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.

Monday, May 31, 2021

Hands Inside Glove

The organizational design which includes policy and methodology must be adaptable, develop interdisciplinary frameworks -gloves and technical mechanisms - hands for improving organizational autonomy and maturity.

Businesses are complex, people are complex, consider digital organization as the ever-evolving interlaced environments, and humans are vehicles of natural and cultural solutions. So the right business system needs to fine tune its organizational structures, functions, talent, and mechanism, build dynamic business capabilities that are the strategic routines by which firms achieve new resource configurations as markets emerge, collide, split, evolve, etc. 

Are there too many hands in the organization today for business or just “busyness”? Hands need to be fully functioning, and gloves are the framework or constraint to drive desired results consistently.




Innovation is the hand, while strategy is the glove: Variety, complexity, diversification, and collaboration are the characteristics of the digital business ecosystem. Innovation is serendipity in many organizations. But serendipity is not a lucky accident and it can be planned and worked upon. Has a lot of determination and divine providence for those who believe in that. Highly innovative organization leverages innovation strategy as an effective constraint to stay focused on building the innovation capacity of the business and unlocks a new market or revenue stream. Thus, innovation strategy is the glove- the constraint, and innovation management is the hand in the glove - continuous planning, analysis, monitoring, and assessment of all that is necessary for an organization to meet its visions, missions, goals, and objectives.

Compared to nimble startups, many well-established organizations are struggling with innovation, due to silo thinking, change inertia, or rigid hierarchy. It's an even bigger challenge today because companies are still trying to “feel their way” to do innovation and any kind of strategic business thinking seems to be taking a back seat to simply keeping things together. A comprehensive innovation strategy is a requirement to value-driven innovation by creating a clear line of sight between the enterprise vision and how to build a balanced portfolio with mixed breakthrough innovation and incremental innovation. In the respect of gaps between innovation strategy and implementation, uncertainty is the biggest problem in business today, And sometimes when strategies change, the hand adjusts the shape of the glove to make things work.

Information Technology is the hand inside the process management glove for business optimization: Processes underpin business capability. Enterprises have parts of their business that are transaction-oriented and therefore process intensive, and parts of their business which are information intensive. Enterprise process view enables a framework - a glove, for refining and optimizing processes and information interactions at various levels of an enterprise influenced and informed by enterprise goals and objectives. The systematic view of Information Management helps the management understand information management as a system for optimizing business processing, shaping differentiated business capabilities, and orchestrating high-responsive digital organizations.

The smart process needs to have an information management mechanism - a hand, and dynamic aspects to it. It is rigorous; it can handle ad-hoc and exceptional matters smoothly and it ‘knows’ enough to be able to handle failures effectively. The steps involved and who does what and how and what business logic/rules are used in the process, clearly recognize the need for improved technical support for these key business processes and identify the top business process area that needs information technology investment. At the business scope, you create an intelligent system around the data-based smart process, call it a management system which becomes a vehicle for strategy execution.

The governance and risk management disciplines go hand in glove: Governance is the framework - a glove, and risk management is the hand in the glove. In business, every day is a risk, but when a company embarks on a growth strategy, the risk curve will always be greater than a business as usual approaches. The company management is responsible to achieve the strategic goals by leveraging business resources and overcoming day-to-day uncertainties. Governance principles need to be assessed, evaluated and modified to address the latest trends as well as enforce manageability via collaborating their geographically dispersed structures and talents. Governance discipline evolves the leadership and organizational structures and processes that ensure the organization sustains and extends the enterprise strategies and objectives. Foster a governance process to ensure key stakeholders have input into planning, allocation, and commitment of resources to either prevent risks or solve problems effectively.

However, too few business enterprises have appropriately aligned or devoted sufficient resources to their risk management efforts, and they should be or need to be appropriately integrated, with decent reporting structuring and streamlined processes. It’s important to integrate GRC into the everyday business model and move the organization a couple of steps forward in business excellence. The enterprise risk management has to be expanded into enterprise opportunity management. GRC practices need to be converged into cohesive management disciplines, and take a holistic approach to manage risks and opportunities to achieve high performance business results.

The organizational design which includes policy and methodology must be adaptable, develop interdisciplinary frameworks -gloves and technical mechanisms - hands for improving organizational autonomy and maturity. Instead of simply saying that an assigned work was completed successfully, the management should spend time on evaluating how the work was achieved in terms of planning, use of available resources, clarity of direction, capital investment, how teamwork was achieved, how well organizations can take the step-wise approach to make the cohesive change in a logical way, make continual renewal, and build a long-term winning position and improve overall business performance, agility, and maturity,

Uniqueproblemsolving

When solving the wrong problems, it’s no surprise that you are going nowhere, causing more issues or getting stuck at the state of problem-solving impasse.

It’s a world with all sorts of problems; a problem is a difference between an expectation (vision or intention) and the actual situation (current reality) coupled with a negative feeling. Many problems exist because they are either ill-defined or the concept cannot be adequately captured contextually. 

To quote Einstein: "The significant problems cannot be solved at the same level of thinking we were at when we created them…” Why do companies continue to resist looking at new ways to analyze, frame, and solve problems so that they can find better solutions?

Thinking “Inside The Box”: The problem actually arises before the trouble begins. Too many people are either stuck in the mud of the old ways of doing things, or are delighted with the amorphous - unlimited and imponderable options. Most of the time, the issue isn't that people are staring at the problem too long, it is that the problem isn't really clear in the first place. Everyone has a different interpretation of what the problem is, therefore staring at an unclear problem goes nowhere. Also don't jump too quickly into solution mode, and make sure everyone is really clear on what the problem is. An objective, systematic approach is a great way of forming the right problems. It requires an introspective or retrospective understanding of context and intangible variables, so you can truly dig into the root cause, rather than just pick the symptom. Otherwise, fixing the wrong cause of a problem leads to even more serious problems later on.

Framing the right problem is a half way to solve it. Collectively, business leaders should take a holistic look at the variety of business relationships and interconnectivity, continuing to break down the old box with outdated knowledge or concepts, and shape the new thinking box to understand the issues thoroughly. Then, to solve it creatively, it’s important to leave negative thoughts and conventional wisdom, and to seek additional knowledge and experience, see alternatives and solve complex problems with creativity. Thus, inclusiveness and interdisciplinarity are extremely important to bridge cognitive difference and knowledge deficiency. The result of collaborative problem-solving can be surprising as sometimes diametrically opposed parties sometimes end up working together on a solution that suits both.

Illogical & irrational: People are often both the cause and the center of problem-solving. Humans are "Predictably Irrational" in face of “VUCA'' new normal. Some problems seem irrational as they are caused by people’s emotional reaction to a set of circumstances or events. Other problems become even worse due to improper problem-solving. Often, the apparent “illogical” nature of our original perception of the problem may be masking a rationale that we just cannot comprehend. Irrational mentality and illogical solutions are reality, creating more gaps, wasting time and energy, and even generating more wicked problems.

Thus, one of the most crucial management disciplines is to put the right people with the right mentality and capability to solve the right problems at the right time. Every leader and professional should be self-aware of their role in problems and show professional maturity to understand they could be part of the problem if they lack the right problem-solving mentality and skills. Keep in mind, with complex digital new normal, there isn’t always a right or wrong choice in any situation. To overcome the “problem-solving” impasse, it’s critical to challenge, debate, and open the dialogues to close blind spots, take the logical scenario, show versatility and flexibility in creating multiple choices to formulate premium solutions. High-quality leaders or employees have a winning mixture composed of character, and creative intelligence, they can think and work independently, develop their creativity, and have excellent problem-solving skills.

Manipulating numbers only: There are both strategic problems and tactical problems, transformative effort and incremental improvement. Many people or organizations perhaps overly focus on quantitative measurement to assess problem-solving results for the short-term, but cause long term concerns which intimidate the business’s survival. The pervasive obsession for purely numerical success indicators sweeps aside much of the softer, more qualitative information that is crucial in the understanding of the health and well-being of the firm's efforts to bring up long term solutions. At the strategic level, there is a story behind numbers, quality over quantity. Every strategic problem-solving initiative, either at a functional level or corporate scope, has to make sure the business as a whole is superior to the sum of pieces.

Analytical problem-solving is not just about manipulating numbers, but about fully understanding sequence and consequence. It is very encouraging to see people using both quantitative and qualitative approaches to diagnosing and solving problems, inclined to a 'digging into' systematic approach rather than 'debate challenge' due to investigative depth. It is important to define the strategic level performance indicators which take into consideration the possible implication on the organization as a whole and the future orientation, trying to fix root causes, not just symptoms.

When solving the wrong problems, it’s no surprise that you are going nowhere, causing more issues or getting stuck at the state of problem-solving impasse. It’s critical for digital leaders and professionals to wear a bigger thinking box, becoming highly visible, proactive, and innovative, conforming to a sequence, a focus or a goal, a motivation to explore proposals, a willingness to imaginatively explore, to tackle great challenges, with grand consequences over long time spans.

Isitinsurmountablechallenge

 The more effortlessly you can guide, align, integrate, and optimize important business elements, the closer you can accelerate business performance 

The emergence of potential opportunities for exploiting digitization is likely to follow a nonlinear pattern as the pervasiveness of an organization's digitization journey increases.

 Top executives should provide input upon varying issues, identifying seemingly “insurmountable” upcoming challenges or hidden pitfalls, to ensure that their organization is strategically positioned to achieve fine-defined goals, and adapt to the ever-change environment confidently.



Planning challenge: Uncertainty is inevitable nowadays, it means the future cannot be, in any way, deduced from the past. Though for most organizations, we still do have contexts of relative certainty, while simultaneously having contexts reflecting both complexity and chaos. Strategy complexity usually involves early in the business management life-cycle and careful examination of numbers and types of stakeholders across the organization; numbers of external dependencies, business context, etc, which require tailored management approaches. That means nowadays, planning is more dynamic, and it requires more flexibility in implementation. It might be good to work with plans and assumptions and scenarios, as long as you keep in mind that these have been elaborated from past experiences and past knowledge, thus, it requires more planning and more flexibility in implementing.

The blind spots, understanding gaps, and change pitfalls are inevitable challenges in strategy management. It's critical to look at strategic challenges from a business impact perspective as well as from a solution perspective. It's not all about "making a strategy" as an end-product, but about implementing it afterwards. It is also about communicating the quality of the strategy, saying openly what is known and what is not. The more integrated and culturally the strategy management is, the more sustainable and productive business initiatives are. As such, it becomes far more about influencing others to choose to allow/enable the success of management discipline. The super execution is the result of synchronization of all key business factors to create business synergy and build differentiated business competency.

Coordination challenge: In the physical or business world, most relationships are nonlinear, There is a poor fit between the new business and the old system which are often caused by overly rigid organizational structures. Lack of direction, internal politics, current culture/blame, misaligned systems/processes, overly rigid hierarchy or mistrust, dysfunction, silo, too much complication, etc, all those create frictions and make the organization stagnate. But communication in a traditional, hierarchical, bureaucratic organization will only go so far no matter how well it is done. With a missing link of communication, it easily creates the gaps and leads to unhealthy internal competitions, causing people who are supposed to be on the same team to work against each other.

The full engagement and coordination of diverse shareholders is challenging because in reality, there are numerous points-of-view and reference points of varying stakeholders such as: board members, senior executives, middle managers, professional staff, business partners, etc. There are some processes (like involvement, engagement, etc) if done effectively, generally have beneficial impacts on most people. But even in these cases, there will be individual variability. Fundamental structural and cultural change is critical in most cases. Organize a total immersion communication and dialogue program for senior and middle-level management groups to get buy-in, and each department has a role to play in strategy implementation. Too often organizations do a great job of sending out their message that enables the strategy yet they fail to ever take in any feedback. Thus, the professional change agents or specialists with a set of tools and flexibility help to take transparent approaches or interactive procedures for harnessing effective communication, breaking down those old thought chains, freeing the organization from the past, and lubricating the business for speeding up change.

GRC challenge: Digital transformation is radical change, it has to be woven into the collective mentality, process, action, and communication of the organization. A good governance standard provides a common corporate "language"; work instructions, proper standards; even about putting the right leaders in place at the right time in a business life cycle or condition to reconnect the missing links or bridge the weak link, and improve the business’s top-line business growth. It’s also about setting good policies, monitoring and knowing when things are not going to plan so that you can take appropriate actions at the right time, allowing the right mentality and culture to bloom.

Effective GRC is steering and facilitating the successful transformation of an organization. It provides monitoring, measuring, and enforcement mechanisms to corporate management. However, in many organizations at the lower level of maturity, GRC is reactive in the sense that there is a lot of rushing around trying to fix problems after they have occurred. Proactive GRC ensures there are adequate controls in place to operate responsibly in accordance with its values but not to the extent of restricting the aspiration to achieve business vision. The higher the complexity of the organization and the complexity of the environment in which it operates, the higher the requirement for business connectivity and the stronger governance disciplines needed to improve business adaptability.

Change is continuously happening and spiraling up in such a dynamic environment. The leader of the future needs to have a contextual understanding about the interconnectivity of the business success factors underlying the surface and focus on building cohesive business capabilities. The more effortlessly you can guide, align, integrate, and optimize important business elements such as people, process, and technology, the closer you can accelerate business performance and lift the business up to the hyper-cycle of digital transformation.

Consciousness

We should be striving to create an environment that is egalitarian enough so every individual has, at least, the opportunity to actualize their potential.

Our innate consciousness is basically a state of the ego, the worldly self. There’s known known, known unknown, and unknown unknown. The interaction between the “self” and the exterior world is consciousness, which is trying to manifest itself in a way that is unique to you. Our innate consciousness is the living being, and with its senses active and delivers something useful to itself or others. From consciousness to knowledge development, it seems that the development of implicit knowledge relies on four distinct areas of consciousness, which human beings experience- unconsciousness, subconsciousness, and consciousness, super-consciousness.

Present consciousness: As human beings consciousness is at the heart of who we are. Consciousness is awareness of the subject we are talking about, our knowledge and strength in the field. The development of implicit knowledge depends upon practice. The more conscious we grow, the more aligned we become with our intuition. To be conscious is to be aware and engaged with both the inner world of thought, feeling, choice, and the exterior world of experience and relationship.

The nature of consciousness is important in creativity. To be creative, we need to be conscious, curious about things that surround us. If creativity is the process of assembling previously disparate or unconnected ideas into a new whole, then it can only be a conscious act to do so. When in the grip of the creative urge and to be truly creative requires the suppression of many of the parts of our consciousness which we rely on most heavily in everyday life, and let our mind go free, become a bit wild. There is no thought of self, no ego, it is just about keeping creative ideas flowing.

Active subconsciousness:
The sentiment that the subconscious mind has a role to play in all that we do, including how we generate fresh ideas. The subconscious mind can be thought of like the secret garden in which the seeds germinate and grow and the creative energy is released. It is also the storehouse of all talents developed and lessons learned. The subconscious capacity can sometimes produce creative ideas for disparate tasks. - developing new knowledge through the synthesis of ideas and concepts drawn from differing experiences. The things we know compared to the things we don’t know is just a tip of the iceberg. The crux of using our subconscious mind is to appreciate how different it is from our conscious mind. Perhaps creativity clicks at the intersection of the subconscious and conscious thinking.

Interaction of consciousness & unconsciousness: Our minds have access to both conscious thoughts and at times unconscious thought. It is a conscious mind we call with some unconscious activities of allowing creativity to flow. As many creatives or inventors may tell you, ideas tend to come when we stop thinking about the problem, and they would also say that it involves allowing us to be part of a process of trial and error. The creative people should have a high level of intelligence so that this longing can be converted to thought which has the capacity to explore unusual pathways. The person should have the capacity to enter into moments of reverie during which his/her frustrated thoughts, unanswered problems etc, reorder them and receive insight.

To be creative, to re-frame, first, you need to embrace the unknown - think outside the box; second, you need to challenge the known - probe the paradoxes. Intuitive thinking is subconscious, fast, and effective. Using that form we perform tasks without being aware of what has been done. The complex they may be, we have learned them in sufficient detail and with sufficient repetition that we do not need much cognitive effort to perform them. That process may start with a 'what if' or 'if only' moment or a direct challenge to find a solution. Inspiration, on the other hand, perhaps arrives from the unlikeliest of sources or disconnected thoughts and almost invariably when the conscious effort to be creative has been suspended.

Latent subconsciousness: Our real thinking happens subconsciously so we are not aware of it happening. However, we become aware of its consequences for they appear as conscious thinking. So the subconscious mind can speak or do multitasking. Our conscious and subconscious thinking work together. That is nature. Subconscious thinking is more efficient, but conscious thinking is more disciplined. Our subconscious capacity to generate disparate creative associations is not exclusively associated with the conscious task at hand. Perhaps creativity clicks at the intersection of the subconscious and conscious thinking. Creativity involves birthing something into existence which was not there before. This involves consciousness of a high order. It is clear that creativity, in general, can be enhanced by performing a task, with the subject of the creative effort having nothing to do with the task.

Many leaders operate well beyond their conscious mind. They have learned to trust their intuition, gut-feelings and operate well beyond their rational minds. They know it’s important to create positive mental pictures of what they want to achieve before they start. The sentiment that our subconscious has a role to play in all that we do, including how we lead, however, it's important not to overthink these things as we can often mistake subconscious acts, gut instinct or intuition for what actually make decisions based on a whole lots of things; we've learned over many years on a conscious level that have changed the way and rate we respond to situations on a more subconscious level.

Unknown consciousness or superconsciousness: Sometimes, there’s a completely new idea or concept that suddenly jumps out from nowhere. It simply happens. Though education may unlock part of intellectual potential, it might shut off certain raw intelligence or 'sub-conscious' understanding. From an evolutionary perspective, this is what we humans have always done and will continue doing – exploring our minds and bodies for the latent powers inherent in our genes. There exists a wealth of empirical and anecdotal evidence to support the understanding that one may be consciously engaged in one task, only to have the subconscious offer up into conscious thought, proposals and solutions to unrelated tasks. It is essentially the unknown, mystical, so far un-understood part of ourselves (our own mind), and we should persistently make efforts to bring as much as possible of that mystical into the realms of knowledge and science (human psychology, emotions, how our mind works, etc.) and philosophy, in order to harness that "Unknown consciousness," or perhaps superconsciousness, towards transforming ourselves, our organizations, and our world - it is what we know through our connections to the universe, carried largely through unconscious instincts, motives, and intuition.

Without consciousness, there is no creativity. There is no template that you can apply and suddenly you will become creative; it needs to have self-consciousness and it takes practice, practice, and practice more. To the extent that spirituality encourages you to think beyond visible limits, it cannot help but aid in the creative birthing process. There are three centers of intelligence, head, heart, and gut: all aligned as a system that brings clarity, openness, wisdom and an ability to speak from the heart without judgment to receive information and build intelligence. As a society, we need to respect and encourage change, difference, and uniqueness. It is only then we will see 'Human potential' really show itself. For humanity as a whole, there is enough transcendental wisdom to form the level of conscious intelligence we are seeking. The brainstorming of human potential can be understood as a process of continuous discovery of state of consciousness.

We should be striving to create an environment that is egalitarian enough so every individual has, at least, the opportunity to actualize their potential. This is what we humans have always done and will continue doing – exploring our minds and bodies for the latent powers inherent in our genes. Based on the talents and skills one has been given, is the person able to live an authentic life and make the biggest contribution to society according to their specific gifts and passion.


Innovativeinsight

 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 7800+ 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.

 

Innovatingviacelebrating7800blogposting Innovating leadership is a tough journey- it’s the time to celebrate 7800 blog postings - Blogging is to pursue the digital way to communicate for envisioning, brainstorming, sharing, debating, and making a continuous delivery. It’s the time to celebrate 7800 blog postings. Blogging is like growing a strong tree, with many fruits on it; it’s like designing and making your own jigsaw puzzles, with thousands of pieces in blended colors and shapes; it’s...

Innateleadership Organizations across the vertical sectors deal with paradoxes and pathologies across individuals, teams, loose groups, and network-enterprise, deliver impressive business outcomes and unlock its performance. Economic and political models provide some insight into the tradeoffs associated with either approach via massive individuality vs massive collectivity. To adapt to the ever-evolving digital new normal, leadership is about bridging today and the future, to know oneself is necessary to understand the filters and the bias. Leadership in itself is a constant learning process that requires the leader to predict, to share insight, and take a continuous journey for building core competency and improving their leadership maturity.

Innovateviainterconnectedsystemapproach Innovation management approach has become an art out of necessity to address critical issues, clarify strategies, and ensure people in it can prosper and thrive to unleash creative potential. Digital organizations and systems have the characteristics of hyperconnectivity, nonlinearity, adaptability, unrepeatability, and unpredictability. Highly mature organizations not only apply the most advanced digital technologies to innovate their business...

Innovativeleadershipgaps It's a well-known fact that there is no perfect leader, but the progressive one is on their way to be more effective by bridging multiple gaps seamlessly. Leadership is about the future, it’s about change, and it’s about making a difference. The business is complex, the world is complex, and leadership is complex. The future of leaders has to deal with opposing views, cultures, constraints and competition. There are a variety of leadership...

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...

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.

Innovative Breakthrough

 Breakthrough-is a phenomena- change on- a grand level...


The caterpillar's transformation,

into a butterfly,

emerging from -

the darkness,

to reach the sky;

flapping its wings,

ups & downs,

brighten up,

energize surroundings..


Breakthrough-

is a phenomena-

change on-

a grand level,

with enlightenment.

You can surrender to -

that luminous light,

within you,

awaiting your discovery...



Transformation can be -

iterative,

evolutionary,

revolutionary,

disruptive...


a break from the past,

gone of the old,

expecting the new;

to reach the state of-

dynamism,

continuum,

and interaction.


Breakthrough is-

intensity of change,

with numerous views,

reference points,

brings together-

aesthetics,

usage,

emerge on the horizon,

to actualize -

collective potential

Increasingadaptability

Running a high-adaptive business does not mean chaos, it means to build the cornerstone of a self-regulating system.

Business environment today is dynamic and ever-evolving. With frequent disruptions and increasing pace of changes, how successful the organization can handle digital disruption depends on how fast and capable they can process information to gain real-time feedback with incremental consciousness, as well as how proactively they can possibly apply themselves in the dynamic business world to drive changes proactively.

Develop adaptability through openness, create mutual interest communities, be able to seek ways and means of adjusting your perspective and those around you: Change is a continuum with increasing speed. The inflection point arrives when the change curve is fully understood, and change inertia is minimized via common understanding about the necessity and imperatives of changes, the traditional mindsets have been rebooted, and the majority of people are on the journey that the real results start to emerge. From a management perspective, try to see more different perspectives without pushing toward the one that you think is the truth. When there is an interchange of thoughts, we begin accepting and opening to newness and transforming to innovate together.

Flexible digital leaders and professionals do not focus on hierarchy but on ideas, innovation, openness, and problem-solving, to bridge the collaboration gap for harmonizing business partnerships and improve the collective business capabilities. Listen and hear what people are saying or trying to say. Capturing their ideas and creativity but always remembering to share yours. Social collaboration helps to pinpoint your expert rather than assertion, allowing organizations to identify the strength of these relationships and how information flows between the groups. And enable companies to recognize change agents or innovators wisely.

Develop adaptability to identify common, yet flexible processes that introduce focus and lubricate frictions: There is a structural beauty in truly complex or self-organizing systems in which the conscious recognition and use of the complexity inherently lead to greater simplicity. Such systems are more likely to be able to hold true to their purpose rather than become self-adaptive systems that lose sight of their original aims. Technically, the smart process needs to have dynamic aspects to it, can handle ad-hoc and exceptional matters so smoothly, have such process intelligence and 'know' enough to be rigorous, flexible and resilient. The exponential growth of information and emerging technologies enable the company to process and refine one of their most invaluable assets - data, capture the rising opportunities and identify hidden risk, with the goal to run a real-time people-centric business by building the process of making a company's products and services extraordinarily relevant to the wants, needs or desires of customers.

In the data-abundant digital world, it is important to leverage information & logic but also channel creativity for solving tough business problems or challenges. Cross-functional collaboration to delight customers and engage employees is critical for improving the business’s long-term prosperity. Organizations start to leverage collaborative tools to make formerly invisible patterns of social interaction more visible; and apply such information to boost employee engagement and encourage creativity. Together, these flexible teams, with extensive experience, are resolute, responsive, adaptive, able to speed up the decision-making process, and find alternative ways to do things. They understand the difference between influence and authority and, therefore, are completely at their own ease in influencing and participating in the team to unlock performance. Knowledge is power. It is possible to see what enables us to be self-adaptive organisms is an information-driven process feeding and sustaining it. This is an interesting and never finished journey of sustaining an innovative problem-solving continuum with speed.

Develop adaptability via negotiating win-win outcomes, increasing self-confidence and performance in others, getting yourself and others into actions: Self-adaptation is faster if made with the full involvement of people in organizational change, without making "big plans" or "blueprint.” The winning companies continuously invest in their team’s skills (technical, professional, and leadership) and balance control and autonomy. Instead of relying on change management dictated from the top, organizations will be populated with knowledge workers who leverage collaboration platforms and tools to create fresh ideas in conjunction with each other, thereby radically disrupting organizational structures, hierarchy, and job titles, generating informal structures or teams to enforce adaptability.

Achieving the goal is winning. Winning doing what you are passionate about is just the best thing that can happen to you! Set the goal and work to achieve it with passion and a sincerity of purpose. Any business initiatives, especially change should be viewed as an "opportunity" for solving business problems, improving employee productivity, delighting customers, cutting costs or optimizing products/services/processes. Any sort of engagement initiative needs to be authentic as opposed to manipulative and have the goal of creating a win-win outcome for customers, employees, managers, shareholders and society at large. Teams gravitate towards self-organization, have the discipline to do the work well in a dynamic business environment, and demonstrate the high-level of organizational maturity.

Running a high-adaptive business does not mean chaos, it means to build the cornerstone of self-regulating system, encourage transparency, improve innovation capacity, and build a self-regulating and self-adaptive system which is able to reconfigure its own structure and change its own behavior for making "conscious" business choices, and, responding to environmental changes proactively.

InnermixofBalancedparadox

Recognition cannot function without cognition.

We live in such a balanced world characterized by duality: darkness – light, anode-cathode etc, full of opportunities and risks. There are competitions, conflicts, and controversies all over the place in today’s complex marketing environment. 

Digital management is multifaceted, there should always, at every turn, be a taste of better days, of continual improvement of retrospective action planning, incremental goal achieving, creative brainstorming, balanced paradox, and frictionless change management.

Both micro and macro views are crucial for effective problem solving: Business systems today are dynamic and complex. A successful business, or any system for that matter, finds its greatest stability when the parasitic and collaborative elements within it find a balance. Running a business is all about solving problems large or small. Effective problem-solving modeling helps to shape the macro view which is mainly to know what to do, and micro view which is mainly to know how to do it. Both micro and macro views are simply methods of viewing or understanding resolution of the process, so they are crucial for effective problem solving. Recognition cannot function without cognition. The problem to improve problem-solving maturity is to have discerning eyes for understanding issues holistically, having the balanced view to set the right priority, and having the ability to reflect over how you make sense of something, to reflect your process of sense-making as a way to query the relevance and boundaries of the prejudice you have used in your judgment process.

In management practice, there are both strategic concerns and tactical issues; there are large-scale transformative change to solve macro problems which directly impact on the strategic direction of the business; there are micro problems, but significant as well, as sometimes, the small issue can generate a butterfly effect if it hasn’t been taken care of timely. Thus, it is important to think about business systems from a micro and macro perspective in a systematic fashion as more often than not, you need to take care of issues behind the scene such as functional misalignment, structural rigidity, or cultural inertia, etc. Macro analytics models are often the starting point - general and qualitative; and "micro" analytics models are "scientific" - more specific and quantitative. The macro analysis identifies the impact factors in a system, and micro-approach is pinning down into the underlying elements. True trust has to be nurtured from the soil and in combination with appropriate micro and macro climates.

Coordination & competition in running a health business is a good combination in every single dimension, stage and initiative: Competition has different connotations and meanings under different situations or context. Competition, in and of itself, is not inherently bad, Healthy competition is important for either change or innovation. But sometimes, competing against one another slows the team down and can stall innovative thinking. In many circumstances, silos are inevitable in every structured organization. We still tend to encourage negative competitiveness between team members and it is totally counterproductive and contagious, it stifles the effort to build the culture of creativity. Unhealthy competition at all levels of the organization can create unhealthy rivalries that result in productivity decrease and employee discouragement.

So it’s critical to build principles and disciplines to discern the positive motivation or negative energy behind the competition, and how to leverage energy in a more meaningful way; not just for beating down the competitors, but for living with purpose. Collaboratively, the purpose is the salt you put on the teams for achieving common goals; a successful team with a strong basis of trust tends to be a balance between the two actions- coordination & collaboration which are underpinned by Trust and Control. If each team member executes their objectives, and the team's goal is well understood, then trust within the team will be high regardless of how competitive each is. The more we trust, the less we need to control each other. Creative collaboration via integrative diversity can overcome silos and accelerate performance..

Simplicity & complexity: Organizations "become complex," as an evolutionary trend, to respond to environments proactively. Because any business practice today is always a complex combination of people, process, and technology to develop business competencies. The emergent digital complexities include hierarchical complexity, environmental complexity, information complexity, collaboration complexity, and governance complexity, etc. But the art of digital management is not to complicate things, but to eliminate unnecessary complication and encourage desired complexity, simplify and optimize the business for reaching the next level of maturity.

Growth, balance, and harmony are not fixed, they are flowing. “Simplexity” is the pertinent portmanteau word mixing with two words "Simplicity," and "Complexity," to reflect the very characteristic of digital organizations which arise when the scale of the interrelations, interactions, or interrelational interactions amplifies the collective capability to achieve more values for the organization. The matter is that the dynamic digital organization needs to get away from letting things fall through and start creating an “integrated whole” to accelerate its performance by utilizing correct processes to deal with a variety of complexities and underpin a unique set of business capabilities.

In fact, the universe is an intermix of micro and macro entities and every aspect of it is characterized by duality. Paradox is an attribute of thought and language in the world we live in. Being able to hold two opposites as both true is always the start of really creative possibilities, so maybe that could be another facet of the search for opposites and dodging the arguments. Historically, every advance in science or society is about dealing with paradoxes, using balance as a leverage for gaining an in-depth understanding of seemingly paradoxical situations, economic and social systems for solving multifaceted problems strategically and cohesively.

Unleashcreativity

 All humans are born with raw creativity ability. Creativity has many dimensions, with multi-faceted truth and myth, manifold knowledge and multidimensional insight. 


Creativity is the wings of our mind and the tempo of our heartbeat. Creativity is a constructive disruption, not so bad addiction, and a sensational phenomenon. 

The purpose of “100 Creativity Ingredients - Everyone’s Playbook to Unlock Creativity “is to classify, scrutinize, articulate, and share insight about one hundred special creativity ingredients, to paint the picture with them, to add colors on them, to embed the music into them, and to make the story via them, in order to unleash our collective creativity potential.


                Understand Creativity from Different Angle


See Through Creativity from Different Angles The updated and interdisciplinary knowledge enables wider dots connections and develops creative intelligence.Creativity is, by nature, unique to each person. As we each have different cognitive styles, personality, knowledge or life experiences, there is no template which we can apply and suddenly become creative. There is the inclusiveness of the various facets and factors of creativity. Thus, cross disciplinary knowledge to connect wider...

Undesirable Creativity Anger cannot be ignored, it is much too strong of an influence, but we have to be careful with it, and hopefully, generate some fruits-undesired creativity. Creativity comes from within. Fear and anger, although undesirable in general, can be great catalysts also in jolting curiosity and inciting creativity so essential to turn around undesirable situations. It’s an innate process to generate novel ideas. What’s the correlation between emotion and creativity?...

Authenticity - Discover Innate Self After the end of the old and before the birth of the new, there is a disconcerting space, pure potential, and many possibilities.The digital era upon us is about creativity, option, and autonomy. You can surrender to that luminous light within you that awaits your discovery. This reminds us of a famous natural phenomenon-the caterpillar's transformation into a butterfly: the in-between is nothing, the gone of the old caterpillar state, before coming...

Harnessing Creative Intelligence? Organizations need diversity of characters, mindsets, skills, personalities, talent, and experience to be innovative. As the digitized world becomes hyper-connected, over-complex and interdependent, business leaders and professionals need to learn how to think differently and do things in alternative ways. Creativity can lubricate idea flows and lead to innovative problem solving. In the organizational setting, digital variety is a switch to turn on...

New Paradigm Shift Today’s business is hyper-complex and interdependent, business managers need to have an unconventional understanding of the business elements underlying the surface, and solve information intensive business puzzles systematically. With the increasing pace of change, the deep problem that reveals is to understand what are the evolutionary pathways implied by disruptive technology and abundant knowledge, as well as how we can understand and solve crucial..

The “Future of CIO” Blog has reached 5 million page views with about 7800+ blog postings in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.


 

Innateviewsofcapabilitiy

The journey of improving organizational competency and maturity is more evolutionary than revolutionary.

Capabilities are what abilities/competencies an organization has/need and they are the resources required for a certain mission/purpose. The capability view provides a level of abstraction that allows more open consideration to improve business competency. 

In fact, one of the most critical business activities is that the management deliberately makes the close alignment among the company’s strategic direction, its most distinctive capabilities, and most or all of its products and services to achieve strategic goals in a stepwise manner.

Actuality “how”: Many of today’s companies across vertical sectors are the mixed bag of something old and new; physical building and virtual platform, diverse workforce and varying speed. They have huge pressures to survive and thrive in the hypercompetitive economic dynamic. When looking at large organizations or, in fact, any organization, it is about perspectives which are relevant for their stakeholder. If you start looking at the business through a single dimension you will either start to miss things or get into meta-model issues very quickly. To implement strategic goals and drive transformative changes, they have to be very selective and prepared to lose some to gain more. The more you can front load and truly define the current state, the easier the digital journey moves ahead.

Thus, business executives and architects should put a detailed description of the current state of the business including current policies/procedures/practices, values, and resources associated with the current reality. It is often useful to use capabilities at a high level and then talk in terms of services and processes at the more granular level. By applying a capability view -, the business management readily considers the business actuality - current service, people, process, information, asset, etc, dimensions of the adequacy of the capability to fulfill their business strategy.

Resource “what”: The organization has limited resources, time, and talent, they can’t chase all emerging opportunities or capture everything that looks shiny. The really important thing is to understand the core business of your enterprise and the problem to solve, and apply finite resources to get the best yield possible to meet stakeholders’ expectations. In practice though, many businesses took a big bite of resources to keep the lights on, only leaving very little for growth and business transformation, resource management becomes a bottleneck for digital transformation success, no wonder they get stuck going nowhere. Unfortunately, there is a huge pressure for businesses to achieve certain financial targets quickly, but the management perhaps knows that, in many instances, it’s not sustainable until they can balance things well to meet or exceed long-term goals.

Resource allocation scenario helps to take advantage of resources effectively. Successful capacity planning and resource management are critical to ensuring that resources are available before they are needed. Resource allocation scenario needs to be transparent, so how the resource allocation is determined should be understood by all, and rebalancing resources helps the organization take advantage of resources effectively, optimize cost, manage a well-managed application portfolio, keep the business run, grow, and transform steadily.

Performance “who”: If people know their strengths and managers help them work in those strengths, employees get to do what they do best everyday and performance is maximized. It drives engagement, productivity, profitability, and employee retention. On the authority/responsibility matrix, low authority, and low responsibility leading to apathetic employees. From a talent development perspective, identify the multitude of potentialities, such as change potential:l earning agility, seeing opportunity in uncertainty, or intellectual potential: being able to think thoroughly and make sound judgments and motivational potential: adapting personal drive and focus on performing well in new and changing contexts. Whichever strategy mapping tool you use (balanced scorecard), this creates an annual opportunity to ensure personnel are not only being engaged but their focus on energy aligned with the organizational strategy.

It is essentially moving away from appraisals of performance to managing and optimizing future performance. Talent matrix is a tangible way to assess employee performance and engagement. On the satisfaction/contribution matrix, low satisfaction, and low contribution lead to disengaged employees. Most organizations fail to manage performance effectively because they only focus on assessing past performance, improving processes or implementations of performance management or evaluation. The managers should help employees find ways to link their activities or long term career goals to that strategy. By doing that, every individual should be able to see what they do in their job makes a difference to the company.

The journey of improving organizational competency and maturity is more evolutionary than revolutionary. Making an objective organizational maturity assessment is always a critical step to run a high performance company regardless of your vertical sectors or geographical location. Organizations need to make an objective assessment of their business competencies, identify and close enterprise capability gaps in order to implement the capability-based strategy smoothly.

Tuesday, May 25, 2021

Innovating via celebrating 7800 blogpostings

Innovating leadership is a tough journey- it’s the time to celebrate 7800 blog postings - Blogging is to pursue the digital way to communicate for envisioning, brainstorming, sharing, debating, and making a continuous delivery.

It’s the time to celebrate 7800 blog postings. Blogging is like growing a strong tree, with many fruits on it; it’s like designing and making your own jigsaw puzzles, with thousands of pieces in blended colors and shapes; it’s like writing a dynamic book, with intriguing chapters, to symbolize your own life journey, and reflect your vision, character, personality, expertise, and uniqueness...

It’s the time to celebrate #7800 blog posting for making leadership influence with the following characteristics.

Authenticity: Everyone is unique. Being authentic means being true to that in every aspect: thinking, saying, and doing to enforce accountability; and make our imagination rolling into reality. The mind of every individual is different, the actual mental understanding and subsequent manifestations in action will be different for each individual. We need to encourage talented people to articulate creatively on “who they really are,” to compete via uniqueness, and encourage change.

Vision: A visionary has the ability to think about the past, perceive what is now and foresee the future, and express their vision clearly. A great leader is a visionary. Vision is a foresight with a proactive understanding of cause and effect, not reactive seeing, paints a vivid picture and motivates others to achieve it.

Creativity: Creativity is embodied in the act of creating SELF- the creation of a “self story.” In this way, we are able to be assertive and stay the course. As the ability to think and produce, creativity requires a certain degree of independence and mental balance, is infused with an inner cohesion, hidden logic, emotional wholeness and comes from a unique vision. A creative leader can influence by sharing their dreams and practicing their creativity muscles everyday.

Gap-minding: The business is complex, the world is complex, and leadership is complex. The future of leaders have to deal with opposing views, cultures, constraints and competition. Every effective leader needs to fill a certain gap or multiple gaps in order to lead to the future confidently. Gap minding leadership practices are truly about embracing the “diversity in thought” and close blindspots to improve leadership maturity.

Professionalism: Knowledge is power, today’s leaders need to have expertise in their own professions to practice expert power more persuasively, and connect the minds more intelligently. High professionalism is a mindset, principle, and discipline, can be ripened to maturity through the combination of authenticity, capability, quality, potentiality, and resilience.

Mindfulness: Many people do wrong things, not because of ignorance, but because of poor judgment, due to bias, preconceived notions, or the lack of comprehensive knowledge. You have to be “mindful” - mastering critical thinking, independent thinking and analytics to make sound judgement or wise decisions all the time.

Coach/mentorship: Mentorship is about guiding, advising, interpreting, and influencing. Great leadership includes mentoring capability, and excellent mentorship is both art and science. The mentoring style leaders are not about providing all the answers, but about facilitating continuous dialogues to drive desirable changes.

Learning agility: Great leaders are good learners, they consistently want to keep growing and constantly want to help others grow. A state of learning mind is a growth mind, to allow knowledge flow, transform static knowledge into deep insight, demonstrating learning agility with the ability to learn, de-learn and relearn, and then apply those lessons to succeed in new situations skillfully.

Intelligence: The character defines who you are, the vision drives where you want to go, and multidimensional intelligence decides how you overcome the numerous obstacles to reach the destination. Intelligence is quick, contextual, and clear perception of any situation, plus ability to adjust to any circumstances. It’s a step closer to wisdom which transcends philosophy as well as psychology to lift up leadership maturity.

Influence: Keep adding value is a key component to amplifying leadership influence, and in order to keep adding value, we need to keep growing. The leader’s influence power has the foundation of in-depth knowledge, profound insight, and abstract wisdom to connect the minds and win the hearts to grow more authentic leaders; to influence perception into a positive movement of followership to reach a shared vision and to build a better world.

Blogging is not just about writing, but about thinking and conveying proficient messages to driving changes and reaching professional maturity. Unlike pure entertainment, quality and professional content do take time for digesting, contemplation, and engaging. May the "Future of CIO" blog become the symbol of growth, innovativeness, and professional maturity.

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 management which is based on reductionistic linear logic is just not fit enough for speeding up and toning the business capability to respond to emerging business opportunities and risks. 

We are experiencing the paradigm shift from industrialism to digitalism. Today's business leaders and professionals need to have a view of looking ahead, an insight of looking deeper, and a competency of looking beyond.

For every objective, seek unity of goals and unity of effort: Unity brings strength. it would seem reasonable to suggest that in whatever environment you are in, if there is a lack of trust, then there would most likely be an over-abundance of control mechanisms. Organizations face numerous distractions and all sorts of challenges. Many departments are perhaps dysfunctional in different ways due to misalignment of people, process, or technology. Thus, they need to pay more attention to creating shared vision and common-understood goals and then encourage the teams to compete and collaborate as they deem fit. In collaboration, there is definitely a mix of complementary and competitive teams, so without empathetic communication and “keeping the end in mind” strategic thinking, businesses would stagnate as different teams or departments would be pulled in different directions and stifle changes.

The most effective digital workplace is in which sharing and collaboration are the norms, the over-abundance of control mechanisms take charge when you don't have the collaborative framework with checks and balances within the teams. For every objective, in order to see unity of collaborative effort, structural capability mapping and development approach enable the business to improve organizational competency throughout the company, and enable strategic responsiveness of the company. Don't forget about communication, transparency, and acts of integrity on the part of management in creating organizational trust without a conducive organizational climate.

To solve problems creatively, appreciate diversity in unity: Everyone is unique, there are all kinds of differences that exist between individuals, teams, companies, or industries. We create conflicts between different groups that have their own senses of belief, reality, strength and weakness. Thus, disagreements and antagonisms arise between groups. This may cause us to rationalize our own sense of reality by disempowering or ignoring others’ viewpoint. To solve problems creatively, the organizational inclusiveness efforts need to focus on cognitive differences, skills, abilities and the wealth of ideas since the value lies in the contributions of the individual to the organization. Even though people have different intents, strengths, personality traits, working styles, effective inclusion efforts and empathetic communication can bridge leadership and innovation gaps and build a complementary team to generate creative results regularly and frequently.

Due to the complexity and hyperconnectivity nature of digital, there are more collective creativities happening everywhere than many realize. However, in many traditional organizations, their diversity program is only based on the physical identity of people, and their inclusiveness only works at the very low levels of the organization. The higher the hierarchy the more homogenous the workforce is. It could be the very reason that many talent/leadership development and innovation initiatives fail to achieve the expected result. Collectively, it is critical to walk in others’ shoes and see the problem or situation from the others’ point of view, and appreciate diversity in unity by flattening the organizational hierarchy and walking across the business boundary.

Drive changes via "pulling" and anticipating with unity
: Individual work and group work cannot be done as a segregated form but within a framework of an entire business ecosystem including policies, systems, processes, culture, and customers, etc. To strike the right digital management balance and expedite business performance, it’s critical to create a need to find a need for a “pull” - pulling all necessary business resources to develop innovative business solutions and cultivate a culture of change; pulling all sorts of talents to build a high-performance team; pulling all critical business elements to form the unique business competency; pulling the structural lever, also looking at all key business elements, including the human element, as an integrated system and functions as an organic living thing, anticipating with unity.

Change is the 'now'; transformation is a journey and needs a larger strategic investment. Through multidimensional pulling in the same right direction, organizations can create synergy, important business elements can be integrated and knitted into differentiated business competency, encourage cross-functional collaboration, enforce business flexibility, construct and enact a people-centric organization. Orchestrating a seamless business transformation requires step-function changes in leadership, tools, culture, and process, selects potentials, reforms them, then goes by such multiplicators to scale up change management practices and amplifies change influence.

Nowadays, businesses are steadily moving into the digital era with characteristics of hyper-connectivity and interdependence, 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, and drive a frictionless, immersive, and relentless digital transformation journey for maximizing the full business potential.

Innovative Distinctiveness

Innovation is not serendipity, but a process which can be managed to improve its success rate, unlock human potential and accelerate societal progress.

There are competitions, conflicts, and controversies all over the place in today’s complex marketing environment. Innovativeness becomes significantly important in the digital era with the advanced technologies because the future of work will not be mere automatons or repetitiveness, but continue to discover, differentiate, experiment, and be disciplined to achieve the “art of possible.”

 Innovators with the following characteristics can think differently and solve problems in alternative ways.

Informative: Information brings about business ideas; business ideas generate lots of information. The extrinsic value of information is to broaden varying perspectives for connecting wider dots to spark creativity. In fact, information is one of the most time intensive pieces to the innovation puzzle. Insight abstracted from information not only fuels creativity but also makes creativity more tangible and embed creativity with other thought processes to produce new knowledge and unique perspectives.

The disruptive nature of emerging digital information technology is highly likely to have implications for business innovation. Information flow streamlines idea flow that enables creative problem-solving. With their finger on the pulse of information in forward-looking business today, knowledge-based insight can provide many ideas on how technological advancement and abundance of information create fresh opportunities to inspire innovation. It is important to bring more qualitative information that is crucial to understanding the health and well-being of the firm's innovation efforts to develop business-wide innovation capabilities and amplify effects of creative problem-solving.

Perceptive: Even though everyone lives in actual reality, we experience actual reality through the filter of our personal realities, which is based on individual perception. Then it makes sense that when we are “mindful,” we not only see, but also perceive; this will have an effect on how we interact with the surrounding, and how we influence the world. Cognitively, people’s perceptions reflect their thinking capacity - the breadth and depth of the cognitive understanding, as well as their mentality traits - positive vs. negative or egoless vs. egotism, etc. A perceptive mind is subjective but can be open enough to embrace other minds' perception. With an ever-changing world, it is important to consciously update perceptions for things you are not sure. Having a learning attitude allows us to become more positive and gives us energy to overcome obstacles and practice creative activities frequently.

Sow positive thoughts=create positive change; sow creative seeds = nurture creativity. It seems that most leaders/managers have more conventional wisdom, but creative leaders have better common sense. The digital era upon us is about customers. Customer centric innovation unlocks business growth potential and improves the organizational maturity. Value enhancement for the user is important to evaluate innovation.The important factor to improve Customer Experience is to gain customer’s perception by doing research into what the customer really wants. Believing that you will reap what you sow then already have an answer. Having a learning attitude allows you to become cognizant of the different perceptions of the world; and having gratitude allows you to be more positive and gives you energy to spur creativity.

Inquisitive: With exponential growth of information and abundant knowledge, even the smartest people only know so little-compared to what they don’t know. Unlike the managers surviving in the silo based industrial era, who seem to have all the answers to their team, today’s digital leaders and professionals have to learn how to ask questions to keep facilitating digital dialogues and brainstorm great solutions to critical business problems. The art of questioning is to ignite innovative thinking, the essential to questioning stimulates creative sides of our brains in order to find answers.

More often, to deal with today’s ambiguity and complexity, framing a good question is more difficult than answering them technically. Asking the right questions helps to validate how thoroughly and deeply your thinking is on a particular issue. To encourage creative problem-solving, there is a strategic value of understanding businesses and being able to ask open-ended questions that evoke responses to enlighten or illustrate specific issues or topics. They ask deep “WHY”s to diagnose the root cause of problems, they ask “What if we do things in a new way,” or they ask the positive “WHY NOT,” “How can I make things better for the whole?” to spur creativity. They refuse to be bound by constraints and limitations and take a journey in pursuit of possibilities.

Adaptive: In the ever-changing digital dynamic, an adaptive mind can converge conscious thinking and unconscious or inner realm, think fast and think slow accordingly. Individually, people should develop adaptability through openness, create mutual interest communities, be able to seek ways and means of adjusting their perspective and those around them, and be able to adapt themselves and their organization through a collaborative and peer to peer approach. Learning plasticity significantly enforces the people’s adaptability, in order to keep their mind open; make their skills updated and continue to build the dynamic digital capabilities to compete for the future.

Self-adaptation is faster if made with the full involvement of people in organizational flow with the consciousness to change. Running a highly adaptive organization starts with highly changeable people, people must be willing to think forward, have a positive mentality and flexible attitude to work as a team, enforce communication and collaboration. From the economic and organizational point of view, people are able to adapt themselves and their organization through a collaborative and peer to peer approach better than using a stage and gate approach…

Inclusive: The most advanced societies are diverse mixtures of peoples that can spark creativity and amplify innovation. Inclusiveness is perhaps the better word to reflect the digital trend for people-centricity and the great formula to unleash collective potential. The prefix ‘in’ has the positive connotation associated with the words such as information, intention, or intelligence. The focus of inclusiveness needs to focus on cognitive differences, skills, abilities and the wealth of ideas since the value lies in the contributions of the individual to the organization. If inclusion are strongly supported by management teams, all levels in the organization can reap the benefits of personal and professional growth

The digital organization is designed openly for anyone with ideas on how human organizations ought to be contrived in the face of challenges. It is an overall strategy involving everyone in the organization that when successful, leads to cultural changes that improve all these key success factors for business. To build a highly innovative organization, inclusion goes beyond getting the right numbers. Organizations need to build an innovative and inclusive culture, this only happens when the ‘inclusiveness mindset’ is available with top management, and the focal point of management is to harness innovation and encourage creativity.

With frequent disruptions and fierce competitions in the business ecosystem, individuals or organizations simply cannot stand still, never innovate or never make progress. There are many ways to differentiate and, therefore, there are many ways to pursue innovation. The human imagination has proved itself appropriate for the task of providing sustainable, scientific, and engineering solutions to what we use, for what purpose, and how we go about obtaining what we require. Innovation is not serendipity, but a process which can be managed to improve its success rate, unlock human potential and accelerate societal progress.

Informationbasedmanagement

A information empowered story is more persuasive to articulate the digital journey from current state to the future state of digital enablement and strategy management.


The aim of modern Information Management has often been described as getting the right information to the right person, in the right format and medium, at the right time, in order to make the right decisions. The value of information is qualitative, measurable, and defined uniquely by an organization.    








Information-based management 



InformationInnovationInterrelationship Information is a key enabler to help you achieve strategic business objectives; knowledge is the power for generating business value to benefit your organization and our modern society in the long run.The digital era upon us is about high velocity, data exponentiality, innovation and people centricity. Information view enhances an in-depth understanding of business flow and catalyzes idea generation. So companies across industrial verticals…

Informationinterconnectivityintegration Compared to the physical asset, it's important to take a holistic approach for processing and refining information to improve the organizational decision effectiveness.The digital era upon us is full of uncertainty, velocity, complexity, and ambiguity. Organizations today are at the crossroads in which the segregation or silo of business units are at a need to reach across the aisles and respectively work cross boxes instead within the box.

Informationintensiveinnovationexcellence A healthy Information Management cycle makes information available and useful, exerts lots of intelligence, captures insights, adds wind to imagination wings, but makes validation and predictability.Organizations across the industrial sectors are faced with exponential growth of information, high velocity, fierce competition, and continuous disruptions. It’s important to do data investigation or any attempt at understanding the business context,...

Informationbasedperformancemanagement A performance information empowered story is more persuasive to articulate the digital journey from current state to the future state of digital enablement and strategy management.Information is the lifeblood of the digital businesses; more and more organizations are declaring they are in an information management business. Information does not live alone but permeates to everywhere in the businesses nowadays. Thus, the value of information...

informationsavvytoinnovationblossom The power of information management is to deal with the mountain of information with both technology and human know-how, converting information into invaluable knowledge and catalyzing innovation.The most powerful and differentiating asset in all of today's businesses is information. Information does not live alone but permeates into everywhere in the business. Thus, the value of information is not isolated. In fact, all forward-looking organizations…

The “Future of CIO” Blog has reached 5 million page views with about #7800th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking and innovating 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.

Uncoveringorganizationalpurpose

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 of intricacies and generating the systemic value to accelerate business performance and unlock its full potential.



To build a transcendent digital organization, the designer must not only consider the purpose of the enterprise but also the purpose of employees: What is your organization's purpose? Is it in alignment with employees’ purpose? You would be surprised at the number of individuals within organizations that have no idea what the organization's purpose is. It’s important to understand the organization as a complex system and the people of the complex system. People are the center of the business. It is about applying a system's lens to understand how the people factor affects the business system, and then, manage the complex system and the people of the complex system as the organic living thing.

The arising new paradigm is all about people-centricity. Digital adaptation is faster if made with the full involvement of people by breaking down silos and overcoming barriers such as outdated processes, procedures, practices, etc. An organization can approach the flow zone when the positions in its hierarchy have clear and accountable tasks and an optimized organizational structure helps to empower people, enforce cross-functional communication and collaboration to deliver better business performance at higher speed.

The organizational purpose and employee purpose ties in with the leadership development and who we are as people and as leaders: The digital era upon us is about people. To run a holistic business, it’s the importance of understanding how relationships work, strengthening connections between business units, searching for meaningful business relationships both within these subsystems and between them; monitor and observe links and feedback systems to achieve business purposes; perceive it as right purpose to improve the welfare of all in the organization, perceive it as a worthwhile purpose - good for all.

Leadership is the threshold to tie business purpose and employee purpose for unlocking business potential. Digital management is responsible for enabling a collaborative, innovative, and productive working environment. You will treat the association as a calling - opportunity to serve others and will be passionately engaged in generating multidimensional business value. Managers evolve, encourage people to give feedback or even co-make strategic decisions, motivate people and make them feel more engaged with their work and deliver solid performance.

The purpose itself is a multidimensional system, to keep the business system firm, think of the quality of systems: Every business system has its position in the hierarchy of systems. However, system hierarchy is different from the command control hierarchy. The highly complex and dynamic system needs to be elaborated in a well-organized effort. To be a highly functional business system, the organizational hierarchy must balance the welfare, freedoms, and responsibilities of the subsystems and total system, there must be enough central control to achieve coordination toward the large-system goals, and enough autonomy to keep all subsystems flourishing, functioning, and self-organizing.

To reach the high level of organizational maturity, companies should gain the super consciousness of business purpose, organizations will be able to let themselves think not only of what exists (conscious and subconscious), how they exist in the business world, being in the business world (conscious), reach the state of subconscious via autonomy and becoming superconscious - how to change the business or the world. In practice, the business management should focus on managing a portfolio of relevant cross-border strategic synergies and business interdependence with the appropriate mix of business elements and maintaining the right level of digital balance, so that they can respond to the challenges of a more complex, interconnected, and interdependent world.

Business change is hyper accelerating, especially as it relates to the people and value creation dimensions and it is more important than ever to engage profound digital leaders to reimagine, architect, design, and help the enterprise chart the course and set a better sail. Ideally, the digital business will be "organically" and adaptively developed, iterating and empowered to enforce its transcendent purpose by intelligent organizational design and dynamic business system needs to be elaborated in the design-led management effort, expanding both horizontally and vertically, across all business dimensions to reach the next level of organizational maturity.




Innovativeleadershipgaps

It's a well-known fact that there is no perfect leader, but the progressive one is on their way to be more effective by bridging multiple gaps seamlessly.

Leadership is about the future, it’s about change, and it’s about making a difference. The business is complex, the world is complex, and leadership is complex. The future of leaders has to deal with opposing views, cultures, constraints and competition. 

There are a variety of leadership gaps that cause blindspots in decision-making and create chasm in innovation. Innovative leadership is in a strong demand to inspire the culture of learning, and accelerate digital transformation.

 

Vision gap: Top leaders are a visionary role who sets the direction for the enterprise internally and externally. because the essence of leadership is to guide direction via removing the obstacles or breaking down the outdated concepts or things either hard or soft, visible or invisible, in order to lead forward boldly at the steadfast paces. In reality, sometimes, leaders’ visions are clouded and distorted by rosy colored glasses or narrow-minded perspectives, causing misjudgment, and distracting their business from the top prioritized change agenda. Ideally, vision is an integral part of the leadership or directorial role. In most cases, it must be shared, collaborative, and sustainable.

The digital leader has to have the capability to look ahead and imagine what is possible for his/her organization as part of the whole. The business management process is fundamentally an act of trust, mutual respect, and cooperation to achieve the organizational vision. To bridge the vision gap, exceptional leadership will welcome additional perspectives on how to set the vision with clarity and build the future business by taking the step-wise approach, more importantly, to react very quickly and manage both opportunities and risks accordingly.

Cognition gap: People think differently, cognition reorganizes parts of one’s belief system, and thoughts navigate within one’s present belief system as it is. In fact, the cognitive gap is one of the serious problems because it disconnects many things which are supposed to be interconnected and causes blind spots for either defining the real problem or solving it smoothly. It becomes the barrier for connecting the dots to stimulate creativity, or capture insight. Hence, to bridge cognitive gaps, the heterogeneous team with cognitive differences is more innovative than the homogeneous group setting, as good ideas are multidimensional, they take root in unsuspected places and they evolve with time and by unexpected connections.

Understanding cognitive intelligence helps to improve leadership and management effectiveness. Digital leadership is crucial to encourage “Thinking Differently,” shaping the bigger, much bigger box of thinking is evolutionary at the cognitive level. It is important to be able to be objective and gain a different view in order to develop and have a better understanding of certain topics or problems that may occur. Business leaders can practice how to tap into their most powerful and brilliant mode of thinking anytime, anywhere, and under any circumstances. brainstorming is happening in real time with people and plays spontaneous networks of human and business operational concerns, etc.

Expertise gap: The expert power has the foundation of in-depth knowledge, profound insight, enriched experience, and abstract wisdom, to connect the minds and win the hearts. Leadership is not just a status quo, digital leaders and professionals need to strengthen their strength and build a unique portfolio of competency and capabilities, and master the cycle of “learning and relearning,” focusing on what the situation or issues require, not confuse knowledge with leadership ability. They should have a breadth of leadership skills to handle many situations, practicing “expert power” to enforce leadership effectiveness in a consistent way.

Knowledge is path-dependent. The only thing anyone can truly know is themselves and even we grow and change every day. Everything exists in a constant state of change and knowledge of an evolving thing must evolve with the thing. This means that to discover an opportunity, you should have previous knowledge in the field to be able to get recognized. Knowledge is learned, and expert power is earned to make deep influence via the inner drive and demonstrated wisdom. People who have great expert power are often lifetime learners themselves, continue learning and relearning relevant knowledge to renew their expert power and practice it intelligently.

Innovative problem-solving gap: Fundamentally, every work is to deal with problems big or small both from long-term strategic perspectives or at the tactical level on a daily basis. For many complex problems, having “we always do things like that mentality” and conventional ways to solve problems perhaps create more silos and generate more problems later on. In the business world, at least, you can't always wait for the "best" solution to emerge. Innovative leaders reject conventional thoughts and structures without apology. To be creative, one would have to break down some old rules or silo mentality, bridge decision gaps, take risks to get out of the conventional thinking box, broaden thoughts and connect wider dots for coming up with alternative solutions to tough problems.

Creative problem-solving requires an open heart and learning mind. We are in a seamless paradigm shift in thinking from "problem" stickiness and root-cause analysis towards discovering possibilities and creating multiple pathways. With abundant information and powerful collaboration platforms, solutions need to be made from a much broader and encompassing view that is not possible in linear thinking. When solving problems or brainstorming new ideas, being in a state of flow is what a creative mind would like to achieve because it is the most productive state to experiment, explore, and encourage the new way to solve problems.

Leadership style gaps:
In the bureaucratic working environment with overly restrictive hierarchy, command and control is the “default” management style which is not so fit in the digital new normal because today’s digital professionals are more informative and diversified as knowledge is only a click away. The problem of traditional “Command and control” is that you can control people’s behavior, but not their mind. Methodologically, “Command and control” is ineffective if excluding things like listening, accepting feedback, ensuring that expectations are reasonable. It's even more about authoritarian behavior and bureaucratic decision-making.

Digital leaders today can harness innovation by practicing open leadership styles and improve innovation management effectiveness. The digital styles of innovative leadership include taking on the role of a coach by being a good role model for teamwork, setting a good path for leadership development, and inspiring the culture of learning and creativity. Intrapreneur leaders are in demand because intrapreneurship is a unique combination of “being innovative” and high mature leadership behaviors that develop and achieve high-quality business results over a sustained period of time. Generally speaking, digital leaders today are the conductor-leader to orchestrate; attactor-leader to consolidate, instructor-leader to educate, etc, having an open mind and showing flexibility to break down outdated rules, deploy fresh ideas, optimize processes, or explore new ventures to harness innovation.

It's a well-known fact that there is no perfect leader, but the progressive one is on their way to be more effective by bridging multiple gaps seamlessly. The digital leaders of the future sense, feel, read, imagine and intuit possibilities in the digital paradigm shift. Rule-breaking or rule-making is part of transformative leadership which demands insight, understanding, patience, persistence, and courage, among other things. It’s a critical step for game-changing.