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.

Saturday, June 19, 2021


Keep “Idea Fountain” fresh and flowing; empower “Idea-People” to encircle their great imagination; and make “Idea-World” not just fun, but also stimulating to unlock our collective human potential.

The digital organization encourages “self-generated” engagement, creativity, debating, adapting and renewing. People are proactively listening, asking questions, giving and receiving feedback, dealing with conflict or constructively advocating a unique point of view. 

Nurturing creativity is a journey, with a connected world image, global consciousness, and cognitive intelligence, etc. “Idea-people '' are intellectually curious, “Idea-world” is a fun and progrressive place.

“Idea-Fountain” is unstoppable: Ideas are seeds of creativity that can change a certain situation and future. Creativity is a long term endeavor. It spurs certain disruption otherwise it is not exciting enough. The original germ of a creative idea is often, if not always arrived at through the interaction of ideas from different domains of thought and experience, or information flow without boundary. There is the rich context of information flow to trigger the re-connection of images of thoughts and ideas that spark new thoughts both to ourselves and others. Thoughts wrapping around the thoughts, experiences followed by experiences, shape new ideas and come up with fresh perspectives. The mantra of "there are no bad ideas" is often used as a catalyst to encourage a flow of ideas; getting crazy ideas isn't a problem; but how to filter, and put those ideas in usage and build them into something great is a story worth sharing.

Ideas are like water, keep flowing, idea management practices the tao of “The highest excellence is like (that of) water,” and ponder around: What can interact with these ideas? What parameters does the innovative idea have? How will it effectively use the power of stimulus to create meaningfully unique ideas? Who else is using such new ideas? Do we have an idea reservoir to keep them up and manage them effectively to unleash their potential? Can we classify the components or operations of ideas? How will it increase speed in the innovation process? How will it effectively leverage diversity to create meaningfully unique ideas? An unstoppable fountain of creativity creates excitement that propels good ideas to be formed, leading to competitive advantage, which stimulates the growth of revenue and profit.

“Idea-People” are outliers: To be truly creative means challenging norms, conventional wisdom and beliefs. It is likely that if you are creative, you will challenge the status quo as you push the parameters of the accepted norms of life. Often, “idea-people” are outliers with cognitive differences. They present creatively disruptive traits, disrupt old ways, and inspire better ways to do things by asking thought-provoking questions, understanding things from different angles, connecting unusual dots, and solving problems in different ways. Creative people can generate an enthusiasm for creative thinking and help others develop their own ideas as well. They are constantly looking for innovative, unique improvements even when things are going well; are able to work through the barriers and put ideas into place; and build on the ideas/insights of others to come up with “outside the box” solutions.

In reality though, “Idea-People” are not always popular; people don’t like creativity, due to fear of the otherness and of a challenge; people like to stay in the comfort zone, while idea-people drive them to get out of it. The idea of otherness is crucial in understanding why people seem to not like creative people and mistrust creativity. People feel threatened by others because the qualities and opinions of others challenge them. So being innovative is not the game to be popular, but a long term endeavor and thorny journey to push our world forward. The feeling of fighting on the front line is unique; all the innovators experience that especially when they fight for their ideas and succeed. Think of ways to include "outsiders" as "innovation-excitement participants. Spot innovators based on how they think, their intellectual curiosity, authenticity, and their unique ability to connect the dots. Innovators are often visionaries and pathfinders who can come with a foresight to envision a need that others overlook or ignore and a willingness to forge ahead to reach their vision by overcoming numerous obstacles.

"Idea-World is a Fun place!" People generally like creativity, but don't want ideas imposed upon them. The least effective culture at fostering a creative workplace is traditional command and control environments. In an ideal working environment, self-motivated leaders, teams, and employees have the passion for challenging themselves, advancing their thinking ability, making things happen, catalyzing creativity, and discovering innovative ways to do things. In the ever-expanded dynamic business ecosystem, establish a gallery of Ideas-in-Motion in a high-traffic area near the innovation hub by pulling power of people, process, and technology and enforcing creative communication and mass collaboration.

"Idea-World is a Fun place!" It's important to create or nurture an inclusive environment in which people will genuinely feel good, willingly get involved with commitment, and will demonstrate unimaginable contribution, and the working environment becomes healthier, happier, and creative. Even though people have different intentions, cognitive abilities, personality traits, working styles, an inclusive working environment can harness creative communication, stimulate creativity, explore new possibilities, tolerate calculated failure, and nurture innovation success as the value of inclusiveness lies in the contributions of the individual to the organization.

On the broader horizon, nurturing creativity is a journey, with a connected world image, global consciousness, and cognitive intelligence, etc. It's important to nurture a working environment that inspires new idea generation, adds salt and spices, and be able to profitably execute on those ideas. Keep “Idea Fountain” fresh and flowing; empower “Idea-People” to encircle their great imagination; and make “Idea-World” not just fun, but also stimulating to unlock our collective human potential.


Good data opens our mind to connect interesting dots for sparking ideas; good logic brings us lucid light to in-depth understanding & problem-solving.

Modern society has its own sophistication, high professionals explore it by trying to discern the clear data lakes from the sea of information with the mixed quality; intending to climb the intelligence hierarchy from the mountain of knowledge; desiring to search for the creative oasis from culture deserts; having eager to hunt for special insight from the plateau of perceptions. 

In fact, we are slowly, but steadily stepping into the hyperconnected and interdependent digital era in which there’s delicate balance of old wisdom and new experience; laissez-faire individualism and harmonized collectivism; intuitive quick logic and deep analysis, customized specialization and universal abstraction, etc. There are varying threads weaving our digital world to keep it fully functioning as an engine of change and force of progression with abundant data mining and seamless integration.

Debunk the myth of big data and explore the logic of modern complexities: Modern businesses are systems inundated with overwhelming growth of information, 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. Big Data myth can be untangled and perceive it from a different angle, and nonlinear business logic can only be unpuzzled via the structuralism of systems understanding. Both logical thinking and data-based decision-making are neither linear nor single dimensional, only understand it through multiple views, from top-down, bottom up, middle out, and outside-in, you can understand them thoroughly and use them appropriately.

By its nature, data is simple, random and unorganized information. Logic could be fuzzy, confused, or linear, all of which cause the pain of undesired effect and lead to unnecessary complication or overly simplified conventional problem-solving. Oftentimes, misperception or misinterpretation of the issue is caused by misinformation, pre-conceptual judgment, random assumptions, or simply lack of deeper understanding. Data is raw, unorganized facts that need to be processed, logic is the hidden clue that needs to be clarified. To debunk the myth of big data and explore the logic of modern complexities, identify data quality issues input points by pondering: “where are the biggest problems and focus on real problems, not on subjective feelings”? Streamline the business logic sequence and consequence by dispassionately taking “cause-effect” analysis and synthesis.

Follow the old wisdom: "Quality has to be designed in, not inspected out": Big Data, quality data, quality is not equal to perfect, but good enough data to transform into business information and insight for capturing the trend and business insight. Inference or deference, the quality of logic depends on their fluency and effectiveness of decision-making. Good quality data, either big, wide, or deep, helps to clear logic behind the scene or broadening & deepens understanding of issues systematically. Data can be accurate, consistent, timely; logic should be clarified, cohesive and persuasive; data can be shared among many different business groups, it can be transformed, aggregated, derived for various business needs, each with possibly their own views on what the expected definition and quality of the data should be. Logic could be perceived from different angles, but more importantly, needs to be proven, abstracted to a certain level; to unify diverse viewpoints and steer the teams or the organization in the right direction for moving forward.

Technically, by “quality data” –it means clean, organized, actionable data from which to extract relevant information and insight. To get this data, you need to have deep domain expertise in the acquisition, collection, management and delivery of structured and unstructured data. Quality is not equal to perfect, but good enough data to transform into business information and insight for capturing the trend or optimizing manageability; or clear logic to solve prioritized problems effectively. The "big data" realm is not about unstructured data, but about harnessing largesse and being adaptive enough to respond to change; the “logical reasoning” is not about getting addicted to the serendipity,” but about defining common principles & language, generalizing or specializing accordingly to drive change proactively.

Good data mining tools to analyze and integrate “big data”; good logic framework to decompose and structure “multipath-logic”: Business operates in the real world, and the real world is muddy and chaotic. Organizations need tools that deal with muddy and chaotic data, not a focus on making the data adapt to somewhat weaker tools. They also need the platform-sorts of solutions to decomplex existing large-scale problems or emerging business properties. Analysis breaks things down, and integration binds things up. By analysis, you are diving into the necessary details to “know-how,” by not too trivial and gettinglost; by integrating, you are opening up cross-disciplined dialogs, creating a case where you force an organizational alignment to the integration to maximize the value from existing systems and the need for better business performance, responsiveness and maturity.

The right information minding tools are effective for businesses to gather, process, refine data, and take a proper evaluation of the cost of each data cleaning/refinery effort in order to capture hindsight for lessons learned; insight for taking smart actions; and foresight for shaping the future together. The good data analysis tools today are lightweight, but smarter, helping you navigate through “what, how, where,” about data mining to get the proper result: For example, after clarifying “what” is, say, digging into “how many types of data are you gathering /generating/creating / capturing as inputs for your organization? “Whether the present inputs (if any) are sufficient for the business goals/aims?” The good logic framework is not just for constraints, but for highlighting steps and sequences of decision support and even provokes multiple creative scenarios to structural problem-solving.

Good data opens our mind to connect interesting dots for sparking ideas; good logic brings us lucid light to in-depth understanding. The point is knowing how to soundly extract information from the “right” data, to answer the “right” questions; or how to take logic as an “abstract” goods from mass of truth or false to frame the “right” questions; both are critical to come up with the right perspective in approaching problems deeply, and understanding things holistically, with the ultimate goals to handle conflicts thoughtfully, lubricate fricions and accelerate collective progress smoothly.

Thursday, June 17, 2021


Change success creates momentum, momentum is built & maintained by making high achievements and creating sustainable results.

The purpose of going digital is to make a significant difference in the overall levels of business performance for the long run. It is the transformation that is reshaping our thinking and recasting the way we run the business and adapt to the systems of which we are a part of the environment. But overall speaking, change, especially the large scale of transformation has a very low success rate. 

Thus, businesses need to focus on what changes need to be adopted and what needs to just be bypassed, create exciting momentums to keep people engaged and ensure the future is brighter and we all co-develop the light of enchantment together.

Brainstorming is the “creative momentum” that continually stimulates our mind to connect the dots and spark fresh ideas: The art of brainstorming ignites innovative thinking, stimulates the creative side of our brains to search for answers. connect the dots to spark fresh ideas with our own personal experience and appreciation. The spark of idealization would benefit mankind when brainstorming, translating the innovative idea into tangible reality. Metaphorically, creative people are inspired to think and work nearly every day on pondering and creating. Often they have such “AHA” moments, to generate the great idea, just like the very moment when the lightbulb switch is on - experiencing the transcendence from darkness to brightness. It is not the light, but the process of "clicking or switching" giving rise to "glowing," to create conditions so that the creative potential can manifest.

There is a multitude of hyperdiverse perspectives such as creative diversity, cognitive diversity, cultural diversity, skill diversity, and personality diversity, etc. Collectively, brainstorming is the “creative momentum” for making us be aware of the power of diversity as the hotbed of creativity, proactively connecting dots across domains, across knowledge and experience, across the language and cultures. The management encourages people to embrace the fresh perspectives and diverse point of views with the goal, and co-solving problems creatively.

Motivation is the "cognitive momentum" that comes from consistently applying the habits congruent with achievement of the goal: Motivation is not only about the feeling encoded, but a combination of several emotions that describes the trajectory of behavior, and their validity is on the perception of individuality. It is often innate, and it is different for each one according to cognition, personality, and circumstances. Motivation is affected by many things, including one's thinking about their life's goals, worth, possibilities. To achieve goals either individually or collectively, motivation is the “cognitive momentum,” often, coming from within and going beyond, being real, if this is authentic - something we embody, we aspire to be -applying habits with high achievement.

Great leaders are both self-motivated and motivate others to achieve their purposes, fostering optimism and inspiring others to follow your lead, and cultivate an atmosphere of enthusiasm. Enthusiasm expects success and drives us closer to achieving it. In fact, enthusiasm deals directly with our ability to motivate. It is about maintaining and putting forth a positive attitude. Convey enthusiasm to others is the key element that allows leaders to be effective and achieve great success in their courses.

Belief & tenacity are essential to keep the “change momentum” uplifting: There is no growth without change. The “art of possible” is phenomenal. Change can be an opportunity, but at the end of the day, it needs to be all about moving us upward. Staying positive is certainly critical as we move through change. Continue to brainstorm what people are happy about as a result of the changes going on. It’s important to define and track business benefits delivery and associated change in mindset and behavior, for the progress along the way is essential to keep the change momentum unabated and uplifting. It is important for creating both internal and external beliefs around how the business is a movement for enablement and improvement to keep “change momentum,” and foster a sense of inclusion that goes well beyond engagement.

Change can be classified into long term organizational transformation, mid-term change capacity development, or short-term sprint to reach certain performance goals. Change nowadays is complex, and more often than not, is teamwork. It's implemented via the logical scenario, not through ad-hoc activities. Although many change management programs target long term business transformation, it is important to create momentum by getting some quick wins to boost morale, demonstrate values, amplify change influence, and sustain the change effect. As you must show the progress as you go along so that they can justify the investment accordingly.

Digital transformation is an arduous undertaking. One of the biggest challenges facing organizations all over the globe is how to create momentum, build and sustain unique competency, thrive with talent abundance, and make collective human progress. Change success creates momentum, momentum is built & maintained by making high achievements and creating sustainable results.


In a high mature organization, governance must be viewed and assessed at the enterprise level, developing innovative governance practices and achieving governance holism.

Considering that unpredictability, uncertainty and the probability of surprising emergent properties increase with the complexity of business ecosystems, businesses across vertical sectors need to reinvent themselves for improving their adaptability. Governance is a mechanism for monitoring the actions, policies, and decisions of corporations. Those organizations that feel stifled by governance may not have matured beyond operational risk and control. 

The Corporate Board leaders need to contemplate: Is today's governance over-control, not resilient enough to embrace the change? Ultimately, the corporate board takes the praise or blame depending largely on their abilities to influence the business outcomes and drive transformative changes seamlessly

The shift of governance to focus on enterprise change and improve organizational maturity: Digital organizations are organic systems with integrated organizational management processes being developed that help to build a cohesive set of business capabilities. Excessive management complexity, enlarges functional gaps, limits performance and slows down change speed. It’s important to look for the linkage between management and governance rather than compliance, corruption, and tough issues, and improve the quality of performance through governance improvement. The insightful BoDs should ponder further: Can the work of managing be pushed out to the periphery of our organizations? Can it be automated? Can it be dispensed with entirely? What should be focused on embed governance mechanisms into the business decisions and key processes to improve effectiveness and agility for adapting the dynamic business environment?

The effectiveness of management can be derived best when overall organization reflects on how the business is structured for responsibilities and accountabilities of key decision-makers. The effectiveness of governance is to encourage, actually orchestrate change, and enforce accountability. The long-term management optimization will require lowing maintainability, lowering overhead and increasing scalability and risks intelligence, and evaluate whether the organization can make continuous deliveries of cost-effective, secure, and innovative business solutions. Governance should be the conception, development, and deployment of solutions. Not only do today’s BoDs need to have sufficient knowledge to understand the digital business ecosystem, develop a set of digital principles that provide a more robust foundation that makes it possible to straightforwardly derive solution-level governance and ensure the effectiveness of business management practices.

Shift the governance conversation from availability of business resources to the most productive uses for the enterprise's scarce resources and capitals: Business resources are limited, including technological, financial, reputational, market structure and institutional assets, etc. Organizational management needs to make an objective assessment of their resource availability and allocation; and corporate boards should oversee their business investment, including resource management, information synchrony, or organizational design optimization, etc. In fact, one of the BoD’s oversight should be focused on the maximization of capital & resource allocation and unleash the full potential of their business.

For every corporation which should work effectively, you need strong GRC disciplines that help executives and management perform a risk analysis, harness connectivity (communication, coordination, and control), raise visibility of their core processes, and improve organizational agility. Insightful BoDs should brainstorm with the management team by asking: Is it possible for an organization to be highly decentralized and precisely synchronized? Can we reduce the performance drag of our top-heavy management structures without giving anything up in terms of focus and efficiency? With strong governance discipline, digital management can translate strategy into operational terms aligning the organizational processes and structures to create synergies in making strategy everyone’s everyday job, mobilizing change through digital synchronization, for ensuring all organization action is directed to achieving high performance results.

The shift of governance from controlling & enabling to encouragement & empowerment: Running a successful business is not just about productivity and efficiency, as innovation is the light every organization is pursuing due to fierce competition and frequent disruptions. Creativity is a long-term endeavor. It must be cultivated. One point of struggle is governance taking away liberties that are essential to people doing their jobs in creative ways. If there's a problem with trust then governance will suffer, because motivations are not aligned across organizational boundaries. Insightful leaders need to ask forward: Are there ways of combining the freedom and flexibility advantages of self-management with the control and coordination advantages of traditional hierarchies? To what extent can Digital Setting remuneration policy and process reflect the desire for the organization to be innovative?

Many organizations are at the crossroads of the business transformation to make sure information and interaction flow in every direction, build up trust by bonding people around clear and benevolent intentions. Statistically many employees do not feel engaged in their work in many companies, and talented people feel “helpless,” to make a splash, self-management" or "peer-management" substitute for manager-management? Corporate board and top leadership team sets culture tones, makes good policies to build up a positive emotional climate, and embeds governance in cycles of performance/potential management, encouraging creativity and empowering people to achieve more, etc. In fact, culture must be fostered from the board of directors downwards; otherwise, no real sponsorship takes place, encouraging autonomy and innovation. Accountability goes hand in hand with the delegation of authority or power.

In a high mature organization, governance must be viewed and assessed at the enterprise level, developing innovative governance practices and achieving governance holism. An effective board enables and directs management towards good outcomes through effective questioning, reflecting, coaching, advising, and making an assessment of the organizational maturity, to ensure the business is on the right track to reach their vision and achieve calculated results.


For Common Sense, each individual has cognitive difference, a different set of information, and a hierarchy of knowledge that makes the base of thinking turn into action.

Common sense implies that the group of people has shared common beliefs to guide, organize, regulate and judge human conduct. Every social group perhaps needs to ponder: what’s your set of common sense to make judgment? Where did you learn common sense? Does common sense often lift you or fail you?

 A common sense in a local group is perhaps totally odd in a global environment. Always remember that common sense is not so “common,” if circumstances have changed, especially nowadays, heterogeneity becomes the new characteristic of the digital era upon us. Here are a few dot connections of common sense.

Common sense vs. conventional wisdom: Common sense is a system of knowledge, that is, in which individuals who belong to a sector of society give it a reality, a truth, and invest a certain portion of the trust. Common sense is a sort of Conventional Wisdom which often refers to “in-the box” thinking within a specific social group. Common sense will in most cases be determined by what defines you as an individual at a certain point, your experience, accumulated knowledge, or the information at hand. While conventional wisdom is more general, implying a certain abstract insight of the society in a specific period of time. But keep in mind, the world keeps changing at an increasing pace, conventional wisdom has a negative connotation about sticking to outdated concepts, traditions, cultures, etc. In a traditional society with a silo mentality and scarcity of knowledge, common sense often makes sense; it is usually considered conventional to be wise, and unconventional to be unwise.

However, we are at the inflection point of the transformative change and mass innovation, common sense of one social group is perhaps not making so much sense in the others. Conventional wisdom could become a glue that gets you stuck. Your knowledge is outdated much faster than what you thought, and other’s knowledge is not always transferable. Keep preaching with age-old wisdom sometimes no longer works effectively. Thus, it’s a strategic imperative to cultivate an open culture, be learning agile, don’t take common sense for granted, develop cognitive abilities to balance conventional wisdom and unconventional wisdom; common sense and logic. It’s an arduous undertaking to pursue true wisdom for making sound judgment, searching for flaws in decisions, and widening the possibility of coming up with alternative solutions.

Common sense vs. experience: People can develop common sense with experience. Common sense in many situations is found to have been based on some usefulness - experience, or lesson learned, but it is often deficient on why or how. To put it more precisely, “common sense” is about interpreting experience, as it is perceived without much consideration for underlying factors or relationships. Experience is not always so positive, and common sense might give people an excuse not to try something harder because common sense tells them it simply doesn’t work out. When experience saturates your mind, you are not open to understanding beyond what you’ve already known, such an experience trap will keep your knowledge stale and make your version of “common sense” pessimistic.

So keep in mind, common sense perhaps provides you some quick logic to deal with certain issues. But we live in such a diverse world with high velocity and unprecedented uncertainty and ambiguity, many problems are complex and interdependent. When the problems arise, reasonable people disagree about the causes and solutions. So, it seems that common sense is not a sufficient tool for determining the logic (or potential effectiveness) or Logic Models. Not to mention that possibly there are many versions of “common sense.” Thus, the right attitude is to scrutinize the potential confusion, dig through the root cause of problems, don’t let your experience become a hindrance to future progress when “common sense” (from your, others, or last generation’ experiences) resists you to intake knowledge, or de-learn and relearn when necessary.

Common sense vs. intuition (deeper sense): All the implicit knowledge of a particular social and cultural environment belongs to common sense. Common sense is a collective sense; intuition is a deeper sense. “Common sense” is about interpreting experience to “think fast,” intuition is about gaining perception to “think fast.” Have the common sense to make fast decisions as there’s collective insight in it; have intuition to make fast decisions as we put some gut feeling in it. If common sense is based on experience, then intuition is a result of self-training and observation. But always remember, common sense does not always make sense, and too many gut-feelings perhaps implies some ‘bias' that stops you from making sound judgment.

The validity of common sense will depend on the degree of familiarity you have with the issue at hand and the personal involvement. Be cautious of pitfalls: Common sense sometimes uses false assumptions and intuition instead of thinking thoroughly. So have the courage to challenge common sense if it turns out to be out of date conventional wisdom. Intuition could be wrong in decision making if there is a lack of strong quick logic to make connections between events for understanding a chaotic world. Intuition is a deeper sense which gets activated only if we are aligned with nature and the present. Intuition should be taken as a new insight, a new idea, a new angle, but must be backed with sound reasoning in the end before putting it into action.

With common sense, we avoid complexity with the intention to think fast. However, for Common Sense, each individual has cognitive difference, a different set of information, and a hierarchy of knowledge that makes the base of thinking turn into action. So what sounds logical or balanced to one will not to another individual or group. Also, what seems to make sense in one circumstance might not work so well in another situation. Only strong discerning and learning agility can make common sense really effective to improve decision maturity and accelerate societal progress.


  Isn’t it a tough journey to celebrate 7800 blog postings - to pursue the digital way to brainstorming, innovating and sharing….

The “Future of CIO” Blog has reached 5 million page views with 7850+ blog postings 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.

Innovatingviaintrapreneurship In order to awaken innovation in the well-established organization, business leaders should think as an intrapreneur and act as a startup manager. With rapid change, many organizations get lost or get stuck at the digital journey. They need innovation silver lining from specific tools rising to capability optimization to an overall problem-solving system environment, and expanding its influence with the ability to co-create and amplify innovation...

interdisciplinaryboardroom Insightful corporate board as a top leadership team provides strategic oversight, exemplifies leadership influence and sets principles & policies for accelerating business performance continuously. Leadership is about the future and direction, innovation, and progress, which are all based on a clear vision and profound insight. The senior leadership such as the corporate board is neither the status quo nor a ceremonial role only, It is collegiality,...

Initiatingcollectiveconsciousness Contemporary society needs to awaken the ecosystem consciousness, start thinking about better ways to learn, innovate, influence, and cultivate a dynamic continuum with collective human progress. We are on the major shift from industrial silo to digital hyperconnectivity, informativeness and superconsciousness. Besides human consciousness, is the internet conscious? Is sensory technology conscious? Is the digital organization conscious?

Ignitingpassionviametaphor Contemporary society needs to awaken the ecosystem consciousness, start thinking about better ways to learn, innovate, influence, and cultivate a dynamic continuum with collective human progress. We are on the major shift from industrial silo to digital hyperconnectivity, informativeness and superconsciousness. Besides human consciousness, is the internet conscious? Is sensory technology conscious? Is the digital organization conscious?

Innovativeideamanagementframework As an organization, you need to manage your strategic directions, your ideas, your process, capabilities of your people to create a much more innovative organization.The purpose of Idea/Innovation Management is to prepare everything to maximize the transformation of an idea to achieve its business value. The science of idea management is about setting principles and building a practical framework with fine-tuned processes and structures to walk through...

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.

Wednesday, June 16, 2021


The provenance of the information being presented must be readily available and a part of the data-based problem-solving story.

The digital world is so information-intensive and technology-driven, with blurred territories, hyper-diversity, and interconnectivity. Either enforcing strategic communication in the boardroom to solve strategic problems or having touchy-feely chat with customers to deal with tactical issues, let the data do the talking and solve problems in a systematic way. The logic steps to analyze data and tell a data-based problem-solving story include:

Define the problem or opportunity based on reliable information: Some organizations waste a lot of time and tens of thousands of dollars reacting to problems/challenges, but never really solving anything, only creating more problems. Many complex problems are usually difficult to define, indeed, part of the difficulty is that there is a mixed bag of good information and misinformation; good information can either enforce cognitive understanding or sometimes be misleading, and misinformation perhaps causes distraction due to incomplete information or false knowledge. Also, businesses often try to use decision-making processes to define the problem, and in doing so often fail to really define the problem, and then try to solve that problem by using more decision-making logic and wonder why the actions you have taken have made the situation worse.

To frame the right problem, it’s important to improve information quality, and separate the “exploration/discussion” phase from the “decision-making phase” as the logic being applied is inherently different and mixing the two will cause confusion. Until you have made a first cut at defining the opportunity, issue or problem that needs a decision ("Framed the Issue"), you are not ready to start on decision making. Let quality data make sound judgments. Data Management needs to be well embedded into the key business processes to identify risks or opportunities. Data-based insight is being able to identify the root cause of a problem or the core issues of a situation that leads to understanding and defining problems with accuracy.

Options: Digital is the age of choice, it provides the opportunity to think of better ways to do things and solve problems holistically. To make a wise choice of data-based problem-solving, it’s important to understand both intrinsic and extrinsic values of information. The intrinsic value of information is about turning the most invaluable information and knowledge assets into precious insight to improve problem-solving effectiveness. gaining new and wider views, discovering unusual dots and build unexpected connections between our starting points and its rich environment, the digital ecosystem, to spark innovation, broaden varying perspectives

It is easy for us to observe how other people become emotionally charged and reactive to problems/challenges; it's even easier for ourselves to become ignited/emotionally charged and reactive towards problems/challenges. To the very least, problem-solvers should at least explore their options and possibilities, since being data-savvy is becoming a norm either professionally or at the organizational level today. The extrinsic value of information is to broaden varying perspectives ecologically, sociologically, or technologically, etc for solving problems holistically.

Running a business is about continuously solving problems large or small. Say, it’s important to provide choices for customers on how to solve their issues by listening to their feedback, solving customers’ problems by tailoring their needs and delivering solutions that delight them. You can analyze the data even more to find out which audiences are likely to buy certain products and which audiences are not likely to purchase other products, so that you can maximize your marketing dollars by targeting people who are more likely to purchase. Provide choices for talented employees on how they would like to get the work done, stop micromanagement and foster autonomy, you solve their problems and they solve customers’ problems.

Recommendation - based on facts or data: Choices are great, but how to make the right choice based on trustful information in order to solve problems with an optimal solution? Ofen problem-solvers too narrowly look at specific problems, with available data and handy requirements, but lack a broad view of their organization and long term strategy for the business, sometimes, their solutions could be too short term focused or narrow-focused. The relevant and reliable information helps to understand the situation, understand the people working with us as well as the people receiving the "solution," understand expectations from each group involved, understand motivation drivers, understand how everyone is integrated to the solution, and understand and differentiate the results from the impacts to ensure the engagement.

So good data is fine, but the refined insight of holistic understanding of situations and foresight driven recommended solutions are in demand to drive intended progress. The intention is not about finding the perfect solution but making progressive problem resolution. For business leaders or professionals, information is only a part of the story in problem-solving, the right dose of gut-feeling is perhaps another necessary ingredient to make effective decisions and solve many issues fluently. It's important to explore the new solutions and pursue "perfecting" via making the continuous adjustment.

Outcome: You cannot choose between alternatives without being clear about your desired outcome. Understand what your high-level outcomes are related to the issue, opportunity or problem. The desired outcome of problem-solving is to fix the root causes with little side-effects. Keep in mind, even if you take all critical steps in smart problems, you may still not reach the desired outcome because variables or circumstances constantly change. What is needed today is top-down to be more about the vision of the outcome.

So outcome based analysis is about finding the factors involved in the final "incorrect" outcome: See if you can measure or weigh each factor's contribution to the result, or the description of the unit of measure. Build a hypothetical equation that describes your "incorrect" outcome. See how changing any of these gets better or worsens that outcome.

The provenance of the information being presented must be readily available and a part of the data-based problem-solving story. The real problem will always be to make sense of data from a problem-solving perspective, let the data do the talking and create a lasting effect of storytelling, allowing consolidation and segregation of data to provide an in-depth understanding; allowing deep and thorough data analysis; assisting in prioritizing business problems or opportunities, and solving them in an intelligent manner. Last but not least, learn from the past problems and challenges along with encouraging others to learn from the problems that have happened, and believe that problems are the opportunity to show others you're a good problem-solver.


Use architecture as a body of knowledge and experience in gaining contextual understanding of the business, classifying the crucial elements and knowing their linkage, and orchestrating a smooth transformation.

Business Architecture is one practice driven by the C-level and interwoven throughout a company's strategy. It could become a great executive communication tool for business leaders, particularly when dialogues or discussion is kept at a higher level. You can analyze enterprise architecture to see how systems being built from it will perform with respect to their quality attribute goals, An architecture abstract layers include:

Reusability: Re-usability is about creating simple building blocks that can be applied over and over to minimize design cost and maximize value over the products/services delivery cycle. Re-usability and simplicity complement each other to certain levels of granularity within the organization. Reuse happens at many levels, it’s important to set certain criteria to reuse without causing too many side effects. By leveraging enterprise architecture as an effective tool, the sooner the reusability at the enterprise level is leveraged, the sooner the organization will be able to be both global and locally flexible.

The management should enforce the governance/oversight to guarantee that reusability development maintains conformance to that business need, and the combination of quality and price for any given service feature is competitive. although in most cases the upside of reuse out-weights the penalties. Just keep remembering that everything has downsides and they should be considered along with the benefits. When implemented seamlessly, it will bring in required simplicity at an enterprise level and speed up product delivery cycle. A generalist still has a specialism. You may be knowledgeable about a lot of subjects, but there will always be something you're really good at. In turn it's this overlap of your strengths that creates a specialism that others don't have, to be a good generalist you will need quite some knowledge of quite some fields.

Customization: With unprecedented convenience brought by emerging technologies, customers are selective, you have to provide customized solutions to tailor their needs. Customer experience comes from all touchpoints, yet organizations are structured by departments and it hinders a company’s ability to create value. However, most organizations are organized in silos. How would you ensure that all structures, processes and strategy alignment around excellent customer experience to result in a profitable and evolving business? The architecture is an effective tool to bridge strategy & execution, connect customer touchpoints, & mind gaps of functional silos.

Forward looking organizations develop trustful relationships with suppliers, collect feedback from customers, understand the real world business problems deeply and investigate innovative business solutions from the customer’s lenses. Their expertise is not only technical specialty, more importantly, they can also deliver outside the box thinking and expansive talent pool, culture wisdom and process innovation. Enterprise architecture offers approaches/viewpoints for modeling total customer experience and defining what the business does or must do to create value for customers. Once it is realized that the organization has to move to a customer-centric organization.

Portfolio Management: A company has finite resources to apply to get the best yield possible to meet stakeholders’ expectations. The enterprise architecture is a practical tool that helps the organization do pre-planning, planning, prioritizing, and adjusting all the time; deals with business initiatives, derived from strategy, and improves the visibility of business management. It’s used as an effective portfolio management tool that can slice and dice the portfolio in a variety of ways - by geography; by line of business; by sponsoring executives; by delivery units; or strategic themes; and so on. It provides an “executive” view including impact analysis, reporting and alignment to strategy.

On its evolution abilities. the strategic planning of the potential portfolio, "what if" situations showing potential scale of business benefit to be driven from the portfolio based on different mixes of programs and projects. The final level of planning at this level is the creation of the agreed business transformation roadmap which illustrates the final version of the portfolio that will become the active portfolio. The balanced scorecard along with a robust, flexible and comprehensive set of tools to report and provide performance metrics allow the portfolio to be fine-tuned over time so that it delivers maximum strategic advantage to the organization. It provides the oversight of P&L of the active portfolio; the TCO of the portfolio; and the strategic ROI of the portfolio, etc.

Use architecture as a body of knowledge and experience in gaining contextual understanding of the business, classifying the crucial elements and knowing their linkage, orchestrate the organizational interrelationship between people and process, streamline information and idea flow, enforce business communications, foster collaboration, designing and planning, guide the business scaling up, develop dynamic competencies, build trust, and ultimately lead to greater autonomy and "self-generated" engagement to accelerate business performance.

Tuesday, June 15, 2021


The condition of being human is to first find our true identity through self reflection: “who am I.”

Humans realize, given cultivation and other forms of natural and geographical control we try to implement, we have to understand more deeply about ourselves. Reflection is simply to discover a sense of self. 

The mirror-metaphor of reflection has a long tradition in literature, philosophy, psychology, and plays a major role in multiple intellectual concepts worldwide. In western philosophies, the psyche is seen as a mirror of reality. The classical oriental philosophers are well aware, and make use of the metaphor of the heart-mind as a mirror.

In Western psychology, unconscious, subconscious, conscious and superconscious are the four states of mind: Our innate consciousness is basically a state of the ego, the worldly self. The projection of self to the exterior could mean that we try to change the self, or we try to change the exterior. The interaction between the Self/You and the exterior world, which is a projection of you, is” Consciousness” (with capital "C") tries to manifest itself in a way that is unique to you. Freud's unconscious id, ego and superego are system boundaries of the unconscious, Jung's conscious, subconscious and collective unconscious and his/her personality insights deepen the understanding of evolution of consciousness.

Just as a pan of water can be "clear and pure enough to examine the lines on your face" - Xunzi (Ancient Eastern philosopher),: One must have a heart-mind like a mirror in order to learn about the way. Can the heart-mind be clear and pure enough to respond appropriately to learning. and self realization “who do I want to be.” Self-reflection is very important as it provides a person's perceived value through their own lens.

Knowing oneself comes from the practice of actively and intentionally being present to relate to, see all the different parts of oneself and how they operate. The condition of being human is the endless search for the conditions that allows the human to maximize the human potential and bring the human's dreams alive in the shared reality we call life. When people are inspired to discover who they are, their inner genius is empowered to grow into who they want to be, they are often on a unique path to develop their creativity and shape a growth mindset.

"The sage's heart-mind in stillness is the mirror of Heaven and earth, the glass of ten thousand things."- - Zhuangzi, a heart-mind like a mirror constitutes the ideal state of unity. What we project gets reflected back to us. As if standing in a hall of mirrors, we reflect creativity back upon itself and speculate upon its nature, never knowing which image is real and which is the reflection. Each reflection is different in its own environment, yet isomorphic of the others.

All conflict only exists within, and the Law of Reflection states we will project that conflict to find the external reflection of what we look like and in asserting we will never act like them again. Better understand yourselves and how knowing who you are and your own style of influence affect how you respond and interact with your surroundings. It is highly important that people self-reflect and be able not only to describe what they are able to do but also to reflect in a constructive manner how anything could be done in a different way even if a process has been successful. This generates in a person new ideas and is a way how a person can keep him/herself up to the standards required.

Knowing who you are and how you react and respond in different situations can help you understand and improve the cognitive, relational and assertive actions you take on a day to day basis. Self assessment focuses the mind and ensures that everyone has their say, but they should also be open minded to others’ saying and thereby avoid being a victim of situations and circumstances.; so collectively and collaboratively, we could be ourselves, but we could also learn from others. Through empathetic understanding connects the mind and touches the heart, and we could be in the ideal state of unity and harmony.


Governance controlling and enforcement takes a new meaning such as agility, focus, intelligence, and creativity in the dynamic era of digitalization.

The criteria to evaluate governance processes need to clearly identify the core competencies and focus more on process optimization opportunities. There is a myriad of information, conflicts, and change inertia in the modern business environment. One of the important goals of GRC discipline is to improve the corporate effectiveness and consistency.

Providing a common corporate "language" as well as work instructions: The assumption that the language of finance is the closest thing to a universal language among the different functional types is perhaps a bit outdated because digital organizations are people centric and highly innovative. It is important to enforce governance discipline by setting rules for safeguarding the status quo, but not stifling innovation, providing a common language, establishing proper standards, appropriate business and use cases, etc. Besides finance language, there is a different way to communicate, such as visual representations provide a neutral language that is not laden with technical terms and allow an effective conversation to happen between the different parties - in fact dramatically accelerates consensus. With strong governance practices, communication via a common corporate language could become more persuasive and effective.

The other problem with governance is that the people who enforce governance normally have a frame of reference based on their own experiences and a view of the existing business capabilities. There are all sorts of misperception symptoms such as preconceived ideas about how things should happen, seeing the trees but missing the forest, etc. The value proposition of good GRC and brand should be integrated within and across operations not siloed off in a box and improve the success rate of business change and innovation.

Listing a set of common corporate characteristics - the thing consistent with companies that have chosen to take the holistic GRC path: There is a set of common corporate characteristics such as effectiveness, efficiency, reliability, agility, scalability, quality, people-centricity, etc, and these characteristics tend to align to a common set of guiding principles that can be evidence. Effective governance approach is not just about covering risk management, but also about setting good principles or right policies ensuring alignment with the corporate objectives, policies, and procedures for how organizations work, and measuring the value creation, to enforce a list of common corporate characteristics, manage organizational complexities, and create a good working environment to harness accountability.

There are both hard and soft components in business governance which has either direct or indirect impact on corporate performance. There is an ongoing problem with highly structured GRC approaches that seem to overlook the very human and social behavioral factors that underpin real GRC success. GRC can be used to raise visibility and awareness for many things that are captured at the working group levels of the organization, and bring them in front of leadership. Such things can be business improvement and business drivers including improvements to areas of the business that have a direct customer impact; or the people management initiatives to break down silo, harmonize working relationship and tap human potential. Keep in mind, governance is a discipline which continually requires stroking and attention. Otherwise, it will stagnate and lose its ability to enforce desired digital business competency and steer the business in the right direction.

Building a set of common governance standards - allowing the advantages of reusability, decrease in duplication of effort, decreased risk of violations that can occur: The solid governance disciplines are not for encouraging silos or stifling business speed. In fact, it should enforce good governance standards, quality, desired simplicity and risk intelligence. With rapid changes and fierce competition, businesses should avoid reinventing the wheel and accelerate the products/services delivery cycle, decrease the development or support costs, decrease duplication of effort, and decrease time to market. The challenge seems that there are hype increases for business improvement, so senior management is heavily engaged to sponsor and monitor systematic reusability and improvement efforts. The challenge of governance becomes obtaining that shift in the culture where continuous improvement is the focus.

There are often disruptive processes or technologies that need some relaxation of the old governance models during the changeover. It makes sense to have governance processes that are more lightweight, more continuous, and that focus more on results rather than detailed plans, and have change agents and innovators involved. Otherwise, you run a risk that you'll invest to improve process governance and find you've made yourself less competitive. Get senior management focus and ensure that process owners are at a sufficiently senior level in the organization to do more than influence the change, they must be able to drive it to improve business effectiveness - doing the right things and efficiency - doing things right.

Governance controlling and enforcement takes a new meaning such as agility, focus, intelligence, and creativity in the dynamic era of digitalization. It will only be when the internal and external emphasis shifts from regulatory and compliance governance to identifying, reporting and developing the behavioral governance, so accountability comes from managers at the core, and the business performance is accelerated via the accountability of management and cohesiveness of business capabilities.


A business model is "why this business works. "If you can't answer that in a few words, you probably don't have a viable business!

A business model = Construct of {value proposition, products/services, resources/activities/capabilities, customer relationship/partnerships, cost/revenue structure}. 

A business model should not only be used for describing, analyzing, and predicting the evolution of a business system, but also provide a framework for managing the performance of the business throughout its life cycle.


Value proposition
: Business models describe, as a system, how the pieces of a business fit together, as well as the rationale of how an organization creates, delivers, and captures the multidimensional value (economic, social, cultural, or other forms of value). To create a practical business model, both sales and products in the business are absolutely critical. It usually contains numeric values representing one's assumptions about the market and about costs, etc. Business model designers should methodologically review a list of levers for business model components, and systematically generate the list of potential business model options.

The business model is a living breathing thing that can be articulated as a compelling story and validated as a logical scenario. It’s also important to validate the business model through the number test. 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.

Key activities/resource/capability/capacit
y: Businesses can access the maximum number of potentially good ideas for building new innovative products, services, business models or solutions. But organizations have limited resources, time, and there are capability/capacity gaps existing to do a given amount of work. If you have a strong business model you need to have a set of value-generating skills that match customer needs and are difficult to copy, at least in the short term.

A business model should not only be used for describing, analyzing, and predicting the evolution of a business system, but also provide a framework for managing the performance of the business throughout its life cycle. To rejuvenate the business models, it’s important for innovation management to adopt the facilitation style, apply dynamic practices to build high performing and creative teams, develop a common understanding of business model innovation effort, create the necessity and motivation for it, as well as getting the management buy-in, and close the accountability gap through open door listening, cross-functional communication & collaboration, transparency, and empathy.

Partnership/relationship Management: Building a strategic alliance and business partnership is a “soft,” but an important step in business model innovation. Instead of being rigidly grouped around a specific function or team, the hyperconnected digital organizations draw together mutually supportive partnership teams collectively seek to create differentiated ideas, implement new business models, and achieve innovation that they could not reach alone. create a flexible environment in which people can grow, treating customers, channel partners, suppliers as industry ecosystem participants to create and co-solve tough problems and many common challenges.

When you have the vision and business model proposal, then it's a lot easier to "see and connect the dots" to make a delivery plan/strategy, and perhaps even adjust/modify or change the vision and mission. 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. Digital collaboration focuses on harnessing cross-functional collaboration and iterative communication via robust process and collaboration tools. As a business grows, your teams, customers, and business partners will evolve and their demands will change.

Revenue/Cost structure: A business model is a way or ways that a company generates revenues and profits. Without a product, you have nothing to sell, and without sales, you have no revenue. It’s important to have a cost optimized system that optimizes cost structure, fine tunes processes, reuse and reduction of waste reduces cost and creates new revenue streams , and makes wise investments to reinvent the business. It includes making a deep revenue/cost analysis of the components and functions of the business which generate revenues and expenses of the business.

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. Scrutinize cost, complexity, or footprint, improve the visibility of costs measured against the visibility of quantifiable benefit. Whatever the cost is estimated to be, they will then need to determine the net increase in revenue at current margins needed to offset the cost of business.

Most successful business models are usually based on low cost, high differentiation or a combination of these factors. Maintaining these features is often the basis of sustaining the model. A strong business model is difficult to copy; it is differentiated in the marketplace. However, market forces render any given business model unsustainable. Thus, continually rejuvenating business model is a journey to keep the business fresh and build a highly innovative organizaiton.


If life is a puzzle, intuition works when- there isn’t -an exact answer to-the puzzle

Intuition is-
a sort of -
underpinning of -
a reflex expression of-

Intuition is -
quick thinking.

If life is a puzzle,
intuition works when-
there isn’t -
an exact answer to-
the puzzle because-
we don’t have-
all the pieces.

only ourselves can -
figure out-
the hidden clue by-
evolving our gut…
Intuition is gut feeling.

If mind guides us-
how to think;
gut encourages us-
how to act...
Intuition is -
an implicit cognition;
an ability to -
have direct perception,
quick insight.
Like the inner compass,
intuition gives us direction.

Intuition is-
not just about-
going numb;
but about proactively-
opening ourselves.
The more consciously-
we grow,
the more aligned,
we become-
Intuition is -
subconscious thing.

Listening to -
the inner calling.
a lot of courage.
We need to-
be provoked to-
make our intuition work.

it is-
a thought-provoking
other times,
it is a triggered event.
Intuition is-
an insightful thing.

Intuition is-
our “secret source,”
to make choices,
fast decisions,
taste life uniquely,
Intuition is-
“gut feeling” thing.


 Ideally, the digital business will be "organically" and adaptively developed, iterating and empowered to enforce its transcendent purpose.

Change is inevitable, organizational change has become a common practice within an organization, but too often changes are made as a reaction to outer impulses, crisis, and demands. This is the bureaucracy’s way of meeting the challenges. A digital transformation is achieved via dynamic Strategy-Execution-Change lifecycle management, although it is not all linear steps, but an iterative, ongoing and upgoing change continuum. 

The purpose of the book “Change Insight is to dig deeper to analyze the psychology behind changes and handle problems and changes at the level of the mindset, and xplore people-centric change management philosophy and practices.


Unity Digital management is responsible for designing, enabling, and enforcing a collaborative, innovative, intelligent, and inclusive working environment, seeking unity in diversity, enforcing cross-siloed or cross-divisional collaboration.With increasing speed of changes and overwhelming growth of information, the characteristics of digitalization are hyper-connectivity, hyper-complexity, and interdependence in the “VUCA” digital world. So the traditional...

Initiatingclearchangestatement A multidimensional future mining view and making clear change statements help business leaders let go of the current reality and think outside the current constraints and comfort zones. The future state is very fluid, it can be defined in the present moment but will change while we are trying to reach it. Progress comes from innovative "vision statements" stories of the future. A clear vision is in demand and it’s important to capture multiple views...

Initiativestoimprovement The magnitude of improvement and the impact it has on the organization, short term, long term, effectiveness, and profitability all depend on the vision and the competence of management leadership. With overwhelming growth of information and frequent disruptions, it is a continuous journey to adapt to the new world of businesses, faster, always on, hyper-connected and fiercely competitive. Business leaders have to look beyond today and ask open-ended...

Initiativefailurecauses Change is never for its own sake, any business initiative, especially change, should be viewed as an "opportunity" for solving business problems. Digital enterprises are inherently complicated, the highly intensive changes do not happen in isolation from each other in predictable ways. The real challenge is to understand the priorities of your company, and know where and how you can and should improve to amplify its effect.

Ideally, the digital business will be "organically" and adaptively developed, iterating and empowered to enforce its transcendent purpose.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. Digital organization is a dynamic purpose-driven system which needs to continue evolving and adapting, bringing greater awareness...

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.

Incoherent confusion

To reach the high level of digital maturity, an organization of today or the future needs to create a new paradigm shift, replacing confusion with paradoxical balance. 

Organizations rise and fall, not on the quantum of plans and resources, but on the capabilities to lead and manage, yet most important to execute.. Disconnect occurs when wishful thinking at higher levels detaches from reality at lower levels; when misinformation leads to misjudgment; when hierarchical business systems are dysfunctional, silo thinking or bureaucracy is propagating; when misalignment of "do what you say, say what you mean, mean what you do" cause culture inertia; when value proposition fails to be translated into meaningful operational deliverables; when the work is not done right and needs to be redone, then business disasters emerge. How to handle all those issues smoothly, ameliorate business fluidity and improve the overall organizational manageability.

Information incoherence: Information and knowledge do not stand still! It flows into the company, it flows out of it, and it flows outwardly in terms of products and services deliveries. In fact, information is the gold mine all forward-thinking organizations dig to capture business foresight and customer insight. However, there are inherent dangers of too much information or incoherence in exponential growth of information and the body of knowledge that surrounds us causes miscommunication, poor judgment, or ineffective decisions, etc. Miscommunication is a common pitfall which is often caused by misinformation or perception gaps. Also, if there's a lack of quality information and holistic understanding, the business intends to solve symptoms but cause more problems later on or perhaps on the other side of the company.

The ability to explore intangible information assets becomes far more decisive to build competitive business advantage for the long term as effective Information Management can capture the real-time business insight and customer foresight for discovering the new areas which contribute to the business growth, or spot the opportunities to increase revenues. Streamlining and standardization of information management processes is an essential prerequisite to providing effective information integration solutions and achieving information synchronization.

Hierarchical dissonance: In a static business environment, hierarchy performs well, to keep things under control and give business systems stability. However, in the fast paced business dynamic, it causes change inertia, perpetuates bureaucracy and impedes the business speed. Many times, communication bottleneck and collaboration ineffectiveness is a dissonance between upper and middle management or middle management and frontline employees. Thus, organizational hierarchy must have enough central control to achieve coordination toward the large-system goals, and enough autonomy to keep all subsystems flourishing, functioning, and self-organization.

Digital organizations are systems, system hierarchy is different from command control hierarchy. It is possible through highlighting system successes and failures to argue when hierarchies have contributed to both outcomes, and normally digress thereafter into blame or claim games. In management practice, the highly complex and dynamic system needs to be elaborated in a well-organized effort, to make hierarchical systems adaptive so that they can respond to the challenges of a more complex, interconnected, and interdependent world.

Cause-and-effect confusion: Contemporary society is getting more and more complex, the very natural attempt of humans to take the very powerful techniques of mathematics, such as techniques of linear mathematics or logic and apply it to the world very quickly, come up against insurmountable difficulties for managing today's dynamic, and cause confusion and dysfunctional business management system. In addition, Linear models are usually about simplifications. They are valid only within limited conditions, coming from attempting to isolate and understand the dynamics of the individual functions in the enterprise, but it perhaps leads to errors and incorrect results, especially when moving from the modeled world to the real world because there are many interdependent components in the business. The consequence of all of this is that the “classic” management doesn’t take a systemic approach to management.

In running today’s dynamic organization, a simple variable can be both cause and effect. Linear thinking implies the whole is equal to the sum of its parts, but it’s only part of a story. Problem-solving based on linear logic and analytics can sometimes cause more problems later on if ignoring the interdependence of a variety of connected issues. The predictive “cause and effect” in system dynamics can include nonlinear cause and effect models, and develop nonlinear business problem-solving scenarios. We have to leave our old mechanistic view of the world behind us and look at the world through new eyes as a world of nonlinear systems. As a matter of fact, understanding nonlinearity as the very characteristic of the digital ecosystem could be at the tipping point for the digital paradigm shift.

The most common anecdote is how managers/leaders tend to restructure if they sense things are becoming dysfunctional, and often with mixed results. To reach the high level of digital maturity, an organization of today or the future needs to create a new paradigm shift, replacing confusion with paradoxical balance of creativity and process; innovation and standardization, etc. There must be enough central control to achieve coordination toward the large-system goals, and enough autonomy to keep all subsystems flourishing, and functioning for achieving high-performance results.


Many companies may be in business for many years but have not matured in their management disciplines.

The architecture has to describe all of the current deployment technology patterns, and that must have a traceability matrix from requirements to process to information to physical implementation. To understand whether the architecture is 'good' or 'bad' or somewhere in between, and a lot of color between white and black of failure and perfection, all you need to do is look at key business metrics for improving its traceability.

The operating ratio (complexity, maintenance vs. new development, sustainability, et
c.) There is never "enough" to optimize operations and fine-tuning differentiated business capabilities. Complexity has increased exponentially and has become part of the digital new normal. The complexity can be good or bad for businesses depending on your strategy and capability. There is needed complexity and unwanted complexity. Enterprise architecture is a practical tool to increase visibility and transparency of the legacy environment through understanding every island of operation and every workflow process, eliminating something which is not used and saving effort on maintaining it. It is through this comprehensive understanding and continuous optimization, business management is able to improve performance and productivity.

Enterprise architecture is also a good tool to management complexity, optimize varying business costs such as operational cost, financials, technical debt - a calculation of the cost to fix structural quality problems, vendor cost, information management cost, or people cost, etc, and improve the overall business sustainability -minimizing the usage of non-renewable resources, optimizing resource usage, cutting emission and recycling waste, reducing energy use & waste & emissions in operations. By applying EA as a useful tool, sustainability is embedded into key business processes, and the business makes decisions with an integrated view that blends financial, environmental, and social performance. The goal is to improve the financial health of the company.

Time to market (business partnership, requirements elicitation, testing and operating platform efficiencies, etc.) Running a real-time digital organization starts with providing real-time information expedite delivery quality solutions to conquer dynamic digital management challenges. In many global or multinational organizations, the challenges of stakeholder involvement are real for business initiatives. The manager should never lose sight of all requirements and relationships, and to make sure those requirements whose improvement has the most benefit to the business. It is up to leaders to interpret and leverage the stakeholders’ expectations and come up with an expectation that you believe is suitable for your role. By leveraging enterprise architecture as an effective tool to focus on communication, transparency, and acts of integrity on the part of management in creating organizational synergy, the management can make a formal business requirement initiatives checklist such as enterprise mission and stakeholder needs analysis, enterprise system requirement development and management.

Enterprise architecture is an effective communication tool and feedback mechanism for improving organizational responsiveness, business requirements are gathered and managed and discussed with executives and teams, focusing on those requirements whose improvement has the most benefit to the business. People across the organizational hierarchy can make invaluable contributions at whatever level in the formal hierarchy they happen to be placed, with greater abilities to create shareholders’ engagement for achieving desired business outcomes, such as customer satisfaction, employee engagement, business partnership, operating platform efficiencies, financial health, and shareholder delight, etc.

Raise visibility and awareness of organizational maturity: The purpose of running a transparent organization is to bridge the gap between different functions, link lower level metrics with strategic goals, harness cross-functional communication & collaboration, improve organizational performance and maturity. There is a consensus that governance must influence the level of performance of all the members of the company. It’s important to assess how effectively enterprise architecture can be used as a governance enabler to raise visibility and awareness for many things that are captured at the different levels of the organization.

The value of Enterprise Architecture is a combination of a long-term perspective with some quick wins. It’s an effective tool to evaluate how mature the governance should be handled and prioritized in such a manner that they're inherent in the way without negatively impacting the working flexibility. It helps the business management Look for the linkage between operation management and governance rather than compliance, corruption, and tough issues, as well as understand where their competitors are getting negative sentiment, to improve the quality of performance through governance improvement.

Many companies may be in business for many years but have not matured in their management disciplines. Surviving and thriving in today’s business dynamic requires business to apply effective enterprise architecture tools to enforce cross-functional communication and collaboration, reduce business friction and deal with conflicts or disruptions that arise, trace its performance on optimizing business performance and maturity to shape a people-centric organization from functioning to delight.

Monday, June 14, 2021


As an organization, you need to manage your strategic directions, your ideas, your process, capabilities of your people to create a much more innovative organization.

The purpose of Idea/Innovation Management is to prepare everything to maximize the transformation of an idea to achieve its business value. The science of idea management is about setting principles and building a practical framework with fine-tuned processes and structures to walk through a generation-assessment-implementation-performance-risk management scenario.

 In reality, very few organizations can manage ideas effectively. Because overly rigid rules or processes will stifle creativity and decrease innovation effectiveness. And there are always some constraints for businesses to explore new opportunities or deploy new ideas. It is important to manage innovation from keeping ideas flow to implementing ideas systematically.

Generation: Ideas are seeds of creativity that can change a certain situation and future; ideas are crucial to an innovation program. Is there such a thing as bad ideas or too many ideas? It doesn't matter if the idea is original or mundane, if there is nothing to compare or relate it to. It’s about who is expected to constantly propose new ideas and challenge the status quo. In today's competitive environment, what was outside the box yesterday, may not be such today. Our thinking has to continuously evolve, adopt, and prepare for changes to generate more ideas for inventing the future together. You need to make sure that your company has a steady flow of fresh ideas floating in your innovation pipeline, and you need a methodological platform that allows you to do that in an efficient way.

From a management perspective, it is about building a more interconnected communication platform to create, share and improve ideas. Money will increase the willingness of employees to contribute ideas or improve the idea management system. It doesn't mean though that it will absolutely increase the volume of ideas that are available to be collected. To break through the idea management bottleneck, business leaders need to clarify innovation efforts by questioning themselves and others: What can interact with ideas, and what parameters the innovative ideas might have? Who else is using such new ideas? Who are the industry players? Can we learn some innovative ideas across the industrial border? Can we also learn what the trend of such a new idea is? Can we classify the components or operations of ideas? What can interact with these ideas? What parameters does the innovative idea have? Who else is using such new ideas? Who are the main industry players? Ideas are like water, keep flowing, do we have an idea reservoir to keep them up and manage them effectively to unleash their potential? Etc.

Validation: There’s nothing wrong with lots of out-of-the box ideas as long as you couple it with some good analytical tools to make an objective assessment to achieve their commercial values. One of the real challenges to innovation management is how to accelerate idea validation and streamline innovation processes. Otherwise, you’ll run the risk of spending too much time and effort chasing down bad ideas. Companies need to have a process in place that allows for the submission of ideas that filters out the “craziness” that sometimes occurs in brainstorming. There needs to be context, balance and known parameters, so it can be judged if it is cliche, inside the box thinking, outside the box thinking, or incomprehensible thoughts.

Most good ideas emerge from interactions, not single individuals. Thus, an appropriately configured and well-developed digital platform needs to become the part of innovation management. Besides validating ideas, it’s also important to validate innovation platforms, systems, or tools. An effective idea management platform/tools can be assessed through simplicity of use, flexibility to manage different discussions, collaborative systems & tools to encourage discussions, as well as transparency in follow-up of a system of innovation process from the idea up to implementation, quantify the potential benefits of those ideas; what is expected for market size, the expected cost or profit, list the pros & cons of ideas, how would the idea benefit the customer, the company or the employees, etc.

Implementation: One of the issues about generating too many ideas is that one can get stuck in the rut of idea generation only. An idea is just an idea unless executed. Even if you have many innovative ideas, it doesn’t guarantee innovation success due to the possible ‘execution’ gap. Keep in mind, identification of the novel is only the beginning, the heavy lifting starts as a firm aligns resources and executes, it is the science of innovation management. The problems start when people start to choose the best idea for them to implement. If you remember that ideas are built on other ideas and that idea combination is a powerful technique, then having a big amount of ideas is a good thing as long as you then try and get the best attributes of the ones you like and combine them into one solid implementation/ outcome.

More organizations are looking for integrations with project and portfolio management tools to ensure the ideas go straight from platforms into specialized systems or tools to help them manage the portfolio of potential projects, and manage the execution of each. Create a disciplined, managed space for developing and testing new models, products, and business approaches. Bridging innovation execution gap to achieving the business objectives requires a contracted execution scenario with clear stages, performance thresholds, and decision-making parameters combined with an iterative, experiential learning process that supports wide-ranging exploration at each stage.

Recognition: Ideas are great, and an idea person is invaluable. Innovators are at their very heart visionaries who also have determination, dedication, passion and curiosity, inspiration and motivation. It is important to recognize your innovators or change agents. It has been observed that recognition helps people participate in cross-functional collaboration, voice opinions and sharing wisdom. The process to support the creation of sustainable, systematic innovation can be structured, but innovation per se is like composing a symphony, a lot of planning, but the music will come from the musicians, not the conductor. Because ideas are built on other ideas and that idea combination is a powerful technique, and the chain of ideas keeps the organization energetic and people engaged.

Not only recognize innovators, but also create a creative culture to nurture more innovators. Look at both tangible - the quantitative result, but do not ignore the intangibles - the positive or negative culture influence the employee has brought to the company and a peer review always helps. If the working environment with delightful interaction is stimulating and challenging, employees should think of knowledge/idea sharing as something they gain, rather than lose. If corporate managers and employees have different manifestations about the culture, then, more open communication is needed to clarify the expectation, with the ultimate goals to make the organization a better place to work, and the staff can contribute to idea generation.

Measurement: The perception will come from the usage you're doing with metrics: Assuming an organization believes that metrics can lead to continuous improvement and improve innovation effectiveness, select a right set of key performance indicators, to keep the measures simple and understandable. Irrelevant measurement indicators will waste time, add the other layer of management complexity, and decrease the business effectiveness. Because some innovations take time to be developed into fruition. One of the solutions is to define innovation process KPIs, which demonstrate the growing capability of the organization to deliver more innovation with business impact in the future.

The effective measurements selected should be part of a link to cause-and-effect relationships, ending in financial objectives that ultimately affect the growth and long-term perspective of the organization.A well-defined standard set of innovation performance metrics would need to be considered in better measures of innovation success such as revenue sustainability, customer satisfaction, knowledge accumulation, brand reputation or price elasticity, etc.

Risk Management: If idea management is like a gas accelerator, then risk management is like a brake pad. The innovative idea is in the head of an innovator, but having a good means for its realization is a great enabler, the most valuable thing is recognition that risk and opportunity are essentially the flip-sides of each other. Companies compete on innovation. And depending on the company's position in the marketplace, they may be forced to take risks that others would not take to meet shareholder expectations. Thus, innovation risks need to be managed systematically.

There are strategic risks and systemic risks, there are financial risks, operational risks, or regulation risks, etc, in innovation management. The primary focus of the risk management process would be to identify and control those risks that can be addressed; financing, market understanding, competitor analysis, identifying the space of opportunity, defining the scalability of the product, what timescale to allow before making a go/no-go decision. Organizations need to periodically make an objective assessment of their risk management systems and tools, identifying risk management blind spots and the root causes of business problems, for improving the overall innovation success rate.

For cracking the serendipity code of idealization & implementations and achieving innovation premium, organizations should build a healthy working environment to encourage idea brainstorming, knowledge sharing, and leverage effective information/knowledge/process management. As an organization, you need to manage your strategic directions, your ideas, your process, capabilities of your people to create a much more innovative organization.