The digital capability is modular, dynamic, and nonlinear, having many visible and invisible business elements.
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 “Invisible” quotes in “Digital Master.”
1 Digital transformation is “pushed” by both visible forces and invisible forces, hard forces and soft forces from multiple directions.
2 If you only take the visible aspects of culture -the tip of the iceberg alone as an element of the strategy execution, you may miss the point and well-head to the troubles. Because, the invisible and larger part underneath, is the decisive factor for the success or failure of strategy management.
3 IT can weave all necessary business elements, either hard or soft, visible or invisible, “push & pull” accordingly to orchestrate a digital symphony.
4 To fine-tune “invisible” business elements for striking the right balance, learn to seek divergent views before developing a convergent conclusion; work to see issues from multiple points of view.
5 There are both visible and invisible success factors for changes. One of the reasons change often fails because so many companies and business managers only focus on tangible, but they lack an in-depth understanding of invisible or intangible things, just getting them to consider the list of intangibles would be a breakthrough.
6 Power has many different formats; some visible, some invisible; some are earned, some are given; some are delightful, some are intimidating.
7 There are three powers either as visible or invisible hands in an organization: Structural power (the position with the organizational hierarchy), expert power (business and technical knowledge), and connection power.
8 The digital capability is modular, dynamic, and nonlinear, having many visible and invisible business elements.
9 Dig through the “invisible” - how things get done in the organization and search for the signs of organizational fitness such as the business culture -how failures are perceived and handled; how customers are defined and handled, how communication between different organizational entities are, whether the organization believes in long term success and growth,
2 If you only take the visible aspects of culture -the tip of the iceberg alone as an element of the strategy execution, you may miss the point and well-head to the troubles. Because, the invisible and larger part underneath, is the decisive factor for the success or failure of strategy management.
3 IT can weave all necessary business elements, either hard or soft, visible or invisible, “push & pull” accordingly to orchestrate a digital symphony.
4 To fine-tune “invisible” business elements for striking the right balance, learn to seek divergent views before developing a convergent conclusion; work to see issues from multiple points of view.
5 There are both visible and invisible success factors for changes. One of the reasons change often fails because so many companies and business managers only focus on tangible, but they lack an in-depth understanding of invisible or intangible things, just getting them to consider the list of intangibles would be a breakthrough.
6 Power has many different formats; some visible, some invisible; some are earned, some are given; some are delightful, some are intimidating.
7 There are three powers either as visible or invisible hands in an organization: Structural power (the position with the organizational hierarchy), expert power (business and technical knowledge), and connection power.
8 The digital capability is modular, dynamic, and nonlinear, having many visible and invisible business elements.
9 Dig through the “invisible” - how things get done in the organization and search for the signs of organizational fitness such as the business culture -how failures are perceived and handled; how customers are defined and handled, how communication between different organizational entities are, whether the organization believes in long term success and growth,
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