The real BoD’s dilemma is that driving the business forward is extremely difficult, it means looking into an unknown future and attempting to define the landscape with its risks and opportunities. What are the digital traits of contemporary board directors, and how to improve the digital boardroom effectiveness and maturity?

Leadership Psychology, Philosophy, and Methodology? The shift to digital cuts across sectors, geographies and leadership roles and the digital transformation is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves. But dealing with challenges and tough problems facing today’s business requires an accelerated digital mindset and open leadership style. To thrive in the exponential digital era, business leaders can see possibilities before others, and they can also tackle great challenges with grand consequences over long time spans. Here are digital leadership psychology, philosophy, and methodology.

High Mature Digital Leaders with “Discovery Eye Due to the increasing pace of changes and exponential growth of information, forward-looking digital organizations have to navigate through the uncertain future, explore new possibilities, manage risks and build the business competencies so that the organization does not only 'earn enough from today,' but 'thrive in the future,' That’s what really matters from the longer-term perspective. Therefore, today's digital leadership has to be continually reimagined, refined, refreshed and re-energized. The high mature digital leaders are not only cool-headed to steer their organizations in the right direction, but also have a pair of “discover eyes” to see intangible, perceive invisible, and reimagine the “art of possible” in order to run high performance and high-innovative digital business.

The “Future of CIO” Blog has reached 3 million page views with about 6500+ 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.

The Best “Puzzling” Quotes of “Digital Master” Feb, 2020


 "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 “Puzzling” quotes in Digital Master.


1 Clarify the comprehensiveness from every aspect, Simplicity is one of the key plates to balance in addition to cost, risk, and quality defined by architecture. Indeed, the art of simplicity is the puzzle of complexity.

2 Life is just like a jigsaw puzzle. There are so many pieces with blended colors. In the beginning, you feel confused and don’t know how to get started, but it is an exciting adventure.

3 We have lost the box and do not know what the final puzzle should look like, so we have to take a guess, connect the dots, match the colors, and give different things a try, solving the puzzle by discovering the pattern and cross-checking all the time to see if all the pieces have fit in.

4 To keep relevant, IT is also working hard to transform from a cost center to a value center by demystifying the IT investment puzzle and presenting the measurable IT-driven business value.

5 IT is now the threshold of running a digital organization. Demystifying IT investment puzzles is critical because IT investment in the business can often become the decisive factor to run a high-performance organization with a long-term perspective.

6 CIOs need to play the number game wisely and help business leaders demystify the puzzle of tech investment in order to make the right decisions.

7 When I leaders can help the business demystify IT investment puzzles and demonstrate the measurable business value to the board and the top executive teams, they are on the right way to reinvent IT as a strategic business partner and improve IT organizational maturity from functioning to delight.

8 Going digital and running an intensive, effective, and cohesive digital organization takes dynamic planning, dedicated execution, and holistic digital management disciplines. There are some critical puzzle pieces that digital leaders must play well to improve long-term business competency and reach the next level of business maturity.

9 The business changes could be puzzling, particularly when you know the individuals or group of people have skills, knowledge, and experience to make change and yet they resist.

The Multidisciplinary Management Approach to Run Digital Organization

Dealing with the significant challenge of digital transformation requires accelerated digital mindsets, leveraging multidisciplinary knowledge and insight, taking an end-to-end response and a structural approach.

The digital business dynamic is full of uncertainty, velocity, complexity, ambiguity, fierce competition, and continuous disruptions. Unlike the traditional organizations often being perceived as mechanical systems keep spinning; digital organizations are the living things keep evolving, and the dynamic business ecosystem could be at the tipping point for the digital paradigm shift.

Thus,  the linear business system perception needs to be replaced by the adaptive digital system viewpoint, and the interdisciplinary business insight helps us gain an in-depth understanding of nonlinearity as the very characteristic of the digital organization. Here are multidimensional management disciplines.


Business innovation as a management discipline: Innovation is not serendipity, but a management process and discipline. Applying discipline to innovation is to figure out how to manage innovation in a structural way. Businesses across industrial sectors, especially in the mature, large corporations and within that environment, innovations can range from small to game-changers. Also, innovation is rarely an individual action; rather, it is a team effort, often across multiple organizational silos. Thus, you need to manage innovation in a structural way via a good alignment of innovators, disruptive technologies, and rigorous, but not overly rigid processes.

There are three success elements in innovation management: An innovation strategy, a culture to support or even drive innovation, and an innovation management mechanism. In practice, the innovation strategy is not a thing or even a state, but a process of lining up the culture of creativity, people would like to take the calculated risks in experimenting with a new way to do things, with the business model they create to get it done.

IT as engineering disciplines and practices: IT is a system that has an emergent property of individual human beings making sense of experiences in time and place. Running a high performance IT organization is about how to apply scientific logic and engineering discipline to break big business problems down into deliverable chunks for presenting value to the business at regular intervals. IT engineering practices and disciplines require scientific approaches and structural problem-solving capabilities.

IT is an engineering discipline, as always, but adding a more enriched digital context for the paradigm shift. IT leaders need to be well prepared to constantly realign technology against the enterprise’s business needs, orient IT organization for realignment, and apply the tailored methodologies to solve emerging problems effectively. The balance of art and science in IT is how to enforce scientific discipline, but also make continuous efforts on building better products/services and improving IT maturity.

Governance as an enabling discipline: Digital transformation is a long journey full of uncertainty, velocity, complexity, and ambiguity. The pervasive digital means change is the new norm and happens the whole time, and thereby delivering faster and increasing market share. The governance concern is that businesses will lose sight of their prime purpose. Thus, governance as a discipline is a living breathing entity that continually requires stroking and attention.

With the exponential growth of information, the governance discipline has in the past continually changed its shape and matured, there is no doubt it will continue to do so as the winds of change in the corporate world blow across the business community. Management and governance are complementary. Governance as a discipline is an enabling vehicle that provides a platform for determining sound corporate behavior and structured decision-making for improving business maturity.

Dealing with the significant challenge of digital transformation requires accelerated digital mindsets, leveraging multidisciplinary knowledge and insight, taking an end-to-end response and a structural approach. It enables leaders to frame bigger thinking boxes and manage the digital business successfully by integrating the management methodologies technically, scientifically and culturally,