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.

Wednesday, June 30, 2021

Initiativestogovernanceintegration

Integrated governance leads to effective management by enforcing accountability, shared ownership, empathetic communication, innovation, consistent decision-making and risk intelligence.

As business leaders today, you can’t predict every turn or curve that the organization will face. There is a myriad of information, conflicts, and change inertia in the modern business environment today. Governance is by definition a framework of principle, structure, process, mechanism, practice, and metric, etc. 

There are varying degrees of understanding of the scope of corporate governance, the context for corporate governance includes a wide range of circumstances and capabilities which are subject to constant organizational variability. Governance and management are not independent disciplines to run a high performance organization. High mature businesses embed governance mechanisms into core processes, and integrate governance structures and practices into different cycles of business management to ensure organizational effectiveness, efficiency, innovativeness, and agility.

Integrate governance in the business strategy and planning cycle: Every business is at the different stage of the business development cycle, with its own set of issues, problems and concerns regarding its strategic and inherent risks. Don’t just see governance as a constraint, but rather, an opportunity. Without strong governance, management perhaps gets lost or even totally out of control. Effective corporate governance could be part of the strategic planning cycle, enforcing decision consistency across the organizational hierarchy. Often the transitional periods are painful for adoption of changes and old governance models may be counter productive. There are some disruptive processes or technologies that need some relaxation of the old governance models during the changeover. The governance bodies such as the corporate board need to ask: does senior management committees make informed proactive and timely decisions to achieve desired results? To what extent and how does the corporate planning align corporate priorities, sector business plans, and resource allocations? Is the current governance model still effective to adapt to dynamic business new normal, enforce innovation and improve the organizational maturity?

Strong governance disciplines enforce the ability to revisit and reinforce what you have put into place at the start of the strategy management cycles consistently before moving on to new phases. Take a proactive approach to figure out what the business need, enhance governance practices so everyone knows what they are to execute on, share unique business insight as to what capacity can provide, work out if it makes financial sense, shorten the strategy management cycle, strike the right balance of opportunity and risks, and bring the value to achieve high performance business results.

Integrate governance in the investment decision cycle of the business: Businesses have limited resources and budget, governance is a self defined framework used by the business to judiciously authorize and manage the portfolio of business investments and resources to produce value in support of business goals and objectives. The governance structure specifies the distribution of rights and responsibilities among different stakeholders in the corporation, and specifies the rules and procedures for making decisions in corporate affairs.

Good corporate governance creates a good decision-making system and good controlling system, makes investment justification to ensure that the organization spends the money in the right way to achieve both operational excellence and innovative growth, helps the business open up new channels of revenue and monetization within the enterprise and their ecosystem, and achieve better business results. If you can integrate governance mechanisms into the investment decision cycle and develop a balanced investment portfolio, it makes instant conceptual sense to board and C-level executives. With strong governance, the management can focus on three keys to presenting investment value: financial returns, return timeline and risk. The Return On Investment value proposition should be an overall measurement based on the combination of cost, schedule, quality, performance, and satisfaction of various stakeholders.

Integrate governance in the performance/potential management cycle: Business performance can be affected by numerous factors of which governance is one of them. Corporate governance definitely creates an impact on business performance. This impact is, however, situational. There is a consensus that governance not only should but must influence to manage the level of performance of all the members of the company. Look for the linkage between operation management and governance rather than compliance, corruption, and tough issues, to improve the quality of performance through governance improvement. Holistic GRC approaches enforce accountability at different levels of the organization. Under strong governance, the well-defined KPIs will help to measure results both qualitatively and quantitatively.

The positive impacts come from corporate governance good practices on the business performance. Shift the governance conversation from availability of business resources to the most productive uses for the enterprise's scarce resources. Corporate governance indicates a relationship with the Board, shareholders, management and the stakeholders. Governance involves the alignment of interests among the stakeholders. Start with a balance among the shareholders and investors. For every corporation which should work effectively and run innovatively, you need strong GRC disciplines that help executives and management perform a risk analysis, harness connectivity, raise visibility and awareness for many things that are captured at the different levels of the organization. If all these parties would perform to the vision and mission of the organization, it would increase the performance.

Theoretically, almost everything in an organization should have both management and governance components, as governance needs to focus on effectiveness-to ensure business doing the right things, and many times, management is about doing things right. Needless to say, effective governance leads to effective management by enforcing accountability, shared ownership, empathetic communication, consistent decision-making, innovation and risk intelligence.

Uncoverparadoxasaholisticthing

The paradox is- the result of -two opposing truths-can be both right- side by side,

Paradox is like-

the summer sky,

full of sunshine,

with drizzling rain,

touch our face softly;

make us feel-

soothing & burning,

simultaneously;

Paradox is an unusual thing.


Paradox is-

like the two sides of -

the coin;

one complementary to-

the other,

to make it a whole;

both can be right,

side by side;

paradox is a holistic thing..



Paradoxical thinkers,

can be -

angry and calm,

bitter and sweet,

cool and warm,

tough and soft,

at the same time;

have courage to-

leave the nostalgic past,

take a leap of faith,

into the future,

resiliently;

Paradox is a mindful thing.



Paradox is-

neither black nor white,

it’s the shade & color,

in between;

people always look at-

the world the way,

they want it to be,

paradox is the grey area,

between right and wrong;

subject truth and

objective actuality;

People can agree -

to disagree,

and move on.

Paradox is a perceptive thing.


If we go hiking,

take seemingly

the opposite route;

sometimes, we reach

the same destiny,

surprisingly;

paradox is -

the multiple choice,

bringing up-

enriched experience,

paradox is a flexible thing.


Even logic,

our strongest language itself-

is fundamentally paradoxical.

many concepts seem to-

be opposite-

solid vs. flow,

dark vs. bright,

chao vs. order;

yin vs. yang;

positive vs. negative

simplicity vs. complexity,

...

paradoxes are -

conflicting conditions,

demand equal attention,

paradox is a sophisticated thing.



Our natural, beautiful,

complex world,

is paradoxical-

with balanced forces;

renewal energy;

harmonized reality;

without broad knowledge,

profound insight,

ultimate wisdom,

we cannot understand-

her cohesively;

paradox is-

a holistic thing.

innovationvariety

The ultimate innovation isn’t what you do; it’s why you do it, what you deliver for results, and how being innovative becomes the state of mind individually or collectively.

Innovations in the digital age are coming at seemingly a much faster pace, more change, more potential disruption. It is a structural management process which involves many steps: the generation of an idea, the demonstration of its feasibility, its implementation, its commercialization, and its diffusion. 

At today's modern organizations, variety, hyperconnectivity, diversification, cross-boundary collaboration, and structural flexibility increase innovation intensity and expand the ever-evolving digital innovation ecosystem. Methodologically, there are incremental and radical innovations. Breakthrough innovation is most of the time a bottom-up exploration or process, and incremental innovation is a top-down management discipline; collaborative innovation is an outside-in effort to solve problems that many people are concerned about and generate unbelievable value in alternative ways.

Incremental innovation as a top-down management discipline: Most organizations take an evolutionary journey to improve their organizational maturity by managing both balance and growth cycle effectively. Incremental innovation is often driven from top down by taking a systematic approach to manage innovation with a continuous delivery of products/services/process. This requires an effective 'innovation system' that is capable of smelling growth opportunities, sensing “chance & risks” in improving working methodology, business model, market positioning, as well as managing and sustaining widespread 'step-change' incremental innovation in a structural way.

Incremental innovation is usually a top-down management practice, more science than art. Innovation science is rather more a complex of rules, practices, and examples than theoretic science. Innovation management requires knowledge, involvement, and commitment. Thus, innovation managers should create a sense of urgency to stretch up, have a bigger innovation appetite, and take the time to ride innovation curve. That also includes the effort to scale innovation and amplify its impact. So they have lots of potential and also better chances for the success of evolutionary innovation.

Scientifically, innovation is the mechanism through which you grow and evolve something to something great. Large companies are much better at incremental innovation than at radical innovation as usually they have more rigid rules, structure, or processes, not to mention that the realities of corporate life don't allow those companies to spend all their resources on radical innovation, because of the high percentage of risks of failure. A sound innovation management discipline with the right set of principles and guidelines help to further frame innovation processes, measures, and control.

Breakthrough innovation as a bottom up problem-solving scenario: Breakthrough innovation usually starts with a problem, having no solution in the current situation or existing solutions cause too many side effects. Emergence and timing brings uncertainty, but also opportunities to nurture breakthrough innovation. That’s why you can’t manipulate it from top down. Breakthrough innovation comes from the side window surprisingly. Sometimes you don’t know what you want until certain trends or technology evolution brings new chances to innovate - how to solve those existing or emerging, significant issues innovatively. Even though you cannot control, futurists or visionaries have passion to predict and industrial gurus show their expertise to analyze. Other times, you know what you want, but do not know how, that’s why it often comes from the bottom up -changing how things are being created, it is the new s-curve, which mostly requires new concepts, new knowledge, or new technology.

Breakthrough innovation is often disruptive and will change your organization or even the industry in many fields. It brings something that did not exist before at all, by creating or gathering technologies or processes, in order to bring new steps that can open to other innovations and enhancement, even trigger the chain of incremental or radical innovation. Breakthrough Innovation is better with greater ROI but with much greater risk. The radical and market-changing breakthrough innovations are specifically enabled by systems-level specifications of all the relevant products or services interactions currently and potentially tied to the targeted products or services to solve either technical, economical, or social problems seamlessly.

Collaborative innovation via outside-in collective creativity: Due to the fact that innovating in today’s digital world has become increasingly complex in nature, it’s usually a collaborative effort. The digital boundaries are not sharp lines, they are fluid and cursive to streamline information and idea flow for adapting to changes. It breaks down the variety of silos and enforce cross-functional, industrial, and cultural collaboration and innovation. Highly innovative enterprises proactively develop the information-savvy and resource-rich innovation hubs and hyperconnected digital clusters across enterprise ecosystems for enabling idea flow and creating synergy to growth. Those innovation clusters morph into larger entities that have sufficiently large internal resources and collective system potential to manage innovation in a structural way.

Modern digital technologies have made such broad-based collaborative innovation increasingly easy, and enable companies to leverage various environments or ecosystems to take multi-industrial collaboration. The smaller business players can also gain economies of scale of innovation through cross boundary communication and collaboration. The larger enterprise can renew the creative energy and rejuvenate their organization via developing the culture of learning and engaging customers/partnerships in their continuous digital conversations. It also ensures that interdependencies and loyalties between partners are taken into account and builds up a strong innovative ecosystem with harmony. In fact, many companies have never been better positioned to break out of the static industry box and engage in outside-in innovation to spark creativity and unlock collective human potential.

There is more flow of creative ideas, the innovation pie actually gets bigger as well. The good or bad innovation would depend on the business’s attitude to nourish a culture of creativity and its aptitude to manage ideas and improve the success rate of innovation. Regardless of what type of innovation initiative you take, it is important to note that within the organizations, innovation is rarely an individual action; rather, it is a team effort, and even an ecosystem level collaboration nowadays. The ultimate innovation isn’t what you do; it’s why you do it, what you deliver for results, and how being innovative becomes the state of mind, individually or collectively.

Innerstrengthviapositivethinking

It’s the journey for us to reach the high maturity level of emotional intelligence as it depends on the person who faces a situation, how he/she understands it, how he/she understands him/herself inside out...

Positive thinking encompasses a positive mental attitude, helping us conquer the current barriers in order to embrace the brighter future. It is much broader than trust, empowerment, competitiveness and personal responsibility. It’s an idealistic realism or a cautious optimism. 

Such a mindset focuses on the upside and upwards of issues and outcomes; focusing on strength, opportunities, and inspired actions. It is about striving to be your best, developing your unique competency based on your innate talent, not beating another in a negative or unprofessional way, to reach your goal professionally, fairly, and elegantly.

Being positive is within yourself, reflects your personality, thought process put into action: When it comes to the human mindset, there is an inner balance as well; your conscious mind is positive and your subconscious mind is negative. This means that your conscious mind is intended to direct the messages passed to your subconscious mind for creation. As humans, it’s understandable to experience negative emotions.. but do not let the negative emotions stay for longer than a moment or two..People with a positive mindset demonstrates emotional excellence to let their conscious mind control the situation, be cool-headed and logical, think the bright side of circumstances and how to deal with things effectively.

True intelligence comes from self observation and self management. You do have to feel the emotions and live with them through. Emotions work for you, not the other way. Technically, you need to observe emotions as true force, help to move with energy in the direction of your purpose, and cast a picture of a preferred future for the goals you need to achieve, rather than becoming mired in a perpetual blame game of focusing on the past. Being positive doesn’t mean you don’t consider and calculate risk carefully; learn to deal with contradictions and embrace incompatible forces, rather than choose between them; focus on doing your best to solve problems in a constructive manner, rather than becoming overly-emotional and cause more issues aimlessly.

Positive thinking proactively stimulates the new energy of fresh thinking and nurtures creativity: Creativity is an innate process to generate novel ideas. Positive mindset recharge energy, create colorful aura to stimulate great ideas. Knowing who you are and how you react and respond to different situations can help you understand and improve the cognitive, relational and assertive actions you take on a day to day basis to flex your creative muscles and solve problems innovatively. Learn to abide by nature and let the positive dominate the negative. Positive mentality is the grist for our creative mill. It enables us to connect seemingly unconnected items to build something new.

In practice, creativity is a combination of something currently non-existent, thoughts, acts and with or without constraints. To be creative, you need to be conscious, curious about things that surround you. Positive emotions such as passion, curiosity, etc, improve our inner consciousness, enabling us to learn, share, and connect more dots for generating fresh ideas. 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, so your mind can flow, release the positive energy, out of this comes a beautiful thing, the freedom of choice and the plenty seeds of creativity. Still, fair to say, sometimes, the negative emotions such as the right dose of anger - can stimulate creativity; as all things in the world, the point is to make it RIGHT - neither too much or too little, balance is the key.

The correlation between positive culture and good policies: Collectively, positive culture is the soil to develop an innovative organization. The core of culture has to do with the way people are treated. For example, a positive culture requires respect, responsibility, self-discipline, autonomy, mastery, and purpose. To maintain a positive environment, a set of guiding principles can be written on a page. It will be supported by the bulk of employees in defining the boundaries they also wish to maintain. As the world continues to change with updated knowledge, the policies and rules also need to be updated accordingly.

Experience between positive performing cultures and mediocre or negative cultures is that they evolve from the platform of trust and respect that cascades from the top. The high performing culture is built through trust and being agile (self-management, interactive communication and continuous improvement). Setting principle guidelines, grounding rules and policies is important to shape a positive culture. However, overly restrictive policies will lead to micromanagement or too much control which leads to business bureaucracy, inefficiency and stifling innovation. The healthy workplace culture decreases the need for restrictive policies.

We have that choice each day to wake up to be positive or negative. A positive mental attitude is focused on strengths, opportunities, and inspired actions, striving to make the impossible possible. It’s the journey for us to reach the high maturity level of emotional intelligence as it depends on the person who faces a situation, how he/she understands it, how he/she understands him/herself, harnesses/leverages the right attributes within him/herself and moves upwards. Ultimately, creativity, along with a positive mentality leads the world forward effortlessly.

Unleashpotentialbycontinuouslearning

Rapid change and fierce competition demand everyone to continuously learn, maintain and grow their mindsets/expertise/skills. 


Learning renews ourselves. In the world of the mere mortals, we say: that is our unique gift. We are the light of knowledge and our light is also the goal of universal knowledge. It is our light that is helping in pursuing life's meaning. 

Digital learning is interactive, interdisciplinary, informal, inclusive, and integrated. Both at the individual and organizational level, if we fail to climb the learning curve, we will get static and lag behind.


The rate of learning = How quickly one can understand and generate insight, and turn experience into valuable output to spark innovation: As we all know the only "Certainty" or a "Constant" now is "CHANGE." The rate of change has accelerated and knowledge can be outdated faster than what we thought of, indicating that business leaders and professionals need to be learning agile, keep learning so they can keep growing, develop their skills and build up their competency. Growth is not possible unless people are willing to move out of their comfort zone, keep expanding their thinking box, gaining fresh knowledge and accumulate new experiences. The rate of learning directly impacts on your adaptability to change; creativity to generate new ideas and resilience to fail fast and fail forward. Continuous learning is not only a job requirement but also a great habit to keep our mind fresh and knowledge updated.

Limitations on learning are barriers set by humans themselves, as learning is a continuous process and everyone has enormous capacity to learn, if necessary, unlearn and relearn when the rules get updated, and fresh knowledge continuously emerges. Digital professionals today need to become continuous fast learners and adapt more readily to whatever changes life/work throws at them. But keep in mind, learning is the means to end, not the end itself; the healthy cycle of learning-thinking-understanding, asking-learning-sharing-creating, and connecting-collecting- collaborating, learning-doing-relearning, etc, provides diverse path to develop cognitive abilities, and build a unique set of professional competencies.

High organizational learning relates to high response in recognizing and addressing system constraints: Organizations with a learning disability will stagnate. Learning disability is often caused by a collective static or close mindset with “we always do things like that” mentality. Learning agility at both the individual and business level is a differentiated digital competency and the organizational culture shift. We must understand the concept of the true meaning of the organizational system, experience the art and practice of a learning organization. Learning agile organization leverages learning strategy as an effective constraint to stay focused on building the knowledge management capacity of the business. Be prepared, be flexible, and be skillful, ride the learning curve and build change as a dynamic capability.

Organizational leaders should make an objective assessment of their organization’s learning competency, addressing systems constraints. So they can build a fluidy organizational structure to enable information/knowledge flow; cultivate a culture of change; optimize their business processes to enable cross-functional collaboration. In fact, a digital ready organization can approach the flow zone when the positions in its hierarchy have clear and accountable tasks; when learning becomes the new normal; and when high organizational learning relates to high response to environmental change, so they can interact with the expanded digital ecosystem seamlessly.

Learning occurs through the experience of failing, and don’t waste the invaluable lessons from it: Learning is a constant process. We learn from past experience; we learn from others; we learn from failures, etc. Technically, failures should be avoided. However, in reality, failure sometimes is inevitable. In many cases, failure is part of innovation. If you never fail, you're never taking any risks to do something differently, or you're calling things successful that weren't, or you're exceptionally lucky. In the world of innovation, you will fail more often, many more times, than success. Failure comes to you, you need to overcome it, using it as a launch point for improvement.

Don’t waste the invaluable lessons. But how to learn from failure effectively? When a failure is detected, ask wise questions and learn from it: What's the problem, what's the root cause of the problem? Can you turn this into a success? Could you have detected the problem sooner? Besides a risk-tolerant attitude, take a balancing act to have enough failure and an open environment that encourages learning from failure quickly with calculated cost, without having failures that are too frequent, repetitive, or too expensive, etc. You can only fail better only if you learn from the failures. And then failing is something that prompts you to move ahead.

Rapid change and fierce competition demand everyone to continuously learn, maintain and grow their mindsets/expertise/skills. But there is no magic learning formula to fit every individual or organization. People need to discover their meta-learning style; manage their own time scientifically; and cultivate a healthy learning habit persistently. In the organizational setting, it’s important to develop a learning culture that has awareness and understanding plus setting a new behavior expectation of proactive participants. The future belongs to those fast and lifetime learners who can test and run, walk the talk, and ultimately become a digital master.

itinnovationviainquiries

The paradigm shifts from IT being a reactive back office function to a growth engine that is agile and develops the capabilities to drive business growth and perpetual improvement.

Information Technology can be used as a tool, enabler, catalyst, and a digital platform to orchestrate change. The real paradox is that IT depends on the business to define their technology requirements but the business does not understand the capabilities of technology and it is difficult for them to provide functional requirements for applications. 

When IT is only the mechanism for realizing a vision described by other C-level executives, it becomes a commodity. It needs to be transformed from “controller” to “enabler,” leading through “pulling” rather than ‘pushing.’

Does IT provide a cost effective and secure IT architecture and that permit the rapid development of new business services: Due to the abundant information and emerging digital technology, enterprise leaders are increasingly looking to the IT function to introduce beneficial changes into their business models to improve strategic performance, enforce customer intelligence and to position the enterprise for future industry leadership, etc. CIOs are able to constantly and dynamically lead an IT structure that will seamlessly support the business and well ahead of the business requirement. The useful tools such as IT Architecture helps the IT management leverage emerging properties (trends, opportunities) to create the business synergy, improve the growth capacity and maturity of the organization, achieve a situational balanced compromise or a trade-off, light up the business full cycles and and ensure the business as a whole is superior to the sum of pieces.

Business leaders should understand IT management in the company scope, get a better clearer picture of IT enabled solutions from a cost, transparency, and complexity perspective, facilitate IT-enabled business initiatives, responsibility, objectives, and needed resources to be successful. IT has the ability to interact with business on their processes and pain areas, the ability to bring out a technology driven solution, driving the wider adoption of applications. To expedite the delivery cycle, IT needs to shift from a builder to an integrator, from a commodity service provider to a dynamic capability builder. If that is true, then the CIO has a part in creating and supporting something that is truly transformational to the business.

Which services are concerned (increase/decrease in demand) and if IT needs to modify/provide new service bundles? From an ROI perspective, can you spell out the cost? Many IT departments operate in silos with separate teams delivering separate functional tasks, that will keep it irrelevant as on-demand IT service from the third party is fully matured. The role of IT today for many organizations is a business solutionary for information, automation, and innovation. Every new technology adopted or data mining effort must facilitate business progress but also bring down the incremental cost of growth and the time to market. Agility allows the CIO to consider ways to respond to changing business dynamics faster, drive more ROI, integrate services and any number of additional IT value-added components which can be provided.

Besides their fundamental responsibility as a Chief Information Officer, CIOs need to become Chief Innovation Officer and Chief Investment Officer. IT value is often measured by optimization and consumption of IT assets in support of the business solutions that are identified within the organization's revenue producing stream. If your key metrics focus only on cost, then don't be surprised if you are managed on cost, and IT is perceived as a cost center. What's missing in many organizations is the CIO's ability to question the business' requirements and justifications used for IT based projects. To clarify IT investment ROI, IT leaders should invite the business to provide feedback about the potential benefit, do the due diligence, ask the right questions and pick the right software/hardware. IT portfolio rationalization is an activity more critical than ever. IT applications blended with current digital technology trends can deliver significant benefits to business growth, such as real-time business insight, continuous deliveries of innovative products/services.

Can you ensure that IT services/applications are up and running (business continuity) at the same time, to run a synchronizable real-time business? IT is a superglue, playing a threshold competency role in building core business competency. IT generally tends to run at the speed equal or higher than sales which puts immense pressure to prove yourselves and hence marketing is a manner of handling perception management. IT has both internal business users and end customers, making sure that the external customers who purchase products or services have a great experience relating to any IT systems that impact them. IT needs to digitize the touch points and improve customer experience for building their company’s reputation as customer champion.

IT is a major business differentiator and needs to be on top of business initiatives to be successful. They also have to advocate for "departmental immersion" and other strategies to help IT become more integrated and aware of the organization as a whole. What is required is having an IT enabled capability strategy that integrates emerging technologies across the entire enterprise, including how best to source them. Running IT as a digital differentiator means that IT needs to be run more innovatively, it accelerates the speed and makes a difference via leveraging the emergent digital trends and exploring the new way to do things, besides exploitation of the existing methods and technologies. IT becomes an insightful problem-solver and accelerates business speed.

The paradigm shift from IT being a reactive back office function to a growth engine that is agile and develops the capabilities to drive business growth and perpetual improvement. High-mature digital organizations always look for opportunities across the business ecosystem to increase the usage of abundant information and emergent digital technologies, explore the rationale, intuitive, and strategic side of IT accordingly, with the goal to run a high performance business with a strong business brand.

Innovatingboardroom

Insightful corporate board as a top leadership team provides strategic oversight, exemplifies leadership influence and sets principles & policies for accelerating business performance continuously.

Modern corporate boards play significant roles in guiding businesses in the right direction and achieve expected business results. Due to the “VUCA” characteristics -Complexity, Uncertainty, Ambiguity, and Velocity of the Digital Era, the directorship in any organization must have the agility to adapt to changes and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals.

 Here are the multiple perspectives of shaping a strategic boardroom with digital acumen.







Innovating Boardroom


Innovateboardroombypracticingimplicitgovernance An innovative boardroom strikes the right balance of being explicit and implicit, being broad and deep, setting solid common ground and streamline business flow effortlessly.The digital environment is constantly changing, forcing the business to keep adjusting. Corporate board as one of the most important governance bodies of modern organizations plays a significant role in steering the company in the right direction.

Uncoverwhyistheculturalbeastsohardtotame? Culture is what has been said, or the thought of the world, if we could really change the culture, we could change the world.Culture is the collective mindset, attitude, habit and corporate DNA. Most companies have trouble seeing their own culture as they are so immersed in it. Culture can lift their organization up to the next level of growth cycle or sink the business slowly. In fact, organizational culture could be one of the most invisible and...

Innovatingboardroomwithpardigmshift 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...

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,...

Unleashculturepotential Corporate needs to tailor their needs to develop culture as their corporate asset, track culture as their footprint, catalyze culture as their soft competency and improve culture as their differentiated advantage. Culture is a collective mindset and attitude. We all succeed together or fail together, culture is invisible, but one of the most crucial success factors that can lift up the spirit of business or intimates the survival of an operatized...

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 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.


The "Digital Boardroom: 100 Q&As" Slideshare Presentation


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The "Digital Boardroom: 100 Q&As" Introduction


The "Digital Boardroom: 100 Q&As" Chapter 1 Introduction: The Digital Board's Composition Inquiries


The "Digital Boardroom: 100 Q&As" Chapter II Introduction: The Digital Board's Digital Inquiries


The "Digital Boardroom: 100 Q&As": Chapter III Introduction: The Digital Board's Strategy Inquiries


The "Digital Boardroom: 100 Q&As" Chapter IV Introduction: The Digital Board's IT Inquiries


The "Digital Boardroom: 100 Q&As" Chapter V Introduction: The Digital Board's Leadership Inquiries

Tuesday, June 29, 2021

Innovatingleadershipwithsophistication

Sophisticated leaders and professionals are both intelligent and innovative; informative and intuitive; intrapreneural and insightful...

We live in a complex world full of order and chaos, truth and myth. Sophistication seems to have appeared rather suddenly within the history of human evolution. In fact, it’s part of our journey to climb the intellectual hierarchy. Being sophisticated is not exactly the same as being intelligent; it perhaps implies being natural, authentic, original, articulate, decent, or paradoxical. 

In fact, all artistic, sophisticated things of mankind are inspired by nature. nature is dynamic, balanced, and harmonized, with a full spectrum of colors, gradients...all sorts of shapes & sizes; they are not fixed, but keep evolving. A sophisticated leader or professional has a unique set of complex mindsets and  recombined capabilities and skills to understand multifaceted situations and solve problems thoroughly.

See around the corner: People are complex, businesses are complex. To untangle unprecedented complexity, we need to reach a stage to assess the logic of everything, see things from different angles, see beyond and see underneath, and transcend the interdisciplinary knowledge to get to the heart of the matter. The more complex the situation is, the more important to leverage critical thinking and wear multidimensional thinking hats as effective tools, the more different approaches and role gaming is needed to reach for in-depth understanding. Since fostering change and solving complex problems is always a collaborative endeavor, this dimension of cognitive diversity is indeed needed to provide more teeth and speed to the problem-solving initiative in the rapidly changing times.

Individually, do you always listen to what is being told or taught without a second thought? To break through your thinking ceilings, you need to build solid thinking blocks, have sufficient knowledge and unique insight to observe deeper, see things underneath and see around the corner. So sophisticated professionals can read hyperconnected digital sentiment, dig beneath the superficial layer, transcend the interdisciplinary knowledge, to understand others deeply or get to the heart of the matter. They are, first of all, independent thinkers, making up their own mind, being open to fresh thoughts or knowledge, not following others’ opinions blindly, but shaping their own thoughts and minds in order to deal with complex issues more thoughtfully.

Read between the lines:
We live in the hyperconnected and informative world, the functional, geographical, and even industrial boundaries are blurred. Today’s business problems become over-complex and interdependent, the assumption that there is a single cause to a “problem” in a complex adaptive system is limited. If you continue to fix symptoms, the existing problems perhaps keep coming back. Thus, it’s crucial to “read between the lines,” to gain the contextual understanding of a specific cause and effect in a specific context or the core issues of a situation based on the identification of relationships and behaviors within a model, context, or scenario. Otherwise, cognitive gaps, knowledge gaps, innovation gaps, and many hidden pitfalls become insurmountable problems for us to reach the high ground of collective progress.

Behind every problem is a relationship dynamic out of alignment, to diagnose the real problem, content, context, and insight, follow this order to deepen your understanding of where all the functional boundaries are, the scope and context of the problem, dig into the root causes, see a larger system with interactive pieces and “conflict” goals, and create the relevant context to make an everlasting solution. Otherwise, you perhaps only fix the symptom or cause more side effects later on.

Question unquestionable: Abundant information and shortened knowledge cycle is part of digital reality. If you do not continue to learn, you are lagging behind. However, many people are used to living in familiar territory with a silo mentality and apply conventional wisdom based on a very limited thinking box they shaped quite a long time ago. It stifles changes and causes culture inertia. To build a conducive environment with renewable energy, people down the organization need to have appreciative eyes for the diverse viewpoint and be encouraged to speak up, “question unquestionable,” and make inquiries of conventional wisdom, belief, or common sense - are they our personal truth or universal truth? Can we still use them as quick logic to solve problems effectively, or do they actually become the part of the cause to get us stagnated?

With the rapid growth of information and fast-paced changes, if we all stayed in a box and didn't believe things exist outside of our box, there's no room to broaden our thoughts and no progress can be made. It's important to challenge conventional wisdom and eliminate pre-conceptual assumptions or unconscious bias which is often caused by misperception or mislabeling. Practicing “out-of-box” thinking takes a certain mental, psychological and conditional chemistry/ Sophisticated leaders should recognize and reward their outliers and unconventional thinker who have always been intrigued and they have always asked questions - to themselves, to circumstances, to books, to experiences, and to other fellow people, to challenge assumptions and bring up fresh point of views and spur creativity.

Hold opposite truths: The world is neither black nor white; there are many shades and colors in between. We have seen people debate what is right and what is wrong. Right and wrong also come in shades of gray; they are subject to change and to attitude. It depends mostly on your perspective, experiences and situation. Emotionally, the people who can think simultaneously at the opposite poles of thought process, can be angry and calm at the same time. So sophisticated people demonstrate paradoxical intelligence who can see the two sides of the coin, and hold the opposite of truth, grasp the quintessential, and develop the new concept.

Forethoughtful leaders and professionals with paradoxical intelligence can proactively provoke changes, have the courage to leave the nostalgic past and take a leap of faith into the future by balancing agility and stability, creativity and standard; diversity and unification, performance and compliance, management and governance. No silo thinking, no binary or extreme thinking. Manage emotions and drive digital continuum in an elegant and innovative way.

Plan unplannable: There are both known unknown and unknown unknown. While there is always some remaining uncertainty and emerging properties. That means we need to be humble and admit we can't control anything beforehand, let things flow naturally; let ideas click spontaneously; let people do things in their own way and also have some fun. That is the essence of sophisticated management discipline. People may have different values, different personalities, and different judgments based on different information as well, so they will select their route to reach their well-set goals, but they should always strive to become part of solutions without causing significant problems later on.

Keep in mind, attitude matters and “lessons learned” is invaluable. We cannot predict anything beforehand but can imagine with many experiences involved in the present or in the past. We cannot manipulate or over-control; but it’s important to collect quality information and constructive feedback, analyzing and synthesizing, doing enough homework for planning, but not overplanning; make provision to meet any eventuality; make necessary adjustments on the way to fit the emerging situation. It also includes planning in a short time and taking incremental effort, allowing the acquisition of new information along the way.

Take “multipath-logic”: Business world is dynamic and complex, traditional management based on reductionist linear logic is no longer effective in solving many of today’s problems and leading a digital savvy, diverse workforce. In fact, linear or bipolar thinking, poor or inaccurate judgment, miscommunication, illogical interpretations, and static processes all cause decision flaws which further lead to a series of issues cascaded into big problems and fatal business failures. There is nonlinear logic behind decision making because there are so many variables you just have to weigh, sometimes you have to sacrifice to save and other times you need to disable one thing to enable another. It takes multipath logic for defining the right problems and solving them alternatively.

We all have walked in the shoes and seen the problem or situation from the others’ point of view. At times, we may only want to see things from our own point of view- see what we want to see, or, hear-what-we-want-to-hear, we become part of the problem, rather than solution. The sophisticated leaders and professionals with strong nonlinear logic have the willingness and ability to seek out knowledge, help in facilitating continuous dialogues, acknowledging different or contrasting views and share the thoughts as to how it can address the issue under consideration without berating anyone for their views, and gain an in-depth understanding, in order to make sound decisions and choose solutions and move forward.

Step outside of the system: Organizations are the system; system thinking is positive because it helps understand the links between action, solution, and the different behaviors it might influence. A systems view of the world, encompasses impacts and consequences of our thinking and actions. Sophisticated business leaders and professionals not only work within the system; but they are also able to step outside of the system, fine-tune the system, see the interconnectivity between different systems, and help people become aware of the other "systems" that they interact with and the relationships between these systems. Interconnections and interdependencies are distinguished, wise choices and structural decisions are made. By working both in and on the system, solutions are made from a much broader and encompassing view that is not possible in linear thinking. It is both a detailed and holistic picture and captures the essence of system wisdom.

Methodologically, it is a great technique to leverage Systems Thinking for problem definition with boundaries, depending on what you consider relevant and endogenous as your hypothesis regarding why these things have evolved in a certain way. It is transformational to “step outside” of the system for having different perspectives to gain an in-depth understanding of business dynamics, provide an insight into the emergent inherent properties, both the positive emergent issues required and the negative emergent issues (both known and previously unrecognized problems) that come about. Organizations need a set of system tools that deal with muddy and chaotic information and platform-sorts of solutions to decomplex existing large-scale problems or emerging business properties and solve them effectively.

Sophisticated leaders and professionals are both intelligent and innovative; informative and intuitive; intrapreneural and insightful; set the guidance for problem-solving or creating something new under the updated digital rules, focus on the nature of interconnectivity rather than just on isolated entities, to refine their knowledge via the full “learning cycle, ”understand nonlinear cause-effect, master cognitive, technical, informational, and design complexity fluently.

Monday, June 28, 2021

Innovatingwithasetofbelief

Individual, team, or organization have a unique set of beliefs and core competencies to achieve their goals and reach a high level of performance and maturity.

Every organization has a story: a set of missions, beliefs, values, myths, history and judgements about the inner world of work, and the external environment around them. The sustained business success depends not only on the “hard” factors such as process or technology, but also soft elements such as culture with a set of good virtues such as professionalism, positives, teamwork, trust, empathy, and loyalty, etc. We can call these shared values or a belief system. 

By instilling passion and sharing common belief, If a team clicks, it may reach a shared insight of a situation which is always better than individual belief, and lift their organization up to the next level of the organizational maturity.

If an individual or a digital organization is like a plant that keeps growing, belief is the root; the deeper the root is, the stronger the plant would grow: While most beliefs are learned and ingrained in our minds at a very young age, some are general knowledge, some are conventional wisdom. Some of these beliefs develop from our misinterpretation of what we see, hear and experience. The right set of beliefs drive positive attitudes and motivate good behaviors. An innovative mind holding strong belief has the raw endurance, passion, and perseverance that keep you motivated despite obstacles, with single-mindedness to stay focused and resilience to fail forward. However, some outdated beliefs can mislead people to think extremely, stimulate negative emotions, stifle changes, or respond to varying situations negatively. So if we try to change our emotional response to events, looking for better ways to react and interact. This is like trying to change the fruit on a tree. We must change the belief that causes the thought that creates the emotion.

Digging into the roots takes significant effort - by peeling back layer after layer, individuals and organizations can discover why they think, feel and operate the way they do. Once you find where a particular belief originated, it’s easier to realize that the beliefs can change. Once the belief has changed, the reaction will automatically change. By changing your thinking, you change the beliefs and change the emotions leading to different decisions, different actions, different outcomes, and become a more self-aware and self-improving person with empathy. Collectively, in the organizational setting, businesses reach the inflection point of transformation as they update their underlying beliefs, recharge their energy and accelerate their performance effectively.

Attitude is developed based on our beliefs, knowledge, experience, and it’s basically ''how we react to any situation that comes up'': If belief is the root to grow our thinking tree; attitude is our settled mode of thinking; it constitutes the belief of the person, the emotions attached to that belief and the action part resulting from both. Unfortunately, some of these learned beliefs are outdated, and oftentimes limit our mind, cause negative attitudes, and lock our creativity. Only if we analyze how the identities and beliefs of the human beings are impacted by change and address these changes, can we change our mindset, adopt a new attitude, and lead to innovative changes.

Attitude is a vibration...a frequency our human personality carries within it that it exudes around, and then affects the world outside through the frequency of this vibration. If one's attitude is positive, he/she takes it as a challenge or good opportunity and if it is negative, he or she perceives it as a threat, or a big problem. So making an argument of beliefs or a set of values, and, if needed, change some of them, provide new identities and adapt behavior to new roles communicating and convince us that this change is an advantage with a positive impact, then something new and consistent can develop and scale up seamlessly to expedite our collective progress.

It is important to hold a strong belief- if it’s both right and deep, believe in self, in change, in direction, in innovation, and in the desired outcomes: The mental pathways that facilitate the development of values, beliefs and norms are the same as spiritual conventions. With belief, you have the grit mindset which is a critical trait as an innovator. With belief, you have a great attitude to overcome challenges; with belief, you act promptly and drive needed changes without procrastination. In fact, culture is a collective attitude based on a set of beliefs, corporate DNA, and a business brand. Since culture has such a large impact on individual actions and how people accomplish work, there is an overwhelming temptation to fiddle with cultural attributes—values, norms, and beliefs

Culture is created and shaped by a cascade of influences. To change culture, sometimes, you need to change your belief - the root of your mentality. Technically, change impact analysis and business readiness are two key processes that need to be conducted to give the management a glimpse of what’s the current situation and the future if it’s not changed. Coach people to shift from the belief that change is "loss" to a belief that change leads to "growth" and growth leads to organizational viability, relevance, and long-term prosperity. With a common set of beliefs and updated knowledge, the result is people who are not related are able to work together, pull in the right direction for making radical changes, or push the same button to get things done effortlessly.

Every competitive individual, team, or organization has a unique set of beliefs and core competencies to achieve their goals and reach a high level of performance and maturity. Going digital is more like a journey than a destination. Believe in ourselves, believe in others; believing in, by working together, we can make things happen.

Understandingeachotherbylistening

A heart is- full of love; an ear is-ready to listen; a hand is willing to- help, when understanding happens...


We live in -

the complex world,

full of energy,

  change,

      diversity;

with shade of colors;

variety of sounds;

active listen,

be attentive;

listen -

with your heart;

keep mind opening,

discern voice,

from noise;

create excitement,

stimulate imagination,

connect with -

nature intimately…

Listening is a thoughtful thing.


Listen to -

your inner voice;

listen to others -

with empathy,

listen with -

the eyes;

listen with -

the intention of-

linking into -

emotional spectrum in-

self and others…

Listening is -

an interactive thing.



Love listening,

love being wrong,

love learning….

propels good ideas to-

be formed;

deal with-

Conflicts,

constructively.

Communication has

occurred when-

the message is received

and understood;

conversation keep going,

when we intend to-

listen continually.

If we do not listen,

we will -

lose the goodwill of -

collaboration;

listening is -

a learning thing.


Listen broadly,

enjoy diverse voices;

listen deeply;

give attention to-

non-verbal communications.

Listening is for -

what's working-

the accomplishment;

what is the missing-

the gap;

Listening is -

an interesting thing.


Be good listeners,

act like a sponge,

absorb information,

develop new perspective,

seek the path to change...


A heart is-

full of love;

an ear is-

ready to listen;

a hand is willing to-

help all,

when understanding happens,

we feel calm inside;

energy flow outside,

to explore-

many of possibilities;

to overcome-

common challenges.

Listening is -

 a great thing.

Increasingdigitalconfluency

The whole point of streamlining digital confluency, is to keep iterating, learning, and working on a rhythm of sustained delivery.

Constant change and frequent disruptions are the new normal; running a digital organization today is to think fast and slow; connect the old and new, mix solid and fluid, balance control and autonomy, deal with management paradoxes & challenges to enforce digital confluence. 

Majority of well-established companies today are running at both industrial speed and digital speed, digital leaders tend to restructure if they sense things are becoming dysfunctional, and often with mixed results. They should understand that digital landscape is diverse, dynamic business development is multifaceted; and it’s from within the massive gray area, they need to push the right button to switch from traditional linear management style to nonlinear, dynamic digital management for improving business confluency.

Relevancy: Planning and forecasting become challenging, and planning fallacy is a business reality. As the saying goes,” plan is nothing, and planning is everything.” This is particularly true in the digital era with an increasing rate of change. Most companies may have a strategy on paper, but in all likelihood don't even look at it. It's an even bigger challenge today because companies are still trying to “feel their way” through “VUCA’ reality. If planned in detail as far ahead as the end state, much planning time and effort will be wasted. The dynamic planning process is the continual attention to current changes in the organization and its external environment, how this affects the future of the organization, and keep periodic review of the plan for relevancy and increased clarity. This usually requires a dialogue to answer questions and address its relevance. If the actual planning is spot on, listen to your employees or customers, listen to the market, listen to the competition, be realistic, believe in strategic planning, more to the point is to make sure everybody else believes in the plan too.

The point is to figure out the “right level” of planning. Good planning should be based on quality information about the customers, competition, internal capabilities, and cost. Long-term planning can help the business stay focused, lead to better decisions, and manage risks effectively. After that, organizations also need to have short-term goals that are aligned with operational goals of the business. In these uncertain times, strategic planning should go hand in hand with contingency planning around “what if” scenarios. Business managers are able to visualize and identify and convert uncertainty to risk through the application of quantification methods in order to be able to manage uncertainty as risk. The planning process is never "done" - the planning process is a continuous cycle that's part of the management process itself.

Fluency: Because enterprises today are the organism of a hierarchical assembly of systems working together as a single functional unit, which are connected with the complex digital ecosystems via information flow. It’s important to break down the silo, create a digital savvy environment that encourages the utilization and the flow of data and knowledge, handle information streams for different goals and different time frames and manage a balanced portfolio. At the high maturity level, companies need to embed digital into the very fabric of the business culture, explore interdisciplinary management style to achieve multilateral digital coherence.

Poor information management implies not understanding what raw material they have to play with; silo mentality - lack of ability to collaborate seamlessly across geographical or generational boundaries, or poor measurement -not applying worthwhile evaluation to it to reveal the inherent value. Professionally, being fluent does not mean you only master one language, but multiple; only be skillful in one domain, but interdisciplinarity; only see things from a single dimension but through different lenses. Digital management with digital fluency is fundamentally an iterative cycle to design, build, scale and optimize business competency and achieve the desired effect under specified performance standards and conditions.

Competency: The core business competency is an integrated set of capabilities that directly impacts the business’s survival and thriving, and contributes to the competitive advantage of the business organizational maturity. Competitive necessity focuses on meeting customer expectations and delivering what the business asks for today; while competitive differentiator allows the business to “dream bigger,” and achieve “the art of possible.” It's important to analyze total cost, total value, and total impact of developing a set of unique organizational competency in order to improve the success rate of strategy management. It’s about how to achieve the economies of scale, keep the business highly connected and continually deliver what the business needs and maximize the digital potential of the company.

To truly build the professional competency, assess competencies and use the profiles to identify where the gaps in performance lie, "development, enhancement, and coaching" imply a better mindset, capture both the individual's and the organizational development needs, and set the scene for a process to achieve well-defined goals and reach the next level of the growth cycle. Collaboratively, envisioning, decision, preparation, action, adjustment, maintenance are all the logical steps in building business competency to create new value, position a brand, align people inside an organization or differentiate and position products or services in a diverse market.

Consistency: Consistency remains a favorite mantra for management and facilitates efficiencies in operations and the ability to deliver a shared brand promise across services, sectors, and business boundaries. It is a critical element for delivering quality business products or services and driving cohesive changes, enforces effectiveness, fosters customer satisfaction, improves quality, and unlocks performance. There needs to be a baseline process defined across the organization to allow for consistency of the rating, look for consistency in their teams, in their organization as well as in their ecosystem.

Professional quality is dependent on the consistency of people’s thinking, attitude, and behavior, as consistency harmonizes humanities. Performance management process’s main goal is motivation and retention.The managers performing at the same level should have consistent ratings based on their experience. (a) goals should be clear and attainable. Regular feedback is a must and incentives should be comparable to expectation set. (b) consistency throughout the organization and competitive within the market. So they can make better balance, capture the substance of digital professionalism and trace the root at the heart of business change dynamics.

Resiliency: Resilience is a measure of how well a business system or a process will resist shock, extreme events, and turbulence. It is about a "system" being able to maintain its recognizable essential characteristics. Strategic risks are about uncertainties, inherent variability and the unknown interdependencies among sources of risks. It’s important to build in an objective fault tolerance to allow for a certain amount of distention. A business system gains more and more energy until it crosses the point of system resilience. The level of organizational resilience depends on how the business can manage the gray area effectively in today's “VUCA” environment. The key is to enlist the dissenters to provide input during the process to maintain engagement.

Many refer to resilience as closer to “good entrepreneurship." The amount you learn is closely related to the amount of risk we take, resilience is about a bounce. It’s about regaining one's footing which could be bouncing back, bouncing forward, or restructuring the system to integrate the change in some way that works or grows around obstacles. The trust factor and resilience need to be built into the business culture to ensure good corporate governance, and it is the most sophisticated and swindling factor faced by risk management. Business management with strategic resilience are able to see further and perceive better than others in order to drive seamless digital paradigm shifts.

The high mature digital organizations are highly conscious about what’s happening in their environment, with the ability to adapt to change timely, grasp opportunities, and prevent risks effectively. The whole point of streamlining digital confluency, is to keep iterating, learning, and working on a rhythm of sustained delivery.


Unifyviadigitaldialogues

Generally speaking, communication is to unify, not divide; negotiation is to win with the purpose, and make a deal fairly, professionally, and gracefully.


The great communicators are the high-quality leaders or professionals who can communicate objectively with strong logic, clarity, and understanding; the great communicators are the great artists who are fluent in creative expression or metaphorical description. 

Communication is both art and science. How to set principles and develop practices to improve communication effectiveness and build communication competency?




    Unify via Digital Dialogues


Initiatingnegotiontowinfairly Generally speaking, communication is to unify, not divide; negotiation is to win with the purpose, and make a deal fairly, professionally, and gracefully. Today’s business world has become over-complex, hyper-diversified and interdependent. To solve problems large or small, we need to harness communication and enforce collaboration. We dialogue when we communicate. Communication is much more complicated because there are differences in goals, contexts...

Communication, Communication, Communication To overcome the “problem-solving” impasse, it’s critical to communicate, challenge, debate, and learn, open dialogue to close blind spots and bridge cognitive gaps. Communication problem is rampant in the business world. In fact, communication is probably the world’s biggest problem as many listen to respond and not to think profoundly beforehand. In the business across vertical sectors, especially those strictly hierarchical large organizations with...

Understanding the Value of Inclusiveness Inclusion only happens when the ‘inclusiveness mindset’ is available with top management. Creative energy from top down can rejuvenate the culture of innovation. Contemporary organizations have the very characteristics of interdependence, hyper diversity, and information exponentiality. The challenge is to get people to recognize how inclusion improves communication, engagement, and retention, etc. However, many people in the workplace don't...

In-Depth Understanding of Abstraction The art of abstraction is to imagine, the science of abstraction is to unifying. Organizations become complex as an evolutionary trend, not for their own amusement, but for adapting to the dynamic business ecosystem. Ideally, the enterprise framework that is created needs to be maintained and used by the managers to adapt and improve the business in the future by abstracting major concerns, facilitating strategic goals and objectives of the enterprise,...

Intelligent-Intentional-talk Communication, whether verbal, non-verbal or digital, "is" the coordination mechanism that makes organizations possible and keeps them "real"The great communicators are the high-quality leaders or professionals who can communicate objectively with strong logic, clarity, and understanding; the great communicators are the great artists who are fluent in creative expression or metaphorical description. Communication is both art and science. How.

Digital Master” is a series of guidebooks (28+ books) to perceive the multi-faceted impact digital is making to businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.” It perceives the emergent trends of digital leadership, advice on how to run a digital IT organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future.

Sunday, June 27, 2021

Innovativeperspectivism

 The variety of perspectives opens our mind, shifts our personal truth to the approximately universal truth, to reach the state of super consciousness and accelerate our collective progress.

People always say you shouldn't live in the past. But there are valuable lessons to draw on in one's past from time to time. The past holds comforting thoughts in times of great stress or pain. So in some ways the past is always present. It has value. If you stand at the right angle to see from different angles, you know even they are different, but hold part of the truth in it. To understand the past, you need to master perspectivism, Lesson-learned, and then enlightenment.

 


Just like perception, perspective is a personal “truth”: The secret lies in "imagining" a perspective of the whole coin as you aspire towards truth. If you only know two colors - Black and White; then perceptions are filtered into one of those two dimensions. Your perspective is perhaps a bit tedious without enriched colors, sophisticated themes and tones. You can only know what you know, but there are more dimensions which you don’t know. We live in such a complex world with all sorts of old and new, physical and virtual, fresh knowledge and outdated concepts, it’s important to spark creativity and encourage critical thinking to embrace different perspectives. You don’t need to agree completely with the other side's viewpoint, but you can always gain empathy, insight, and new perspective to see things from the other angle, generate new knowledge and capture great insight.

The digital paradigm shift is multidimensional expansion, changing perspective will change your mind. Your perception affects your world and therefore what you project on the world, which in turn impacts others positively or negatively. With a high level of cognitive maturity, you can bring the long-term perspective, creative perspective or multidimensional perspectives, which perhaps shape you as a visionary who can foresee the future trends; a good communicator who has the ability to make an arguments for opening a new perspective; initiate debating for embracing even the opposite of point of view; an innovator who can come up with better solutions.

The insightful perspective on the past brings us “lessons-learned”: The success of our species over all others came from our ability to accumulate knowledge and learn lessons from the past. You don't just learn from the past to understand the present and predict the future. You learn from the past to "understand" and shape a new perspective by looking back we can understand each other a little more, technically more insightful with less bias; only if we look back without judgment and with the context of historical understanding of the times as they really were and not a romanticized version or a politicized version. Such a historical perspective, could be a little abstract, but to unify us, gain common understanding, sow positive thoughts which doesn't necessarily change the external world, but it does help us see the good that is already there.

To sharpen our professional competency; having” LESSON LEARNED” is an ongoing scenario-what you learned from what you did on a given activity or project, and that could be what you did right or what you did wrong. Either way, to capture the lessons learned as you go along, together with the decision process that led you to make the choice you did since that provides context for the learning, re-introducing the past in a new way and building the bridge to effectively connect lesson-learned from the past to the future performance and unlock potential.

A new digital paradigm arises out of new knowledge, fresh perspective, and enters the Age of Enlightenment: People, either as a human being or a system, are purposeful. Purpose implies intention. The intention, however, is not implicit in any cause-and-effect relationship. In fact, Relating purpose and cause and effect may be useful to gain an understanding of a system or from a hypothesis about a system's behavior. There is a purpose that comes from within, and it means within one’s unconscious and collective unconscious. These are the basic instincts that have a key role in shaping what externally we see as our ideals – enlightenment, love, truth, influence, etc. We have purposes that we associate with outcomes, these are influenced by our unconscious motives and are manifest as goals, objectives etc. We also have purposes that arise from our interactions with others. They too are influenced by unconscious emotions that manifest as social, political, technical values, etc. A new paradigm arises out of new knowledge, such as the “Age of Enlightenment.”

The emergent technologies create a context in which people can collaborate and they are empowered, respected, make collective decisions, and mass collaboration to overcome challenges. Personalization and design wisdom is the new normal. Individually, we climb the intellectual hierarchy by mastering the knowledge cycle of information-knowledge- intelligence-insight-wisdom; collectively, we develop high mature organization that is innovative, energetic, synchronized-open to changes, informative to act, creative to design, nimble to adapt, intelligent to decide, elastic to scale, and resilient to recover. This is the essence of the people-centricity and the symbol of the Age of Enlightenment.

We are experiencing major societal TRANSFORMATION from the industrial machine age to knowledge and creative economy. A digital paradigm is an emerging ecosystem of principles, policies, and practices that set boundaries, not overly rigid; offer guidance for problem-solving or creating something new through a holistic worldview underlying the interdisciplinary theories and methodology of a particular subject. The multitude of digital perspectives help to empower people, enforce iterative communication, and harness cross-boundary collaboration. The variety of perspectives opens our mind, shifts our personal truth to the approximately universal truth, to reach the state of superconsciousness and accelerate our collective progress.

Unlocksystemspotential

Exploring our vision from unleashing human potential to system potential helps to create common rationale between perspectives, engenders new ideas, accomplishes multiplexing tasks, and amplifies the collective potential of our modern world.

Digital is the age of information overloading and fierce competitions, either individually or collectively, potentiality includes the overall ability to perform in the future by discovering the strength and building their core competency.

 Oftentimes, potentiality is “raw,” but it’s the worthy investment and hidden dimension to build unique capabilities, explore the emerging opportunities, design new business models, and investigate hidden paths for accelerating growth.

Systems potential: Human body is a system; every organization is a system; our world is a system; the system has emergent properties and keeps evolving. Thus, they have significant potential to grow and improve. There are symbolic systems; information technology systems, business systems, finance systems, education systems, etc. Systems Thinking is a way of understanding complexity and interconnectivity between the parts and the whole, in terms of its underlying functions and structures, its interactions with external systems, its components, the specific interaction among them, etc.

Cognitively, everyone performs systems thinking to some degree, whether they're aware of it or not. Thus, through the lens of systems potential, we can shape worldviews based on the realization of hyper-connectedness and interdependence; competition and collaboration; standardization and customization; etc. Because now there would be the likely competitive interests of the individual and the collective. Economic and political models provide some insight into the tradeoffs associated with either approach. Unleashing systems potential expands the new horizon for us to see and do things innovatively.

Symbolic system potential: There are symbolic systems such as language, beliefs, law, customs, culture, values, morality, etc. These kinds of systems may lead groups of humans to raise their consciousness about the need of organizing consistently their means (ideas), choosing to implement them according to their ends (goals) to develop individually and collectively their gregarious and cooperative features inherent in human nature.

To unleash symbolic system potential either locally or globally, we need to gain an in-depth understanding of numerous visible and invisible factors that perhaps influence the cycle of balance and growth. For example, symbolic systems are the most important subject for researching in global perspectives, which combined with a sense of responsibility and free decision would support altogether the manifestation of humanitarian societies aware of the role of human beings.

Information system potential: Because information technology is often the linchpin of differentiated competency, or the super glue to integrate process and capacity of the organization. The strategic value proposition of Information is how to capture the emerging trends, leverage resources and assets to create the optimal value and contribute to new business model development.

In fact, nowadays, information is the most time intensive piece of innovation management. So information system potential would directly impact on the innovation capacity of any other systems either smaller as each individual or larger as our shared globe. The Information Management System includes policies, structures, and programs, portfolios as well as the interwoven relationships between those elements, so managers can leverage them to drive world class innovations; unlock business performance and unleash their full digital potential by enforcing hyper-diversity and global wide collaboration.

Education system potentia
l: People are gregarious by nature, they tend to organize themselves and it gives rise to a collective set of attitudes, beliefs, educational systems, notions of time and space, society structures, ways of doing business, etc. Education is an amazing thing which provides individuals opportunities to discover their raw potential, train them how to think, besides instilling certain accumulated knowledge. Quality education should promote all positive perspectives of humanity such as the wonder of the unknown, freedom to imagine, confidence to create, empathy to understand, creativity to imagine, discipline to commit, skills to innovate. So a holistic education system in the creative economy needs to focus on unlocking the variety of human potential such as physical potential, intellectual potential, motivation potential, influence potential, etc.

We are what we think, rather than what we are taught. Encourage independent thinking and creativity. Today, there are both formal education and informal education; professional training needs to become an integral component of leadership/career development. The System lenses expand our horizon to fix the root causes of many issues within the systems or on the system; as well as understand the interdependent cause-effect of many complex problems facing our global society today. Therefore, the interdisciplinary approach can be applied to enable digital leaders to frame bigger thinking boxes, and approach education-related problems technically, culturally, and philosophically.

Exploring our vision from unleashing human potential to system potential helps to create common rationale between perspectives, engenders new perspectives, accomplish multiplexing tasks, and amplifies the collective potential of our modern world. As a society, we should be striving to create an environment that is inclusive enough to communicate within the spiral of conscious awareness; egalitarian enough to actualize our unique potential and encompass the collective human potential.

Saturday, June 26, 2021

Initiatinginquiriesofkpi

The maxim "you can't manage what you don't measure" has come to be taken as a truism.

The real purpose of Performance Indicators is to provide business insight and monitor the progress and performance. Without measurements, it can be hard to tell whether attempted improvements make the situation better or worse. However, performance indicators shouldn’t become another parameter which will diminish creativity or decrease productivity. 

The performance management needs to ask insightful questions to make sure the measurement makes sense; being able to show those quantifiable benefits in hard facts such as measurements helps greatly.

Does it have a purpose: Good organizations do follow a process and tick the boxes. Better organizations measure the important issues as they go along and adjust the plan/objectives/goals accordingly. The real purpose of performance management is to provide business insight and monitor the progress of strategy management. When selecting the right set of metrics for cost optimization, ask whether the metrics can reveal anything meaningful for the identified purpose, and ensure the management buy-in for the metrics collection processes. There has to be some sort of hypothesis - some sort of conceptualization of a useful outcome.

Define the right set of Key Performance Indicators which can reflect progress for the long-term goals of the firm. The way the KPI is measured needs to be an accurate reflection of the behavior the firm is looking to exhibit. It is crucial that the KPIs selected have to be adapted to the specific objectives that you want to achieve. Wrong selection of key performance settings could have a devastating effect on the business.

Is it simple? What gets measured, gets managed. Well defining the right set of metrics will never be an easy job, but always keep in mind the simplicity principles, and do not confuse the means with the end. Metrics is not the end-all solution to management, but simply another set of tools, data, and information sets to evaluate business results quantitatively. Make sure you don't have extraneous indicators that don't align with your question and well defined goals you set to achieve.

In some lagging companies, performance management practitioners are extremely obsessed with metrics and end up building up a sophisticated set of meaningless metrics; irrelevant measurement indicators will waste time and corporate resources, increase unnecessary complications and decrease business effectiveness. Keep in mind the simplicity principles, and do not confuse the means with the end. You choose the right set of KPIs by deciding which are seen as critical to making trackable progress in order to deliver more innovations. The fewer the better, but they have to be credible and relevant also in the eyes of the stakeholders.

Does it have an owner: Performance Indicator helps you make better decisions to improve performance. If your KPIs are opposite, they are not aligned to your organization's specific strategy. Especially nowadays, strategies are dynamic, so performance indicators should also be updated accordingly. Ownership is important to enforce accountability because the right metrics can be helpful to track progress in business improvement initiatives. The good metrics can help you get some objective perspectives on what you are trying to manage, and concentrate on measuring things that really matter. It cannot create ambiguity or conflict in the mind of the accountable party. It has a clear and direct ‘line of sight’ to a strategic goal or objective.

Performance Management needs to be accompanied by an agreed standard, defining tolerances for variation. It needs to be fully defined with specifications detailing its meaning, intent, relationships to other measures, calculation, requirements, reporting requirements and ownership. Without owners, perhaps those performance measurements become “orphans” that no one take care of later, and cause confusion and an unnecessary layer of complexity. If you want to do metrics, you want people to understand what those metrics are, what they are trying to achieve, and why you think it is appropriate in that specific context. With assigned ownership, you can change them from time to time accordingly to reflect the behavior you want to encourage and the goals you need to achieve dynamically.

Is it linked to the other measure: The problem with measurement is that more often, metric is very subjective. It is imperative that you link lower level metrics with higher level strategic objectives. That is, from a scientific methods perspective, it's critical for the company to share that information among its primary stakeholders (leaders at the top, managers at the middle, and employees at the frontline), and link related measures to reflect business logic and tangible results. The whole issue is to have a starting point and the performance metrics that come first at a strategic level are doing the job. They serve as headings of chapters of measures that will be defined at tactical and operational levels; the higher level KPIs are tied to the next lower level; you can easily drill down and see which component of the top-level KPI is off target, so you can fix issues on time.

Lots of people institute metrics without understanding them or understanding the assumptions upon which they are built. Decisions are then made on these so-called metrics that are completely and utterly wrong. That makes performance management ineffective and strategy management suffers. The business hierarchies that are in alignment and that support the corporate objectives need to strengthen the performance measurement links for ensuring the company’s management can keep track of business performance in a tangible ways.

Is it cost-effective to measure? It is crucial that the KPIs selected have to align with strategic business goals and be adapted to the specific objectives that you want to achieve - creating business value, improving customer satisfaction, unleashing business potential, etc. It's important to collect the right data and measure things in the right way cost effectively, for motivating teams to achieve better business results; for helping to connect contextual business dots and focusing on the overall business objectives as well.

A well-defined set of measurements for digital transformation should contain a good mix of outcome measures or the long-term strategic value along with performance drivers to track the progress in the short term (operational measures) and strategic goals for the long run. Besides “hard numbers,” there are “soft aspects” for assessing performance, so the good guidance needs to be formulated and deployed on consistent measurement. Measure the right things, and measure them right, for encouraging positive behaviors.

The effective performance measurement approach should enable business managers or professionals to define a set of key performance indicators, keep track of the progress made toward the predefined set of goals in a consistent manner. The right metric is requested in the right context but without any explanation of why it is requested, without concern for whether the gathering is onerous, or without concern for whether there is a better or easier way to gather a metric that achieves the same goal, the measurement can easily go wrong. Effect performance measurement should cover all areas that contribute to value creation including service quality, employee engagement, customer satisfaction, and financial outcomes.