Welcome to our blog, the digital brainyard to fine tune "Digital Master," innovate leadership, and reimagine the future of IT.

The magic “I” of CIO sparks many imaginations: Chief information officer, chief infrastructure officer , Chief Integration Officer, chief International officer, Chief Inspiration Officer, Chief Innovation Officer, Chief Influence Office etc. The future of CIO is entrepreneur driven, situation oriented, value-added,she or he will take many paradoxical roles: both as business strategist and technology visionary,talent master and effective communicator,savvy business enabler and relentless cost cutter, and transform the business into "Digital Master"!

The future of CIO is digital strategist, global thought leader, and talent master: leading IT to enlighten the customers; enable business success via influence.

Saturday, May 21, 2022

Innerrchitectingglobalcompany

 With today’s business velocity and frequent digital disruptions, companies leverage Business Architecture to orchestrate dynamic planning processes, encourage cross boundary management disciplines.

The world becomes more dynamic and hyper-connected, the geographical, functional or industrial territories are blurred, there is much in the world we do not know nor understand and because of that limitation, we need to choose to continue to learn, grow, and innovate. 

It’s important to manage the boundary between the organization and the external world, enforce cross boundary communication and collaboration, and build a highly mature global organization.



Business architecture as an effective communication tool can help an organization understand and manage globalization: Nowadays, the oceans or mountains cannot stop us from communication or collaboration. Digital disrupts not only the business boundary but also industry boundary and geographical boundary. We all bring different perspectives and our boundaries could change based on open dialogues, learning agility, and flexible approach to problem-solving. Architecture is an effective communication facilitation tool; while communication is the tool to solve problems; consistent, clear communication between all stakeholders is the key to harmonize business relationships and improve management effectiveness. Cross-boundary communication enhances holistic problem-solving.

Organizations face numerous distractions and all sorts of challenges, striving to build global companies. Business architecture cannot be defined with a fixed set of deliverables such as value chains, functions, etc, but a strategic communication tool to ensure all related parties are on the same page, enabling “mind crafting” and strategic alignment, for advising, monitoring, deliberating, sustaining a balance of diversified viewpoints, democracy and unification; individualism and teamwork, for riding the tide of digital transformation.

Business architecture as an effective knowledge management tool to enforce information flow and knowledge update: We live in the digital era with knowledge abundance. The digital boundary is not for dividing, but permeable to enable information, ideas, and knowledge flow. The digital boundary with information fluidity is a necessity for responsibility taking, problem-solving and efficiency achieving. Digital leaders should break down their reductionistic management pattern and leverage nonlinear thinking and cross-boundary knowledge to understand the density and intensity of the digital dynamic.

There are the inherent dangers of too much knowledge particularly because of the inconsistencies and incoherence in the body of knowledge that surrounds us. There is also the danger of super specialization, which can deprive people of a holistic understanding. An architecture is a useful tool to optimize processes with expanded business boundaries, enabling information, knowledge, and idea flow by reducing tensions, frictions, and conflicts that arise, and help to develop the culture of learning and innovation, building a real-time intelligent organization.

Business architecture as a governance tool to improve business globalization, digitalization, and maturity: The digital boundary with fluidity is a necessity for sharing knowledge and ideas, taking responsibility, enhancing flexibility, and improving efficiency. Governance can create good performance and enhance compliance. An effective business architecture is an important governance tool to to monitor varying governance activities such as delegation of authority, auditing, or strategy monitoring, etc, to improve business effectiveness and efficiency, enforce business supply chains, influence/comply with relevant regulation, manage its partnerships, assess and execute M&A in the global scope.

Digital boundary is not static, but dynamic. Governance as a discipline is a living breathing entity to build a global organization. There should be a governance mechanism embedded in all crucial business processes, and there are governance practices to enforce accountability at every level of the organization. Architecture can be used as a multi-disciplinary effective governance tool and an enabling vehicle that provides a platform for determining sound corporate attitude, behavior and structured decision-making for improving business maturity

Boundaries is a very broad term that encompasses all sorts of things, strict or fluid; boundaries can be good, bad, or indifferent depending on the application. We all bring different perspectives and our boundaries might have changed based on open conversations and taking the time to think about the specific issue of boundaries thoughtfully in order to solve problems effectively. With today’s business velocity and frequent digital disruptions, companies leverage Business Architecture to orchestrate dynamic planning processes, encourage cross boundary management disciplines, pay continual attention to current changes in the organization and its external environment, and how this affects the future of the organization, with the goal to lead transformative changes successfully.








Initiateprocessimprovement

A progressive organization should always take process improvement and optimization as a journey.

Organizations become over-complex and interdependent, thus, business processes are also becoming complex, dynamic, and nonlinear. Process complexity should be analyzed comprehensively once the processes have already been selected for improvements. Process improvement should happen in the business’s daily life, and it’s a continuous journey.

Business process management as a thinking tool -a philosophy or a strategy: Process underpin capability; capability enables strategy execution. Business process should actually be born out of a strategy. Without process, strategy is a mirage; without strategy, process is in darkness. Almost all companies do have business process management as part of its strategy; and there will be an executive sponsorship on C-level. Top leaders can leverage process management as a thinking tool, to analyze, formalize, coordinate and audit the way how the works get done.

Digital organizations become hyper connected with extended enterprise boundary, processes also turn out to be more dynamic and hybrid of structural and unstructured, for enabling cross-functional communication & collaboration, cross culture of learning and sharing, cross disciplinary problem-solving, in order to engage cross-generational, multi divicing workforce and new generation of customers.

Unstructured process:
New generations of digital technologies such as a social platform or other collaboration tools are enabling not only the structured processes of the past but also the unstructured processes of digital normality. In fact, business process management is moving into an unstructured, more collaborative age for enforcing cross-functional communication and collaboration, harnessing innovation, to ensure the performance of the entire organization.

Business process management delivers many business promises. All social interactions containing plain text messages as significant process entities, not just comments, but activities, human tasks, events, assignments etc, are unstructured Knowledge-based work with an unstructured and collaborative process that requires secure coordination of content, correspondence, and discussions with different groups to overcome common challenges. Process management and rules management go together to make sure that the organization stays properly governed, visible, and compliant, while dynamically keeping business processes on track to reach desired goals and KPIs.

On a continuum, you'd have well-defined processes on one end and loosely defined practices on the other end: All the knowledge necessary to carry out the work is embedded in the process. There are process intelligence and intelligent processes. Processes are a series of well-defined steps leading to repeatable, predictable results. The trick is to have "just enough" process precision to ensure business alignment and effectiveness for improving business fluidity and variability.

It’s important to strike the right balance of process standardization and flexibility. “Just enough” is great for those who have organizational and individual knowledge to implement it, because “just enough” is context-dependent and it has to be created and discovered. The main challenge is that implementing “just enough” processes requires serious thinking, knowledge and skills.

There are different reasons for businesses to invest in business process management. A progressive organization should always take process improvement and optimization as a journey, not a one-time business initiative, to improve process effectiveness, efficiencies, productivity enhancements, operational excellence, for achieving business agility and building competitive business advantage.








Friday, May 20, 2022

Isntprofundityinsightfulthing?

Profundity is important to -connect the mind, bridge the difference, unify our humanity, empathetically.

A profound mind is-

deep,

sophisticated,

gravitational;

see beyond -

the obvious,

look around -

the corner;

read between -

the lines;

listen to -

what is not being said;

isn’t profundity -

a wise thing?


Profundity implies -

cognitive wisdom,

knowledge fluidity,

thoughtful plot,

persuasive communication,

high-level professionalism.

Isn’t profundity -

an insightful thing?



If you categorize people via-

physical identification only,

you are not profound;

if you only read -

content without-

contextual understanding,

you are not profound;

if you capture -

the symptom-

on the surface,

without digging through -

the root cause,

you are not profound;

if you listen to -

one side of the story only,

you are not profound;

if you trust common sense,

worship conventional wisdom,

without critical reasoning,

you are not profound;

if you are -

bipolar thinker with-

linear logic,

you are not profound

Isn’t profundity -

cross-disciplinary thing?



Profundity is important to -

connect the mind,

bridge the difference,

unify our humanity,

empathetically.

Being profound means -

being able to think,

independently;

communicate with clarity;

make sound judgments,

objectively.

be mindful to -

handle tough issues,

step-wisely;

be forethoughtful to-

prevent risks,

wisely.

Isn’t profundity-

a comprehensive thing?



Profundity is -

not for its own sake,

but to make -

progressive changes,

continually,

solving complex problems,

effortlessly.

take alternative paths,

flexibly;

reinvent the future,

super-consciously.

Isn’t profundity -

an influential thing?

Innerconnectioninleadershipgovernance

Strong leadership enforces governance principles and practices. Solid governance disciplines are an enabler to develop and improve leadership maturity.

The digital environment is constantly changing, forcing the business to keep adjusting accordingly. In fact, today’s organization has become much more dynamic, informative, hyper-connected, and interdependent. 

Compared to traditional governance approaches which focus on compliance; running a high performance organization needs to ensure that innovation can be catalyzed under the proper governance disciplines, as well as rejuvenating their organizational relationships for adapting to change.

Improve leadership effectiveness by shaping governance as a state of mind that must be achieved: Governance is a concept that applies to making decisions where multiple stakeholders need to be taken into account at the solution level. Products and processes are possibly counterproductive when they do not flow from a pervasive GRC mindset. If there's a problem with trust, then governance will suffer, because motivations are not aligned across organizational boundaries.

Great leaders are disciplined change agents and inspirational influencers as governance is a state of mind. There is no such thing as governance by dictation, governance might be the conception, development, and deployment of business solutions and exploration. Innovative governance influencers are in demand to see the governance as an opportunity rather than constraints; more holistic rather than linear, single-dimensional.

Leadership is about change & direction; governance is like steering wheels, keeping their business heading in the right direction:
The most commonly useful view of business evolution includes influencers, drivers, business models, and initiatives for change, etc. Some organizations waste a lot of time and budgets reacting to problems/challenges, GRC (governance, risk management and compliance) become more critical than ever. Business leaders should listen to a wide range of feedback from business users, it’s about setting up governance initiatives in an organization for identifying common risks which various stakeholders in the organization have to deal with and aim to minimize.

Strong leadership focuses on respect, relevance, and intelligence. Understanding business for the “dynamic complex, but adaptive system” that they are, is the starting point for effective governance. Governance principles is a facilitation system to harness collaboration; governance mechanism can be embedded into the business process seamlessly to improve management transparency for building tremendous trust and staff engagement,

Leadership is to influence and innovate; GRC is about collaboration and harmony:
Digital organizations encourage autonomy and innovation. Influential leadership inspires creativity; strong governance won’t stifle innovation, but enhances a systematic innovation management discipline. There are ways of combining the freedom and flexibility advantages of self-management with the control and coordination advantages of traditional hierarchies. Agile governance is to optimize complexity, improve resilience, to enable contemporary organization to reach a state of hyper-connectivity and interdependence that has desirable characteristics such as self-organizing and self-regulating.

Some governance causes mediocre management. The desire for proactive change and innovation will make governance issues more “loose control,” and cross-disciplinary. Effective governance should oversee the business components such as planning, processes, resources, cultures, systems, to ensure the organization as a whole is more effective and efficient than the sum of pieces. Forward-thinking organizations adopt interdisciplinary governance models to enforce holistic management by embracing the inherent social-technical-ecological view of governance disciplines to develop the best and next practices for delivering collaborative business results.

The digital era upon us is about people-centricity. Leadership and governance mutually reinforce each other. Strong leadership enforces governance principles and practices. Solid governance disciplines are an enabler to develop strong leaders and improve leadership maturity. Organizations should  identify patterns for business growth and improve organizational maturity. Influential leadership, effective governance promote engagement, motivation, and innovation as these are vital aspects of top-performing enterprises in our modern economy.










Innerparaconsistency

The mind with high paradoxical intelligence means to gain understanding in a more objective, empathetic, and systematic way.

The purpose of the book “Digital Hybridity: How to Strike the Right Balance for Digital Paradigm Shift” is to shed some light on how to strike the right balance of stability and changes; being transactional to keep spinning and being transformational to leap forward for making a seamless digital paradigm shift. 

Digital organizations should apply the hybrid management approach, focus on building a diverse, networked, and extended modern working environment in which the powerful digital platforms and computing technologies enable seamless conversations, delayer overly rigid organizational hierarchy, inspire idea sharing and brainstorming, and engage employees and partners to achieve the high-performance result.

Paraconsistency


Innovatingviaparaconsistentlogic In essence, innovation management is about how to manage people, assets, resources, time, and risks to transform commercial ideas for achieving their business value. Compared to traditional management disciplines, innovation has high intensity and a very low success rate because it’s a set of high-risk activities and dynamic management discipline.

Innergraylogic The digital organization is a dynamic ecological system with business attributes such as hyper-connectivity, interdependence, and nonlinearity, having a full spectrum of colors with many shades in between. Digital leaders and professionals should take multidimensional lenses to perceive the multi-facet world, leverage interdisciplinary inference or reasoning to understand complex problems, apply systems thinking to clarify the interconnected relationship between the parts and the whole, embrace the opposite sides and uncover gray logic behind quite a few overlapping areas in order to deal with varying business issues smoothly and make transformative changes.

Balanced Paradox 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.

Hidden Paradoxes Behind “VUCA” New Normal The hyper-connectivity of the digital business blurs the functional, organizational, industrial, geographical, and knowledge domain borders. Change is significantly speeding up, the business strategy can no longer stay static, and the business goals can no longer be well framed in advance.

Leverage Paraconsistent Logic to Steer Digital Transformation Digital transformation is more like a journey than a destination, it is no surprise that there are many confusions and frustrations on the way. There must have well thought-out planning and well-defined digital principles to deal with unprecedented uncertainty and increasing the pace of changes. In practice, digital leaders sometimes have to play oddball games and leverage paraconsistent logic to deal with contradictions and navigate through digital transformation. "The driving thought of paraconsistency is that there are situations in which information, scientific, or philosophical principles (and so on) are inconsistent, but in which people want to draw conclusions in a sensible fashion." (Encyclopedia).

The “Future of CIO” Blog has reached 7 million page views with about #9000+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting. The content richness is not for its own sake, but to convey the vision and share the wisdom, to inspire critical thinking and spur healthy debates. Blogging is not about writing, but about thinking and innovating new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

Thursday, May 19, 2022

Inclusiveinnovationecosystem

With ecosystem involvement, companies will become more open to diversification, be humbler to listen to customers’ feedback, be more confident to take the path perhaps no one ever takes before,

The evolution of innovation only exists in open environments or the ecosystem. It takes the interdisciplinary lens to understand innovation management sociologically, technologically, psychologically, economically, and anthropologically.

 An ecosystem by themselves may not cause a good environment, but collectively, they are interconnected, interacting, interdependent to take advantage of all sources of creativity in a more open way. The business management needs to see the “big picture,” take a holistic view of the innovation management and leap innovation management to the next level.

An enriched innovation ecosystem enables systematic innovation management: The digital boundary is a fluid wave, not sharp line, the digital landscape has the full spectrum of colors, neither gray nor black & white only. The most powerful innovation navigation system involves tapping the organization's ecosystem for collective perspectives, fresh insight, and knitting all critical business elements into differentiated innovation competency.

Innovation is the consequence of the implementation of a value proposition, you innovate only when you create value for your customer. Business leaders or professionals with cross-disciplined expertise are able to connect wider dots, take a systematic approach to innovate, build an enriched innovation ecosystem in which people can learn, experiment, apply robust process and tools to generate winning concepts for innovation management on the consistent basis, lead sustaining advantage and growth of business.

An innovation ecosystem is a sort of "professional philosophy" for innovation: Every forward thinking organization is eager to build a creative workplace, but what are important elements to catalyze creativity and manage a balanced innovation portfolio systematically. The evolution of innovation only exists in a more open environment or ecosystem in which people can connect unusual dots, provide the intellectual challenge to stimulate creative thinking, generate unique insight, and make a smooth multifaceted alignment to achieve innovation excellence.

To embed professional philosophy into corporate culture and cultivate more innovators or change agents, the management need to master the art and science of innovation. Idea generation is more art than science, encouraging inquisitiveness and idea sharing. Idea implementation is more science than art, and often it’s the collaborative efforts. First, there is the common agreed strategic goal; from that goal, you determine certain "action items” which become goals for business units. Those business units determine action items from these goals, and these action items become the goals of the teams within each business unit. After that was digested, they eventually could start to believe in innovation and implement innovation management tools and processes, to deliver innovative solutions holistically and consistently.

Innovation managers are able to expand and scale up innovation practices and effects in the digital ecosystem:
Innovation is a management process of transforming novel ideas to achieving their business value. Innovation is not just an R&D issue, Innovativeness should be in everyone’s DNA in the enterprise. A holistic perspective can fix the misperception by exploring multiple thought processes; willing to listen to the diverse viewpoints to spur fresh ideas, enforce cross-functional communication & collaboration to scale up innovation practices.

Innovation management is about how to manage people, assets, time, resources, and risks to achieve high-performance business goals. Since practices, as well as technologies and markets, are constantly morphing under pressure from the waves of creative destruction that keep the business in innovation mode. Innovation "next practices" continue to emerge to debunk the myths of innovation culture, realize the “art of possible,” and produce profitable innovation.

Either at the individual or business level, innovation performance is mostly a mix of past and present; and potential relates to the innovation competency. A holistic assessment of innovation competency and an expanded innovation ecosystem is crucial for the company to improve the long term business success. With ecosystem involvement, companies will become more open to diversification, be humbler to listen to customers’ feedback, be more confident to take the path perhaps no one ever takes before, and be more resilient to failure fast & forward.




Initiatecapabilityassessment

In face of fierce competitions and frequent disruptions, forward-thinking companies need to make an objective assessment of business capability portfolio maturity,

Capability is an acquired and organized "ability" that takes hard work to put in place; it can therefore not be transferred because of the degree of learning. A set of business capabilities directly decide the overall organization’s competency, as well as how well they can execute business strategy. 

There are a couple of important ingredients for configuring business capability such as people, process, knowledge, technology, etc. The goal of capability assessment and improvement is to highlight the value of having a good understanding of current and future capabilities, as well as develop and improve the overall organizational competency.

One way to evaluate "value" is by assessing the capability's effectiveness in achieving the desired outcome: Capabilities are abilities that organizations have and are closely related to competencies. The enterprise consists of a set of capabilities with the right mix of competitive necessity and competitive differentiator to enable strategy execution. There are many "ingredients" in the business capability. Among them, people are the decisive factor in capability effectiveness and maturity. It’s also important to assess soft business elements such as culture for dealing with business frictions, and improve capability management effectiveness.

From a business management perspective, capability-based strategy management has a higher success rate to meet business expectations. Top business leadership teams need to set the right checkpoint, make an objective assessment of their investment on business capability development, including human capital investment, and improve the overall organizational competency. Technically, people, process, technology are all crucial components in capability development. The capability assessment can be accomplished by measuring the people impact on capability effectiveness; the organizational learning agility impact on capability effectiveness; the process impact on capability effectiveness- the degree of value creation, the technology impacts on process efficiency and workforce productivity, as well as the overall capability portfolio effectiveness and maturity.

The criteria to evaluate capability maturity need to clearly identify the core competencies
: You should have an in-depth understanding of what capabilities are critical to building the differentiated competency for the business's long-term prosperity. It helps the organization take a look at what’s happening now as well as what’s coming down the pike so they can be proactive in preparing for it. Capability is core because it offers a competitive advantage in delivering the products or services. The core capabilities could be those which are identified as delivering the business competency, or customer experience than competitors. The capability maturity can be measured against the achievement of desired business or customer outcomes.

In the era with an on-demand business model, the core capability does not have to be delivered by the company itself. Some capability necessities can be acquired to keep the lights on. The key point is the speed of delivery and overall business agility and maturity. The evaluation of capability maturity is based on the impact on capability effectiveness, collective capability effectiveness and maturity, what level of transitions of capability development are required in future based on business strategic priorities, and also make an objective assessment of which level of maturity your organizations have arrived at.

The capability maturity can be assessed by measuring the technology impact on capability effectiveness:
IT is often the glue to integrate varying components into business capabilities. The management needs to understand the possibilities of how new technologies can enhance the creation or improvement of products and services while balancing the technical and business risks, the investment needed, and timing, etc, derives the most value out of the technology investments by translating the promise of technology to core capabilities for realizing strategic and competitive advantage of the company for the long run.

All businesses have certain capabilities; what matters is the level of maturity. The core business capabilities are often built via cross-functional process management with IT as “superglue..” There are some of the issues where you must be aware of integration of a single functional capability into a holistic portfolio of digital capabilities across all enterprises. It is important to identify the key business capability and make an objective assessment of new technology impact on capability maturity, If needed, repurpose, realign and reconfigure well-designed components and systems to optimize capability development and fine-tune organizational competencies for accelerating business performance.

In face of fierce competitions and frequent disruptions, forward-thinking companies need to make an objective assessment of business capability portfolio maturity, apply an interdisciplinary management approach to integrate different capabilities into a unique set of business competencies, and move business capabilities from base to competitive to differentiated level, improve organizational strategy management effectiveness and speed.

Identifykeypointsinchanges

 It is a healthy business life cycle to identify key points for expediting changes, improving how the enterprise works and interacts with its ecosystem, with people at the center of its focus.

Digital means flow - mind flow, information flow and business flow with a change management continuum. It is true that information technology grows exponentially to trigger a paradigm shift. 
The effective data/information management enables the digital organizations to build dynamic capability for idea creation, selection, prioritization and improve the success rate of strategy management. 

Forethoughtful organizations need to have “sense & sensitivity,” feeling the data to diagnose the business issues at varying key points for leading transformational changes step-wisely.

Identify the management’s decision point in key strategic issues
: Decisions are based on information and generate information, a decisive mindset is data-enriched and information-empowered. Effective decision making, especially at the strategic level, needs to blend both information and intuition; methodology and practice. Thus, information contextualization helps business leaders or professionals understand information from different perspectives, and share information across functions to improve decision maturity.

How deep your understanding is based on the mindset, logic, knowledge, lenses, and the methodology, you leverage to interpret things. If there's a lack of quality information and holistic understanding, the business intends to solve symptoms but cause more problems later on; that significantly distracts the business management from implementing a good strategy to accelerate performance. The decision is necessary as a result of limited resources in time, knowledge, capital, and people. Due to an ever-evolving dynamic business environment, time is a critical factor in decision-making scenarios, you do not and can’t afford to defer the decision until such time that all facts and information are available. Strong leaders can strike the right balance of analysis and intuition to make strategic decisions effectively and improve strategy execution success rate.

Identify the touch point to engage employees and improve productivity: Digital workforce today is more global, flexible, inclusive, and virtual in the hyper-connected and interdependent world. Everyone has a certain talent; the point is how to fit the right talent to the right position at the right time. Workforce analysis helps to identify the touch point to engage, develop employees, identify the talent with the right attitude and aptitude, identify each and every person's talent and tailor the right talent to the right position at the right time to solve the right problems.

Organizations use social platforms and collaboration tools to communicate, learn, and grow, engaging diverse and intellectual workforce in brainstorming and co-solving problems. Employees become engaged and maintain a level of engagement, doing social analysis helps to develop a digital talent pipeline, improve effective communication and collaborative innovation. Employee engagement is about productivity. Employee experience is defined by the touch points, in which businesses leave an impression on those who keep learning agile and use their talent; the more productive over time, the deeper and quite possibly the more meaningful of workforce analysis.

Identify customers’ pain point and how to optimize customer life cycle management: The digital era upon us is about people-centricity. Customer-centricity is the description of the nature of the priorities in the organizations today. Each customer will have different needs and expectations throughout the journey of customer experience. Companies can provide input into a qualitative assessment and consider customer-centric services, processes, information, assets, people, etc, so the company needs to understand their pain points, provide tailored solutions to fit their needs empathetically.

Information Management makes information available and useful, exert lots of intelligence, do data analytics, look for customer insights for delivering personalized solutions consistently. Information Technology is the integrator and superglue to recombinant dynamic business capabilities for digitizing touch points of customer experience, accelerating the business capability development cycle to unlock business performance.

Identify leverage point when bridging strategy and execution:
Information is an organizational asset and resource. Information nowadays is the most time-intensive piece of strategy management; information synchronization across boundaries with real-time information delivery can create synergy for strategy execution. That information and focus must be apparent throughout the organization. The real-time information can bring business insight and foresight, enable organizations to see the future clearly; enhance businesses competency to improve strategy execution.

Information flow cross-functionally helps to achieve the visibility of strategy management and provides a viable pathway into process optimization and dynamic competency in enabling strategy implementation. Strategy-execution synchronization can catalyze the flow of the right information to the right people at the right time to coordinate, enhance the smooth alignment process of people, process, technology, to ensure all organizational actions are directed to execute strategy, tactics, and risks for achieving common strategic goals and objectives.

Identify the tipping point to inspire the culture of innovation & change management: Culture is collective mindset, attitude, and behaviors. It is reflected and influenced by policies, practices, rewards and incentives. There are very progressive organizations in which information technology sparks organizational creativity, and flexibility is an essential characteristic of the business systems. Organizations can become more innovative to achieve high performance by leveraging powerful digital platforms and technologies, harnessing cross-functional collaboration and continuous improvement.

Information is critical to assess, reinvent corporate culture as building a culture-savvy organization is important for the long term success of the business. Traditional culture assessments generally describe the "behavior" rather than an underlying, and in most cases unconscious mind behind it. Encourage staff to collect quality information, understand the different culture patterns, so they can change their collective mindset and behaviors. The goal is to ensure the organization can cultivate a culture that reveals the organizational value, aligned with the strategy and facilitates long term business success.

Identify the inflection point to take advantage of the emerging information and technology:
Inflection point is the moment when the way business is being conducted changes more radically. It creates new opportunities for businesses that adept at executing an operation. Forward thinking companies can leverage emerging information technology to reach inflection point in accelerating change in the life cycle of a business when its fundamentals such as people, process, technology, or culture are about to change to reach the next level of agility.

Digitalization and globalization imply the full-scale changes in the way business is conducted so that simply adopting a new digital technology may be insufficient. Inflection is the moment to be paranoid, it's the time to be more aggressive to expedite and also the time to be more cautious to avoid pitfalls. When the organization becomes more people-centric with satisfied customers, engaged employees and evolved business partners, it is reaching the inflection point for accelerating digital transformation.

Companies are gradually opening up to the next practices to improve business maturity. It is a healthy business life cycle to identify key points for expediting changes, improving how the enterprise works and interacts with its ecosystem, with people at the center of its focus, mixing the “hard” and “soft” business ingredients accordingly for building up differentiated competency, close the gaps of the industrial age and the new digital era, stretch out in every business dimension for driving the full-fledged digital transformation.

Innovativeinsight

It’s a tough journey to celebrate 9000 blog postings, in pursuing the digital way to continuous communication, brainstorming and innovation.

The “Future of CIO” Blog has reached 7 million page views with 9000+ blog postings in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. 

The “Digital Master” book series includes 29 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 innovation leadership, IT Management, and Talent Management to celebrate 8900 blog postings.

Innovationinitiationinvestment Every organization is different, every business initiative is unique, every industry is different, investors are also different, there is no one size fits all formula to invest. Investment is both art and science. Great investors advocate entrepreneurship/intrapreneurship activities, strike the right balance of short-term gain and long-term perspective, put emphasis on investing in people-centric initiatives to catalyze innovation and lead transformative changes.

Innovationgovernance Governance is like steering wheels, keeping the organization heading in the right direction. It is a state of mind that must be achieved to lead transformational change and move up the human society up to the next level of maturity. It can assure the corporation’s operation under the correct directions and behaviors correctly. Without effective GRC discipline, the business will face significant risk for surviving, and opportunities which it creates cannot be properly transferred into multidimensional business value. Effective governance can be perceived as "decision-making optimization," “accountability enforcement,” or “value amplification.”

Innovation A new paradigm arises out of progressive mindsets, abundant information, updated knowledge, intelligent processes, and structural approaches. Technically, innovation involves new ways of bringing together ideas and resources to create something novel, and then transform those novel ideas to realize commercial value.

Innovateculture Culture is a collective mindset; to capture the spirit of culture, management needs to uplift from culture-awareness to cultural cognizance and empathy. In the traditional organization that gets stuck at the lower level of maturity, often a typical corporate culture demonstrates hierarchy, bureaucracy, centered around control, distrust, dependence, etc.

Initiatepotentialityscoreboard Performance keeps the lights on today; potential moves the business to the next level. To unlock business performance, there's one crucial clarification in executive leadership: Are you intending to evaluate the collective potential to change or innovate? Who are your high potential leaders or professionals? Can you explore the system potential of the organization to unlock the performance of the future? Etc.

Blogging is not about writing, but about thinking of new ideas; sharing and innovating. It’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

Wednesday, May 18, 2022

Influencelogic

Influence is made via inspiring, to encourage others toward your vision by communicating in depth and breadth, bridging cognitive difference, fixing perception bias, and brainstorming creative ideas & concepts.

Today we are inextricably linked, in real time and in ways far more imminent than most realize. Business leaders and professionals need to become more influential and progressive, develop critical thinking skills, use common sense, and train rational thinking skills, to drive, anticipate desired changes proactively. 

To "influence" means to be able to shape other people's views or opinions towards one's own views or perspectives. The dimensions of influence vary, there are many ways to influence and there are all different types of influencers for leading collective progress

Innovative Influence: Creativity is about connecting the wider dots, cross-disciplinarily, Innovation is based on curiosity, creativity, urge, inspiration, brilliance, boldness, etc, but there is a logic as a hidden clue Logic is neither conventional wisdom nor linear arithmetic rules only, it’s about sequence and consequence; cause-effect of innovation experimentation and implementation. . Logic enables us to uncover patterns and understand the interconnectivity underneath the surface, to un-puzzle the myth of innovation.

In today’s digital world, innovation is not serendipity but a management process to add meaningful value by applying engineering disciplines and practices. Inference and logic are often nonlinear and multidimensional to spark creativity and turn on the innovation light bulb. You need to go through a sequence of interdependent steps in building processes leading to repeatable, predictable results. To enhance innovative influence, business leaders and professionals need to become learning agile, recognize their limitations, present the ability to learn, know how to learn, swim in the sea of information effortlessly, spot innovators, build a resourceful team with complementary mindsets, skillset, and toolset, take innovative activities from sowing the seed of creativity, growing the innovation fruits, to reaping innovation benefits.

Rational influence
: Influence style is not always poetic, it can be made via logic and reasoning; data and statistics. Humans are rational, in an ecological rather than a logical way. There are different kinds of rationality that apply to different dimensions of leadership or management, such as: physical or technical rationality; emotional or psychological rationality, mental or spiritual rationality, just to name a few. To drive change, leaders or professionals with rational influence follow the logical scenario to walk through different stages such as assessment, improvement and measurement, etc, for yielding competitive advantage.

From a change management perspective, seemingly irrational behavior is mostly rooted in rationality. It’s always important to observe the consequences of actions, and handle sequence and consequence in a rational way. In order to make rational influence, business leaders and professionals should apply information-driven judgment skills to deal with assumptions & unconscious bias, fill their professional toolbox with tailored frameworks, processes, and the various engineering tools such as problem-solving tools, analytics, failure prediction tools, to improve change management effectiveness and evaluate their influence effectiveness.

Inspirational influence:
Due to the increasing speed of change, abundant knowledge, blurred territories and continuous disruptions, the digital workforce today is multigenerational, multi-geographic, and multi-devicing, outdated thoughts and skill gaps are the reality. Influence is made via inspiring, to encourage others toward your vision by communicating in depth and breadth, bridging cognitive difference, fixing perception bias, and brainstorming creative ideas & concepts.

Digital era is volatile, complex, uncertain and ambiguous, influence is made via asserting, presenting ideas via confident persuasion and interdisciplinary expertise, negotiating & exchanging to get others’ see your point of viewpoints, attempting to influence outcomes by building reciprocal relationships, uniting or connecting with others trustfully. With inspirational influence, the contemporary leaders and professionals can interact, interpret, exemplify, encourage, and orchestrate change based on courage to inspire, confidence to assert, wisdom to negotiate, and uniqueness to bridge.

Business leaders or professionals should continue to learn, innovate or coach to deepen their influence. It is important to develop a series of gap-minding practices to bridge the multitude of gaps for speeding up changes and catalyzing innovation. High professionals today require an integration of different sets of knowledge and expertise across multiple disciplines, have abilities to “calibrate their impact,” being able to lead through influence, not by brute force, amplification of influence works through continuous delivery.











Itagility

The more integral business and IT become, the higher level of agility for both will be achieved.

The world is moving into the deep, deep digital new normal with wide, wide digital connectivity and tall, tall digital pillars. Agility is one of such powerful pillars to leap digital transformation and enable the business to unleash its full potential.

 Organizational agility is about to create and react to changes. It is about to take into account any change in the environment and transform the organization to survive, grow, and transform. It is about to respond to emergent events proactively.



IT Agility



IT Agility vs. Strategy We all remember the old saying: culture eats strategy for lunch. Nowadays, as the speed of change is accelerated, there comes the new saying: Agility will eat strategy every morning. Are agility and strategy mutually exclusive or they do co-exist? And what’s the best way to balance strategy and IT agility?

Innateagility We live in the real world, not the ideal world. Everybody favors the "best options" - yet we might have different views on what such options are. True agility and superior performance will be attained only once you accept that management shouldn't be confined and secluded to ivory towers. It is a quality of the organization and its people to be adaptive, responsive, continually learning and evolving, to be agile.

Levels of IT Agility Information is the lifeblood, and technology is often the force of digital disruption. The irony is that many IT organizations are often perceived to be too slow to adapt to the changes in the majority of companies. IT now plays a pivotal role in digital transformation, IT needs to focus on the fastest speed available - because that is where the main threat is to competitiveness, and IT is the key enabler to not only improve its own speed but overall business speed and agility.

IT Agility Agility is not only the ability to create changes, but also the capability to adapt to changes. Within the business context, organizational agility should be defined as the speed in which the organization can enable the enterprise's goals and objectives. IT agility is about how IT will enable business agility, how fast IT will deliver the required products and services effectively and efficiently. The more integral business and IT become, the higher level of agility for both will be achieved.

Aspects of Agility Measurement Nowadays, “VUCA” (Velocity, Uncertainty, Complexity, and Ambiguity) is the new characteristics of the digital business, and the speed of change is accelerating. Therefore, agility - the business ability to sense, respond, and take actions to changes, is a strategic imperative for companies’ survival and thriving. But if you can only manage what you measure, how to measure business agility in order to continue building and improving business change capability and maturity?

The blog is a dynamic book flowing with your thoughts; growing through your dedication; sharing your knowledge; conveying your wisdom, and making influence through touching the hearts and connecting the minds across the globe. The “Future of CIO” Blog has reached 7 million page views with about #9000 blog postings. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. Blogging is not about writing, but about thinking and innovating new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes the 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.


Decision Master Book Summary

Decision Master Amazon Order Link

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Decision Master Introduction

Decision Master Chapter 1 Decision Intelligence

Decision Master Chapter 2 Decision Principles

Decision Master Chapter 3 Digital Decision Styles

Decision Master Chapter 4 Decision Pitfalls

Decision Master Chapter 5 Decision Maturity

Decision Master Conclusion Five Pillars in Achieving Decision Excellence

Decision Master Quotes Collection 1

Decision Master Quotes Collection 2

Decision Master Quotes Collection 3

Innovationgovernance

Governance can create good performance and enhance compliance.

Governance is like steering wheels, keeping the organization heading in the right direction. It is a state of mind that must be achieved to lead transformational change and move up the human society up to the next level of maturity. It can assure the corporation’s operation under the correct directions and behaviors correctly. 

Without effective GRC discipline, the business will face significant risk for surviving, and opportunities which it creates cannot be properly transferred into multidimensional business value. Effective governance can be perceived as "decision-making optimization," “accountability enforcement,” or “value amplification.”

Innovation governance: Innovation is inherently risky because it is new and different, experimenting with alternative ways to do things. Innovation risk would broadly need to consider both endogenous and exogenous drivers. Governance is to frame innovation management, less about controlling, more about bridging the multitude of gaps, breaking down bottlenecks, lubricating the rigid process with valuable feedback and flexible functions or structures. Innovation needs a level of guidance; it needs the right kind of governance to thrive for delivering business objectives effectively.

Compared to traditional governance approaches which focus on compliance; running a digital organization needs to ensure that innovation can be catalyzed under the proper governance disciplines, rejuvenating their organizational relationships for adapting to change. Traditional business governance for enterprise operational excellence will stifle innovation. The governance aspect and innovation don't immediately come together depending on the context in which innovation is used. The corporate rules and principles established based on interdisciplinary governance practices can be followed to improve transparency of the company, encourage cross-functional communication and collaboration to improve innovation excellence.

Capability governance:
There are many "ingredients" in business capability development such as people, processes, technology, resources, etc, there are multiple perspectives of organizational capabilities, and there are all sorts of capabilities. Governance is needed to manage risks in corporate capability development. For every corporation which should work and be efficient, you need strong GRC disciplines that help executives and management perform a risk analysis, harness connectivity (communication, coordination, and control), raise visibility and awareness for many things that are captured at the different levels of the organization.

High mature digital organizations have high-mature digital capabilities to implement the digital strategy. The high-mature organizational capability is the digital business differentiator, to keep the business competitive, innovative, and improve the overall business maturity. Sound governance is part of eliminating risk for organizational capability development. Some old school of management thinks governance is only for the bottom line, statistically, the organizations with strong governance competency will improve strategy management effectiveness significantly.

Decision governance:
Business leaders and professionals make either strategic or operational decisions on a daily basis, decision coherence directly impacts organizational effectiveness. Strong governance discipline improves decision intelligence and overall problem-solving competency at the organizational level. A diverse, high-performing team capable of providing global insights for forward-looking decision-making. You need strong GRC disciplines that help executives and management perform a risk analysis and improve decision effectiveness.

It is important to emphasize that governance is fundamentally about having a systematic approach to making decisions within the corporate entity. Good corporate governance enables a good decision-making system and a good controlling system. It should effectively oversee the achievement of the vision, mission, and objectives. It can assure the corporation’s operation under the correct directions and behaviors correctly. The entire point of agile governance discipline is to optimize decision-making. determine how much you are willing to spend to make decisions faster, and how much risk you are willing to accept to make decisions faster, as well as improve decision coherence across the organizational hierarchy.

Governance as a discipline is a living breathing entity. There is a very real risk that governance as a discipline will begin to lose focus of its prime purpose if it does not address strategically important emerging issues. Governance can create good performance and enhance compliance. Don’t just see governance as constraints, but rather an opportunity. Effective governance can amplify or ameliorate the effects of management practices, shape flexible business structures and functions to improve business agility and maturity.










Initiatecapabilitydevelopment

Capability developed based on character and natural talent make people feel more confident and effortless.

Rapid changes, fierce competitions, and frequent disruptions are the new normal. To survive in today’s “VUCA” new normal with the mixed bag of exponential growth of information and outdated knowledge, it takes the immense amount of time and hard work that most "naturally talented" people have committed to developing their talents, build differentiated and sophisticated professional capabilities which is based on deep expertise, transdisciplinary knowledge, cross-boundary experience, business acumen, cultural cognition, and leadership skills.


Capability bridges between where you are and where you want to be: People are the most invaluable asset in any business. They are not just cost or even resources, but the human capital worth investing in a smart way. One of the most critical responsibilities of people management is to develop people and use people’s talent in the right way. Even though the raw talent is innate, it takes the immense amount of time and hard work that "naturally talented" people have committed to developing their talents. Digital professionalism in itself is a constant learning process that requires talented people to build competency and share insight to overcome common challenges.

To truly build professional competencies, use the profiles and assess capability portfolios, to identify where the gaps in performance lie, what kind of potentiality can be unlocked to accelerate future performance, and build people’s professional competencies such as creativity, changeability, or influence power, etc, to drive transformative changes.

Development, enhancement, and coaching: People need to keep exploring their talent, broadening their relevant skills and deepening their expertise; organizations should align their talent development planning with the long term strategy. Employee development plans should be done with employees and not against them. It should also be clear how the company will invest in developing their human capital since the organization will benefit significantly; talent management needs to be enhanced to catch the pace of the ever-evolving dynamic strategy.

“Development, enhancement, and coaching" implies a better mindset, capturing both the individual's and the organizational development needs, taking logical steps to achieve well-defined goals and reaching the next level of the growth cycle. Unless the behavioral context is set in a manner that shifts employee’s mindset from "evaluation" to "opportunity"; from “static to growth”; all the high-level strategies in the world will not produce the "concrete results" you seek. It means it’s critical to ensure that sustainable and relevant skills benefit the employees as well as the company they work for. The coach/mentor style of management can show the team how to explore their own natural skill sets, talents, and strong sides, taking into account their own objectives in line with working needs to amplify collective performance.

Building capabilities becomes a constant process irrespective of the economic conditions, to improve professional competency:
Every professional has their own journey of growth professionally based on their own perception, talent, life experience, training, and refinement. Developing core competencies is important to make alignment with the purpose you need to fulfill and the goals you need to accomplish, describing what each competency is and how it relates to the expectation of the role you would like to play. Professionals become more fluent, intuitive and productive in what they are doing, and they are more confident to connect wider dots, explore adjacent knowledge domains, integrate seemingly irrelevant, but in fact necessary capabilities or expertise to solve problems innovatively.

Competency is a combination of capabilities with a focus. Each of these same capabilities may be combined in different fashions to yield multiple competencies. Competency building requires character, determination, persistence, discipline, dedication and practice in the present and a continuum. It involves a state of the mind often at the edge of things and being able to expand the boundaries of knowledge or sharpen nonlinear skills to move up to the next level of professional competency.

We experience all kinds of situations good and bad in our lives that require moral courage to deal with. Capability developed based on character and natural talent make people feel more confident and effortless. Practically, professional competency development and maturity requires vision, determination, persistence, discipline, dedication and practice in the present and a continuum. It’s an imperative for high professionals to keep integrating existing capabilities into more sophisticated capabilities for solving complex problems and making high accomplishments.












Tuesday, May 17, 2022

Innovationinitiationinvestment

Corporate management needs to broaden their investment perspectives, leverage emerging trends for exploring business investment opportunities

Every organization is different, every business initiative is unique, every industry is different, investors are also different, there is no one size fits all formula to invest. 

 Investment is both art and science. Great investors advocate entrepreneurship/intrapreneurship activities, strike the right balance of short-term gain and long-term perspective, put emphasis on investing in people-centric initiatives to catalyze innovation and lead transformative changes.



Visibility into each investment is established to provide ongoing reliable investment information via insightful inquiries:
All business investments and meaningful business activities should strive to build tangible business capabilities to achieve ultimate business goals. For all critical business investments, generate business cases, look for investments to be justified and governed on the basis of business benefit delivery, return on investment.

It’s also crucial to evaluate the impacts of investment by thoughtful check-up: What outcomes can the sponsor expect to achieve through investment in the proposed initiative? What is the relative health (risk, value, strategic importance) of each of the portfolios? What investments, or even portfolios, should I direct more assets to? What, and where, are there talent gaps? How can I better communicate to and partner with the business to improve the investment portfolio’s value? Which benefits will be achieved through addressing the key business drivers? Can these business benefits be measured and quantified?

Make strategic objective alignment of the investment portfolio: Businesses become more dynamic than ever, there is an element of uncertainty with respect to unknown risks. Organizations are at different stages of the business development cycle. That means the management probably wouldn't know where to invest in new capabilities. Even if the organization thought there was any value justification for making the investment, it’s important to make an objective assessment of the investment portfolio to ensure that all business investments and meaningful business activities should strive to build tangible business capabilities to achieve ultimate business goals.

Make sure the # and financial investment of the projects that are aligned with at least one strategic objective over the total portfolio. In order to accelerate the speed of business change, the bottom line of return on investment (ROI) should be achieved and can be measured if there is a marked improvement in optimizing processes, and managing risks to an acceptable level and grasping growth opportunities to achieve tangible business results.

Do return on investment analysis on innovation initiation:
Every organization is different, every innovation initiative is also unique, invest in and leverage appropriate technologies and solutions to generate valuable insights to help their businesses open up new channels of revenue and monetization within the enterprise, their ecosystem, and the industry. Creativity can flow seamlessly and innovation can be managed more effortlessly. However, innovation has a very low success rate. It presents a greater challenge and reward by pioneering the development of new products, services, processes, or business models, etc.

The best point of view is to perceive investment as structural management activities, capable of delivering dynamic organization-wide capabilities. The logical return on investment analysis helps an organization assess if the business innovation with associated technology or other creative perspective is the right investment to be doing in the first place, to ensure the expected return. It’s important for the management to set criteria, define clear goals, clarify what investments they should direct more assets to by solving problems with priority, as well as the financial impact of the proposed state in terms of return on investment.

Corporate management needs to broaden their investment perspectives, leverage emerging trends for exploring business investment opportunities, create synchronization of all functions running seamlessly, drive business value in terms that business stakeholders understand, generate business cases, look for investments to be justified and governed on the basis of benefit delivery in a consistent way.










Initiatepersonalizedcommunication

Communication is complex because there are different goals and contexts.

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?



 

                             Personalized Communication


Innovateviapersonalizedcommunication We live in the complex, rapid change and hyper-diverse world, communication is much more complicated because there are differences in goals and contexts. These contexts can shift based on circumstances and communication personas. 


Innovativecommunicationpersonas Communication is the bridge between thoughts and acts. Communication could happen anywhere, anytime. Communication has occurred when the message is received and understood. Communication is complex because there are different goals and contexts. Ineffective communication creates friction, conflicts, tensions. Without effective communication, human society simply cannot function smoothly. 


Innovatecommunication Communication is the bridge between thoughts and the word. Communication is soft, but it’s one of the most critical factors for building trust and harnessing collaboration. Communication is complicated because there are differences in goals and contexts. These contexts can shift. Effective communicators are able to clarify why they communicate, what is the key message, as well as how to express and spread that out across the boundaries, in a diverse set of activities with mixed communication styles. Sometimes, they have to be fluent in multiple business/regional dialects, with contextual intelligence; and keep communication flow with verification.


Initiatevaryingcommunication Communication is the bridge to keep people evolving at the same page to understand things or co-solve problems. Miscommunication enlarges cognitive gaps and decelerates the speed of changes. Communication as a soft success factor is complicated and fuzzy” because there are differences in goals and contexts; varying formats and styles. 


Communication, Communication, Communication 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 bureaucratic culture, there are too many power players or functional/process silos which cause communication bottlenecks or business management ineffectiveness. 


Digital Master is a series of guidebooks (29+ 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.