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

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

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

Wednesday, March 22, 2023

Initiatives

It’s always important to keep optimizing business management disciplines for striking the right balance of short term gain and long term perspective, increasing value generation and building business advantage.
The organization gets stagnated because the business systems are no longer able to accommodate changing needs or are too fragile to run at the right speed. There are quite a few pitfalls for managing business initiatives smoothly with on-time, on-budget, and on value delivery. 

It’s critical to keep monitoring the overall health of the organizational management, fine-tune the business processes and systems to ensure both business system effectiveness and efficiency in order to achieve strategic agility and operational excellence.

On-schedule:
Organizations have limited resources, time, and talent, for every meaningful business initiative, there are two outline points: the client expectations and the company strategy. It’s important to keep a proper balance between the different constraints (schedule, scope, budget). The managers have to balance between those points and find a way to conciliate the objectives, improve return on investment.

The schedule is the dependent variable. The schedule is the result of budget constraints, technical constraints, or the interdependence between tasks. The schedule is determined by the scope and allocated resources. It's not an easy task to keep business initiatives on schedules as there are lots of emerging issues and many distractions. The schedule can't be arbitrarily determined in advance. But if the managers have a total support of his or her hierarchy. The scope and the resources allocated are independent variables, and can be changed by sponsors. So the business initiatives can be managed on schedule to produce tangible results.

On-budget: More and more of the budget is being allocated to the departmental heads and that they are being given the option to spend this money at their own discretion. From a business initiative management perspective, the role of the budget is to implement and at the same time to supervise the plan not to exceed its items. Otherwise, there will be some deficit somewhere.

You need to be carefully managing the budget. The budgeting should also follow the general business governance principles. Listen to people involved, find right people cross-function with deep communication. Identify suspected key indicators, to find space that can be improved. follow the “SMART” measure rule, attempt improvement, track, analyze, learn, and repeat.

On value: With rapid changes and fierce competition, it is important to shorten its product/services delivery cycle for creating value which the business initiative was promised to deliver. In practice, bureaucratic thinking generates negative energy which stops organizations from moving forward. It is about fear of failure; fear of getting out of old habits or getting out of the comfort zone, etc. People need time to assimilate change and work through the issues to implement business initiative with multifaceted business value generation.

There are customer value, economical value, employee value, and cultural value, etc.The true value of business initiatives is created at the intersection of many management disciplines, to develop vision and strategy, to design and deliver quality products and services. Business management needs to properly understand all elements of value that are translated to the organization, and how all the pieces and parts of the organization are ultimately impacted,

While some organizations may be excellent in the execution of business initiatives management, they may not have a mature portfolio management process in place, which causes issues with the strategy alignment of business programs and portfolios. It’s always important to keep optimizing business management disciplines for striking the right balance of short term gain and long term perspective, increasing value generation and building business advantage.

Initiateglobalinfluence

It’s the great leadership capacity to embrace “inclusiveness” as the globe theme to drive collective progress and make transcendental influence on the evolution of human species.
The global world we live in is in the digital paradigm shift, from silo to hyper-connectivities; from knowledge scarcity to information abundance; from stereotyping to open-mindness; from process driven to people-centricity; etc. With more distributed, multicultural, and different business models and an incredible pace of information growth and innovation demand, the global balance of knowledge, innovation, and economic power is shifting in a multi-polar world. 

There are leaders from the twentieth century whose profiles are very different from what is required for a global leader now in a hyperconnected, interdependent global world.

Influential, inclusive, insightful global leadership: Global society is complex with all sorts of perceptions, professions and personalities. Insightful global leaders and professionals can become true globalists if they are able to familiarize themselves with interdisciplinary effects of globalization in all realms of the global perspectives. People from different regions, religions, and cultural differences should refine their knowledge into more unified insight. It's important to advocate open-minded global leadership to harness empathic communication, effective decision-making, and step-wise actions, with the intention to build on morale and make global progress collaboratively.

The qualities and competencies of global leaders include such as tolerance of ambiguity, cultural empathy, learning agility, interdisciplinary expertise, communication effectiveness, decision intelligence, problem-solving competency, influential power. Global thinking involves understanding an organization or societal system by sensing its large-scale patterns and the big picture, and unification of leadership philosophy, in order to create synergy and set inclusion as leadership tones.

Influential global leaders are able to articulate and embody the diverse values and culture of learning and innovation: The global society is a fertile ground for new ideas, fresh insight and creative activities. Real societal advancement is made through the work of forwarding-looking minds, updating knowledge, and progressive activities. The global leaders coach the team along the way, including asking more questions as necessary, gain interdisciplinary knowledge, deepen contextual understanding of global society; collaborate cross-boundarily; respect global colleagues with multicultural backgrounds empathetically; engage with multiple internal and external stakeholders, customers and partners worldwide; and make effective decisions by leveraging variable factors objectively.

Nowadays, innovation is complex; but a differentiated competency to unlock collective potential. It takes world-class leaders who can connect global dots to inspire the evolution of human society that walk the talk when it comes to innovation. It’s the powerful force to not only understand the diversity of the global world with knowledge abundance, but also unify the world for advancing humanity collaboratively. In a highly innovative global society, all real change takes courage, to make global leadership shift from “command & control” to openness, innovation, guidance and delegation. A great manager does need to lead at times and a great leader does need to manage "at times." Both innovation leadership and innovation management are important to achieve innovation excellence.

Global leaders’ global influence is based on the value that they bring and the values that they are able to co-generate:
With emerging collaboration platforms and tools, global leaders can build their cross-border leadership capacity for connecting, inspiring, motivating, Focus on convincing, persuasion, and collaboration at the global scope. Global leadership certainly has to take into account cultural intelligence and how that affects communication, interaction, and collaboration between people with diversity of thoughts, characters, skills, styles, etc. They always look for the complementary mindsets, capabilities, and skills; they know how to collaborate with stakeholders of all stripes, so that they can build a highly competitive team to produce value-added results.

All human beings are more similar than different. It is possible to set the common global principles to bridge the difference. Our world has a blended color theme, enriched knowledge and culture heritages. Business leaders and professionals should lay out different thinking, structures, and solutions to see the world as an interconnected, interdependent and integrated system. Highly effective global leaders are independent thinkers who can broaden their viewpoints based on enriched global content; deepening their understanding with global perspectives.

We live in a hyperconnected and interdependent global society. It’s the great leadership capacity to embrace “inclusiveness” as the globe theme to drive collective progress and make transcendental influence on the evolution of human species. Global leaders and professionals today have to continue learning, sharing their viewpoint about things or events happening in the surroundings, their perspective of future global society, in order to solve complex problems, make profound influence and advance human society insightfully.




Initiativesofri

Solid risk management enables the accumulation of abundant information and enough resources to thrive by capturing opportunities in it and adapting to the uncertainty and changes.
Due to the “VUCA” characteristics -Complexity, Uncertainty, Ambiguity, and Velocity of the Digital Era, the directorship in any organization must have the agility to adapt to changes and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals. The important characteristics of digitalization are over-complexity, uncertainty, and ambiguity.

Hence, RI (risk intelligence) becomes more critical than ever. Here's the context; how should GRC programs be approached? Should technology be a driver? Can you achieve any level of GRC without automation? Can you achieve any level of GRC without people? What is the real driver of GRC? Modern corporate boards play significant roles in guiding businesses in the right direction and achieve expected business results. Here are the multiple perspectives of shaping a strategic boardroom with digital acumen.

           Initiatives of Risk Intelligence



InitiativesofRIIn business, every day is a risk; there are different types of risks; there are diverse viewpoints and different emphases about risks. Solid risk management enables the accumulation of abundant information and enough resources to thrive by capturing opportunities in it and adapting to the uncertainty and changes.

Innovationrisks Innovation in its basic nature is a high risk area; more often you are doing something that hasn't been done before, so innovation has a very low success rate statistically. Innovation risk management would need to be flexible and applicable to a dynamic situation, where innovation strategies are changing frequently

Initiativesofriskintelligence With “VUCA” digital new normal, risk management should be an integral business discipline and a crucial component of the business transformation approach. There are many out there that simply don't understand, or appreciate the benefits of risk and opportunity management. Digital leaders today need to shape the risk intelligence (RI) mindset, build a solid roadmap, and develop a culture of accountability for improving organizational agility and maturity.

InnateresilenceThe world becomes over-complex, uncertain, and ambiguous, the ecosystem dynamic allows the organization to morph as the business conditions and organizational capacities for change to allow a better fit. Organizations should seek to improve their ability to define and communicate a clear, consistent, enterprise-wide approach about setting healthy risk appetite and a variety of possible situations and scenarios to improve business resilience.

Illustraterisks Business ecosystem is dynamic with rapid change and constant disruptions, and risk management has become one of the significant management disciplines to address the changing environment and “VUCA” reality effectively. There’re a growing number of organizations that have shifted their risk management orientation from bottom-up to top-down, with more senior management and board involvement, to take charge with risk issues. The efforts on managing risk holistically or in a more integrated fashion are critical for the long run.

The “Future of CIO” Blog has reached 10 million page views with 10600+ blog postings in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.



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

Tuesday, March 21, 2023

Initiatives

Only initiatives that support the achievement of business objectives should be implemented.
Business is nowadays complex, every organization is at a different stage of the business growth cycle. In order to manage business initiatives successfully, the quality information and logical scenarios are needed to achieve high performance. 

The real challenge is to understand your priorities, and know where and how you can and should improve, leverage available resources, focus on the most important things, boost business energy and take initiatives to reach the next level of business maturity.

It is about developing the hybrid organizational structure which blends structured and unstructured processes to run a flexible business: Organizational structure and its impact on business maturity could play either a positive or negative impact. The bottom line is how well the organizational structure is being influenced by factors such as communication effectiveness, information fluidity, people centricity, etc. Fine-tuning underlying business structure and processes is a critical step for improving business overall business fit and ensuring the business as a whole is superior to the sum of pieces.

The right mixed structure allows the growth mindset and innovative culture to bloom so that the business can stretch out in every business dimension for driving high performance. The traditional hierarchical lines will phase out; flatter structures will help to speed up organizational response to changing markets. Fine-tuning organizational structure, either managerial hierarchy or information flow structure needs to become the common practices to keep digital fit. Create a harmonized working environment by communicating smoothly to make collective decisions and taking a collaboration road to achieve strategic goals.

It’s about having an empowered workforce that is able to take initiative for making the business nimbler and improving people-centricity: Organizations need to get away from letting things fall through and start taking initiatives for creating integrated wholes. The strategic objective is to understand what your customers need and to help the business orient itself towards those needs in pursuit of business purposes. Customer experience is the sum of all experiences a customer has with a supplier of goods or services, involving the stage of awareness, discovery, attraction, interaction, purchase, use, cultivation and advocacy.

Because a product is a manifestation of customer centricity. Partner with practitioners from different domains to extend and hone the design tools to better address the challenges, balancing time, investment, and limitations of customer experience of process management. Think of the customer experience as brand, positioning, and environment, from the standpoint of rigorous user understanding. Business-level designs are always aligned with user interaction designs that implement customization initiatives.

It’s important to walk through all the various dimensions of quality such as accuracy, consistency, effectiveness, reliability, etc: Business context is indeed a very important perspective. Quality management needs to be embedded in all of them to ensure building a high-quality business: There are dozens of specific management functions and management wheels in any organization. Quality is not just the specific task of one single business department or function; it is one of the management disciplines which needs to be taken in a systematic way.

Quality management ensures that an organization, product or service is consistent, effective, and meets customers’ expectations. Quality check includes making an objective assessment of organizational effectiveness, efficiency, scalability, flexibility, resilience, etc, or the overall business fitness of an organization. Keep improving products/services quality to delight customers. The quality check of the teams is to evaluate both individual and team performance on how effectively they can improve the quality of products/service, their skill/capability/ potential, as well as their agility to bring an organization to the next level of maturity.

Compared to the mechanical nature of the industrial organization, contemporary organizations are like the living systems that can self-adapt and self-renew in thriving as high-performance businesses. To keep eyes on what matters, identify what generates the most value for the company and express that in business objectives, set the right priority. Only initiatives that support the achievement of those objectives should be implemented.


Innovation

We live in a diverse global society with a multigenerational workforce, multipolar knowledge centers, multi-cultural wisdom, and multidimensional innovation, etc.
We live in a diverse global society with a multigenerational workforce, multipolar knowledge centers, multi-cultural wisdom, and multidimensional innovation, etc. 

Global professionals today have to continue sharing their viewpoint about things or events happening in their surroundings, their perspective of future global society; their roles on making desired changes, their professional strengths & weakness, as well as how to team up for building competitive global team for co-solving common problems at the worldwide base and developing professional competencies.

                          Innovation

Initiatives Information is growing abundantly, frequent disruptions are the business reality. Organizations expand when the components of the business system consume all sorts of resources and broaden their scope of influence. In a hyperconnected global organization, business execution, innovation and transformation are fostered via high-degree collaboration, transparency, and harmony, striking the right balance of reaping quick wins and focusing on long-term strategic goals, laser focus on business values and people centricity.

Influence The fierce competition and continuous disruptions are part of the new normal. The new paradigm that is emerging is organic, holistic, vibrant, energetic, fluid, and innovative, in relationship with its environment, and above all enhances the dignity of the creative human spirit.

Initiateglobalinnovation We live in a world where change is the norm, with increasing pace. If we don't embrace it, accept it, roll with it, or make it happen, we're not able to run an advanced global society. It takes world-class insight that can connect wider dots to inspire and accelerate the evolution of global society when it comes to innovation. Contemporary global leaders and professionals look at the global economy with an innovative tone and creative lens around the world; deepen their understanding of global issues contextually and deal with common challenges innovatively.

Initiateglobalinnovation We live in a world where change is the norm, with increasing pace. If we don't embrace it, accept it, roll with it, or make it happen, we're not able to run an advanced global society. It takes world-class insight that can connect wider dots to inspire and accelerate the evolution of global society when it comes to innovation. Contemporary global leaders and professionals look at the global economy with an innovative tone and creative lens around the world; deepen their understanding of global issues contextually and deal with common challenges innovatively.

Innovateglobe We are at the paradigm shift; transformation occurs at the intersection of art, science, philosophy, and economics. How to connect people’s minds to bridge the world of differences, drive transformative change that all global citizens agree upon?

Initiategrowth Organizations are at a different stage of the business development cycle; they have to experiment with all sorts of growth opportunities. Most of the time, growth is a tough journey as you have to ride the learning curve, develop different capabilities, overcome change inertia, build confidence and gain enriched experience. Each growth phase has a period of evolution, stability and ends with a revolutionary road of organizational change and maturity.

The “Future of CIO” Blog has reached 10 million page views with about 10600+ blog postings in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.

Ininateview

Innovative global professionals should shape their perspective of value proposition, life experience, world view; culture quintessential, as well as education viewpoints.

The effects of an increasingly digitized world are now reaching into every corner of businesses and every aspect of organizations. Digital is the age of creativity and innovation, creativity is the most desired trait for digital leaders and professionals today, and innovation is the light every organization is pursuing. 

Which themes shall you set to advocate digital transformation? How to lead toward the digital future effortlessly?



                                   Logical View


Initiatelogicalviews There's transparency in the digital era of the twenty-first century due to information abundance and cross-boundary collaboration platforms at which customers, all sorts of partners who share and get to know each other and improve people-centricity.

InitiateBA-ledviews With “VUCA” digital new normal, businesses have been faced with increasingly more complex and pressing problem-situations, they should adapt to dynamically changing environments. Thus, the Business Architecture role in designing and planning future enterprise will be both interesting and challenging; from inside-out to outside-in, and from industrial-segregation to digital modularization.

CInitiatevisionaryViews The business transformation journey is full of velocity and uncertainty, thus, a clear vision is in demand and it’s important to capture multiple views to describe the future state of the business. You will also need to tailor the communication of these views to different stakeholders, focus on defining what would appear to be the goals of the business in x years and how the organization and systems would be structured to meet that.

InitiateSyntheticView Digital is about changes, closer to reality is that 'change' is continuously happening in such a dynamic environment of a company. Businesses need to recognize the change and help leaders meet the challenge via business savvy and agility. Improvisation, fact-finding, analysis and synthesis, trial and error, all are necessary ingredients of leadership. In particular, senior leaders at the board level should shape the synthetic view in order to understand things holistically, drive change radically and lead the business transformation deeply.

InitiateHolisticView Holistic thinking involves understanding a system by sensing its large-scale patterns and addressing the big picture. In terms of a holistic 'viewpoint,' one does often need to integrate different stereotyped or mechanistic viewpoints; it is the integration and searches for new viewpoints that are holistic. At times, when you only want to see things from your own point of view, see what you want to see, or hear what you want to hear, often you miss the point to understand the real problem holistically as well as how to solve it creatively or systematically. Here are three aspects of shaping a holistic view of digital transformation.

The “Future of CIO” Blog has reached 10 million page views with about #10600th blog posting 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. 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.

Innateresilence

Strong risk management disciplines will balance performance and compliance, and improve organizational resilience ultimately.
The world becomes over-complex, uncertain, and ambiguous, the ecosystem dynamic allows the organization to morph as the business conditions and organizational capacities for change to allow a better fit. 

Organizations should seek to improve their ability to define and communicate a clear, consistent, enterprise-wide approach about setting healthy risk appetite and a variety of possible situations and scenarios to improve business resilience.

Good risk management needs to provide the strategic light and tactical angles to the issues of local, national and global efforts and challenges of changing working environments: Because the context for corporate risk management includes a wide range of circumstances and capabilities which are subject to constant variability. There’re a growing number of organizations that have shifted their risk management orientation from bottom-up to top-down, with more senior management and board involvement, to take charge of risk issues.

There are both strategic and technical perspectives to manage risks. There are "human factors" such as irrational, cognitive, or behavioral aspects to be considered in optimizing risk management. We can't and won't be able to manage or predict but by mapping and measuring complex interactions in real-time, organizations can gain early warning, anticipatory awareness of possible/plausible negative impact.

From the investment perspective, risk intelligence is the next big frontier for risk management:
As we’ve been living in a more complex and interconnected world, current risk management systems and processes are not highly automated, strategic and technology risk management are complex and costly. The top-performing companies implemented on average twice as many of the key risk management capabilities as those in the lowest-performing group.

After understanding the business strength and weakness, the dynamic market conditions, the next stage of risk management should surely be to define the organization’s appetite for risk, then how to improve risk intelligence smoothly. From risk mitigation to risk management and intelligence, business managers are able to visualize and identify and convert uncertainty to risk through the application of quantification methods to manage uncertainty as risk, and move up risk management maturity.

Innovative risk managers see that risk can provide certain opportunities for business growth: Like quality, risk identification or prevention is everyone’s business Do people need to be forced to comply with risk management activity or do they naturally consider it as part of their daily job? Those that take a very objective view of risk are more often than not the ones who come up with innovative ways to turn it to their advantage.

Because without good risk management, the opportunities which it creates cannot be properly transferred into value. Process management helps every layer of organization to make rational judgment and decision via well crafted process, embed customer/operational data, to improve risk intelligence, and build a more resilient organization with rapid growth.

Risk Management is both for top-line business growth and bottom-line compliance and security. The greatest risk is the weakest link of your organization, usually people. Strong risk management disciplines with a multitude of choices to serve customers, engage employees, develop products/services, increase risk intelligence with business flexibility will balance performance and compliance, and improve organizational resilience ultimately.

Influence

Influential leaders or professionals need to genuinely look within their own hearts and minds, interact, interpret, inspire, innovate, improve, to enhance innovative influence all the time.
We live in such a diverse world with unpredictability, uncertainty, hyper-diversity, frequent disruption, and fierce competitions. Regardless of differences in mindsets, methodologies, and practices, people like to learn and grow for their own benefit. 

There are many ways to influence and there are all different types of influencers. To influence is to instill passion, recharge energy, and reimagine the future courageously.



Influence is the cognitive ability to reason; communication competency to persuade and motivate: Today we are inextricably linked, in real time and in ways far more imminent than most realize. A mindset could be called influential intelligence if it has a high cognitive ability to discover the inter-relationship among different understandings, disciplines, clarify cause-effect, guide people to drive desired changes.

Influence is based on vision and purpose with effective styles such as participation, coaching or delegation. Influence can be used to define a good leader who all has a vision and influence with that vision. An influential leader needs to practice more influence power and expertise power, and use position power wisely.

Influence and professional competency are mutually reinforced with each other: Every human being will make influences on the surrounding. The level of influence depends on leadership or professional competency, methodologies or practices; from behavior to attitude to mindset; from local community to global society; from making influence in a certain domain to cross interdisciplinary impact.

There are multiple ingredients in influencing competency such as intelligence, creativity, learning agility, global empathy, wisdom, etc. In the knowledge abundant global society, influencers are able to refine information to capture the business insight of growth opportunities; inspire creativity, encourage constructive criticism to build an innovative working environment. So organizations can build their own set of differentiated competencies to unlock collective performance.

Insight helps to build the leadership influence power in developing the true understanding based upon trust: We have seen people debate what is right and what is wrong. Insight is unique for each individual, even though we could always share some wisdom. It's the leadership capacity to be non-judgmental; the capacity to appreciate and communicate with respect for other people's ways; and the capacity to be flexible with tolerance for ambiguity. A set of well established principles helps to clarify the purpose of influence and engage all the people, perhaps cross boundaries, working together as a team to excel in working collaboratively.

Insight is crucial to amplify influence by moving from embracing diversity to appreciating and reaping multidimensional value from inclusiveness. High influencers not only put stress on “having the knowledge,” but even more critically, “developing the new knowledge,” sharing fresh insight to break down constraints and overcome the numerous obstacles for unleashing the full potential of the organization.

Leadership is an influence, which can be made through leaders’ unique professional competency, fresh insight, and personalized leadership styles. Highly influential leaders or professionals need to genuinely look within their own hearts and minds, interact, interpret, inspire, innovate, improve, to enhance innovative influence all the time.

Initiatives

Organizations facilitate continual strategic renewal through learning, and, therein, create inherent abilities to respond to evolutionary change as well as lead revolutionary transformation in the business ecosystem effortlessly.
In today's digital dynamic or unstable business circumstances, change is continuously happening and spiraling up in such a dynamic environment. There's nothing to be done about an uncontrollable situation, but do your best to manage uncertainty. 

It’s important to gain contextual understanding of the interconnectivity of the business success factors underlying the surface and focus on building cohesive business capabilities to implement business goals effectively.
 

Initiating and managing a logical scenario to implement business goals, transforming from the current state to the future state with designated actions: Effective execution of strategic planning almost always requires some combination of assets, resources/people, measurement and monitoring systems so that organizations can deploy, manage, and attenuate, amplify against demand variety as needed. Keep clarifying the logical scenario for the goal implementation and reach the clearly defined “to be” state of the business.

The business management needs to clarify: Which products/services in which markets with what emphasis? Which capabilities need to be developed or acquired to make that happen? What capacity for marketing, sales, manufacturing, etc, should be built? Which processes need to be improved or transformed? What structure will move these products to the markets with these capacities and processes? What’re your downside risks and what’re your upside risks? Organizations need to become more goal-led, rather than process-driven, with the top-down/bottom-up approach based on the target goal planned systematically.

It is imperative to define the business’s value proposition, clarify the vision, and plan to improve success rate of business initiatives implementation effectively: With today’s business dynamic, the responsibility of the management is to make a seamless alignment of planning and implementation. The management needs to predict which consequences can be created through action steps of strategic implementation, and how to make proper adjustments and continuous adjustments. Lack of direction, silo, internal politics, current culture/blame, misaligned systems/processes, overly rigid hierarchy, mistrust, dysfunction, too much complication, etc, all of those create frictions and make the organization stagnate.

Goals are the ultimate targets that can be split into objectives. Objectives are a finer definition of a global statement. Some examples of business objectives include minimizing expenses, expanding globally, or making a profit. The business management should be refined to the point that it can adapt to changing business demands in a timely fashion; it can be adjusted to meet the business priority, and be effective with the little down curve, to improve the overall success rate of goal-driven business initiatives.

By considering different scenarios into implementation, you are most likely to be prepared for these changes in a structural way:
Stakeholder involvement and engagement always makes the difficult paths of strategy management easier to tread. From top down, to make a smooth strategy management, consider different implementation scenarios. Identify both execution blind spots and capability gaps, as strategy guides and touches all aspects of the organization. The strategy implementation needs a group of elements/tools to assure it can be implemented.

Business management optimizes inter-relational processes to reduce business friction and deal with conflicts or disruptions that arise to improve the organizational agility and speed. Results are best when the implementation processes are robust in terms of initiation, planning, execution, monitoring & controlling. For most of the organizations, we still do have contexts of relative certainty, while simultaneously having contexts reflecting both complexity and chaos. Thus, strategy implementation will never be simple, apply the best fit methodologies that simplify the processes and practices. The right level of sponsorship will help to get the resources needed for the execution, overcome organizational friction and achieve the expected results. Identify different scenarios for implementation. Each of these contexts requires a different management approach.

Organizations across the industrial sectors need to be transformed from process-focused to goal driven and people centric. They should facilitate continual strategic renewal through learning, and, therein, create inherent abilities to respond to evolutionary change as well as lead revolutionary transformation in the business ecosystem effortlessly.

Monday, March 20, 2023

Initiatives

Up to the next level of organizational maturity, businesses not only need to adapt faster but need to accelerate, innovate and speed up planning-implementation continuum.
Business planning and implementation is a difficult journey full of uncertainty, velocity, complexity, and ambiguity, with many curves and bumps, roadblocks and pitfalls on the way. The blurring line of the business border and the uncharted frontier provides both unprecedented opportunities and emergent risks that companies must deal with appropriately for adapting to the dynamic ecosystem smoothly. 

You never know for sure what is going to happen. It’s important to rejuvenate passion, build courage, leave the nostalgic past and take a leap of business growth.

Be able to push the same button to create change momentum, pull the structural lever: Change indicates a degree of uncertainty. Silo is usually part of business reality, functional friction and change inertia stifle change. Incoherence, change fatigue, are all symptoms that cause growth pain. More often, change cannot be pushed down, but needs to be pulled through empathetic communication, cross-functional collaboration, holistic discipline. In order to expedite business speed, people across the organization need to move in the same direction, also look at all key business elements, including the human element; integrate all critical business elements to form the unique business competency.

From letting go of the current reality to allowing an unknown future state to emerge. It is critical to identify and strengthen the weakest link of strategy implementation, and determine how each part of the organization, including all of the key functions must "put all things together" to bring tangible business results and reach the clarified business vision ultimately. The bottom line is, for any company to succeed, it’s essential for the entire company to be pulling in the right direction, break down silos, soothe tensions, and overcome constraints, to accelerate business performance.

Be able to provide coherence between actual capability and the objectives that have been defined, and addresses in outline how the strategic objectives will be achieved: There is a willingness to "not know" and be able to source possibilities in the emergence space, be curious and receptive to improvisation and experimentation. Business capability coherence is the decisive factor for the success of business planning-implementation and how well organizations can take the step-wise approach to make the cohesive change in a logical way,

Many times you don't consider the processes as the main driver to produce the desired result, and then you will not get the result you hoped for. Processes underpin capabilities. The business capability is modular, dynamic, and nonlinear, having many visible and invisible elements. Capability-based implementation has a significantly higher success rate. In order to achieve business execution coherence, choose how to improve business capabilities based on your enterprise strengths and integrating capabilities into cohesive business competency; make continual renewal, and build a long-term advantage of the business.

It’s important to develop expertise, collaborate through communities with geographically-distributed teams, and arise the opportunity to implement strategic planning
: From silo to connectivity is the paradigm shift. The larger initiatives you take, the more chances you perhaps fail. “You will be held accountable” is on the face of it, not a bad thing, you have the freedom to do whatever needs to be done, and the responsibility to ensure you do your best to bring about a good outcome. Implementation is usually a cross-functional collaboration, you need to include all of the remote teams in iteration planning; every individual both local and remote to commit as one to the iteration of plan-implementation.

It’s important to assess the team effectiveness and performance: How educated your team are in the delivery mechanisms you are proposing. Do they know what is expected of them? How empowered do they feel? Can you “build the right thing" along with "building it right"? More emphasis will be placed on the practice rather than dogma. What works will replace what is fashionable and theologically correct. Business leaders today must be able to foster a workplace that thrives on cross-functional communication, collaboration, and social interaction in building business competency and making seamless strategy implementation.

At today’s “VUCA” new normal, if you do not change proactively, you would become irrelevant gradually. Up to the next level of organizational maturity, businesses not only need to adapt faster but need to accelerate, innovate and speed up planning-implementation continuum. The purpose of integration, optimization, and acceleration is to make a significant difference in the overall levels of business performance and organizational maturity.

Innovation

Businesses need to become more innovative, at the same time, clarify the logic at different stages of innovation management.
All humans are naturally creative. Today, innovation can happen anywhere, anytime; it expands both horizontally and vertically. An organization of today needs to be organized in such a way that it is a part of the modern world; it cannot be organized using the outdated, mechanistic paradigm that resulted in bureaucracies. 

Instead, companies need to emphasize participation in idea brainstorming, empathetic communication, cross disciplinary management and realize that they will need to continue innovating, and renew themselves periodically.

Innovation is usually nonlinear, involving non-stable processes to make evolutionary changes: When innovating to create new value, position a brand, differentiate and position products or services in diverse markets, forward-looking organizations seize the opportunity to take a fresh look at the business environment, make objective assessments of innovation process design, prototyping, and optimization, etc. If the organization has got that level of knowledge, it could accomplish a lot with less.

Innovation management does require interdisciplinary understanding to connect wider dots and see what’s possible, as well as the technical expertise to create disruptions or implement innovative solutions. There are breakthrough innovations and incremental innovations. Hybridity is the style for managing innovation. So high mature organizations can get a clear and uncompromised place void of irrelevant complexity. It takes structural process management for innovating, clarifying business logic, optimizing key business processes; building business innovation competency.

Innovation is to see the substance of things unseen: Innovation is about achieving high performance, but it’s also risky. You have to look into an unknown future, envision unseen, and attempt to define the innovation landscape with its risks and opportunities, and shape your own unique viewpoint. Unseen is complex until it is known. Once known, it becomes simple. Innovation has a considerably high ratio to fail compared to other types of business initiatives because there is no “one size fits all” formula.

Hence, innovation management needs to ponder around: Are the targets still in line with the vision? Do we have newer information which needs to be addressed? Does this impact the strategic plan? How to build innovation competency of the organization? Being innovative is to transform the words to poetry, ideas expanded to create novel ideas, fresh concepts, alternative solutions. Potential can be unleashed via releasing creative energy, discovering the innate strength and setting strong disciplines to develop innovativeness as a state of mind, and build cohesive organizational innovation capabilities.

Innovative organizations deploy a range of different management disciplines, technologies, processes, and structural solutions: Innovation is the process which can be managed. Often, organizations with a command type of organizational culture are indifferent to external change, hence, cannot grasp innovation opportunities on time, and lack the learning agility to run an innovative organization. People who can see the bigger picture, abstract the insight from the overloading information, are needed to clear blind spots, integrate a multitude of viewpoints, and inspire the culture of innovation.

Businesses are always on and hyperconnected. There are various parameters that you need to make adjustments. It is important to build the culture of innovation, inspire people doing meaningful work and take calculated risks. To become creative, one would have to break down some old rules, but you should learn and have an in-depth understanding of those rules first; among other things. Without a cross-functional and end-to-end perspective across the entire enterprise, business managers and teams operate with an incomplete and relatively small view of the business ecosystem. Therefore, it’s important to cultivate the right environment to foster integrity, trust, transparency, and risk-taking in order to build a creative workforce and improve the innovation capacity of their organization.

Businesses need to become more innovative, at the same time, clarify the logic at different stages of innovation management. It’s always important to fine tune key business elements such as people, process, and technology, update structures, methodologies, and cultures, build a set of unique organizational competencies to thrive in the future, to catalyze innovation and achieve high performance results.

Innatequality

High-quality enterprise consists of high-quality people, high-quality products/services, and high-quality business capabilities/processes, etc.
Digital organizations arise when the scale of the interrelations, interactions, or inter-relational interactions surpasses the silo-based organizational capacity. Quality management ensures that in an organization, products or services are consistent to meet customers’ satisfaction. Digital Quality management needs to take an overarching approach with multidisciplinary practices. Quality is everyone’s business.

This book Quality Master: The World Class Insight about Quality is not about discussing specific quality standards or techniques well adopted in different industries, but for sharing some insight on how to understand the multitude of quality attributes from different perspectives, recognize quality champions to inspire quality culture, set digital principles and develop the best and next digital quality management practices.

              Innate Quality


Initiatives With rapid change and frequent disruptions, the business should always be open to, conscious of, and feel empowered to act upon change dynamics. The ambidextrous organizations have to be solid enough to give some sort of form or meaning but amorphous or fluid enough to its environment and respond to change promptly.

Innerquality The speed of change requires the business to adapt to the dynamic business new normal, and the fiery business competitions push organizations to deliver qualified products or services to woo customers and gain the market share. Nowadays, quality is everyone’s business. High-quality enterprise consists of high-quality people, high-quality products/services, and high-quality business capabilities/processes, etc. From the organizational management perspectives, how to gain an in-depth understanding of business competency + quality, what do you put in place or how would you then structure your business to ensure that the ability of your business to adapt rapidly and deliver products and services with high quality?

Illustratequality People are always the weakest link in organizations; a degree of quality is in everything people do and experience. Quality is everyone’s business; touch all important perspectives of the business.

Initiativestoincreasingquality Quality is all about what people think and do the right thing right to increase reliability, manageability, operability, reusability, etc. High-quality enterprise consists of high-quality people, high-quality products/services, and high-quality business capabilities/processes, etc.

Improvequality Nowadays, quality is everyone’s business. The high-quality enterprise consists of high-quality people, high-quality products/services, and high-quality business capabilities/processes, etc. Where there is ineffectiveness and inefficiency in business management, there are quality gaps existing. Quality management ensures product or service is consistent, process is coherent, and people are professional.

Quality is about doing the right things right the first time. High-quality enterprise consists of high-quality people, products, or services; business capabilities and processes, etc. To effectively lead the organization to reach the next level of business maturity, it’s important to shape quality as the mindset and quality as the management discipline.

Information

The power of information is to empower the business with real-time insight across the organization in ways never possible before.
Information is growing overwhelmingly, knowledge is only a click away. The importance of data and its analysis leads to the critical elements of knowledge, clarity and insight. In the organizational context, information is the glue to connect all sorts of hard and soft business success factors for “running, growing and transforming” organizations. 

The key principles to ensure that information management is effective to improve business performance and generate tangible & visible benefits coherently.

Information fluency: Regardless of how big or complex data is, it does not make sense if it is not converted into usable information for harnessing communications and fostering changes. Information/knowledge gets stale sooner than what you thought. Running an intelligent organization with information fluency means that the business has a rich flow of information, information has good enough quality; information is applied properly, and information has been refined into business insight or customer foresight with the aim of solving business problems and improving organizational agility and performance intellectually.

The information management leaders should keep checking: What information do we have, in what format and the location and method is it held? How to store, process, and refine information to generate fresh value? Does information quality become a critical problem that compromises the business’s credibility or is information management the core strength that enables the organization to manage opportunities and risks accordingly? More attention needs to be placed on the conditions that allow information to flow freely and generate value rather than try to manage or control information, So information fluency can improve organizational agility, and maturity.

Information analysis: It’s always crucial to refine information, identify, analyze and solve issues for the better of the company. Information based analysis helps the management calculate how well organizational investment repays the company, focusing on benefits generation, cost optimization, and business competency building. In the information based society, what used to be called “knowledge based enterprises” are designed to transform raw data into information whose accuracy and authenticity are verified, and then refine information to knowledge, and business insight to run an intelligent business.

Information/knowledge cycles drive the emergence, extend through and beyond the scope of the organization. Information management is complex, it requires organizations to adopt more effective methods to obtain the most meaningful results from the data that generate value and accelerate business performance. The advantages of information analysis are based on “discovery and agility” - mining existing and new data sources for identifying patterns, events and opportunities continuously. Information based risk analysis is crucial to do pre-work for risk assessment and improve strategy management success rate. The better decision analysis approach is to embed analytics in decision making systems; leverage quality information, processes, and other decision tools as a "corporate knowledge base" to improve business performance. So information analysis can make a big difference in leading changes, catalyzing innovation.

Information synchronization: Running a business is about creating customers, making progressional movement. Fundamentally, there are two reasons to pursue change: become better at what you do, or become able to do something alternatively. With fierce competition and more selective customers, organizations acquire the information-based analytics and synchronization to reshape personalized products, services, and solutions almost real time for gaining competitive advantage. Information synchronization enables the organization to function like a living thing that is organic, holistic, energetic, coordinated, and consistent in the relationship with its environment. The organizational synchronization occurs when all parts of the choir sing their respective parts in harmony.

The synchronicity of the information management cycle is about processing and synchronizing information, refining knowledge, and capturing business insight to guide the company forward. With the introduction of information and application of intelligence, it is the aggregation and assessment of information that creates the intelligence required to define the business rules and strategies for driving the business forward effectively. Solid information management is an essential prerequisite to providing effective information - innovation synchronization solutions.

The power of information is to empower the business with real-time insight across the organization in ways never possible before. The ultimate goal is to ensure information-savvy organizations keep tapping their innovation potential, reshape innovative products, services, and personalized solutions to generate business value and improve customer satisfaction.

Influentialability

In order to influence others in a constructive way, people or organizations present differentiated competency, build solid character, cultivate creative culture.
The purpose of “Digital Fit: Manifest Future of Business with Multidimensional Fit“ is to share insight about multidimensional enterprise fit from digital characteristics, organizational structure, change, knowledge, and talent perspectives; evoke critical and paradoxical thinking about digital “fit vs. misfit,” spark healthy debates on how to define and develop true digital fit, and build a fitting working environment to inspire creativity and accelerate digital transformation.

                  

Influential Ability

Influentialability Business environment becomes more complex, uncertainties, changes, disruptions are part of reality. Capability enabled strategic goals will have a significantly high success rate. Either individually or organizationally, the "development, enhancement, and coaching" cycle of capability improvement focuses on shaping fitting mindset, updating knowledge, capturing both the individual's development needs and organizational strategic perspectives, taking logical steps to achieve capability based goals smoothly.

Influence It is the paradigm shift from static to flow, silo to integral, and mechanical to organic. Influence is thought-provoking, insightful, and permeating. In order to influence others in a constructive way, people or organizations present differentiated competency, build solid character, cultivate creative culture.

Illuminateability In today’s hyper-competitive environment, knowledge gets stale sooner than what you thought about due to rapid change and exponential growth of information. Top seasoned leaders or high professionals become aware when some of the long-acquired knowledge is no longer applicable in certain situations, they need to keep learning and build unique core competencies.

Illustrateability We live in the “VUCA” new normal with varying characteristics such as diversification, ambiguity, and increased flux. Learning agility means keeping mind opening; having skills updated and continuing to build professional capabilities. Nimbleness is about agility, flexibility, and resilience.

Initiateinnovativeinfluence Influence is the cognitive ability to understand; communication skill to inspire and persuade, or “can do'' attitude to motivate. Regardless of which stage you are at the professional growth cycle, forethoughtful leaders or professionals should continue to learn, innovate or coach to deepen their influence.

The “Future of CIO” Blog has reached 10 million page views with about #10600+ 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.

Innatenavigation

It is up to you to- never give up, or give in. become an example, a hope for -those lagging behind progression curves, brightly.
With “VUCA” reality,

people are -

all vulnerable at-

certain points;

knowing who you are,

what you think,

help to-

improve -

cognitive, relational, assertive actions,

you take on-

a day to day basis,

insightfully;

are you able to-

gain a deeper connection with -

yourself, natural surrounding,

navigate through -

the journey of growth,

smoothly?


Self-exploration doesn't happen,

overnight;

fear or love are present as-

the choice;

do not ignore -

that deeper calling,

make room for -

the unknown parts self to -

emerging;

claim their right to -

be part of the whole,

authentically.

It is up to you to-

never give up,

or give in.

become an example,

a hope for -

those lagging behind -

progression curves, brightly.



Sometimes,

all a person needs is to-

be reminded -

they do hold the power to -

change within-

themselves;

they are gaining-

a deeper connection with-

themselves, natural world;

the way they navigate -

through changes;

is not just reactive,

but active, proactive;

discover themselves to-

be not one,

but many-

a multitude of selves, coherently;

some are -

articulate, resilient,

some are-

out-of-the-box, vulnerable;

it has to do with -

discovering that source within,

bringing it out into-

the world,

holistically.

Sunday, March 19, 2023

Influence

Influence via practicing great leadership is profound, there are many tangible & intangible ingredients to make it shine.
The fierce competition and continuous disruptions are part of the new normal. The new paradigm that is emerging is organic, holistic, vibrant, energetic, fluid, and innovative, in relationship with its environment, and above all enhances the dignity of the creative human spirit. 

Leadership is not controlled by command structure or overly rigid organizational boundaries. Being an influential leader means giving people confidence on where to go and how to get there, supporting them and also stretching them to unleash their full potential.

Leadership vision to set the direction: Vision is the end goal, the strategy is the plan to get there. Leadership guidance steers the organization in the right direction and inspires people to achieve high performance, unlock their potential. There's nothing to be done about an uncontrollable situation, although a clear vision, along with a good plan can identify the external factors, and a good process can enable a company to work around the external factors. Insightful leaders are not only fluent in making effective decisions but also becoming more influential on innovating, coaching, and driving transformative changes.

Organizational leaders need to ponder around: Is vision still valid in the continuously changing environment? Is there an adjustment needed? Can people follow the vision which guides them through the journey of changes? You have a vision of what you are to become and a strategy for making that happen. The purpose, embodied in the core value proposition, inspires the vision which defines the mission informing the strategies to achieve strategic goals and objectives smoothly.

Leadership is ripened when the power of leadership is based on acute observation, insightful understanding, sound judgment: Business reputation and brand are based on those interconnected elements from leadership to process and technology. In an information abundant and interdependent digital era, the effectiveness of leadership is based on leadership competencies which include multidimensional cognition, creativity, learning agility, decision effectiveness, and problem-solving, etc, 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.

It is imperative to understand that leadership effectiveness manifests respect, caring, and trust-building based on the leader’s insight, innovativeness and inclusiveness. Persuasion is a leadership quality to sell either vision or new ideas with an intention to harmonize and influence. Influential leaders can observe deeply, understand insightfully, make sound judgment and co-solving problems effectively.

Leadership influence via coaching, peer-peer collaboration
: Great leaders as a coach 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: Contemporary leaders should less focus on command-control style management, more focus on peer-to-peer collaboration. Collaboration, teamwork, and unity bring strength. It starts with knowing shareholder value: and bringing them in front of the leadership team to oversee strategy management. Continuous coaching may be clues to how well it has embedded, their mastery of new roles quickly and effectively, learning more rapidly than others, and being more innovative.

Forethoughtful leadership team can build a trustful, collaborative, and motivated workforce, and refine the culture of learning. The gaps can be bridged through futuristic leadership, the culture of learning, effective training and talent development. All the leadership team and staff should be able to implement their communication strategy appropriately. Setting priority to leverage limited resources, times and talent to unlock collective performance cohesively.

Influence via practicing great leadership is profound, there are many tangible & intangible ingredients to make it shine. Leadership development must be tied to context not in a way that promotes comfort with the context, but rather in a way that creates agility in them to be ready for fast changes and at the same time to create the abilities for people to be pioneers, innovators, and creators of a better context.

Initiatives

Human progress is fundamentally achieved via an iterative problem-solving scenario.
The purpose of Problem-Solving Master - Frame Problems Systematically and Solve Problems Creativelyis to throw some light on how to understand, frame, and solve today’s multilayer, interdependent, and over-complex business problems effortlessly. 

Digital leaders and professionals should be self-aware of their role in problems, show professional maturity, and develop a good reputation as the problem-solver.

       Initiatives for Personalization


Initiativesofpersonalization The purpose of business is to create customers. Providing personalized solutions to customers has become the new normal. Customers must be willing to pay for it, whether it is a product, process or service, to meet their needs. Organizations have to build a set of differentiated business capabilities to keep fit and ride above the learning curve. They need to believe that the people-centricity is an important perspective to build long term business advantage.

Innovatingviapersonalization The digital era upon us is about people, option, empathy, or simply put, "personalization." Businesses across industries do data mining to gain insight of customers and understand what they need even before they know themselves, provide personalized products/services/solutions, and develop people-centric organization that matures itself via continuous brainstorming, refining and reinventing business models, processes, and differentiated competencies.

Innovateviapersonalization The digital era upon us is about people, option, empathy, innovation, or simply put, "personalization." In face of fierce competitions and frequent disruptions, it is without a doubt that many organizations have come to the realization that in order to be successful within their industry, they have to focus their efforts on building people-centric business.

Innovativepersonalizationframework Digital organizations are all about information savvy, adaptation, people-centricity, high-performance, and speed. Going digital with a personalization theme takes multifaceted management disciplines and structural procedures to drill down the critical success factors for reaching long term business success.

Innovating via Personalization It just turns out that, as human society gets more and more complex, dynamic, nonlinear, uncertain, volatile, and ambiguous, the continued use of the old paradigm, the old-world-view-lens, creates ever-increasing problems. The very natural attempt of humans to take the technical aspect of science is also not sufficient to run a hyperconnected and interdependent world.

The “Future of CIO” Blog has reached 11 million page views with about 10600+ blogs 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; it’s not just about what to say, but about why to say, and how to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.