Saturday, February 8, 2020

The Monthly Digital Insight: The Framework Navigation and Management Approach Feb. 2020

The framework is also a playground within which you structure, build and perform your work in a structural way.

The digital frameworks add value as they are implementations of the patterns to avoid having to reinvent the wheel, it helps the organization embed a digital culture into the very fabric of the business, explore digital in a structural way and laser focus on the most important things to get business digital ready.

The Frameworks for Navigation and Digital Management   

An Architectural Framework as a Playground to Optimize Organizational Design An architectural framework is a collection of knowledge composed of different groups of information and knowledge. The framework is also a playground within which you structure, build and perform your work such as culture, practices, knowledge, know-how; design and plan the future enterprise for helping the organization make a transition from the current state to the future state

Leverage Digital Framework to Address Business Perspectives and Practicalities The digital world is so information-intensive and the digital transformation is multidimensional. A solid framework is needed to address the mechanics of getting the work done and varying business factors associated with the digital paradigm shift that must take place within the organization at all levels. The framework enables the organization to explore the digital way to run the business by providing the following perspectives and practicalities.

Three Aspects of IT-Woven Digitalization Framework Digital is fluid, digital is also complex. It becomes complex if things do interact, particularly in the case of nonlinear interactions in today’s dynamic digital ecosystem. IT provides an important structure and framework to streamline the processes and orchestrate the digital transformation. The well-developed IT-led digital transformation framework laser focuses on the strategic goals and maintains the digital balance for driving change in a structural way.

Navigate Changes through “5W + 1 H” Change Management Framework Change is a volatile subject, just like change itself. Everything changes continuously by following the laws of evolution, and the rate of change is accelerated. A changeable organization is to creating organizations where change is the norm and happens all the time, thereby delivering faster and increasing market share. The successful businesses are the ones that have learned WHEN change is called for and how to decide WHAT to change. Change cannot be just another thing that needs to be accomplished. It has to be woven into communication, process, and action of the organization, to navigate through the “5W+1H” Change Management framework.

How to Develop a Comprehensive Innovation Framework Innovation Management needs to establish a comprehensive framework to manage innovation in a systematic way. Innovation is not serendipity. Working in an innovation garden not only takes passion but also needs the process and hard work. A systematic innovation approach is to depict innovation as a system, rather than a traditional process

The “Future of CIO” Blog has reached 3 million page views with about #6300th 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.


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