Innovation Initiation & Implementation

Innovation is not serendipitous, the best point of view is to see innovation as a system, capable of delivering organizational-wide capability. 

The digital era upon us is people and innovation. Innovation is the mechanism through which you grow and evolve to something great such as higher value-add products/services or something new or better based on a combination or modification of previous attributes or approaches. Due to the low success rate, organizations should ideally have a sustainable approach to innovation. The robust process and tools that enable any business entity to generate winning concepts on a consistent basis, is the prerequisite for sustaining business advantage and growth. Innovation leaders need to clarify the goals and scenarios of innovation by asking themselves or others’ relevant questions and take initiatives to drive innovation efforts systematically.

How a company is performing in bringing new ideas and what are the sources of innovation etc: Innovation requires multidimensional thinking, risk taking, retrospection with less scripted behavior. Many legacy businesses come with a legacy mindset, the old way to do things, lack the important elements to spark creativity and make progression. To shape a highly innovative organization, it’s important to nurture the culture of creativity and make innovation processes as visible, company-wide, as possible, but not too rigid. Sometimes, what one person calls innovation, another will say it is a trivial and self-evident step. What one person calls an act of genius, another will treat as unworkable insanity. In many companies, innovation is either lip service or serendipity. So it’s important to set innovation principles and clarify relevant innovation concepts, take a proactive approach to manage ideas and encourage creativity.

Good ideas nearly never emerge spontaneously, need to seed and mature. A good system can “smell” the right ideas at the right time and place. Good ideas and expertise are correlated. Most good ideas often emerge from interactions, innovative organizations manifest creativity from an individual endeavor to a team activity and a collective effort, as well as develop creative synergy by enablement, encouragement, and empowerment. To reach the depth and breadth of innovation management, it is not just a mere cumulation of the creative inputs of those involved; a corporation needs the processes and culture to sustain cross-boundary engagement to discover external ideas. The powerful digital platforms and collaboration tools are crucial enablers to inspire brainstorming, boost the organizational innovation capacity and increase the probability of innovation success. In a healthy and self-renewing innovation ecosystem, customers, channel partners, suppliers, and industry ecosystem participants are all active agents to create new ideas, knowledge or experiences, and develop them into full fruity.

How a company is processing the existing and new ideas it is getting as inputs, how innovative are the processes: Taking initiative and applying discipline to innovation is to figure out how to manage innovation in a structural way. Have a process in place that allows for the submission of ideas; create a disciplined, managed space for developing and testing new models, products, and business approaches. There is also the mechanism to collect feedback and gain management and peer recognition. Effective innovation management initiatives require the highest risk-taking at a strategic value chain; including organization, investments, and assets. Across multiple organizational silos, you need to manage innovation initiatives via a good alignment of innovators, disruptive technologies, rigorous processes and hybrid structures.

In traditional companies, to encourage creativity and develop the proper innovation climate, shield innovation teams from the organization’s dominant logic and established standard operating procedures, which perhaps stifle new thinking and approaches, enforce trustful relationships, have the right level of risk tolerance, enable more external partnerships for discovery and the outsourcing of “non-core” activities. The failures should not be rewarded, but they should be understood, gain “lessons learned,” and become the stepstones to success. From an innovation leadership perspective, cultivate a compelling vision, build high organizational justice (trust); apply a participatory management style and take multi-channel organizational communications in order to manage innovation systematically.

How a company is bringing the ideas into reality more related to commercialization: Innovation has three phases: discovery of new ideas; designing a prototype solution and the ultimate delivery of a commercially astute outcome. The main innovation challenges organizations face when attempting to innovate is a consistent process through which they can develop an idea into fruition. In reality, many companies form and grow on the basis of "idea creation," but then get bogged down when trying to "commercialize" those ideas, because it requires a different skill set, focus, and unique capabilities. In today's go-to-market business environment, the art of commercialization is becoming increasingly complex. Innovation ecosystem or the methodological environment should cover the whole innovation process, from processes in managing ideas or idea handling systems to idea implementation and promotion.

All innovation initiatives, hopefully, are started to achieve some business result directly or indirectly. The bulk of information, methods, and approaches involved as well as the complexity of processes encountered speaks in favor of the scientific approach for innovation management. Businesses need to learn how to incubate and commercialize ideas more successfully. There is transparency in follow-up a system of the innovation process from the idea up to the implementation. Enable the management to communicate their thoughts. Open up these ideas for collaboration to bring valuable inputs and help the development of those ideas to enhance focus on commercially relevant compounds and achieve business value.

Innovation is not serendipitous, the best point of view is to see innovation as a system, capable of delivering organizational-wide capability. Innovation as a management process needs to be monitored and fine-tuned for making continuous improvement. Highly innovative organizations deploy a range of different management methodologies and technologies and tailor their own circumstances for developing the fitting innovation models and practices.

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“Unifying” Quotes of “Digital Master” Nov. 2020

To improve the organizational maturity, what can be unifying is looking at each function in the enterprise as a subsystem and then finding a unified means of looking at the essence. 

"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 “Unifying” quotes in “Digital Master.”


A Change Agent is not just a title, but a means toward reconciling all the different factors toward a unifying and driving motivation. It’s a set of fine-tuned skills and a gaming changing mindset.

What a transformative leader most often does is to convey the vision, harness the skills, talent, drive, passion and enthusiasm of the whole organization and direct that to a unifying and shared goal.

A Change Agent is a means toward reconciling all the different factors toward a unifying and driving motivation but it isn't the only answer.

To improve the organizational maturity, what can be unifying is looking at each function in the enterprise as a subsystem and then finding a unified means of looking at the essence.

Motivational leadership is a means toward reconciling all different factors toward unifying and driving goals of innovation management.

IT is the spinal cord that enables business outcomes with unique competencies by integrating people, processes, and technology, simplifying and unifying processes across functional boundaries, and often across the entire enterprise, to maximize business potential.

Spend the time upfront organizing and unifying the data you collect across systems and services, so you can build common performance analytics tools that allow you to spend their time investigating data-based performance results.

To avoid pitfalls, we all should walk in others’ shoes and see the problem or situation from the others’ point of view. And then unify into a common understanding by bridging cognitive differences.

In digital leading organizations, the division between 'working' and 'learning' is replaced by combining and integrating 'working, thinking, and learning at the operational level, where people do the real work by unifying mind, heart, and hands.

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Innovative Interdisciplinarity

Businesses need to continue learning and applying interdisciplinary digital management to keep tapping their innovation potential. 

With exponential growth of data and information only clicks away, the border of knowledge domains is blurred and the scope of knowledge is expanded in the continual base. It requires fundamentally different mindsets and interdisciplinarity to run contemporary businesses and modern society which are dynamic systems with the very characteristics of hyper connectivity and interdependence. 

The component parts of a system can best be understood in the context of relationships with each other and with other systems, rather than in isolation. The breadth and depth of knowledge and multidimensional management disciplines enable business leaders to run a holistic organization and unlock its full potential.

Interdisciplinary problem-solving: Digital enterprises are inherently and intensely complicated. With a high velocity and frequent disruptions, often, changes or problems do not happen in isolation from each other in predictable ways. Running business is an iterative problem-solving continuum. Business leaders and professionals need to solve large and small problems on a daily basis. Behind every problem is a relationship dynamic out of alignment. Interdisciplinary business insight should lead us not only to understand, but also to predict; dig into the root cause of problems, not just point out symptoms, but solve problems systematically.

The digital ecosystem is complex and volatile, it’s critical to create the relevant context to either frame the right issues or make a more lasting solution - without it, you are working without any boundaries or fixing symptoms only. multifaceted problems require interdisciplinary problem solvers who can provide trans-disciplinary solutions to fix root causes, not just symptoms, without causing too many side effects. From a long term business perspective, strategic problem-solving is about diagnosing the real issues, setting the right priority and taking an interdisciplinary approach to come up with premium solutions that not only meet the business needs today, but also take the step further, enabling them to compete for the future. Collectively, digital leaders should take a holistic view and apply interdisciplinarity, shape “inclusive mindset,” always look for capabilities they don’t have so that they can build a winning team with complementary mindset and skills, and take collaborative efforts to improve problem-solving competency.

Interdisciplinary innovation management: Transdisciplinary knowledge and understanding are critical to stimulate creativity and catalyze more innovation of the disruptive type. In fact, digital innovation management is the trans-disciplinary approach which involves cross disciplinary science such as engineering, design, cognition, culture and group behavior, etc. Cross-pollinating ideas, collaborating and sharing are what spurs innovation. In practice, it's important to create the space for innovation dialogues about purposes, methodologies or practices, developing a common understanding, creating the necessity and motivation, and orchestrating a broader spectrum of innovations.

Having knowledge is a good thing, but imagination is the wing underneath of innovation. Debating, sharing, and exploring what to do with that knowledge and connecting disparate ideas that don't seem to fit together naturally will lead to innovation. Innovation is a unique business competency, how to manage innovation successfully could change the way managers do what they do to improve the organizational performance and maturity. The leverage point is how to structure innovation without adding too much complexity, generate winning concepts on a consistent basis, streamline idea flow, and create business differentiation.

Interdisciplinary workforce: The border of knowledge domains is blurred and the scope of knowledge is expanded in the continual base. It requires fundamentally different mindsets and paradigms to lead and work innovatively. The linear business system perception needs to be replaced by the adaptive digital system viewpoint, silo mentality should be replaced by multidimensional thinking. Today's digital leaders or professionals must have a humble attitude to keep learning; they are skeptical about the conventional understanding of issues so that they examine everything before accepting it for the real truth, seek multidisciplinary knowledge, and have courage to challenge conventional wisdom.

Being able to become innovative or close is being able to think, and create new things based on its own needs. It is necessary to leverage digital management methodologies and practices, to enable business leaders or professionals framing bigger thinking boxes, to work across the multiple boxes. Individuals will be more innovative if they are encouraged to think creatively, and enjoy the problem-solving jigsaw puzzles. In fact, the ideal workforce of the next decades is interdisciplinary, the ability to work across disciplines will emerge as a key skill for innovative leaders and workforces.

The rate of change has accelerated, indicating that business leaders must learn how to break through the industrial constraints and limitations, bring greater awareness of the intricacies and the systemic value of organizational systems, processes, talent, technology, resource allocation, and economies of scale, etc. They need to continue learning and applying interdisciplinary digital management to keep tapping their innovation potential and they know the tasks and knowledge required to sustain itself and make a seamless paradigm shift.

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“Understanding” (x) Quotes of “Digital Master” Nov, 2020

Rule-breaking or rule-making demands insight, understanding, patience, persistence, and courage, among other things. 

"Digital Master” is the 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, advises 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 “Understanding” quotes (x) in “Digital Master.’

Knowledge Management safeguards the full understanding of business processes, tools that are used and the people using those to optimize business

On one side, the idea of digital lenses is to "see the whole," or helping people reach a shared understanding of the whole. On the other side, digital enlarges the thinking and capability gaps because different organizations, functions, and individuals evolve with varying speed.

With a greater understanding of the problems by leveraging systems thinking, the trick is to increase the influence and be part of the solutions.

The business system is complex and the organization is contextual. Without the contextual understanding of people, process, and technology, the blind spots and gaps are inevitable.

It is to understand how the people factor affects the business system, and then, manage the complex system and the people of the complex system as the organic living thing.

Rule-breaking or rule-making demands insight, understanding, patience, persistence, and courage, among other things.

Being digital fluent with an ecosystem perspective aids the management in understanding what’s relevant and what’s not.

Get the “scope” of the problem, see a larger system with interactive pieces and “conflict” goals; understand the interdependent pieces, provide the insight into the emergent properties, appreciate the interaction and interrelationship dynamic, diagnose the root cause of problems, and gain an accurate understanding of the overall situation sociologically, technologically, psychologically, economically, and anthropologically.

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The Monthly “100 Digital Pitfalls” Book Tuning: Incoherence Nov 2020

With rapid changes and exponential growth of information, businesses today need nothing less than a paradigm shift in their thinking about the fundamentals of how organizations work.

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.

The purpose of “100 Digital Pitfalls: How to Overcome Pitfalls on the Path of Going Digital” is to throw some light on how to identify, understand, and overcome common pitfalls on the digital journey, dig underneath the surface, and take a holistic approach to integrate both hard and soft elements for improving the long-term organizational competency and reaching the high-level of business maturity.  Slideshare Presentation

Incoherence

Incoherence? The digital organization blurs the geographical, functional, organizational, and even industrial borders nowadays. The enterprise is nothing more than a “switch” in the network lattice of the large ecosystem. Hyper-connectivity brings an abundance of opportunities for businesses to expand, also unprecedented risks intimidating their survival at any moment.

Incompatibility Change is the new normal with increasing speed. There are two types of change: proactive and reactive. Proactive implies anticipation of changes via predictive or pre planning change scenarios. Reactive is adaptive to change that has already occurred or is underway. Many changes, especially business transformation are difficult, you have to remove roadblocks, overcome change obstacles, get out of the “comfort zones,” and manage change in a structural way.

Indecisiveness Digital leaders and professionals are all facing pressure to make either strategic or tactical decisions every day, Decision making is both art and science, this is particularly true in uncertain times. An effective decision can be defined as an action you take that is logically consistent with the alternative you perceive. A "decision" has lots of connotations of finality, there are also lots of obstacles on the way.

Incompetency With rapid changes and exponential growth of information, businesses today need nothing less than a paradigm shift in their thinking about the fundamentals of how organizations work, predict the emerging opportunities and risks, know the varying causes of business deficiencies, to drive progress changes, with the goal to build an ever-evolving, hyperconnected and highly energetic digital organization.

Ignorance We live in the world with all sorts of problems; many problems exist because they are either ill-defined or the concept cannot be adequately captured contextually. There are illogical problems or irrational problems. Some problems are the symptom; other problems are perhaps caused by people’s emotional reactions to a set of circumstances of events.

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 #7300 blog postings. 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 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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Information as the Golden Thread

 It will be those companies that proactively invest in information Management solutions today will be able to competitively leverage their own information going forward. 

We live in the exponential digital era, there isn't really much of an enterprise without the massive oceans of data that flows through the company at any given split second. Information is the lifeblood of business, the quality of intelligence depends greatly on the quantity of information. 

Now, businesses could get disrupted even overnight by the emerging digital technologies, business model or ambitious startups. Organizations across vertical sectors today should transform themselves into the digital mode which is based on information, fast adapting to changes, catalyzing innovation, and keeping digital fit.

Information is the golden thread of the digital organization: Information is one of the most invaluable assets of the business today. There are some of the important bits and bytes of information needed to forecast the business growth opportunities or capture customer insight. Digital organizations can harness the power of information to provide the emergent business trends with a fact-based vision of where to aim and how to get there. Some trends are more significant than others in their impact on business growth, enhance the business model and extend profitability. So the art of information management is to identify the right information, validate it and communicate it to the right people at the right time for making effective decisions to grasp opportunities or manage risks systematically. Compared to the physical asset, Information Management should be managed holistically in order to truly capture its business value. The science of Information Management is to break down silos, keep information flow and apply an integrated information life cycle management solution to improve business responsiveness and maturity.

In reality, the organizational data environment is often fraught with inconsistency, redundancy, multiple, sometimes overlapping data or knowledge platforms, all of which make information management as one of the most challenging management disciplines. Organizations with high “digital IQ” can weave information into the very fabric of the business, optimize its usage, prepare and gear up the information systems to not only make readily pertinent information to top business decision makers but also preempt the need and present the multidimensional business value accordingly. To keep digital fit, The organization’s ability to explore intangible information assets becomes far more decisive to build competitive business advantage for the long term.

Information is the silver line of people centricity: The digital era upon us is about people, forethoughtful organizations have come to the realization that in order to be successful within their industry, they have to focus their efforts on building people-centric business by engaging employees, focusing on creating value for people in every step. Keep in mind, just because you have abundant information or relevant business content, it doesn't mean you understand needs/wants/expectations of people and consider user flows. Companies today can abstract business insight from abundant information. The refined information allows businesses to perceive talent potential or customers’ behavior patterns they have never seen before.

Information is the silver lining for building information-support solutions in anticipating people-centric problems management. It involves everything from how pricing is affecting close times and support calls to referral business activity triggered by high customer satisfaction. It also helps to uncover the interdependence and hyper-connection of business nature and bring to the table innovative solutions that meet customers’ needs, unlock business potential, fit the growth perspective of the organization and lead to a new way of doing business.

Information Systems are the backbone and provide valuable information to catalyze innovation: Information brings about business ideas and insight; and business ideas generate lots of information. By leveraging abundant information, powerful digital platforms and technologies, organizations can be more effective in executing innovative ideas by relying less on silo functions, more on cross-functional collaboration and continuous improvement. With the abundance of information and refined business insight, digital leaders and professionals can connect business dots effortlessly to trigger creative ideas, manage digital innovation and discover better ways to do things.

In fact, information is one of the most time-sensitive pieces to the digital innovation puzzle. Creativity in the "corporate" world has a lot to do with fostering a creative environment, sharing invaluable information & knowledge, and generating great ideas. How well the organization manages innovation is based on how well they can manage ideas, resources or risks. A great leader with their finger on the pulse of data-based insight can provide many ideas on how abundance of information can create fresh new opportunities, reinvent corporate culture to renew creativity energy.

The fact is that the world now becomes more advanced, complex, hyperconnected, and interdependent, with the exponential growth of information and how information-driven innovation outcomes get achieved. It will be those companies that proactively invest in information Management solutions today will be able to competitively leverage their own information going forward and ensure that Information Management activities are effective by delivering tangible and visible business benefits for their long term benefit.

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“Underpin” Quotes of “Digital Master” Nov. 2020

Processes underpin business capabilities, culture nurtures capability coherence, and capabilities underpin strategy execution. 

"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 “Underpin” quotes in “Digital Master.”

The dynamic digital organizations need to get away from letting things fall through and start creating an “integrated whole” by utilizing the correct processes to solve complexities and underpin the core business capability.

Business processes underpin capability, with effective and efficient processes, you state in delivering better organizational results. This is a foundation for Operational Excellence initiatives.

Processes underpin business capabilities, culture nurtures capability coherence, and capabilities underpin strategy execution. Strong business processes have a better chance to deliver better performance results.

Processes underpin business capabilities. IT leaders should take the lead in introducing process management into the entire company and integrate processes across the organization for improving business responsiveness, agility, and maturity.

Processes underpin capability, and capabilities underpin business strategy. The “big picture” view of capability is the condition or suitability of organizational capability to support the intended future operating model and implement a well-defined business strategy.

Processes underpin business capability, and capabilities underpin strategy execution. The bottom line is how well the organizational processes can enforce communication effectiveness, drive information fluidity, and harness customer centricity, etc., to ensure the business as a whole is superior to the sum of pieces.

Business capabilities underpin strategy management, and business processes underpin business capability. Business process management will become relevant to the board and C-level when it contributes to getting relevant performance issues on their agenda proactively.

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The Monthly “Digital Master” Book Tuning: Innovate Holistic GRC Nov. 2020

Governance is to frame business management, it should orchestrate change, do it with trust and flexibility.

The important characteristics of digitalization are over-complexity, uncertainty, and ambiguity. Hence, GRC (governance, risk management, and compliance) becomes more critical than ever. Here's the context; how should GRC programs be approached? Should technology be a driver? Can you achieve any level of GRC without automation? Can you achieve any level of GRC without people? What is the real driver of GRC?

Innovate Holistic GRC

Innovate Holistic GRC  The purpose of the GRC (governance, risk management, and compliance) is to improve business performance through the creation of value to stakeholders. GRC discipline is more crucial in today's digital dynamic. One of the problems with views in the enterprise either via management or governance lens today is that they are not holistic. The lack of GRC awareness and holism creates blind spots uncovered, and gaps unfilled.

Insight Upon Governance Governance is to frame business management, it should orchestrate change, do it with trust and flexibility. It’s about how well an organization is being run and if set upright, it should effectively oversee the achievement of the business strategy. How to enforce organizational governance discipline depends on the nature, scale, and complexity of the organization, as well as understanding its risks and conducting. Governance is neither linear nor single dimensional nowadays, it should be understood via multidimensional lens and get enforced holistically.

Understand Governance Complexity & Paradox Governance is by definition a framework of principles, practices and indeed ethics; separate, different and outside the setting and subsequent control of business strategies, budgets, outcomes and metrics. It’s about how well an organization is being run and if set upright, it should effectively oversee the achievement of the business vision, mission, and objectives.

GRC Intelligence and Maturity With overwhelming growth of information and continuous disruptions, the organizational GRC discipline has 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. At a higher level, GRC intelligence becomes a strategic imperative for business execution. Because without effective GRC discipline, the business will face significant risk for surviving, and opportunities which it creates cannot be properly transferred into multidimensional business value.

IT GRC Framework and Disciplines Framework means the structural skeleton which defines building blocks and how these blocks relate to each other at the conceptual level; IT plays a critical role in strategy, data/IT governance, and risk management in the digital era. IT governance and risk management must be integrated with overall risk management and governance processes. There are the following components in the GRC framework. 

The “Future of CIO” Blog has reached 3 million page views with about 7300+ 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.

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Isn’t Nature Amazing?

Despite all of our differences, nature is effortless, in a creative harmony. 

Nature is beautiful,
diversifying,
and versatile.

There are roaring waves from-
blue ocean;
deep echoes through-
grand valleys;
calming quiet on-
the mountain tops;
and hidden oasis at-

the endless deserts…


Nature is colorful
with four seasons of-
changes.
plants green in-
the early spring,
variety of flowers at-
the summer garden,
golden harvest,
and whitening Christmas.


Nature is energetic,
breezing wind,
pouring rain,

drizzling,
blossom 

clouds fly.
snowflakes dance uniquely,
and icebergs bounce,
back and forth freely.

Insects buzzing,
animal running,
people chatting,
birds sounding-
their own symphony…

All is a total gift of-

 nature to all us. …

Nature is harmonious,
with variety of species,
aligning with one another,
in such a space,
all that is present,
is different from
each other,
but similar….
coexisting timelessly.


Shining stars,
silver moon;

beautiful landscapes with-
sun rise, sunset,
take our breath away…


Speaking of nature is-
a merger of -

individual consciousness with-
the consciousness of nature.
It has no language,
it is the connectivity of-
that universal consciousness,
we share with-
everything in-
the ecosystem,
from the smallest subatomic particles to
the galaxy and beyond.

Despite all of our differences,
nature is effortless,
in a creative harmony.

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Innovating Business Models Upon Building Blocks

A strong business model is hard to copy because it focuses attention on how all the critical internal and external business elements of the system fit into a working whole to make it differentiated in the marketplace. 

A business model is a multi-level schema of how an organization creates, delivers, and captures value for stakeholders. A viable business model is analytical and quantitative, focusing attention on how all the elements of the business system fit into a working whole. 

To design a practical business model, business leaders should scrutinize further by asking: How do we get revenues now? What will we do in the future? How should we help the company win businesses? How to contribute to customer acquisition and retention? And what are building blocks for utilizing a strong business model to achieve profitability and build long term organizational advantage.

Value proposition: The goal of business model development is to create value. In a literal sense "what value does this investment provide the business," and how to improve ROI. To perceive the value of the business model and make an objective assessment of an investment, you need to have a very clear idea of the new product/service - its life cycle, the overall "value proposition," where it fits into the overall "product portfolio," the wider competitive landscape and your price/business model. In specific, value should be estimated or demonstrated through the rate of productivity increases, the rate of new product, service development, the rate of market share gains, the rate of customer approval and satisfaction gains, or the rate of sales gains, etc.

To design a successful business model, make efforts at the leadership and portfolio level to qualify and quantify value in terms of both strategic value and tactical value; direct revenue and indirect to craft high-level strategic intents. Businesses value is multi-faceted and it’s interesting to see how business value is in the eye of the beholder. Not all business value is directly related to ROI. Besides financial benefit such as economic value or shareholder value, there are other forms of value such as employee value, customer value, supplier value, channel partner value, alliance partner value, managerial value, and societal value, etc.

Key partners: To expedite business development cycle, those organizations that have innovative vendors or more mature alliances can have better chance to the success of business model reinvention, outperform their competitors and tend to be more responsive to changes. Vendor evaluation or sourcing can no longer just consider cost, it's also about evaluating vendor's innovation capability, leverage expertise, add alternative brainpower & talent pool, and build up a solid partner relationship for long term. The other angle to evaluate vendor and sourcing strategy is about investigating "hidden cost" or grey area, some reasonable, some not, and customers surely dislike to see such surprises too frequently.

The partnership management is both art and science. It entails effective communication, partnership, collaboration, governance, and value analytics, etc., all these need to be effective to have close alliance and strong relationship management. Methodologically, there is a need for formal communication paths of gaining approval and creating an atmosphere of transparency. It’s better to have a level of rapport to ensure formal communications are not misinterpreted and partnership is enforced, critical domain knowledge centric activities are encouraged and business innovation driven initiatives are managed effectively.

Key channels, customer relations: There are dozens of different components in the business model such as target customer, type of offering, and pricing approach, etc. To create a practical business model, both sales and products in the business are absolutely critical. Without a product, you have nothing to sell, and without sales, you have no revenue. The purpose of business is to create customers. The management needs to clarify: What are our distribution channels, sales channels. how do we add value for each service, and how to build long term relations, etc. The type of the business where the relationship might be a make or break situation is generally where you build a partner-relationship for mutual benefit.

Companies can explore the concept of a business model by addressing several core questions such as: Who is the target customer? What need is met for the customer? What offer will we provide to address that need? How does the customer gain access to that offering? What role will your business play in providing the offering through which channels? The relationship is part of what creates the exchange of goods or services for that profit with a positive experience or a negative experience. Strong business relationships can create a value proposition that would move your prospects to become your clients; more importantly, to improve customer retention.

Key activities: Business model development needs to be based on the core business competency of the organization for either providing value-added solutions to current customers or exploring the new customer need continually. The reality in most organizations though is the process which is forcibly jammed within an existing operation or lack of resources to experiment with something new. The management needs to ponder: what do we do in terms of value chain, processes, project management? Do we have a deep understanding of crucial business issues, and develop a business model to fix them, create value and make continuous improvement?

Traditional organizational management with siloed processes often causes bureaucracy. Making a spiral approach to do business model investigation and reinvention suggests a loosely structured and circular process that allows companies to connect with the various points of the spiral in different ways and at different times and take a set of activities to lead capability based business model implementation. More specifically, those activities involve but are not limited to, assessing business capability and capacity, implementing an end to end demand management process which takes care of new project validation, business case approval, project development, design, user training and rollout, user adoption and change management and benefits realization, etc. Establish a set of “What-if” scenarios showing the potential scale of business benefit to be driven from the portfolio based on different mixes of programs and projects.

Key resources: The organization has limited resources, time, and talent, they can’t chase all emerging opportunities or capture everything that looks shiny. One of the important aspects of business model reinvention is how to apply finite resources to get the best yield possible to meet stakeholders’ expectations. It’s critical to mind the resource and investment gap to enforce holistic resource management disciplines for unlocking the organizational performance, potential, and competency.

Resource allocation is most contentious at onset, while the time issue gets magnified at the end of the initiative. To accelerate business model development cycle, the resource management needs to be refined to the point that they are nimble, can adapt to changing business demands in a timely fashion, can be reapplied to altering business priorities and be effective with little down curve. The goal of resource management is to eliminate unnecessary complications, capitalize on management “know-how,” optimize processes to reduce the burden on the company while trying to stay current with ever-changing dynamic business environments.

Revenue streams: Business model is neither equal to strategy nor technology only, It is a description of the way in which an enterprise intends to leverage the emerging technologies or rising trends to make money and create revenue streams. At a conceptual level, a business model includes all aspects of a company’s approach to develop a profitable offering and deliver it to its target customers. Technically, there are mapping relationships between the business model and capability model, between capability model and process model. Creating new revenue streams and achieving profitability is a strategic aspect of business’s survival and thriving, especially for many struggling vertical sectors today.

When the organization experiments with the new business model that creates the revenue stream, the challenging part is that you must be careful of what cost optimization/restructuring/performance measures need to be considered while trying to model a particular business growth scenario. In practice, the emerging businesses usually lack hard data. It is difficult to measure the impact without taking the time to generate impacts. Attach believable dollar values to identified benefits flows, select a set of KPIs to measure business performance with tangible results.

Cost structure: Many organizations which get stuck at the low level of maturity have little insight into their cost structures and who is consuming the assets. They have no idea where they are spending their money on and often assume it is mainly being spent on items which are actually much lower on the list. To create and implement new business models, doing cost/benefits analysis and optimization of cost structure are important to improve business management effectiveness and efficiency. All spending must be looked at through an investment lens, providing a framework for thoughtful and informed investment decisions.

A real business model is an analytical model that lists all of the sources of value, cost, and risk, and contains formulas to interconnect them. Scrutinize cost, complexity, or footprint, improve the visibility of costs measured against the visibility of quantifiable benefit. Reuse and reduction of waste reduces cost and creates new revenue streams to catalyze top-line business growth. It’s important to have an cost optimized system that improves cost structure, fine tunes processes, removes wastes, and makes wise investments to reinvent the business.

A strong business model is hard to copy because it focuses attention on how all the critical internal and external business elements of the system fit into a working whole to make it differentiated in the marketplace. It’s about understanding how relationships, ecosystems, market dynamics, and the connections between business units are related, and take a holistic management approach to run a profitable business.

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Insight of the Week 1/19-11/27 “Future of CIO” Nov. 2020

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

The “Future of CIO” Blog has reached 3 million page views with 7300+ 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 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.

Illustrate Innovation via Inquiries The digital environment is full of uncertainty, velocity, complexity, ambiguity, fierce competitions, and continuous disruptions. And the digital era upon us is about innovation. Making logical inquiries and applying an interdisciplinary approach to manage innovation could be at the tipping point for the digital paradigm shift. Asking questions tells us that we are still curious, still willing to learn, with the beginner's mindset. Inquisitiveness is one of the characteristics of effective leaders in the digital era of information abundance and fast pace of changes to manage innovation effectively.

Keyword Summary: Unconventional Nov. 2020 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 brainstorm the future of digital leadership and business transformation.

“Finish” Quotes of “Digital Master” Nov. 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 “Finish” quotes in “Digital Master.”

Innovate Holistic GRC The purpose of the GRC (governance, risk management, and compliance) is to improve business performance through the creation of value to stakeholders. GRC discipline is more crucial in today's digital dynamic. One of the problems with views in the enterprise either via management or governance lens today is that they are not holistic. The lack of GRC awareness and holism creates blind spots uncovered, and gaps unfilled.

Innovation Integration & Implementation "The digital environment is full of uncertainty, velocity, complexity, ambiguity, fierce competitions, and continuous disruptions. And the digital era upon us is about innovation. Making logical inquiries and applying an interdisciplinary approach to manage innovation could be at the tipping point for the digital paradigm shift. Asking questions tells us that we are still curious, still willing to learn, with the beginner's mindset. Inquisitiveness is one of the characteristics of effective leaders in the digital era of information abundance and fast pace of changes to manage innovation effectively.

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 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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“Until” Quotes of “Digital Master” Nov. 2020

It will be disappointing for those who wait until the last moment of some strategic or tactical task and then expect innovation to be forthcoming magically but come up short.

"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 “Until” quotes in “Digital Master.”

Ask people what was a difficult decision in the past. Keep mixing up the questions until you get one that seems to "trigger" the kind of answer you're looking for. 

A business system can gain more energy until it crosses the point of system resilience. However, so many people do not know how to connect the dots within complex business systems, nor think inclusively or holistically, nor comprehend dynamics, induction or deduction, nor understand expensive variables, interfaces, and interactions.

Leaders realize that continuous adaptability is necessary in a continuously changing world. It will be disappointing for those who wait until the last moment of some strategic or tactical task and then expect innovation to be forthcoming magically but come up short.

Until business leaders come to terms with the reality that digital structure really are smarter and faster than ‘pure hierarchies’, managers who understand the paradigm shift have to find ways to resolve the manager’s paradox, to strike the right balance between digital speed and industrial speed, and to build optimized processes/capabilities in order to accelerate execution and create better business result. 

Oftentimes, people have a tendency to try to fix a symptom which results from the actual cause of the problem. When they do this, they throw good money after bad. They allow problems to grow under the surface, out of sight, out of mind, until it’s too late. Until the underlying problem is addressed, the symptom or result will continue to return. 

It is important to evolve the emergent properties or events to practice the dynamic innovation strategy management. It will be disappointing for those who wait until the last moment of some strategic or tactical tasks and then expect innovation to be forthcoming magically but come up short.

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Innovation & Inclusiveness (II) Nov. 2020

Competitive advantage can be created by bringing together diverse groups of people whose mindsets, experiences, preferences, skills, and capabilities are additive to one another.

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 Creativity “is 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.    

     Innovation & Inclusiveness

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?

Intelligence 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?

Innovation & Influence There are many forms of innovation - technology, application, product, design, business model, process, communication, or customer experience, etc.; there’re also many ‘flavors’ of innovations, systematic innovation, customer-centric innovation, open innovation, design-driven innovation, or management innovation., etc., but fundamentally, what are the innovation gaps, the gap differentiation helps delineate the problems and opportunities for innovation, and through identifying such gaps, business can manage innovation portfolio more effectively.

Insight Education is one of the best things and great privileges for modern global citizens because it provides significant opportunities for people to build disciplines, learn some fundamental knowledge and train certain skills. In the static industrial age with information scarcity, education does help to train certain professionals for gaining some linear skills to do the job well. However, in today's fast-changing digital era with "VUCA" normality, formal education alone is not sufficient to build professional capabilities such as thinking, creativity or problem-solving. Therefore, it creates the INSIGHT and INNOVATION gap when we are moving to the deep digital reality with abundant information (but still with the scarce of insight). How can you capture the real signals from so much background noises? How can you keep updating knowledge to ensure both educators and receivers capture the real insight and true wisdom with increasing speed of changes and shortened knowledge cycle? How can you not just absorb the existing knowledge, but co-create new knowledge for accelerating innovation and societal advancement? Or to put simply, how can you bridge education gaps for making the leap of digital transformation?

Innovativeness We are all born to be creative, and today’s knowledge workforce has an absolutely scientific trait as well. You can no longer afford to just talk about creativity and innovation; you must do it. You have to walk the talk and shape the working environment to inspire the purpose and unleash the genius of your employees. But how can you effectively integrate the art and science of creativity and innovation into the teams and organizations?

The “Future of CIO” Blog has reached 3 million page views with about #7300th 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 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.

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“Undertaken” Quotes of “Digital Master” Nov, 2020

Digital transformation should not be undertaken lightly because it must align diverse and divergent stakeholders' interests toward a common goal, and practice many “DOs,” and “Don’ts” fluently. 

"Digital Master” is the 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, advises 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 “Undertaken” quotes in “Digital Master.’


Digital transformation represents a break from the past, with a high level of impact and complexity. It needs to be undertaken as the means of getting to a differentiated capability to accomplish a defined goal via modernization, integration, automation, optimization, and innovation, etc.

To keep digital fit, the digital transformation efforts need to be undertaken as a means of getting to develop differentiated business competency to accomplish defined change management goals.

Digital transformation should not be undertaken lightly because it must align diverse and divergent stakeholders' interests toward a common goal, and practice many “DOs,” and “Don’ts” fluently.

BoDs do not manage risks but oversee risk and ensure that management has put in place an effective risk-management process, and the directors assess whether risks are undertaken and managed consistently with the established risk appetite by asking tough questions.

The missing but necessary capability must be created or purchased, or the strategy must be revised. It’s also important to strengthen the strategic alignment of projects and programs to prevent business initiatives being undertaken that do not support the enterprise strategy and prioritizing the top programs that can make a significant impact on strategy execution.

To oversee risks, the top seasoned board of directors with decades of experiences should share the valuable lessons in the past from time to time, to ensure that management has put in place an effective risk-management process, ensuring that business risks are identified, minimized, and controlled effectively, and the directors assess whether risks are undertaken and managed consistently with the established risk appetite.

Because digital transformation efforts need to be undertaken as the means of getting to a set of the well-defined and differentiated capabilities to build a people-centric organization.

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Innovation Integration & Implementation

With today’s business velocity and frequent digital disruptions, innovation leaders can bring greater awareness of the intricacies and the systemic value of organizational systems, business process, people dynamics, resource alignment, information abundance, and technological touches.

The characteristics of digital transformation are high velocity, hyper-connectivity, hyper-complexity, and interdependence. The organizations are like the switch connected to the dynamic ecosystem which is controlled by both internal and external factors. To speed up change and spark creativity, the digital business life cycle could be viewed as resulting in emergent means of shaping a vision reflecting the objectives and soul of the company, participation, adaptability, innovation, and people-centricity. 

Blend two different methodologies -storytelling and visual maps to facilitate the communication process and innovation integration: Establishing statements of mission, vision, and values, establishing goals to accomplish them as a result of what's going on inside and outside the organization. Identifying how those goals will be reached via the lens of strategies, objectives, responsibilities, and timelines. The visual map gives people the whole business situation and the story telling conducted by leaders provides the meaning of innovation and transformative change. It often happens where the organization defines and communicates an innovation strategy, but as soon as they come across the first conflict, their decisions contradict the communicated strategy.

Always keep the big picture. Iteration, interaction, and cross-functional understanding are all crucial in enforcing communication. Planning is an effective way to achieve innovation if planning effort is integrated with normal management practices, practice management via iterative communication, incremental goal implementation, customer-centric viewpoint. Communication effectiveness sets culture tones and how to make effective communication much depends on the individual’s professional competency, and the organizational leadership. In an open and progressive culture, open communication generates a digital vibe to inspire change, engage the variety of audience and streamline idea management. Navigate innovation scenarios on what, who, when, and how to achieve business goals based on the dollar value and available resources. Then try implementing to see immediate results to verify against the expectations.

With strong preparation, implementation success is not guaranteed unless you have a well thought out innovation integration and deployment plan: Business is full of uncertainty, volatility, and complexity, the planning fallacy is a business reality. Innovation leadership hasn't taken the time to involve the organization in the innovation planning-implementation processes, and it's usually related to the lack of the organizational inclusion in the strategy effort. To drive systematic innovation, effective organizational mobilization addresses planning and culture, combining the structure and direction of top-down strategic planning with the pragmatism and wisdom of bottom-up insight.

Innovation is a unique competency. The multiple perspectives of innovation implementation and integration include scope (cross-functional boundary), status (uncertainty, unclear goal., etc), talent (creative mindset), resources, processes, information technology, etc. Sharing a comprehensive innovation plan will help to prepare your teams. Clarify the strategic value of innovation, oversee the management structure and scenarios of meaningful innovation exploration and implementation, walk through and cross the functions to integrate and scale up in order to solve innovation puzzles. This also aligns with enterprise risk management in that the organization could be a risk of real harm if the company does not assess and manage innovation risks. Innovation management is also situational, it should be managed top-down, bottom-up or middle out accordingly based on the flavors of innovation and management styles.

Aligning innovation initiatives, resources and integration/implementation plans with the strategic goals and objectives: There is a shortage of understanding of the whole culture, so from an innovation management perspective, it is possible to run things as programmers rather than managers. If that's the case, they really need to delegate to someone (individual or group) who is prepared to take the time and effort to allocate work or resources in a more appropriate manner, optimize processes, and methodologies in innovation initiatives. Either innovation planning and other types of innovation, you have to live it and breathe it every day, otherwise, you don’t feel accomplished.

If you do not have a clear, measurable understanding of the desired innovation results, you will inevitably end up with an unsatisfied customer. To build an innovation portfolio, analyze "what if" situations showing potential scale of business benefit to be driven from the portfolio based on different mixes of innovation efforts. It provides an “executive” view including impact analysis, reporting and alignment to innovation strategy. All of the above should be supported by a robust, flexible and comprehensive set of tools to report and provide performance metrics, which allow the innovation portfolio to be fine-tuned over time so that it delivers maximum strategic advantage to the organization. Resource allocation scenario needs to be transparent, so how the resource allocation is determined should be understood by all. Metrics can help you get some objective perspective on what you are trying to manage, but they need to be selected, crafted, and interpreted well.

With today’s business velocity and frequent digital disruptions, innovation leaders can bring greater awareness of the intricacies and the systemic value of organizational systems, business process, people dynamics, resource alignment, information abundance, and technological touches. The dynamic innovation planning, integration and implementation is the continual attention to emerging opportunities and risks in the organization and its external environment, and how this affects the future of the organization.

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“Understanding” (ix) Quotes of “Digital Master” Nov, 2020

 To improve customer experience, the customer (including prospects) should be studied and observed and gain insight upon, to gain an empathetic understanding.

"Digital Master” is the 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, advises 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 “Understanding” quotes (ix) in “Digital Master.’

From a business management perspective, it encourages holistic thinking and understanding the intrinsic interconnectivity between parts and whole, in order to solve problems in a structural way.

When faced with a situation that requires action, understanding how the bystander effect might be holding you back and consciously taking steps to overcome it can help.

In the digital age, organizations need to re-define and re-invent their HR missions. They need to understand the extent to which digital technologies enable people to manage an integrated ecosystem of stakeholders and operate as an efficient and effective Strategic Business Partner.

Digital knowledge management needs to enable knowledge flow, safeguard the full understanding of business processes or tools, and ultimately, transform KM from static to dynamic, from efficient to effective; and from process driven to people centric.

The essence of Systems Thinking is to observe and analyze actual patterns of interactions without the judgment of the interconnected components or systems in a particular context, in order to understand what happens objectively.

To improve customer experience, the customer (including prospects) should be studied and observed and gain insight upon, to gain an empathetic understanding.

It’s important to leverage Systems Thinking for gaining understanding of interconnected and interdependent components of the fluid business ecosystem, co-create shared desirable consequences, as a way of being modeling the way committed to shape patterns in doing the right things right in a world where we are all inclusive, and focus on making the wider sociological influence.

After understanding customer needs; you need to show design-driven empathy to dig beneath articulated solutions, recognize underlying needs and wants. You can also look at the company’s technical capabilities to optimize customer experience and build unique organizational competency.

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The Monthly “100 IT Charm” Book Tuning: Unique Competency of Organizations Nov. 2020

Metaphorically, human potential is like Spring Water, the deeper you dig, the more it flows out.

The purpose of the book “100 IT Charms: Running Versatile IT to get Digital Ready“ is to articulate different flavors of digital IT organizations and brainstorm the best and next practices for running highly innovative and high-performance IT. 

Digital charm is not based on the style presented on the surface but on a set of unique competencies to make IT shine through as a business differentiator.

      

Unique Competency of Organizations  

Information Technology In most organizations, IT has been perceived as a support center and it’s setting back and waiting for the request from the business. To reinvent IT as a trustful business partner, it has to be configured in a way to understand the business and become a business solutionary that has competencies to do two things for their company: Deliver better, faster and cost-effective business solutions and do profitable things for the organization otherwise, it can't do.

Potential Potential is about the ability to grow and develop into something in the future. There are physical potential, intellectual potential, and spiritual potential. How to unleash the abundance of human potential is perhaps one of the best rewarding areas for human society advancement. But it is the arena full of myths. Metaphorically, human potential is like Spring Water, the deeper you dig, the more it flows out. To tap human potential is also like drilling the oil, if exploring too narrowly, you might never detect the right spot; if deploying the shallow field only, you won't touch the right point either. Tapping the limitless human potential is both art and science. It takes the out-of-box thinking and trans-disciplinary approach.

Knowledge? Knowledge is power; knowledge is more intangible, complex and dynamic compared to the physical asset. Due to the exponential growth of information, the multitude of information formats, and risk/compliance concerns; managing knowledge becomes more challenging but critical for running a smart business. Knowledge Management should take a holistic approach by thinking knowledge as the business consciousness and treating knowledge as an intangible asset of the organization.

Insight Due to the faster pace of changes, overwhelming growth of information, and “VUCA” digital new normal, today’s business world is sophisticated from many perspectives. Systems Thinking is the ability to navigate levels of abstraction or logic as an essential thinking skill, helps people see the interconnected relationship between the parts and the whole, see things underneath and around the corner, be sensitive to the emergent factors, and take the balanced view of digital flow.

Intrapreneurship Corporate intrapreneurship has been recognized as potentially viable, it is about creating new ventures from within established organizations to leverage the startup culture for catalyzing changes and inspiring innovation. It means promoting and sustaining organizational performance, renewal and corporate competitiveness.

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 #7300 blog postings. 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 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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