Initiatives

The business management is situational, based on the business initiative flavors and scale. It is a broader arena which has to connect more non-linear dots and take multidimensional understanding and capabilities to achieve high performance results with continuous deliveries.

Business is complex nowadays, organizations have a variety of stakeholders, behind many critical business initiatives, there are numerous reference points of varying stakeholders. To manage business initiatives successfully, quality information, goal driven processes, and logical scenarios are needed to achieve high performance results. 

The more stakeholders can impact business initiatives seriously, the better chance such initiatives will achieve or exceed the business expectations.

It’s important to brainstorm pros and cons of different business initiatives and analyze potential benefits or pitfalls: Any business initiatives, especially change initiative, should be viewed as an "opportunity" for solving critical business problems, generating differentiated value, and producing quality products/services/processes. Strategic business initiatives require the highest risk-taking at a strategic value chain; including organization, investments, and assets Senior leaders need to be fluent in multidimensional thinking, interdisciplinary knowledge, and must participate in creating and shaping a company's vision & mission. The focal point is to calculate which business initiatives provide the greatest return, and which would be invested in the future.

Smart shareholders know that they live in a complex, dynamic world. Too much focusing only on short-term economics can lead to negative values that could outweigh finances in the long-term. Have management oversight of business strategy, resources, capabilities, and all critical success factors of the business via asking insightful questions: How does the business initiative differentiate the organization from its major competitors? What outcomes can the sponsor expect to achieve through investment in the proposed initiative. Can business benefits of initiatives be measured and quantified? Rather than “keeping the lights on” only, high mature organizations spend significant time on delivering quality products and services, improving the success rate of initiative management continuously, creating differentiations, building and maintaining a strong corporate brand name.

It’s important to build a practical roadmap which is contextual, informative, with clearly defined key performance indicators: For complex business initiative management, besides goal-setting and process clarification, build a practical roadmap and take capability-enabled business approaches. If the roadmap focuses on a specific "road" within the map, then the map is more tactical and in turn determines the importance of what artifacts are necessary to define the road. Keep the progress checking in an iterative way; it is important in overall progress and if the associated objective is not fulfilled, some important analysis and decisions are needed.

Technically, there is no single initiative that will suffice to raise the digital fluency or the business, shape an intelligent workforce, enable intellectual stimulation, unlock the full business performance. It’s important to leverage multi-choices of strategy, gain a long term strategic-choreographic perspective, understand business complexity and its dynamic ecosystem, not just a snapshot of the current business circumstances, strike the right balance of short term profitability and long term prosperity.

It’s always important to build compelling teams with complementary expertises, and empower people to implement initiatives effectively: It is important to understand that business development is multifaceted and it takes cohesive effort to build high performance teams, make continuous improvement for enabling the organizations to thrive. In high-performance teams, the selection of roles is done automatically and naturally, focusing on creating the right atmosphere in which people can take ownership of their tasks, processes and participate in various activities to boost performance consistently.

An inclusive organization is immersive, informative, interactive, interdependent. Inclusion is essential to enable people to break down silos, become more informative, interdependent, inclusive. Diversity can create a lot of confusion and conflict if people are not well prepared for it, and if the leaders are unaware of how to manage it, embrace inclusiveness. There should not be a stagnation in engaging the talent from different demographics. Be open minded with a humble attitude, respect differences, to co-solve the variety of problems holistically.

Contemporary businesses are overwhelmingly inundated by rapid growth of information and too many business change initiatives. It usually takes structural practices or systematic discipline with cross interdisciplinary expertise in implementation and optimization. The business management is situational, based on the business initiative flavors and scale. It is a broader arena which has to connect more non-linear dots and take multidimensional understanding and capabilities to achieve high performance results with continuous deliveries.

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Innovation

One of the challenges organizations face when attempting to innovate is a coherent process through which they can develop ideas into fruition, with the ultimate delivery of commercially astute outcomes. 

Innovation is a unique business capability to reinvent business. Innovation journey is like taking a hiking trip at the trail, very few or even no people have ever gone before. It takes courage, intelligence, and emotional maturity. There are many components in an effective innovation environment or ecosystem, each by themselves may not cause a creative environment, but collectively, they can build a set of unique innovation capabilities.

Organizations should develop a set of fitting innovation principles, methodologies, practices, apply them properly to really add value and accelerate innovation performance, build the organizational level innovation competency.

Innovation requires thinking beyond, as opposed to outside the box, altering or changing the frame of reference to create previously unconsidered solutions: Sow creative thoughts=create novel ideas; unlock imagination, discover alternatives. The process of creative incubation necessitates the need for the ability of divergent thinking, a novelty-seeking behavior. Incubation time is the time taken for the subconscious mind to respond to stimuli until it delivers a result back to the conscious mind. This incubation process or gestation time is essential for idea generation and at the core of creative practice and competence.

Creativity is both natural and nurtured. To be creative, you have to enjoy the freedom of thinking, imagining, metaphorically communicating, trying, learning, doing, failing, and improving, etc. it is not something you can learn as a topic, it is something you acquire and use, not just for learning, but for life itself. Collectively, unleashing creative potential enables human society to reach the next level of advancement.

Innovation portfolio includes the hybrid types of innovations: It's critical to manage a healthy information-innovation business cycle, bring data-based insight, fine-tune underlying business functions and processes to improve business performance. Incremental innovation can be managed top-down to generate calculated value. It is much more predictable, often the result of optimization efforts on the product or process.

Breakthrough innovation is a radical new approach that leaves competitions behind in some way; it’s high-risky, with high potential to bring high return on investment. Innovation is greatly influenced by external circumstances; it doesn't mean the innovation system of the organization is or should be unstructured. It takes structural processes and continuous practices to improve innovation effectiveness.

Innovation teams and organizations are inclusive, informative, to not only generate fresh ideas constantly, but they can also implement the best of them boldly: In many traditional organizations, the higher the hierarchy, the more homogenous the workforce is. It could be the very reason that many talent/leadership development and innovation initiatives fail to achieve the expected result. Innovation leaders should empower teams to build the culture of innovation. brilliantly imagine the missions and business models of tomorrow while orchestrating across boundary innovation.

When there’s a group of people working in a team towards a common goal, conflicts exist. If conflicts are caused by diverse viewpoints, seeing things differently, sometimes, such conflicts can stimulate creative thinking and rejuvenate innovation. It is the leader/manager's responsibility to resolve crucial issues unbiasedly for smooth functioning of the team, without discouraging independent thinking and knowledge sharing, in order to build a high performance innovation team for producing great outcomes.

There are many components in effective innovation management. One of the challenges organizations face when attempting to innovate is a coherent process through which they can develop ideas into fruition, with the ultimate delivery of commercially astute outcomes. Innovation leaders need to make an objective assessment of their innovation appetite, attitude, and aptitude, and manage an innovation portfolio strategically to achieve high performance business results for the long term.


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Innatepersonalization

To awaken innovation in the well-established organization, business leaders and professionals should think as an intrapreneur and act as a startup manager.

Digital is the age of innovation. And innovation is what leads to differentiation. There are many ways to differentiate and, therefore, there are many ways to pursue innovation. The purpose of the book “Unpuzzling Innovation - Mastering Innovation Management in a Structural Way“ is to demystify innovation puzzles in a structural way.

     Personalization 

Innovative Personalization Information abundance enriches human society by understanding thoughts and behaviors of people, providing customized solutions to meet their needs. Great personalization leads to a more advanced human society in which people are able to learn, grow, make achievements with a free minded spirit, take innovative activities, and drive transformative changes. In fact, providing personalized solutions to employees or customers has become the new normal to run a people-centric organization.

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.

Initiatepersonalizeparadigm With rapid change, abundant information, and frequent disruption, our society moves from which the silo mentality controls the world to one in which reciprocal connectivity rules the globe. Forward-look leaders and professionals ponder what the transformation must look like. They should not only do the planning but also make proactive preparation for the ongoing digital paradigm shift.

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 10 million page views with about 10800+ 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 to human progression.



"Unpuzzling Innovation" Amazon Order Link

"Unpuzzling Innovation" B&N Order Link

"Unpuzzling Innovation" iBook Order Link

"Unpuzzling Innovation" Book Slideshare Presentation

"Unpuzzling Innovation" Book Chapter 1 Innovation Classification

"Unpuzzling Innovation" Book Chapter 2 Innovation Principles

"Unpuzzling Innovation" Book Chapter 3 Digital Innovators

"Unpuzzling Innovation" Book Chapter 4 Connecting Innovation Dots

"Unpuzzling Innovation" Book Chapter 5 Digital Innovation Best & Next Practices

"Unpuzzling Innovation" Book Chapter 6 Innovation Paradox

"Unpuzzling Innovation" Book Chapter 7 Innovation Gaps and Pitfalls

"Unpuzzling Innovation" Book Chapter 8 Innovation Measurement

"Unpuzzling Innovation" Book Conclusion Mastering Innovation in a Structural Way

"Unpuzzling Innovation" Book Quotes Collection I

"Unpuzzling Innovation" Book Quotes Collection II

"Unpuzzling Innovation" Book Quotes Collection III

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Initiatenicheleadership

Leadership is all about the future and change. Each one of us has the opportunity to lead at a different level and exercise leadership influence with differentiated voices and capabilities.

We live in a global society with enriched knowledge, hyper-diversity of talent, variety of cultures or traditions. Leadership is not just about what you act, but more about what & how you think and convey what your thoughts accurately to make a positive influence. To put simply, how to influence at the mindset level.

The key to world class leadership success is to integrate different generations of leaders, tap into their way of looking at the world, solving common problems with very collaborative working styles, and also close the talent gap seamlessly. Organizations not only need good managers to take care of today’s business but also have to recognize influential leaders to accelerate their companies to reach the next level of business growth and improve long-term prosperity.

Leadership light: Leadership is influence; bright leadership contributes to a better society with benevolence, integrity, humility, respect, ethics, fairness, empathy, and sustainability. Influential leadership is like the guiding light to support effectiveness and achievement of business results, to cultivate positive and inspiring working culture, to motivate the team, to be confident and trustworthy working with the people, to take the initiatives of communication with stakeholders of all stride, and transform vision into reality.

Leadership as light comes with a clear vision, insightful perspective, and influential behaviors. To keep learning agile, embrace diverse viewpoints, have a thorough understanding of the various perspectives and shape into world class insight. Top leaders go beyond a senior title, but shape a set of advanced mindsets, develop a far-sighted vision, represent the overall quality of leadership, inspire innovation, They apply visionary and strategic thinking, plus enthusiasm, and unique personal leadership styles to make radical influences.

Leadership niche: Leadership is about influence and change. For better or worse, leadership is a very complex subject that includes a myriad of hard skills and soft discipline. The niche of leadership depends on a number of factors, the purpose to lead, leadership fluency, the mix of knowledge and expertise, the quality of information they receive, decision effectiveness and problem-solving competency.

Leadership niche can and should be defined, with the level of leadership capabilities, the flavor of leadership practices, or the key desired behaviors. This is useful when defining leadership roles and levels when identifying leader development areas, and when assessing leadership skills and experience. To develop a leadership niche, the distinct core capabilities are needed, to present trustworthiness, amplify influence, or “lead by example.” Effective leadership has great capacities of keeping focused on the strategic goal and understanding how to motivate multi-generational and multicultural workforce through inspiration, motivation, and innovation.

Leadership root: Leadership is about change and growth, without change, you get stuck. Profundity is one of the crucial characteristics of high mature leadership. Leadership without profundity is like the plant without deep roots, simply cannot grow strong. Profundity is the essential trait of influential leaders who are able to shape a clear vision, discover patterns underneath, look above, underneath, and around the corner, challenge common beliefs or conventional wisdom, make fair judgment,and gain deep insight into issues they intend to solve, for deepening leadership influence.

Profound leadership starts with deep thoughts and step-wise actions. Choosing thoughts consciously would be arduous. But it’s the very thoughts that decide who you are, the quality of your thinking decides your leadership profundity. Profound leaders are able to read between the lines," "listen to what is not being said," and understand things underneath the surface.

Leadership is all about the future and change. Each one of us has the opportunity to lead at a different level and exercise leadership influence with differentiated voices and capabilities. The pace of change for organizations is overwhelming. In such a new normal, leadership ineffectiveness perhaps causes the failure of most organizations or the society as a holistic entity. The real challenge for contemporary leaders is to understand where and how they can and should improve to get the biggest effect and scale-up leadership influence successfully.

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Innovation

Innovators refuse to be bound by constraints and limitations, and pursue possibilities persistently.

Innovators are among us and within us, spot them via how they think and do things differently. Being able to become innovative or close is being able to think, and create new things based on the business or the customer’s needs, and solve problems alternatively.

Business professionals today need to be creative enough to think out-of-the-box, embrace great ideas; and take logical approaches to plan, engineer, implement, follow through, and evaluate innovation performance smoothly. Organizations have a great opportunity to catalyze innovation and build a highly-innovative business successfully.



Innovators as artists and designers: Innovation is the art in the eyes of artists. Art is driven by our wide imagination and unlimited creativity. Innovation is a systematic way of applying creativity to generate novel ideas, bringing into existence something which did not previously exist. Art is most usually seen by artists themselves as being principally about the act of creation; artistic innovation starts from abstract thinking and wide imagination to perceive the future, explore the” art of possible.”

Innovation starts with an idea followed by a management process that experiments, designs, prototypes, builds a set of hypotheses about how the product of the idea will look like, and how the customers will react to the product, converting the artistic ideas to designing to functioning work to achieve commercial value. Innovators are designers, they master the visual design elements, such as line, form, shape, and color, with principles like balance and variety, to make a visualization more customized for trends and comparisons.

Innovators are philosophers and psychologists: Due to the digital new normal such as complexity and uncertainty, the philosophic mind is in high demand to provide abstract thinking for understanding underneath rules and patterns, and offer multi-dimensional lenses for navigating through uncertainty, discovering truth and unpuzzling myths. The philosophical mind can set guidelines to solve problems innovatively. Innovators with philosophical mindset are able to frame the right problems before they can try to solve them alternatively.

Innovation is usually risky, it’s important to take calculated risks for achieving great outcomes. Hence, good innovators demonstrate healthy psychology to think optimistically. One of the most influential aspects of people's psychology is how they perceive the world around them and how they relate to it. Collective psychology shapes the culture of creativity. Innovators can instill positive psychology to their workforce, build a culture of learning and innovation. Innovation leaders understand how people think and do things in the organization by understanding the proving psychological concepts and practicing them fluently, influence healthy psychology, inspire breakthrough innovation, and achieve innovation excellence.

Innovators as anthropologist and storyteller: Anthropology provides a holistic perspective of digging into the dynamic human interrelationship, helping people understand and enliven the varied social contexts and cultural scenarios in a better way. Thinking through anthropological dimensions questions one’s assumptions; opens one’s eyes to a spectrum of things with so many different shades and colors of the same world; expanding one’s vision of a contemporary society with cultural diversity, and human potential. Innovators with anthropological perspectives are able to experiment with different ways of doing the same things and they are more tolerant of cultures and customs other than their own, inspiring people-centric innovation.

Inspirational innovators are good story-tellers; the good story is about selling today for tomorrow. They are interesting enough to engage others, meaningful enough to touch the hearts, logical enough to develop empathy, vivid enough to reimagine possibilities, and persuasive enough to roll vision into reality. Besides imagination, information is one of the most intensive innovation puzzle pieces, innovators are able to tell the number-savvy stories, which can lead to more persuasive and evidence-based communication, gain trust and respect for building innovation competencies.

Innovators refuse to be bound by constraints and limitations, and pursue possibilities persistently. Business leaders and professionals should shape colorful vision, embrace creativity, grasp varying opportunities to innovate, take upward challenges and downwards risks, harness cross-boundary communication, and put collaborative efforts into orchestrating innovation constantly.

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Innateability

 The maturity level of a business capability would be based on the ability for the business to deliver on customer needs to solve problems innovatively and  achieve the desired outcome coherently.

Organizational capability is the means to an end for achieving certain business performance. An organization would need to ask whether they need the capability at the base level to sustain the business, or at differentiating level to be the key differentiator for the business. 

The evaluation of capability maturity is based on capability effectiveness, innovativeness, or impact. What level of capability development is required in future based on business strategic priorities. It’s important to make an objective assessment of which level of maturity your organizations have arrived at. 

Organizational capability coherence: The ability to maintain focus, consistency, and clarity, even under extreme pressure, is what science calls coherence. Organization capability coherence is the decisive factor for the success of business strategy implementation. Consider the digital organization as a coherent, self-organized but interlaced and hyper-connected ecosystem, the degree of business coherence decides how flexibly the organization can adapt to business dynamics and how effectively it can drive progressive changes. 

The organization’s core competency is based on the set of differentiated and cohesive capabilities and how fast and effective they can be built upon. Organization capability coherence depends on how well organizations can take the step-wise approach to make change, continual renewal, and build a long-term winning position of the business.

Innovativeness: There are basic capabilities and differentiated capabilities. Organizations today need to build core capabilities with focus on uniqueness and differentiation. The innovativeness of organizational capability depends on its vast components such as leadership, people, process, technology, culture, etc. 

Innovation often has a lot to do with external circumstances, and management tends to focus on internal circumstances. The robust processes and tools that enable any entity to generate winning concepts for innovation management on a consistent basis, is the prerequisite to improve the innovativeness of business capability for sustaining business advantage and growth. 

Impact: Organization capability consists of people, process, technology, resources, and assets. Organizational capability that gets stuck at the lower level of business maturity can cause a silo based organization with business ineffectiveness. It is important to have a good understanding of current and future capabilities as well as their impact on implementing the strategic business goals. Creating an organizational strategy-capability mapping helps to set goals for capability deployment and competence building. 

When building the future state of the business, make sure that you break it down into looking at the ideal future first. A strategically competent organization has a deliberately close alignment among the company’s strategic direction and most distinctive capabilities to make a bigger impact on its ecosystem.

The organizational maturity is not based on how many years organizations have been around, but about how proactively the organizations can respond to the business requests and how effectively it can provide high performance in a consistent way. The maturity level of a business capability would be based on the ability for the business to deliver on customer needs to solve problems innovatively and  achieve the desired outcome coherently.

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Illuminategreatness

People are complex, leadership is complex, problems are complex, the world is complex, great people rejuvenate-creative energy, reinvent- a better world, indefatigably.

Greatness is -

what you overcome.

the difficult situations, 

challenges, 

adversity….

all those things,

that make you suffer,

lead to greatness,

if you could overcome,

and learn from them, insightfully.

True greatness contributes to -

open-mindedness,

knowledge fluency,

self-confidence;

If humility is involved,

greatness can be-

an incredible energy to -

innovate, inspire, influence,

proactively.

Greatness has-

triple elements;

great attitude to -

be humble enough to learn;

understand things,

profoundly;

great aptitude to -

solve problems,

unleash potential,

effortlessly;

great altitude to-

see the trees without -

missing the forest,

shape great vision.

to reimagine -

the future,

boldly…

People are complex,

leadership is complex,

problems are complex,

the world is complex,

great people rejuvenate-

creative energy,

reinvent-

a better world,

indefatigably.

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Initiatives

 It is important to clear the path, whether that is the elimination of obstacles, closing the blind spots, bridging gaps-identifying and strengthening the weakest link.

In the business world where change is significantly speeding up, information is only a click away, that business leaders couldn’t predict the future with a certain degree of accuracy. The business planning can no longer stay static, the business goals can no longer be well framed in advance, business initiative implementation is an iterative continuum. 

One of the top reasons why initiative implementations fail is because they were not actionable from the get-go: Implementation is usually more difficult due to its complexity, ineffective practices and the culture or resistance. Organizational management needs to predict which consequences can be created through action steps of implementation, and how to make proper adjustments. They should have the ability to perceive the big picture of the business ecosystem, to complement the team’s viewpoint for bridging gaps and overcoming obstacles. 

Implementation is beneficial when maintaining coherence, while allowing autonomy, maintaining a balance between exploration and exploitation; short-term and short-range attention of daily operations, with long-term broad-range vision and strategic advantages. The core building blocks required for effective implementation are clarifying decisions coherence, aligning motivators and optimizing organizational structures, identifying where the gaps in performance lie, capturing the organizational development needs, improving capability coherence, and taking logical steps to achieve high performance business results. 

It’s important to streamline the implementation scenario via good alignment of people, process, and technology: The dynamic and solid implementation is the ability to leverage quality information to analyze & predict, evolve emerging events, setting performance metrics, adjusting plans, measuring and understanding results dynamically. Identify what generates the most value for the company, express that in strategic objectives with clarity. To truly build business competencies, use the profiles and assess capability portfolios, identify both implementation blind spots and capability gaps, shorten business capability development cycle. 

Business initiatives are usually cross functional efforts, implementation will never be simple, Resource allocation scenarios need to be transparent, and apply the best fit methodologies that simplify the strategy implementation. Performance metrics can help you get some objective perspective on what you are trying to manage, but they need to be selected, crafted, and interpreted well. Bridge the variety of gaps, enhance business alignments, ensuring that the business as a whole can take a digital leap and unleash its full potential.

It’s important to highlight the real value of processes refinement and initiative portfolio management, which supports strategic planning and implementation: The processes are the tool to get the result you formulate in the strategy. Portfolio management is the vehicle to implement strategic planning. It is advisable for any organization to adapt step by step process to build internal capability with it. The process, however, needs periodical reviews to test and be able to produce expected outcomes. Process tuning and portfolio management are part of strategy management.

 Many times you don't consider the processes as the main driver to deliver the desired result, and then you will not get the expected results. An implementation team should be built with people who have complementary talent, risk taking attitude and fluent expertises because these are the people who can drive changes efficiently, break the resistance of culture, and make proactive changes.

it’s important to clear the path, whether that is the elimination of obstacles, closing the blind spots, bridging gaps-identifying and strengthening the weakest link. Organizational management can take the form of business models, prioritization mechanisms, roadmaps, experience principles, strategy diagrams, change management models, scoreboards, etc,  to monitor performance and deliver higher than expected results continually.

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Innovateglobalparadigm

Global leaders and professionals need to keep learning agile, ask insightful questions; gain interdisciplinary knowledge to explore diverse worlds.

Global world is complex, what now has to be understood are the complex dynamics of the global ecosystem within which the business is competing and with which the global business is unavoidably entangled. 

With abundant information and enriched global knowledge, a harmonized global society has a huge potential to become a highly innovative system in which all sorts of components are dynamically mixed or integrated into sometimes unique. 

Global foresight: We are experiencing the paradigm shift from knowledge economy to creative economy, from diversity and division to inclusiveness and integration. In order to shape a clear vision, perceive the future clearly, listen to different views about the organization, its global ecosystem, set strategic alternatives, and clarify the business vision in order to move the business forward steadfastly. 

Developing insight and foresight requires holistic thinking and forecasting capability, without such capabilities, you cannot increase value and competitive edge in a global economy. Global visionaries are proactive, rather than reactive to anticipate change, manifest their visions based on an inspirational, positive picture of the future, as well as a clear sense of direction as to how to get there.

Global agility: Agility is the ability to not only adapt to changes, but also create change momentum proactively. When looking at a global society with an agile tone and creative talent around the world, it’s critical to be inclusive, with intellectual curiosity to develop global agility, orchestrate innovation world-widely. Global professionals need to foster an agile mindset and behaviors, supported by aligned global policies and practices, with the ability to effectively navigate, communicate, interrelate and function well in diverse global societies. 

By developing a global organizational agility blueprint—a shared view that promotes deeper understanding of core processes, risks, and transformational opportunities, global leaders can approach change confidently. Agility isn’t just synonymous with innovation and business development, agility can help to improve performance across the entire range of global organizational activities.

Global paradigm: The survival of our whole civilization may depend on whether we can bring about such a shift -from mind shift to structure shift to platform shift. It will depend ultimately, on our ability to experience the wholeness of nature and the art of living in harmony. Global society is hyper diverse and interdependent, we would need to think profoundly about our collective progress as a human race. 

The organizations or societies that have hit the heights of success in the global world aren’t those that have determinedly followed the old models and ways of thinking; it’s those that have forged a new path to make a global paradigm shift. An innovative paradigm is an emerging ecosystem of principles, policies, and practices that set boundaries; and also offers the guidance for creating something new under common established values.

Today's global leaders and professionals need to keep learning agile, ask insightful questions; gain interdisciplinary knowledge to explore diverse worlds. From taking a small initiative to demonstrate value to developing a completely integrated global solution, they can make influence and generate multifaceted value constantly.

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Innovation

 Innovation is a differentiated business competency.

Innovation is utilizing what you already have in a unique and creative way that has not been done before and using that thing to generate value. It is invaluable in the management of the innovation workflow, decision-making, process optimization, capability integration. Innovation management takes a balancing act to have enough failure and build an environment that encourages learning from failure quickly and cost-effectively, without having failures that are too frequent or too expensive. 

Organizations need to filter, prototype, and validate potential innovative solutions: Nowadays innovation is complex, usually it’s not an individual's effort, there are multiple innovation personas who can leverage new or variations of existing processes and methods to create ideas or implement them effectively. Both culture and strategy are important to innovation, accessing the maximum number of potentially good ideas for designing, prototyping, and developing innovative solutions.

 

Innovation explorers develop unconventional, even disruptive solutions, then, when ideas are fully developed and a prototype built, innovation builders take over and work on serial production and sustaining innovation to make products or services more reliable, easier to make, and cost-effective. Do not be afraid to make fine adjustments as idea implementation is underway. 

 

Innovation prototyping and implementation are far more “process driven,” with actions in sequence: If the idea generation process is less structured than development; then designing a prototype solution is more science, process driven. Business processes have a predictable outcome, so processes can easily be identified with goals. The practice of systematic innovation can focus on translating from the innovation system to the business process which can be managed in a structural way. 

 

Innovation processes can be managed. Identify and evaluate opportunities where important problems need to be solved; involve customers in product design, prototyping; engage employees in idea brainstorming and management. Get away from a preconceived solution if you believe that the proposed solution is not what is best for the company or the customer. Take a logical scenario for brainstorming-designing-prototyping-producing-evaluating to improve innovation success.

 

 

Innovation happens when the business initiative seeks to prototype and  "evaluate" a potential product or a technology solution to a problem: It's important to note that within the organization, innovation is rarely an individual action, rather, it’s a collaborative effort across multiple organizational silos, and it needs to be managed systematically to improve its success rate. There are usually initiatives that seek to place the business into a new vantage point -looking for the “jump.” It requires leaders to communicate a clear vision, think out of the box, bend some rules in order to discover the new path of growth, take the courage for experimenting, and then scale the best and next innovation management practices. 

 

A high-mature organization always looks for opportunities across the business ecosystem to increase the usage of emergent digital technologies, explore growth opportunities accordingly and charter innovation paradigm shifts seamlessly. 

 

There are many areas within a company where the innovation process can be applied to create value. It is important to look at innovation from the perspective of developing business-wide innovation capabilities. The good or bad innovation would depend on the business’s attitude to take calculated risks and business aptitude to manage innovation. Innovation is a differentiated business competency.

 

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Innovativecapability

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 

The purpose of the book “Digital Capability - Building Lego-Like Capability into Business Competency “ is to provide an insightful understanding of assessing, developing, and managing organizational capabilities in a structural way. The organization’s competency is based on a set of cohesive capabilities and how fast and effective they can be built upon. The high-mature organizational capability is the digital business differentiator, to keep the business unique, competitive, and innovative, to improve business maturity significantly. 

The capability views enable dot connections and help the business identify “actuality, capability, and potentiality,” build Lego-like capabilities into core business competency and improve the success rate of strategy execution and overall business maturity.

            Innovative Capability

Innate ability Change is part of a new normal, a coherent company has a deliberately close alignment among the organization’s strategic direction, its most distinctive abilities to understand, plan and act. The business growth cycle could be viewed as resulting in emergent means of clarifying a vision reflecting the “mind and soul” of the company to accelerate business execution via continuous balance cycles of participation, expansion, innovation, and optimization.

Innovationfit People are the very purpose for change, they are often the weakest link in business transformation. Every professional has their own journey of growth to keep fit based on their own perception, talent, skills, experience, training, and refinement. One of the most crucial challenges of talent management is to put the right people with fitting competencies to solve right problems effectively.

Initiatives Nowadays, technologies bring unprecedented convenience and deeply influence on how people think, live, and do business. Organizations can respond to the ever-changing environment dynamically based on information fluency and integral capabilities.

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.

Innatereliability The digital era upon us is people-centricity. The true value of people, especially today’s knowledge workforce, include many tangible and intangible factors, and their value can be increased through their learning agility and professional influence. Business professionalism can be ripened to maturity via developing professional competency with all sorts of ingredients.

The “Future of CIO” Blog has reached 10 million page views with about #10800th 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.

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