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.

Tuesday, May 31, 2022

Initiateleadershipinterface

Isn't it a tough journey to write 9100 blog postings - to pursue the digital way of brainstorming, innovating and story-telling?

Leadership is about direction and change; it’s the influence based on philosophy and a set of practices to persuade and innovate. Blogging is a type of thought flow, energy glow; it is the flow that casts its glow, sparkling a radiance all around. It’s a tough journey to celebrate 9100 blog postings - to pursue the digital way of brainstorming, innovating and story-telling.

The power of influence has many dimensions and depends on a number of factors such as multidimensional intelligence, the mix of knowledge, experience and expertise, the quality of management discipline, and exemplary behaviors, all held together by a collection of confidence. Influence and persuasion are so closely linked; to lead, you need to persuade others to follow, they will not follow unless they are influenced by the leaders' persuasion. 

Leadership interface
: Highly effective leaders should become an interface across functional/industrial/geographical silos. The insightful leaders are interfaces of different perspectives, opposing views, diverse cultures, multiple constraints, and varying competitions by applying contextual thinking and interdisciplinary expertise. The very goal of interface leadership is to focus on relationships between things rather than characteristics of things, facilitate relevant dialogues which is a means of coordination based on expertise and responsibility, explore enriched life experience to bridge a variety of gaps, strengthen the weakest links when change is intense, lubricate relationships to harmonize and lead the world forward.

Leadership is about identifying and envisioning a worthy objective, and engaging people to work towards that objective. The interface leadership provided by personalized communication cross boundary knowledge and unique capabilities is usually more effective and influential. Leadership vision can be conveyed via continuous conversation creatively. Dialogue is relevant when people can understand what is communicated and are able to translate it into action or expertise, build stronger leadership teams and make effective cross-boundary collaboration to shape a hyper-connected advanced human society.

Leadership interdisciplinarity:
The hyper-connectivity nature of digital breaks down the functional, geographical, organizational, or industrial borders, businesses today become nonlinear, interconnected and interdependent. Organizations should set the leadership tone to encourage people to question the status quo, think independently and create an environment that encourages dissent and candor, change and innovation. For those who are trying to solve problems, they may find the problems evolving as they try different solutions. Interdisciplinarity helps to discover patterns, put the misplaced puzzle pieces in the right place until the premium solutions emerge.

Now more often the business is inextricably connected with technology, and the functional barriers are starting to weaken, digital boundaries are not straight lines, allowing digital leaders and professionals to pursue their aspirations and to apply their skills and expertise to their greatest effect. Great leaders can practice expert power, frame the right problems and solve them in the right way. They have the ability to learn to reflect, have the interdisciplinary knowledge to understand perspectives different from their own to make influence via persuasion and insight sharing proactively. The interdisciplinary expertise can make leadership influence more profound and empathetic, to connect the minds and improve leadership empathy and effectiveness. Digital leaders today can harness innovation by practicing open leadership styles and improve innovation management effectiveness.

Leadership influence
: Due to the exponential growth of information, the multitude of information formats, and risk/compliance concerns; It is a foundation to bring wisdom in the workplace which often means positive atmosphere, growth mindsets, intellectual stimulation, culture of learning, and collaborative & professional working relationship. The adaptable global leaders are good at shifting from one leadership style to another, but keep the leadership substance on check. An in-depth understanding of people helps to build an innovative workplace to inspire uniqueness and autonomy.

Digital leaders today can harness innovation by practicing open leadership styles and improve innovation management effectiveness, rejuvenate progressive changes, unlock human potential, and awaken possibilities in people to deliver extraordinary results. To develop strong leadership, look around to find out how to bring talented leaders with the right leadership traits closer to integrity and authenticity, train them with proper skills and cross-boundary competency to amplify collective influence.

Great leaders are authentic, their vision broadens leadership impact, their knowledge strengthens leadership effectiveness, and their insight deepens influence. High-influential global leaders are in demand to focus on knowing how to practice multidimensional thinking and interdisciplinary expertise, clarify the vision, lubricate communications, optimize processes and capacities to make leapfrog change with continuous deliveries.






Innovategovernance

Compared to traditional governance approaches which focus on compliance; effective governance today should understand performance and compliance are the two sides of the same coin.

To survive the “VUCA '' new normal, GRC becomes more critical than ever in digitalized organizations with extended business boundaries in an increasingly flat world and the desire for more innovation will make governance issues more complex. Corporate governance includes interdisciplinary principles and practices, helping to manage collaborative business results with consistent deliveries. 

Statistically, the organizations with governance competency will outperform competitors significantly. Without it, the law of entropy takes over and any orderliness disappears sooner or later.

Value-driven governance helps to maximize multifaceted business value: Business value is an informal term and could mean different things to different people. Value is tricky though because it's subjective in the eye of the beholder. The value of contemporary business is multilateral. The whole value chain needs to be aligned, engaged, contributing so customers and stakeholders get their fair share, and define the ideal business model, distribution, products & services, and business brand. The key point is, value is multi-dimensional and perception-based. Governance as an approach is an enabling vehicle to realize multifaceted corporate value.

The senior leadership teams need to leverage upon asking and clarify: Can we drive the Enterprise and Business Strategy forward smoothly? Does a strategic governance discipline help to streamline operation and make it more effective, but slightly slower? Do we have common values and a dynamic enterprise business model that takes into account initial customer investments, life cycle of our customers, products, services, economic cycles, market shifts to ensure flexibility and positive results throughout? Does the faster operation at daily base help to achieve the good or worst strategy result for the long term? Are there ways of combining the freedom and flexibility advantages of self-management with the control and coordination advantages of traditional hierarchies? At the strategic level, the executive team shall make well-informed choices which include considering the business impact of different approaches, the pattern of benefit delivery, the risks involved and what else is going on in the portfolio.

Conscious and agile governance improves organizational agility:
Governance will remain a difficult issue for today’s business, True enterprise-level agility requires the architectural coherency that comes with a business vision realized through conscientious governance. Thus, the corporate board’s oversight is important. Culture resistance to governance from project-focused staff who argue that governance hinders agility. But this argument confuses project-level freedom with organizational agility. Some governance causes mediocre management. Effective governance needs to ensure the business as a whole is superior to the sum of pieces. It doesn’t matter what the drive is, in a well aligned and architected organization, governance must be assessed at the enterprise level.

So the concept of agile governance is to ensure your organization optimizes the "traditional" governance to which you refer, and then determine how much you are willing to spend to make decisions faster, coherent for improving organizational level of agility and maturity. The Boards of Directors as governance authority enhance good policy making, work closely with management to ensure the organization is running in the right direction with appropriate speed.

Cross disciplinary governance improves organizational transparency, information fluidity and innovation competency:
It is true that information technology grows exponentially even in the case of the digital paradigm shift. How the social and technical aspects of a workplace fit together directly impact the effectiveness and maturity of the company. Technology centrism becomes multidisciplinary. It is also true that the growth of technology may trigger a paradigm shift. you need a business steering instrument such as GRC mechanism aligned with the business culture and process to improve business transparency and effectiveness.

To actually facilitate change or movement in a company, businesses need to take a systematic approach to orchestrate change, do it with trust and flexibility. Governance should be understood via multidimensional lenses such as innovation, people, and multidimensional value perspectives, and be enforced holistically. When governance is done properly, it actually is a great tool to facilitate innovation. Governance structure is independent of management structure, governance mechanism can be embedded into business processes seamlessly, and governance practice should be shared cross-enterprise collaboratively to unlock business performance.

Compared to traditional governance approaches which focus on compliance; effective governance today should understand performance and compliance are the two sides of the same coin, oversee the crucial business components and ensure the organization as a whole is superior to the sum of its parts. As a matter of fact, running a digital organization needs to ensure that innovation can be catalyzed under the proper governance disciplines, rejuvenating their organizational culture for adapting to change and improving business long term competency.










Innercultureunderstanding

It is a successful culture that makes for a successful organization.

Digital means the increasing pace of changes and continuous disruption. Culture as collective mindset, attitude, is like the “glue” that holds and binds key success factors of the business together to build differentiated organizational competency. Often the "soft" culture is invisible, but much more complex than the hard processes or technology, as problems with culture are driven by many elements than things floating on the surface. 

To fix culture related issues, focus on digging into the root cause and pay more attention to culture residue, with the goal to set the right culture tones for shaping strong organizational character, building business strength, improving organizational agility and maturity.

It takes a lot of energy to break down old habits, silo mentality, change inertia: Change is happening at a more rapid pace; organizations shouldn’t just respond to them in a reactive way. Culture is certainly part of the environment in which an organization operates, it represents the 'box' in which decisions and actions occur to create change momentum. Many organizations today are running in between - the mix of old and new; the different departments or divisions within an organization evolve changes with different speed. How successfully the organization can handle digital disruption depends on how fast and capable they can adapt to changes.

The management needs ponder around: Do enough organizations really encourage their employees to step up and propose bold change initiatives and then ask management to follow through? What do those organizations engage in change management practices to develop the culture of change? It takes the time to communicate empathetically, allowing the team to have room to make continuous improvement. It takes a lot of energy to break down old habits, silo mentality, outdated knowledge or processes, synchronizing information flow, developing a culture of change, and creating business synergy.

It is the collective psychology that shapes the culture of organization- how people think and do things in the organization: Change comes from within the hearts and minds of the people. Every employee can empower themselves to make one small change to make their daily work environment better, more productive, creative, and delightful. It is also important to understand the whole meaning of functional dialects and business cultures or subcultures without "getting lost in translation." In fact, culture integration is part of the culture change management scenario.

In the organization with culture of change, organizational leaders are predisposed to transformational change, change mechanism has to be woven into communication, process, and action of the organization, people are able to proactively update knowledge, develop the right set of capabilities to enforce the agility to adapt to the changes, unlock human potential, and awaken possibilities in people to deliver extraordinary result.

It’s important to set the right organizational risk appetite and risk attitude to structural change management:
Uncertainty and risk are inherent in every venture. Indeed, change is difficult. Change Management is always challenging with a high percentage of failure rate. The fact is that anyone or any company that fervently wants to be change-adaptive, must be willing to face risks, and overcome the fear associated with such risks for reaching the next level of the growth cycle. The risk management mechanism needs to be well embedded in soft business factors such as corporate culture and put in place a mandated risk tolerance structure to improve change management effectiveness.

It is imperative for improving the organization's culture to one that not only adapts to change, but also proactively drive progressive changes if needed. Business leaders today need to see further than what all others see; understand issues from new angles, broader perspectives, capture business insight to predict what will happen, and take steps further - what they should do upon it. The management knows the business tolerance of their enterprise for the resulting downsides risks. If you are able to develop the culture of change, open, not close; agile, not rigid, and then everything else can be connected to make change happen and sustain its impact.

The cultural aspect is an intrinsic factor that drives the organization's business longevity. It is a successful culture that makes for a successful organization. Some lagging companies only react to the changing environment; but leading organizations take a proactive approach to build a culture of change and manage change systematically in order to build culture as a corporate competency and move up to the next level of organizational maturity.








Isntdiscernmentinnerknowingthing

Judgment occurs- at a conscious level; discernment can occur, at a subconscious level, tapping into-an "inner knowing," seamlessly.

As humans,

we count on -

five senses,

to interact with -

the world;

to look,

listen,

feel,

taste,

touch,

tangibly.


There is -

a sensitivity of-

the body

provides us-

feedback on-

all kinds of situations;

inspires us with-

breathtaking scenes;

powerful knowledge;

delight us with -

beautiful color themes,

impressively.


Discernment is-

the ability to -

be the witness,

in situations,

have an inner knowing,

detect with senses;

speak more to -

intuition;

make sound judgment,

comprehensively.



Judgment occurs-

at a conscious level;

discernment can occur,

at a subconscious level,

tapping into-

an "inner knowing,"

seamlessly.


Having discernment can-

free us from-

the fear of-

being wrong,

prevent us from -

having inflated ego,

act from-

the greater dimension of-

knowledge,

understanding,

and awareness,

timely.

Learn to-

go beyond patterns;

discover-

how to use discernment

allow us to -

choose our steps

aligned with inner, core self,

wisely.






Ineffectivedecision

The variation in decisions to be made vary tremendously across the developmental spectrum.

"Decision Masters”
refer to the digital leaders or professionals who can leverage multidimensional thought processes, information and intuition, and take a step-wise scenario for making effective decisions consistently. 

Decision Masters also refer to the businesses or organizations that follow a set of well-defined principles, leverage fine-tuned decision processes, efficient information management system, decision frameworks, tools, and metrics to enable people across the organization making effective decisions collaboratively.

Ineffective  Decision-Making 


Ineffectivedecisions Digital implies hyper connectivity and interdependence, due to dynamic business reality with "VUCA" characteristics, in many circumstances, people focus on making a seemingly right decision for fixing a small issue, but unfortunately cause bigger issues without contextual understanding. In fact, business leaders or professionals’ ineffective decision-making becomes one of the biggest root causes to fail businesses. There are more factors contributing to a poor quality of decision-making, and there are many pitfalls on the way.

Ineffective Decision-Making With exponential growth of information and frequent disruptions, decision and problem-solving in complex businesses is difficult due to various reasons such as uncertainty and ambiguity of business circumstances, lack of priority, unconscious bias, outdated knowledge, or scarcity of business insight, etc. Business leaders and professionals need to capture the right information, predict the trends, prevent pitfalls on the way, and follow the right processes to overcome changes.

Variety of “Bias” in Decision-Making The digital era upon us is about increased velocity, complexity, unpredictability, and fierce competition. There is a need for a faster response to changes in businesses based on effective and efficient decision making.

Innercausing of Decision Ineffectiveness In fast-moving competitive digital business environments, the flow and sequence of the subsidiary decision implementations all encounter a different set of context dynamics. From a business management perspective, the variation in decisions to be made vary tremendously across the developmental spectrum.

Indecisiveness Due to the overwhelming growth of information and unprecedented uncertainty, either at the individual or the organization level, making sound judgments and effective decisions become the core capability to differentiate the digital leaders from laggards. However, across the sectors, the high ratio of strategic decisions have been made poorly and cause catastrophic effect. And the individual’s bias or poor judgments diminish the trust, enlarge the creativity gaps, and tarnish the corporate reputation. Ineffective decision making is, unfortunately, pervasive and caused by varying factors, here are five causes of ineffective decision-making,

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 #8500 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

Decision Master B&N Order Link

Decision Master iBook Order Link


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

Monday, May 30, 2022

Initiatealignment

 Collaboration is the intellectual harmony between humans; a fundamental part of what ultimately fueled imagination and lead innovation!

As boundaries today are fluid and cursive to streamline information and idea flow for adapting to changes constantly. Cross-silo collaboration is crucial to building dynamic digital capabilities. 

In fact, collaboration, teamwork, unity bring strength. Every collaborative team will be different, with different strength and varying competency, hence, produce different results. The management needs to clarify via asking insightful questions, build a conductive organizational climate to achieve high performance results with consistent results.


Alignment: Does everyone know and understands each other's goals and have agreed on common overall goals? What is the value to an organization if internal conflicts can be mitigated and turned into something more productive? There is resource alignment, talent alignment, process or capability alignment, etc. Those organizations that have better alignment maturity outperform their competitors and tend to be more responsive to increasing pace of changes and develop long-term business competency. An effective resource allocation and business alignment scenario helps to prioritization effectively, optimize cost efficiently, integrate process to dynamic capabilities seamlessly, to ensure most of the budget are allocated to cost/value proven business initiatives,

The functional, geographical, or even industrial borders are blurred, people are encouraged to break down silos. Strategic alignment occurs on multiple levels; it presupposes the ability of each link to articulate their strategic intent, and it is the process of ensuring all organization action is directed to achieving common strategic goals. Do everything you can to provide the opportunity to succeed, and then, if it does not work, make a change.

Knowledge-sharing: Knowledge is dynamic and multidimensional nowadays, are information and knowledge equally shared among all members? It’s not just spoken or transferred in hard-copy, it’s also transferred visually, digitally, and through emotions /feelings. Knowledge workers with intrinsic motivation like to share their knowledge to learn more, are able to find a balance between sharing knowledge and ensuring sharing knowledge will not become a goal in itself. Organizations need to look at all the present collaborative processes already being used, leverage emerging collaboration platforms & tools for improvements to enhance knowledge sharing,

 Knowledge assets are a blend of resources, not a single asset, its integrity, availability, and confidentiality can be crucial to develop talent and build long term business competency. Knowledge sharing becomes an effortless activity if knowledge sharing is embedded in the work styles, well-placed knowledge management systems with effective methodologies/tools do play a major role in workforce management to catalyze innovation.

Trustful relationship
: To gain empowerment, teams or individuals need to earn the level of trust. The management needs to ask: Is there an environment of psychological safety and culture of innovation. Trust is a key component of empowerment; empowerment is the great ingredient of innovation. There should be a sense of trust and encouragement for the members who are not doing well or lack the skill to fulfill his/her role. Be sensitive to the words used and invest heavily in the retrospective, communicate empathetically and collaborate cross-boundary.

In reality, the trust gap further creates innovation barriers and gets businesses stuck at the low level of maturity. misinformation or lack of true understanding and trust make human society more divided and less collaborative. Mistrust is often caused by a lack of contextual understanding, presumptions or illogical reasoning. Communication, transparency, and acts of integrity is the part of management in building competent teams with trustful relationships. Rolling up your sleeves, having a little empathy, sharing the challenges and collective wisdom, and lining up on a shared target.

Digital is the age of people and options, it provides the opportunity to think innovatively, engage employees, and delight customers. Collaboration is the intellectual harmony between humans; a fundamental part of what ultimately fueled imagination and lead innovation! Being able to foster a workplace that thrives on collaboration, social interaction and forward thinking is imperative for building business competency and accelerating performance.


Innerpeoplecentricity

Forward-looking organizations experiment with different types of organizational structure design to enforce business alignment, enablement, communication, collaboration, and harmony.

Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. Digital becomes the very fabric of high performing business, being outside-in and customer-centric is the new mantra for forward-looking and high mature digital organizations today. 

 From an organizational structure perspective, how can you fine-tune the digital dimensions of your organizational development to harness peop;e-centricity?


  Design for People-Centricity


Innatepeoplecentricity We are in the era of information exponentially and hyper-connectivity, contemporary organizations are all about people-centricity, empathy, innovation, agility, and high-level business maturity. One of the key determinants of whether an organization can move to the personalized digital age is how well it can engage employees, delight customers and truly understand their stakeholders to run a people-centric organization. "People-Centric Organization '' means very different things to different people. The management needs to clarify the concept about what the people-centricity means to their organization, where, and to which extent it is real, as well as how to take initiatives, and who are their ideal workforce to lead the change they would like to see.


Connecting Relevant Dots of Organizational Strategy, Structure and Business Performance Traditional management runs in silos; silos introduce lots of delays, waste, queues, and bottlenecks. The linear business system perception needs to be replaced by the adaptive digital system viewpoint. Digital management needs to be holistic and informative for overcoming the challenges brought by “VUCA” new normal.

Characteristics of Future Organization With rapid changes and exponential growth of information, the forward-looking view of the organization is to determine what the future needs to look like and how business leaders can navigate digital new normal smoothly.

The Organizational Structure Innovation Digital transformation is the scalable expansion toward multiple directions. The organization should keep tuning its structure and process to become more adaptable. There are different theories of organizational structure innovation and the format of the future of the organization etc. The whole point is how to build a more creative and productive working environment in which the employees’ potential can be unleashed, and business as a whole is superior to the sum of its parts.

Fine Tune the Digital Organizational Structure Tuning the organizational design and structure to achieve a high level of autonomy is the symbol of digital maturity. The majority of organizations are designed to improve functional efficiency in the industrial era. But digital masters move a few steps ahead, focus on shaping changeability, innovation, and people-centricity. However, the digital transformation won’t happen overnight, organizations need to have an in-depth understanding of the gains and pains of organizational design and development, follow the digital principles to plan, experiment and scale-up for improving strategic responsiveness and structural flexibility of their business.

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.

Innerconnectivityinadvancedsociety

Society is an organization that belongs to us, it is a strategic imperative to frame the fresh mindset to see the ever-changing world via the multi-dimensional lenses.

Compared to the industrial era with static information and overly restrictive boundaries in the last century, today’s internet-based world is hyper-connected, interdependent, diverse, with a multigenerational workforce, multipolar knowledge centers, multi-cultural wisdom, and multidimensional innovation, etc. 

You can perceive an emergence of a new worldview through a multidimensional lens. These dimensions interact and mutually influence each other, define more than one way to achieve the business goals, and take alternative paths for experimenting and exploring the digital new normal.

Gain an intellectual understanding of the global business context: Think of organizations as nodes along a timeline, a change in each node will have some effects internally on that node but also with other nodes along with the same and even other timelines. The management needs to have an ability to comprehend just how complex it can be to do business around the world. The management function as a large set of small roads are able to carry the “capillary organizational traffic” of emergent cross-border, nonlinear interdependencies across organizational nodes.

The business environment is complex and volatile, the confluence of varying factors, if not tightly managed, leads toward unnecessary tension and poor decision-making. Thus, understanding context is often the first and the important step in understanding, creating the relevant context to make a more lasting solution. Being digital fluent in contextual intelligence aids us in understanding what’s relevant and what’s not. Seeing the context, you are 'part' of, allows one to identify the leverage points of the system and then 'choose' the 'decisive' factors, in the attempt to achieve the set purpose.

Apply interdisciplinary management to improve organizational or societal agility: Our shared world is an interdependent and hyper-connected system with interactive and overlapping components. In some cases, a small effect in one place can cause a cascade of events that produce unproportioned impact. If you look at organization in a different way and think in terms of systems rather than processes, either within the system or between the systems, there are certain levels of structure that exist. Otherwise, the interactions between organizational systems become chaotic and the system will start to break down. The organizational management should build a great mix of organizational elements that enable the organizational interdependence, enforce cross-functional communication and collaboration to improve information fluidity, organizational agility.

The new age of digital thinking attributes value and purpose to the business ecosystem. we would need to think profoundly about information-abundant human society as well as our progress as a human race. From a management viewpoint, the “organizational design problem,” can be handled via structure tuning, process optimizing, IT application, etc. The focal point of business management is based on the future trends, based on the varying circumstances; and based on what the business requires for its long-term sustenance. 

Human society as an integral component of the natural world is dynamic, diverse, and keeps evolving:
It is considered that the natural world is a living network in which everything is stored. Human societies need to get more understanding and master the natural ecosystem, to create synergy, collaborate with responsibility, build up an open, decentralized organization with purpose on innovation & sustainability across the globe. The more complex the situation is and the world becomes, the more different approaches and role gaming is needed to reach for in-depth understanding, which, again, is ultimately based on individual perception.

The conventional wisdom or stereotyping leads to outdated perceptions which stifle human progress, even drag the world backward and cause more social problems. From a problem solving perspective, global leaders and professionals do not have the same view of the small part of the world that the team is dealing with so that they can complement each other’s viewpoint to analyze the problem, and go more convergent to really hone in on the "why." Once you figure out what the true problems are and are ready to ideate, you need to leverage divergent thinking to explore the alternative, diverse ideas via open-ended and contextual inquiries. 

Society is an organization that belongs to us; it’s strategic imperative to frame the fresh mindset to see the ever-changing world via the multi-dimensional lenses, develop our individual, group, and collective best or next practices to facilitate both the development of fellow citizens and the functioning of our shared global society collaboratively. Only by aligning the outside view with the inside view, can we not only understand the needs of people empathetically, but also the channels needed to support them in this very interconnected world to unlock collective performance with consistent deliveries.

Investmentinsight

As the saying goes, “You can only manage what you measure.”

 

Corporate Performance Management is a management control from strategy to the shop floor. "If you can't measure, you can't manage," legendary management guru Peter Drucker once asserted. Managing performance means understanding results, setting metrics, fixing plans, and making decisions to ensure it happens.

 It takes multifaceted approaches from multidimensional perspectives to unlock digital performance and catalyze change.




  

        Investment Insight Scoreboard



Investmentscoreboard Venture investment is a complex business activity. All investments and meaningful business activities should strive to build tangible business capabilities to achieve strategic business goals. A well-designed scorecard allows you to focus on the most critical issues, put all things in context, select the right parameters, and measure them in the right way.

Investmentinsight The digital world moves into a hyper-connected and interdependent relationship under “VUCA” business new normal, it’s a healthy management discipline to gain a comprehensive value stream view, leverage value models to make wise investments, manage portfolios of business initiatives to achieve multidimensional business value effectively. All investments and meaningful business activities should strive to build tangible business capabilities to achieve ultimate business goals.

Identifyinvestment Businesses need to make investments and improve return on investment by articulating what the pros and cons of each investment option are for today and the proposed tomorrow. Put the framework in place to map the strategic objectives into key performance indicators, and then, determine what investments will accelerate the changes you want to see in your key performance indicators, and how to make continuous improvement.

InnovativeportfolioofinvestmentWith the fast pace of changes, there is a danger of not having a proper investment management process to "develop and nurture" business potential and performance. Corporate management needs to broaden their investment perspectives, leverage emerging trends, weave the business “golden thread” for accelerating growth by linking business strategy to investment goals or business benefit, enabling business change and strategy implementation.

Innovationinvestment The business ecosystem is full of complexity and uncertainty, it’s important to understand that there are both opportunities and risks in every investment. The logical investment scenario helps to clarify: Which benefits will be achieved through addressing the key business drivers? Can these business benefits be measured and quantified? What outcomes can the sponsor expect to achieve through investment in the proposed initiative.

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 minds across the globe. The “Future of CIO” Blog has reached 7 million page views with about #8900 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 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.



The "Performance Master" Book Amazon Order Link


The "Performance Master" Book B&N Order Link


The "Performance Master" Book Introduction Slideshare


The "Performance Master" Book Preview


The "Performance Master" Book Introduction


The "Performance Master" Book Chapter 1 Introduction


The "Performance Master" Book Chapter 2 Introduction


The "Performance Master" Book Chapter 3 Introduction


The "Performance Master" Book Chapter 4 Introduction


The "Performance Master" Book Chapter 5 Introduction


The "Performance Master" Book Conclusion


The "Performance Master" Quote Collection I


The "Performance Master" Quote Collection II


The "Performance Master" Quote Collection III

Isntresiliencecharacterthing

Resilience is about -bounce; regaining one's footing, bouncing back, restructuring -life experience, cohesively; integrating changes, smoothly.

Nature is-

resilient,

a plant is still-

recognizably a plant,

even if -

it's all crooked to-

get adequate light or soil;

we can be-

recognizably "us,"

if we undergo -

high dynamic stress,

adapt to -

a difficult situation,

elastically.


Uncertainties are -

a common occurrence,

in any walk of -

human progress,

failure is part of success.

A person with resilience,

lives in -

a grounded place,

being adaptable,

in the midst of -

adversity, threat, and stress,

recharge energy,

drive changes,

progressively.


Resilience refers to -

a personal attribute,

enabling us to-

press on, persevere

despite tough circumstances,

recover -

without much degradation,

flexibly.


In order to -

survive and thrive,

we must present -

resilience to -

fail fast,

fail forward.

Resilience is about -

bounce;

regaining one's footing,

bouncing back,

restructuring -

life experience,

cohesively;

integrating changes,

smoothly.



With resilience,

individuals are able to -

overcome -

disruptions,

deal with-

adversity,

bounce forward from setback;

respond to changes,

proactively,

act courageously;

make achievement,

ultimately.


People have -

different perceptions,

perspectives,

personalities;

some are -

more resilient,

when faced difficulties,

stand again,

with survival's mentality;

some are more vulnerable;

few might face difficulties,

bounce back,

turn around,

promptly;

transform into-

a rock solid character,

determinedly.



Sunday, May 29, 2022

Isntingenuitycreativething?

Ingenuity means-being original and fresh, without following routines, conventional approach reactively, challenge assumptions conclusion, beliefs, insightfully.

Ingenuity is-

infused with-

inner cohesion,

comes from -

a vision of uniqueness.

Ingenuity is the ability -

to solve difficult problems,

creatively.


Being ingenious needs-

more understanding,

not less.

Ingenuity is -

connotated with-

insight, perception;

understanding the inner nature of -

things,

thoroughly;

design solutions,

inventively;

take actions,

intuitively.


Ingenuity means-

being original and fresh,

without following routines,

conventional approach,

reactively;

challenge assumptions,

conclusions,

beliefs,

insightfully.


Ingenuity demands -

creativity as-

a mixed ingredient for-

solving problems,

effortlessly;

driven changes,

contextually..



Ingenuity is -

at the edge of -

art and science,

functioning and delight.

ingenuity can't be -

taught completely,

needs to -

be discovered

by talented people,

on their own,

origitally.

Isn’t ingenuity -

creative thing?

Innercapabilityconsistency

 Either individually or collectively, at the organizational level, capability matters as it directly impacts performance of problem-solving with consistency.

In face of rapid change and fierce competitions, the dynamic digital organizations need to get away from change inertia, letting things fall apart; build a set of differentiated business capabilities with shortened delivery cycle. 

It is important to understand that digital business management is multifaceted and takes high-quality effort to identify capability gaps to achieve goals, enable organizations to thrive; start to learn how to connect the right dots, develop differentiated capabilities, improve organizational effectiveness and agility. 


Capability suitability: A strategically competent organization has a deliberately close alignment among the company’s strategic direction and most distinctive capabilities, to create synergies in strategy execution. Enterprise capability management consists of a portfolio of capabilities that are used in various combinations to implement the strategy and achieve business outcomes. To keep capability relevant and adequate, creating an organizational strategy-capability mapping helps to prioritize, set up goals for capability deployment and competence building, divest non-core capabilities, and free up resources that can be used to accelerate the development cycle of core competency.

To improve capability suitability, coherence, enable strategy management, and increase business competency, choose how to invest in the best of breed capability, improve the capability based on your enterprise strengths, and integrate them into differentiated competency; compare your set of capabilities with competitors' to ensure that it is developing differentiated capabilities to build long-term competency.

Capability uniqueness & integrity: All businesses have certain capabilities, what matters is digital capability’s uniqueness, sophistication (hard to copy, complexity, and maturity). Often, capability cannot be transferred because of the degree of organizational learning, culture ingredients or management expertise that the organization goes with. A business capability is unique and core because it offers a competitive advantage in delivering better products/services/processes to customers than competitors, and it supports the strategic direction of the organization.

Choose how to improve the capability based on your unique enterprise strengths, rooted in operational excellence which makes it difficult or even impossible for competitors to imitate. Digital capability is dynamic to adapt to the changing environment. If needed, repurpose, realign and configure well-designed components to build integral capabilities. To expedite capability development cycle, embed agility in processes, make iterative delivery and continuous improvement. Technically, integral capability is often nonlinear and synthetic in nature, combining the modular capabilities exposed in a platform to build unique and new capability, expand its impact.

Capability & governance:
Capability enables business strategy; governance improves business effectiveness and ensures the organization is run in the right direction. In many organizations that get stuck at the lower level of maturity, there are gaps existing in capability development because there are no governance processes to handle risks or uncertain situations, and there is no common set of rules to improve business effectiveness. From capability analysis to capability re-engineering to design a new capability, a strong governance discipline helps to set guiding principles, optimize business processes, develop the best practices, and improve capability manageability.

Corporate governance is most often viewed as both the structure and the relationships for enabling business capability development and performance assessment. There should be a governance mechanism embedded in crucial business processes, and governance practices to enforce accountability at every level of the organization to accelerate corporate capability development and optimization.

Either individually or collectively at the organizational level, capability matters as it directly impacts performance of problem-solving with consistency. From a management perspective, working with capabilities is that it keeps you from being dragged into all the detail of the processes that perhaps stop you from capturing the bigger pictures, ignoring the interconnectivity between different parts of the organization, allowing you to prioritize and focus on the coherence of critical success factors of the business such as leadership, people, process, technology, culture, resource enabled business abilities to realize business vision and improve organizational competency for the long run.
















Investmentinsight

The success of investment is usually based on how they enable business growth and support the business objectives by delivering measurable services and solutions in time to the market perspective.

The digital world moves into a hyper-connected and interdependent relationship under “VUCA” business new normal, it’s a healthy management discipline to gain a comprehensive value stream view, leverage value models to make wise investments, manage portfolios of business initiatives to achieve multidimensional business value effectively. 

All investments and meaningful business activities should strive to build tangible business capabilities to achieve ultimate business goals.



Investment- strategic alignment: Visibility into each investment is established to provide ongoing reliable investment information as well as enable understanding overall portfolio health and effectiveness. The management needs to enhance investment-strategic alignment by clarifying: What investments, or even portfolios should I direct more assets to? Are they diversified? What is the relative health (risk, value, strategic importance) of each of the portfolios? What, and where, are there talent gaps? What investments can we make that lead to staff and customer satisfaction? How can I better communicate to and partner with the business to improve the portfolio’s value? Which benefits will be achieved through addressing the key business drivers? Can these business benefits be measured and quantified? What outcomes can the sponsor expect to achieve through investment in the proposed initiative? Make sure the # and financial investment of the projects that are aligned with at least one strategic objective over the total portfolio.

Capability mapping- holistic investment: There are both opportunities and risks for every investment. There is an element of uncertainty with respect to unknown risks. The comprehensive investment assessment includes things such as resources consumption, growing tendencies, cost-benefit analysis of business capability development, etc. In many circumstances, business 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. For instances, organizational managers need to be the digital visionaries to derive the most value out of the innovation investments by translating the promise of technology to strategic and competitive advantage for the company.

To improve long term business competency and realize business vision, forethoughtful organizations leverage the investment framework approach to make holistic investment decisions, generate business cases and look for investments to be justified and governed, scale up and broaden their ecosystems and revenue streams to become more responsive and flexible; they continually evaluate aggregate investments in terms of value, risk, and reward, for building a cohesive business capability portfolio.


Objective assessment of the investment portfolio via nonlinear logic for achieving high ROIs
: Each organization has specific, measurable goals and objectives they have to hit through investing. Return on Investment is a ratio, a percentage of the dollar amount your company gains from investment efforts over what it initially spent in simple terms, it’s the company’s payback. Great investors make an objective assessment of their investment portfolio for getting high ROIs.

The return on investment should be achieved and can be measured if there is a marked improvement in optimizing processes, delighting customers or employees, applying emerging technologies, managing risks to an acceptable level and grasp growth opportunities to achieve tangible business results. Follow “SMART” principles to measure the return on investment result. not just cost. Cost is a component of value, but ultimately what matters most to an organization is value. Use hard numbers if you can, measure the right things, and measure them right.

The success of investment is usually based on how to solve certain problems and enable business growth, play the number game wisely to demystify the puzzle of investment. The success of investment is usually based on how they enable business growth and support the business objectives by delivering measurable services and solutions in time to the market perspective.

Unprofessionalism

Digital enlarges the thinking and capability gaps because different organizations, functions, and individuals evolve with varying speed.

"Digital Gaps -Bridging Multiple Gaps to Run Cohesive Business” is a guidebook to help digital leaders and professionals today identify, analyze, and mind multiple gaps with multidisciplinary insight and holistic understanding. 

Today’s digital organization simply just can’t stand still., bridging the gap of opportunity between where you are and want to become is a welcomed challenge, it is important to identify and strengthen the weakest link and take a stepwise approach to make a leap of digital transformation.

           Unprofessionalism


Unprofessioalismcharacteristics The business environment is full of uncertainty, velocity, complexity, and ambiguity, high professionalism is an important quality for today’s multigenerational, multicultural and multi-devicing workforce, and it is a foundation to shape growth mindsets, cultivate open-minded leadership, nurture culture of learning and positive atmosphere with intellectual stimulation, to both unleash employees’ potential and drive organizational maturity seamlessly.

Unprofessional Culture? 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 intimidating factors to influence their organization’s future.

Unprofessionalism With rapid changes and exponential growth of information, it doesn’t mean if you had a profession, you would automatically be a well-respected professional with high professionalism. Unprofessionalism leads to outdated thinking, misjudgment, drives ineffective decisions, inconsistent actions, and further causes fragility and stagnation.

Incoherentpseudo The speed of change is accelerated, organizations large or small spend significant time and resources to deal with radical transformation or small changes such as adopting a new software application. There are many views to understand change, and there is no one size fits all formula to pursue it. Incoherent management approaches with following symptoms cause friction and business stagnation.

Unhealthycompetitions The goals or motivation behind competition can be unhealthy and the competitive arena can produce a myriad of unwise mentality and negative externalities. How to encourage professionalism and healthy competitions for innovative problems-solving and transformative changes?

The “Future of CIO” Blog has reached 7 million page views with about #9000th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking and innovating 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.


"Digital Gaps" B&N Order Link


"Digital Gaps" iBook Order Link


"Digital Gaps" Amazon Order Link


"Digital Gaps" Introduction, Slideshare


"Digital Gaps" Chapter 1 Cognitive Gaps


"Digital Gaps" Chapter 2 Leadership Gaps


"Digital Gaps" Chapter 3 Management Gaps


"Digital Gaps" Chapter 4 Capability Gaps


"Digital Gaps" Chapter 5 Professional Gaps


Conclusion: Bridging Gaps to Catalyze Digital Maturity

Saturday, May 28, 2022

Isntcollaborationintellectualharmony?

As humans, if we really are -as intelligent, as we claim to be, we would do -much better with -cooperation - sharing knowledge, gaining experiences, enhancing -mutual understanding, continually. Collaboratively, we can make progress, significantly.

Collaboration is -

at its essence,

the intellectual harmony -

between humans.

We are all learning,

growing,

maturing,

the universe makes us -

unique with-

individual awareness,

so we could find -

ourselves first;

and then, find -

each other,

surprisingly…

Together,

we can offer -

something-

unique and wonderful,

make music and poetry;

sing and dance;

discover -

truth and myth;

try all interesting things,

courageously.

By collaborating,

we can explore -

oceans, mountains, and deserts,

atoms and molecules that -

make up -

everything around us,

adventurously.


In the spirit of-

'being the change,"

shall we collaborate to -

brighten up -

the surroundings?

are we willing to -

seek out help,

collaborate,

innovate,

as we work to -

generate new ideas,

solve problems,

collectively?

Can we recognize -

that everyone plays -

a "piece of the pie,"

Imagine-

the true meaning,

when we say -

"Teamwork"?


As humans,

if we really are -

as intelligent,

as we claim to be,

we would do -

much better with -

cooperation -

sharing knowledge,

gaining experiences,

enhancing -

mutual understanding,

continually.


There are many reasons to -

collaborate;

there are numerous ways to -

collaborate.

If the virtue of -

togetherness benefits -

more than being solo,

people collaborate,

voluntarily.

Collaboration becomes -

a whole lot easier,

if we give people the time to -

hear what they have to say,

without constant distraction,

unhealthy competition,

mistrustful mentality.



Collaboration happens -

in that space,

in between people,

in relationships,

interacting with -

interest,

caring for -

one another's needs, to -

connect,

communicate,

co-create new knowledge,

overcoming -

common challenges,

thoughtfully.



We need to enter -

a new era in which -

we consider -

the connectedness of our actions,

and their consequences,

both in time and space,

for the betterment of life,

for everyone and everything,

on the planet.


Isn’t cross-boundary collaboration -

the route towards-

intellectual harmony?

Collectively,

we can make progress,

significantly.





Initiativesportfolio

A healthy business initiatives portfolio expands into the hidden dimension of business prosperity by building unique capabilities.

The organization and business ecosystem could be at the tipping point for the digital paradigm shift. Companies with an effective business initiatives portfolio management can translate strategic goals into business initiatives and develop differentiated competencies. 

Portfolio management is about doing the right things, focusing on improving the decision-making process around which programs and projects should be executed based on their alignment with the goals and objectives of the organization, as well as preventing value leakage, and improving the overall success rate of strategy management.

Initiatives portfolio management is a practical tool to explore macro-environment corporate success factors: It helps to navigate critical business activities to reduce uncertainty and deal with complexity. While some organizations may be excellent in the execution of project management, they may not have a mature portfolio management process in place, which causes issues with the strategic alignment of programs and portfolios.

Portfolio management should focus on setting leadership principles and providing program/project guidance, rather than micro aspects of the projects by asking more tough questions both at the strategic and tactical level. How do you manage or engage associates in your organizations, how do you communicate organizational objects or goals? The new programs no longer stand alone; they fit together into an integrated system. It also focuses on the decision-making process around which programs and projects should be executed based on their alignment with the goals and objectives of the organization.

Portfolio Management provides an “executive” view of short, mid and long term business initiatives: The artifact becomes one that covers the following: what the application portfolio looks like today, what approach should we take to get the future ready? Portfolio Management provides an “executive” view including impact analysis, reporting and alignment to strategy, allowing the portfolio to be fine-tuned over time so that it delivers maximum strategic advantage to the organization. There needs to be a well-defined portfolio prioritization and rationalization process with business partners. Portfolio rationalization is an activity more critical than ever because economic cycles are getting shorter, and decision cycles are getting shorter.

Depending on the maturity of the organization and the pain points, PMO proactively provides deliverables regardless of all methodologies, measurements. Sometimes the goal of PMO is not only the strategy alignment and value leverage; it’s also about setting the right priority. When a new initiative comes up, the senior stakeholders must be able to rate its importance. If one focuses on short term value too much, this might not support long term strategy and vision in the end. If one puts too much focus on long-term value, there may be a loss of momentum and engagement.

Portfolio management as a governance discipline to simplify, optimize:
There are strategic risks and systemic risks, there are financial risks, operational risks, or regulation risks, etc, in portfolio management. The primary focus of the risk management process would be to identify and manage those risks that can be addressed; also try to understand uncertainty, take scientific scenario planning to deal with “VUCA” reality smoothly.

Most of the organizations concern on how to simplify things and create an infrastructure that can be more reactive & proactive to the needs of users. Overly rigid processes are seen as a block to progress rather than a facilitator of it. Portfolio management as a governance discipline is an enabling vehicle that provides a platform for determining sound corporate behavior and structured decision-making for improving business initiatives management maturity.

Upon increasing paces of changes, the reality is that there are a lot of things that can go wrong and it is not always easy to identify what is important. A healthy business initiative portfolio expands into the hidden dimension of business prosperity by building unique capabilities, exploring the emerging opportunities, designing new business models, and investigating new paths for accelerating growth.