Sunday, January 23, 2022

Idea & Innovation

The digital CIOs have to wear different colors of hats and master multiple leadership personas and management roles effortlessly.

The book “12 CIO Personas: The Digital CIO’s Situational Leadership Practices” is the extensive brainstorming and logical content expansion of my book “CIO Master: Unleash the Digital Potential of IT,” to reimagine and reinvent CIO leadership via practicing multitudes of digital influence.

 The important thing is that CIOs as the top leadership role must have a strong mindset, a unique personality, and a clear idea of what needs to be done, yet creative enough to not hold the company back from growth. Regardless of which personality they have, digital CIOs need to be both transformational and situational, innovative and tactical, business savvy and technology insightful, communication-effective and operation-efficient.

CIOs as “Chief Idea Officer”

CIO as ‘Chief Idea Officer’: Three Aspects of Idea Management Innovation is the light every forward-looking organization is pursuing. However, innovation should no longer be treated as serendipity; it can be managed systematically and scientifically. From strategic planning to resource allocation and funding, to program management, to rewards and recognition, the comprehensive innovation management with platform support, and on-site program management can help an organization build a strong innovation program from the ground-up.

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

Innoativeportfoliomanagement Contemporary organizations are organic systems which keep evolving. Every business should spend sufficient time on developing their own unique set of strengths and capabilities. The objective of building a health portfolio with potentiality theme is to provide visibility of the overall portfolio that is to explore a new path for the business growth, support the company's strategic objectives and assess opportunities to realign resources and investments as appropriate.

“I” Factors in Digital Innovation Digital era is the age of innovation. And digital innovation has the broader scope and three phases: Discovery of a problem or new idea, designing a prototype solution and the ultimate delivery of a commercially astute outcome. Innovation is not serendipity, but a systematic process to transform novel ideas and achieve their business values. At the enterprise scope, innovation management should focus on building a healthy innovation portfolio to establish business competency. Here are three “I” factors in digital innovation.

Innovationprocess Innovation is not serendipity, in a basic view, innovation is a process and every process needs to be managed. Incremental or radical types of innovation should be managed via tailored management processes.

Modern organizations have their own sophistication with silo functions, the sea of information, and the pool of talent. The CIO is an inherently cross-functional role, to bridge the business and IT; the data and insight, the business’s today and tomorrow. The digital CIOs have to wear different personas and master multiple leadership and management roles effortlessly. They need to lead at the strategic level for conducting a complex digital orchestra; they should be handy managers to plumbing information and keep it flow smoothly; they also have to be like diligent gardeners, to build a unique IT landscape via tuning technology, removing waste, nurturing culture, and empowering people.


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