Although only a relatively small group of professionals focus on design-driven activities, usually it takes a fairly uncommon interdisciplinary personality type to be interested in this approach.
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 “Uncommon” quotes in “Digital Master.”
In the context of Systems Thinking, there is a huge difference in what ST wisdom stands for - and that is possibly what makes it 'uncommon' in the sense of being difficult to 'acquire.'
If you believe Common sense is common then it is. If you believe common sense is uncommon, then for you, it is. People continue to weigh evidence, analyze and take measurements to answer. "What 'should' I believe?"
Although only a relatively small group of professionals focus on design-driven activities, usually it takes a fairly uncommon interdisciplinary personality type to be interested in this approach.
It is not uncommon to confuse accountability with blame. They are actually opposites. Shared accountability or collective accountability involves shared ownership, empathetic communication, the true measure of accountability is about resilience.
In fact, the CIO as “Chief Innovation Officer” is one of the most appropriate titles for today’s digital IT leaders who need to develop business insight, not just through IT lenses, but through the outside-in business lens, think of new and uncommon ways on how IT can contribute to the corporation and help the business make the right strategy with a growth mindset.
Once organizations grow larger, it is not uncommon to find multiple models being deployed within it. Many times, issues occur because the HR function has been designed to support only one model in an organization that has multiple models. The areas that run different models will have recurring conflicts with HR.
Bad data eventually leads to worse decisions and actions, which can prove to be very costly for corporations. However, it is not uncommon to find organizations that refuse to start looking at data at the executive level before the data is "conditioned" and "governed."
The most successful people are driven by an unfathomable passion for their craft, differentiated by unique capabilities and uncommon experiences - fortunate or unfortunate.
In the context of Systems Thinking, there is a huge difference in what ST wisdom stands for - and that is possibly what makes it 'uncommon' in the sense of being difficult to 'acquire.'
If you believe Common sense is common then it is. If you believe common sense is uncommon, then for you, it is. People continue to weigh evidence, analyze and take measurements to answer. "What 'should' I believe?"
Although only a relatively small group of professionals focus on design-driven activities, usually it takes a fairly uncommon interdisciplinary personality type to be interested in this approach.
It is not uncommon to confuse accountability with blame. They are actually opposites. Shared accountability or collective accountability involves shared ownership, empathetic communication, the true measure of accountability is about resilience.
In fact, the CIO as “Chief Innovation Officer” is one of the most appropriate titles for today’s digital IT leaders who need to develop business insight, not just through IT lenses, but through the outside-in business lens, think of new and uncommon ways on how IT can contribute to the corporation and help the business make the right strategy with a growth mindset.
Once organizations grow larger, it is not uncommon to find multiple models being deployed within it. Many times, issues occur because the HR function has been designed to support only one model in an organization that has multiple models. The areas that run different models will have recurring conflicts with HR.
Bad data eventually leads to worse decisions and actions, which can prove to be very costly for corporations. However, it is not uncommon to find organizations that refuse to start looking at data at the executive level before the data is "conditioned" and "governed."
The most successful people are driven by an unfathomable passion for their craft, differentiated by unique capabilities and uncommon experiences - fortunate or unfortunate.
0 comments:
Post a Comment