Initiatives

It’s imperative to understand the business as a complex adaptive system with different functions, structures, layers, and teams, and take the art and science of management to lead the business forward successfully.

Organizational management is both science and art. The traditional linear management practices working in the considerably static industrial organizations are simply not sufficient to manage the "VUCA" new normal. 

Science is what we continually do in a structural way with a set of principles and processes to reach the state of excellence; art is related to our perception, imagination, expression of our surroundings and how to rejuvenate an advanced society, anthropology provides an angle about being a human- how to survive and thrive in this co-shared world. Interdisciplinary science can be applied to encourage changes, catalyze innovation, and influence humanity.

It’s crucial to know that the scientific part of business management helps to set the policy, guidelines, structures, and methods to achieve high performance results: Computation has become one of the most important disciplines of science to carry out intellectual processes and capabilities. Scientific part of management helps to set the policy, guidelines, structures, and methods to achieve business efficiency. It helps the organization stay focused, close the gaps between classic management and digital management in order to enforce cross-functional collaboration and improve business effectiveness. Science is created whenever people start applying the scientific method of observing, creating hypotheses, and proving or disproving those hypotheses.

Science is about repetitive processes and structural practices. Running a business as a scientific discipline is to ensure its products/services functionality, reliability, performance, etc. Business management is science as it is precise, exact and can be accurately and logically represented and reused. In scientific strategy management practice, there are three interrelated terms - vision, strategy, and tactics. define a set of strategic goals first: determine certain "action items" in a logical sequence for handling complexity, and improving business performance. Business leaders today should figure out scientific formulas for running a good business and taking the logical steps to manage changes effectively.

It’s great to understand that the art of management will take the more crucial role in change management, innovation management, talent management to lead business transformation seamlessly: In order to move up the organizational maturity from functioning to firmness to delight, the art of management will take the crucial role in change management, innovation management, talent management, etc, in order to lead the business transformation seamlessly. Art of management is to balance the stretchy goals vs. fundamental duties, let employees accomplish their work without micromanagement, as the way of coming up with actions that will improve organizational performance and conformance in order to achieve the set goals.

The art of management is also about how to manage those “soft” business elements such as communication, culture, business relationship, leadership etc. The workplace needs to be designed to help employees at all levels within an organization (from top leaders to front-line employees) develop their creative capacity to solve problems in innovative ways. Leverage the softer and more qualitative information that is crucial in enforcing the art of management.

It’s crucial to understand the organization or society via an anthropological lens: An anthropological mind opens one’s eyes to a spectrum of things with so many different shades and colors of the same world; expands one’s vision of society, cultural diversity, and human potential, to achieve the art of possibility. It's important to be stretchy enough to keep people engaged and practical enough to achieve high performance. Anthropological perspective has greatly helped in developing personalized solutions for customers.

Business leaders need to manage multi-layer and multi-dimensional business relationships such as cross-functional relationships, customer relationships, vendor relationships, and other shareholder relationships effectively. Anthropological perspective helps us shift our thinking to a variety of perspectives and enables people to navigate a variety of cross-cultural situations. It's about creating the people-centric business harmony; developing the business context where people can communicate and collaborate; they are empowered, respected, and encouraged to release their creative energy.

In today’s business reality, too many organizations operate in reactive mode and get stuck at a lower level of maturity. Predicting and preparing the next level of business transformation is an iterative learning and changing continuum. In reality, so many business managers focus on the tangibles, but lack an in-depth understanding of the invisible or intangible things that either cause deep problems or they are significant elements in systematic problem-solving. It’s imperative to understand the business as a complex adaptive system with different functions, structures, layers, and teams, and take the art and science of management to lead the business forward successfully.

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Initiativeformulas

Although there is no “one size fits all” formula for change or innovation, it’s always important to identify patterns, take a structural approach.

Change is increasing its pace; organizations need to awaken their information-based consciousness, start thinking about ways to improve, and innovate. Understanding the ecosystem dynamics, working to influence multifaceted business management takes attention and energy. 

The inevitable range & pace, breadth & depth of uncontrollable factors acting on any organizations across vertical sectors mean identifying business vulnerability and constant fine-tuning are essential to improve organizational performance. It’s important to figure out customized formulas for dealing with uncertainty and handling business complexity effectively, constantly increasing business agility, holism, and innovation.

Organizations have to keep experimenting, figure out their own change formula, and take a continuous journey to the dynamic new normal: Businesses are struggling with daily busyness, change management often goes hand in hand with strategy management. Business leaders should look beyond immediate problem resolution, envision, express, and reinforce their personal commitment to change initiatives, not just sponsor a few casual change initiatives, but analyze and synthesize, take structural approach, and come up with their customized change formula, in order to manage a balanced portfolio for making continuous improvement and driving incremental or transformational change systematically.

The more transparent about a change effort, the less uncertainty, and consequently less fear, the change management will become more effective. However, there is no “one size fits all” change formula. Change can be planned, but shouldn’t be manipulated. It’s important to clarify the psychology, methodology, and technology behind changes. "Planned Change Management" shouldn’t be too rigid or overly prescribed, otherwise, it could create a bottleneck for change scenarios. Change Management can become more successful with people at the core of change, the cause of changes and the purpose of change.

Organizations should continue to learn, experiment, explore, and figure out critical factors of the innovation formula: There are incremental innovation, breakthrough innovation; hard innovation and soft innovation. There is no one-size-fits all formula to manage all sorts of innovations. But innovation shouldn’t be just serendipitous, it is a process which can be managed, and can be viewed as consisting of many different stages. Just because innovation is greatly influenced by external circumstances, it doesn't mean that the innovation system of the organization is or should be unstructured. Different organizations should fine-tune those important factors for achieving innovation excellence

While organizations can innovate without clear systems of innovation, the ability to achieve sustained innovation results does require at least some degree of a 'hard-wired' innovation system with scientific innovation formula. A structured approach with all key elements will improve the consistency of the innovation results by an order of magnitude. The robust process and tools enable any entity to generate winning concepts on a consistent basis, it is the prerequisite for sustaining business advantage and growth.

Individuals or organizations must take their own unique approach, be interdisciplinary, be learning agile, and develop their own formulas for holistic growth: Organizations become hyper-connected and interdependent, holistic management is about applying systems thinking to see interrelationships rather than isolated things, A holistic perspective can fix the misperception by integrating quality information, exploring multiple thought processes and integrated opinion. The core message of interdisciplinary management discipline is about constantly improving business performance and seeing change as an opportunity while keeping a holistic overview of the organization and evolving an ever-expanding business ecosystem.

The emerging digital paradigm has many dimensions, you have to gain an interdisciplinary understanding of the business via different lenses. It’s easy to get lost without holistic understanding and interdisciplinary practices. It is important to involve not only putting all pieces together but also blending them in such a way that the emergent whole is somehow more than the sum of its parts. It means to make a radical shift from a silo and linear classic management style to figure out their own formulas for holistic management discipline.

Organizational management is fundamentally an iterative cycle to design, build, scale and optimize business competency and achieve the desired effect under specified performance standards and conditions. Although there is no “one size fits all” formula for change or innovation, it’s always important to identify patterns, take a structural approach through a combination of talent, resources, processes, and technologies to perform a set of activities and achieve high-performance business results coherently.

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Innovators

It’s not so easy to count on one individual or one team to do innovation, more often than not, it’s a cross-boundary collaboration and needs strategic alliance to amplify its impact.

In face of fierce competition and frequent disruptions, all companies across sectors need to leverage abundant information, emerging technologies, uprising trends, intend to stay at the growth trajectory etc, enforce a healthy business management cycle.

 Every organization is different, every innovation initiative is also unique, there is no” one size fits all” formula to cultivate innovation talent, develop an innovative organization and build differentiated innovation competency.

Organizations should appreciate innovators because they can lift the business out of the stagnation and drive the company toward the next level of the growth cycle: Innovators demonstrate vision, determination, dedication, passion, interdisciplinary expertise, and motivation. In order to be engaged or motivated, employees must believe that everyone has an opportunity to work hard & smart, they are encouraged to think differently, spur innovation, and accelerate performance.

Organizational leaders encourage people to be creative, foster a creative environment in which people can unlock their creativity, and build creative teams that can bring all sorts of strengths and capabilities together to run a highly innovative organization.

Innovators play the odds which involves both opportunities and risks, they need to be courageous to experiment new things, and handle risks effectively: The future is full of uncertainty. Creativity relates to intelligence, empathy, idealism, and unconventional understanding. Brainstorming is the “creative momentum” for making us be aware of the power of inclusion, proactively connecting dots across knowledge domains and variety of experience, and cultures.

Usually innovation investment is costly; it is important to create momentum by getting some quick wins to boost morale, demonstrate values, and sustain innovation effect. Regular feedback is a must and incentives should be comparable to expectations set and engage more people as advocates in building the creative momentum.

Innovators are not just fresh thinkers, but also creative problem-solvers: Organizations should appreciate innovators because they can shape a bigger box of thinking, connect the dots and make societal impacts. They can ask open questions, discover blind spots or resource bottlenecks, identify the issues behind the scenes. So spot your innovators based on how they think, their intellectual curiosity, their ability to connect the dots, and their learning agility.

Innovation leaders have positive attitude and free spirit to encourage people to think out of the box, go beyond their defined roles, dig underneath the surface, engage employees to solve problems in alternative ways,

Business innovation is bravery practices. Innovation is complex and scalable in the hyperconnected business environment. It’s not so easy to count on one individual or one team to do innovation, more often than not, it’s a cross-boundary collaboration and needs strategic alliance to amplify its impact. It’s important to create a workplace where people want to work, encourage brainstorming, top leaders inspire ideas-sharing and collective insight, look to and listen to information, refreshing it into fresh insight to drive innovation.

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Information

Information Management is a linchpin to weave all crucial business elements to a set of differentiated enterprise capabilities for improving the overall organizational maturity.

Information Management makes information useful to provide innovative ideas. The art and science of information management are to increase its usage, refine information into customer insight and business foresight. 

The business becomes more successful when the corresponding learning curve has a reduced uncertainty to the point where both the strategic synergy and organizational interdependence can be structured and the business ecosystem has been expanded with deliberate planning to maximize business performance.

Information management systems play a fundamental role in deploying and continuously opening to new information from the dynamic business environment: Information Management system is a system that manages information, which is a pervasive concept and mostly depends on humans to define which kind of information is relevant and how to refine it to achieve its business value.

Information systems can interweave business processes, talent, technology into dynamic business capacity. Information systems have the potential to improve people management because it brings workplace transparency, enforcing workforce analysis, and improving performance management effectiveness.

Real information systems are business-oriented to integrate different pieces of components, with how users go about accomplishing business goals and objectives: Information can be transformed, aggregated, derived for various business needs, each business party captures it with possibly their own views on what the expected definition and quality of the data should be. Information management systems play a fundamental role in deploying and continuously open to new information from the dynamic business environment.

Organizations are able to circulate information within the ecosystem seamlessly and respond to changes continuously. Real information system allows information exchange and participant involvement, but also demonstrates the benefits to the digital ecosystem at a much faster rate with much broader impact in the information abundant digital era.

A powerful information management system enables companies to integrate the critical components of a smart platform in which people can collaborate cross-disciplinarily: Information is permeating into every corner of the business and every perspective of human society right now. It has become the "nerve system "of the digital business in the modern world. It instructs business actions, gluing organizational components into business capabilities.

The value of information is qualitative, measurable, and defined uniquely by an organization. It provides unprecedented opportunities for businesses to strike a dynamic balance between the inner and outer business elements; build a great mix of organizational elements that enable the organizational interdependence, enforce cross-functional, across-business, across-industrial communication and collaboration, and broaden the digital ecosystem influence effortlessly.

Information Management is a linchpin to weave all crucial business elements to a set of differentiated enterprise capabilities for improving the overall organizational maturity. High-intelligent organizations across the vertical sectors proactively invest in strategic information management solutions, to gain real time insight of the business and achieve high performance results.

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Innateprofundity

Profundity is important to connect the mind, unify the difference, demonstrate better perception and empathy to be a great leader.

Information is permeating into every corner of the organization, and emerging technology makes a profound impact on organizational design and reinvention. Being profound means objective perception, empathetic communication, emotional excellence. 

In order to make sound judgment, really dig beneath the superficial layer, leverage quality information, weigh multiple options appropriately, fine-tune coherent processes, make scientific evaluation and comparison structurally.

In order to develop profound insight, you should connect interdisciplinary dots, and co-create new knowledge: Learning knowledge is just the first step. Being profound means that people learn to open their mind to embrace other people’s viewpoints, examine their own perception, become more objective, make sound judgment, share fresh insight.

Business professionals should constantly sharpen their skill, build integral capability, unleash potential, increase learning agility to reach the next level of professional maturity. In the organizational setting, practicing an in-depth management approach means putting profound knowledge, processes, and tools actually used in actions and producing great outcomes coherently.

If companies are satisfied with where they are and going, then they should pay attention to the profound understanding about business context: Understanding problems profoundly means seeing the context you are part of, identifying the leverage points and then choosing the decisive factors. Looking deeply into the future based on predictive analytics can grasp opportunities to design new business models that have a profound effect on developing business innovation competency.

Being profound is about applying nonlinear logical reasoning to gain an in-depth understanding of a specific cause and effect in a specific context, taking acute awareness of present contextual variables, seeking fresh knowledge and unique insight, discovering the root cause of a problem, or the core issues of a situation which leads to resolution smoothly.

Being profound professionals means being a good communicator with better perceptions and empathy: If you only listen to the one side of the story without pondering the other side, you are not profound; if you only read the content without contextual understanding, you are not profound; if you only capture the symptom, but not dig through the root cause, you are not profound; if you only focus on “how,” not ponder “why,” you are not profound; if you blindly follow common sense or conventional wisdom only, you are not profound. It’s about being wise upon thinking profoundly, knowing when to voice out, when to keep silent, etc.

Being profound is about balance, upon striking the right balance without any sort of extreme thinking or unconscious bias; being confident and humble, being passionate and cool-headed. Knowledge is neutral and can be used for good and become beautiful, or it can be used to harm others and become ugly. The more you know, the more you know you don’t know and admit the unknown unknown. Profound thinkers are able to refine knowledge into fresh insight and guide themselves & others forward step-wisely.

Profundity is important to connect the mind, unify the difference, demonstrate better perception and empathy to be a great leader. If you are humble enough to be aware of and admit what you don't know and share what you know, you become more profound to understand issues comprehensively and deal with unprecedented complexity smoothly.

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IllustrateB&A

Change can no longer just be- a one-time initiative, but an ongoing capability. Shall we always clarify before & after (B&A), ponder sequence & consequence, logically?

The world is dynamic, nonlinear,

uncertain, ambiguous,

communication has occurred, 

 when the message is -

received, understood, 

reciprocally;

before telling,

listen with-

an open mind, objectively;

after telling, ensure -

your words have been understood,

in the same sense that-

you meant them,

to reflect thoughts,

engage in -

“giving & taking” communication,

candidly;

enforce a bidirectional cycle of-

questions & answers, reciprocally.

Innovation needs vision to inspire,

imagination to spur;

before ideation,

create “aha” moment,

spark creativity;

cool down over-enthusiastic emotion,

to reason “the art of possible”;

isn’t being creative

the mind with -

thinking process,

holding onto -

its natural connectivity while -

being prepared to -

connect the dots,

even in the opposite direction,

generate novel ideas, unbelievably?

After ideation,

could you experiment, prototype,

test, implement,

roll ideas into reality, inspirationally?

Change is the problem if-

for its own sake;

before change,

have a learning curve awareness;

understand psychology behind changes,

people do not resist to change,

but resist being changed;

Change in people has -

the same impact,

just in varying degrees,

producing some degree of anxiety,

isn’t engaging around change -

a far deeper, more difficult challenge?

After change,

identify where you want to be, clearly;

have yardsticks along-

the way at -

regular intervals to-

assess progress, accurately;

change can no longer just be-

a one-time initiative,

but an ongoing capability.

Shall we always clarify before & after,

ponder sequence & consequence, logically?

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Initiativeofquality

Quality is all about what people think and do the right thing right to increase reliability, manageability, operability, reusability, 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.

   Quality Initiatives

Innatequality Quality is everyone’s business; touch every important perspective of the business. Business management systems and processes need to be dynamic, iterative, integral, and interactive to make the timely adjustment for improving the quality of management.

Initiativesofquality The very characteristics of organization today are openness, fluidity, agility, design fluency innovation, high quality, etc. Quality is embedded in everything we think, act, and influence surrounding. Everyone in the organization has some role in quality management; monitor quality and take corrective measures when necessary and possible. Quality management is basically the fundamental purpose of meeting or exceeding customers’ expectations or fulfilling employee satisfaction, and improving corporate reputation.

Initiatives Due to the digital nature of hyperconnectivity and interdependence, software applications will become more interrelated as we move to a world of systems-of-systems in which constraints govern how and what we develop. The ultimate goal of software app development is business problem-solving for either delighting customers or engaging employees to generate business value ultimately.

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. Quality management should focus not only on the quality of products and services but also the quality of people, process, structure to achieve the high level of business maturity.

Initiatives Digital organizations are hyper-connected and interdependent, business leaders today must be able to foster a workplace that thrives on cross-functional communication, collaboration, and social interaction in building business competency. The true value of people, especially today’s knowledge workforce, includes many tangible and intangible factors; it’s important to build a differentiated set of workforce competency via knowledge management, innovation, and quality improvement, and improve business agility, and maturity.

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.

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Initiative

Global professionals need the foresight to seek out differentiated solutions to potential development; they can share their viewpoint about things or events happening in the global environment, build a compelling team to influence change progressively.

Nowadays, with increasing pace of changes, fierce competition, overwhelming growth of information, emerging technology trends, etc, today’s organizations are capitalizing and operating on hyper-connected ecosystems that are expanding. People need to keep learning agile, generate value, and drive progressive changes.

Different shareholders get involved in various business activities and play significant roles in catalyzing change and exploring multiple pathways for unlocking potential.

Influence and persuasion begin with trust, to encourage others toward your vision by communicating in depth and breadth, lead progressive changes: There are many ways to influence and there are all different types of influencers. Strong influence is based on a clear-set value, insightful communication and solid actions. It's important to create a space for open dialogue and idea brainstorming, develop a common understanding of business effort, make influence and set motivation for it.

Strong influencers not only put stress on “having the knowledge,” but even more critically, sharing unique insight and developing new knowledge. They are open minded, creative, with the balanced attitude of confidence and humility, to initiate thought-provoking conversations and make consistent influence. Business leaders need to have abilities to “calibrate their impact,” being able to lead through influence, not by brute force, bridge cognitive or knowledge gaps via empathetic communication, and drive collective progress.

It is the responsibility of the business professionals to refine, protect value; monitor, sustain high-reputation: Business value is multi-faceted and it’s interesting to see diverse values in the eye of the beholder. Nowadays, to unleash the full potential of the organization, it’s critical to understand and unlock the total value of people - a total of what the employee brings to a business, now and in the future via multi-dimensional lenses such as quality, innovation, and productivity, etc. If there is value conflict, understand the cause and effect, set good criteria that stakeholders agree with, initiate value-added, progress-oriented activities.

Every staff has responsibility for their own reputation and corporate reputation. Organizational reputation is the overall estimation in which the company is held by its shareholders based on its past, current, or predictive future attitudes and actions. Individuals should be accountable to set the right tones to communicate effectively, corporate managers need to become a strong reputation builder of their organization. But sometimes reputation goes beyond their control. Either individually or in the corporate setting, a good reputation takes time to build, takes coherent effort for sustaining its impact.

It is crucial to seek out fresh knowledge, dig deeper to gain contextual understanding of specific cause and effect in a specific context: Nowadays, no organization can afford to stick to its old ways of problem-solving and continue tolerating ineffective solutions. It takes a holistic approach to solve problems smoothly. It involves every line of people, processes, and resources, to diagnose root causes, deal with complexity, and deal with old issues or emerging problems smoothly. Something more balanced and interpreted is called for, to keep things simple, but not simpler.

In reality, it is easy to look like you are making progress by focusing on the tactical issues. It requires courage and contextual understanding to really tackle what is wrong at the strategic level and make a commitment to enable and sustain changes. It’s important to understand the big picture, remove complexities such as assumptions or dependencies, add clarity and purpose, handle large or small issues smoothly.

Global society is diverse and dynamic; there are lots of things going on globally on a daily basis; every market is a fertile ground for new ideas, fresh knowledge. Global professionals need the foresight to seek out differentiated solutions to potential development; they can share their viewpoint about things or events happening in the global environment, build a compelling team in which all members complement each other’s expertise to influence change progressively.

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Initiatives

It’s crucial to broaden the understanding of discovering the inner-connectivity and interdependence of the business ecosystem while becoming more sensitive and responsive to changes.

Organizations become more complex, interdependent than ever, a dynamic business system needs to be understood through a holistic perspective, and figure out how to produce high performance in the well-structured effort. 

Forward-thinking organizations are in the state of introducing new business concepts, experimenting with something new or exploring better opportunities to develop the business. They are able to balance the key elements impacting change such as people, processes/procedures and build differentiated competency for accelerating business performance.

Rationalizing, modernizing, synergizing is a continuous effort for building an evolving organization to advocate the concept of “business as a whole is superior to the sum of pieces”: Enterprises of the future are increasingly exhibiting the “VUCA” characteristics in various shades and intensity. It’s important to set general management principles for understanding how the “part” interconnects with the ”whole”; engenders new perspectives, enhances a cross-disciplinary management approach to run a holistic business.

The highly effective organization is rationalized, synergized and has a higher level of agility. It’s about seeing interrelationships rather than isolated things, to enforce cross-functional collaboration and ensure the organization as a whole is superior to the sum of its parts. If information can flow to the right people to allow them to make the right decisions at the right time, it can bring better results and improve organizational fluidity. It is important to understand that business development is multifaceted and it takes the effort to boost energy and create business synergy.

Generating common rationale between different perspectives, understanding the interconnectivity between parts and the whole, improving synthetic problem-solving: Organizations solve large or small problems at either strategic or tactical level on a daily basis. So understanding the interconnectivity of systems and relationship dynamics is important for diagnosing the real cause of problems and solving them in a structural way. If analysis is about breaking down the large issue to the smaller pieces; synthesis focuses on answering the “why” and “what for” questions, to figure out the relevance of the past and present for the future desired outcome.

Synthesizing problem-solving looks at the context in which it has happened, and then expands into being a larger picture to deal with larger problems. Business management ponders around: What seems to be the constraints? Which success factors or aspects of the problem seem most critical? Where is the weakest link or the strongest constraint? Synthetic problem-solving has a better chance to solve the real problem with less side effects.

Lighting up the emerging properties (trends, opportunities) to create the business synergy for ensuring that the business as a whole is superior to the sum of pieces: We can't control anything beforehand, let knowledge flow naturally; let ideas click spontaneously; let people do things in their own way. Information is often the very clue on how to run a high performance business. To respond to the emergent business properties and manage risks effectively, make information more “visible” for shareholders, link information management to the multiple business domains within the enterprise and their business partners for prediction and prevention, etc.

Understanding nonlinearity as the very characteristic of the business ecosystem could be at the tipping point for the paradigm shift. It’s about understanding business relationships, market dynamics, and the connections between business units. Be aware of potential pitfalls, embrace emerging properties, create alternatives, focus on managing a portfolio of relevant cross-border strategic synergies, act on the imperative while aiming at its ends. So the business as an organic system grows and evolves with its environment in harmony.

It’s crucial to broaden the understanding of discovering the inner-connectivity and interdependence of the business ecosystem while becoming more sensitive and responsive to changes, and apply interdisciplinary approaches to manage uncertainty, accelerate business growth to reach the next level of business maturity.

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Innovation

Innovation is the sustainable and scalable way that can be learned and practiced. The success of innovation management is never an accident; it is a thought-out planning and seamless execution.

Organizations today need to be innovative in almost every perspective; there are many thought processes underneath innovation; there are many ways to do innovation. There are both tangible and intangible elements that need to be knitted into the unique innovation competency of the organization.

Innovators have a greater vision in mind and strive to return sustainable development and growth back to society: It takes vision and courage to be strong innovators as they face a complex reality today; Vision" is a destination and 'innovation' is the better process, tools, cultures, etc. to get you there. Innovation leaders manifest their visions, shape an inspirational, positive picture of the future, with a clear sense of direction as to how to get there.

The evolution of innovation only exists in the more open environments that create insights. The vision thing needs to be high enough for the organizations to test their limit; but practical enough for motivating staff to reach it. Innovators must be at the right moment, with an explorable mind to catch great opportunities. Vision" thing has to go hand in hand with implementing and value contribution.

Innovation is more than designing new products, it is about establishing and nurturing a way of thinking where innovation is in every aspect of the business: To improve innovation excellence, you need new technology, new information, new processes, new customers. Organizations need to set the right priority, balance or rebalance resources dynamically, optimize cost, keep process transparent, and bridge gaps to improve innovation management maturity.

Being innovative is a state of mind. Indeed, innovation is all about how to disrupt the outdated thinking and the old way to do the things. What you're creating is a new piece of thought that feels familiar but comes at us in a different unusual way. The whole point of the creative thought process is that there’s multidimensional thinking to trigger imagination, catalyze innovation. With unprecedented convenience brought by information technology, more and more people practice creativity. Some individuals demonstrate more innovative traits than others.

Organizational professionals shouldn’t take things for granted, or focus on hierarchy, but on ideas, innovation, and innovative problem-solving: Business leaders and professionals have to challenge conventional wisdom, automatic assumptions about the problem, broaden their viewpoints, share a natural affinity for fresh perspectives, and neutralize differences to co-create ideas and implement them smoothly.

Innovation prototyping and implementation are far more “process driven” than idea generation plot. Innovation also often has a lot to do with external circumstances while people tend to focus on internal circumstances. The key elements in systematic innovation include people, strategy, process, tool, and culture, missing any one of them would severely impact the sustainability of innovation management effort.

Change, creativity, and problem-solving are all important perspectives for leading the business forward. It is important to apply creativity in a recursive way to effective problem-solving. Innovation is the sustainable and scalable way that can be learned and practiced. The success of innovation management is never an accident; it is a thought-out planning and seamless execution.

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Initiatives

It is the responsibility of each individual to examine themselves and to make sure they are open to true understanding.

A digital strategy is cross-functional effort, multidisciplinary, multidimensional planning; it brings up new functions, roles, collaboration, demand for intuition and emergence, complementarities, philosophy, neutron sciences, and trans-disciplinary businesses. 

And digital strategy execution is not linear steps, but an iterative continuum.

Initiatives

Initiatives In face of rapid change, fierce competitions, frequent disruptions, organizations need to start thinking about ways to bring high performance outcomes. Forward-thinking companies need to keep planning and improving, the responsibility of the management is to make a seamless alignment of planning and implementation.

Initiatives In today's dynamic and unstable business circumstances, sooner than later, enterprise runs into fierce competition, unexpected disruptions. It is critical to identify and strengthen the weakest link of implementation, and determine how each part of the organization, including all important functions, must "put all things together" to bring tangible business results.

Initiatives When talking about a business transformation, it can impact the core, enabling and supporting capabilities of an enterprise. It’s not so easy for many organizations, especially those large well-established organizations to de-bureaucratize and become innovative.

Initiatives Organization is a dynamic purpose-driven socio-techno system which needs to continue evolving and adapting, bringing greater awareness of intricacies and generating value to accelerate business performance, unlock its full potential. Business change is hyper accelerating, especially as it relates to the people and value creation dimensions; and it is more important than ever to reimagine, design, and enable the enterprise to chart the course and set a better sail.

Initiatives Nowadays organizations are dynamic and hyperconnected, they have to adapt to the continuous changes and deal with frequent disruptions smoothly. As businesses embark on the “Digital Era” of computing, managing assessment and improvement is a great way to identify what is right and wrong in your environment, and how you can keep optimizing processes, improving management discipline. It often needs to unshackle the old organizational hierarchical chain, fine tune underlying business values, logic, processes, structures towards good outcomes, and ensure the business long term competitiveness.

The blog is a dynamic book flowing with your thoughts; growing through your dedication; sharing your knowledge; conveying your wisdom, and making an influence through touching the hearts and connecting minds across the globe. The “Future of CIO” Blog has reached 7 million page views with about #11300 blog postings. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. Blogging is not about writing, but about thinking and innovating new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

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Initiatives

Business initiative management should become enhancements to produce quality products, services, and generate high performance results coherently.

With rapid change and overwhelming growth of information, the reality is that there are a lot of things that can go wrong and it is not always easy to identify what is important. Senior business management needs to be fluent in strategic thinking and participate in shaping a company's vision, aligning proposed business initiatives with organizational strategic goals, articulating the reason for starting an initiative, in order to build a solid business initiative portfolio for developing differentiated competency, accelerating business performance effectively.

Initiative differentiates the organization from its major competitors: Organizations have limited resources, time, and talent, the management needs to check how the business initiative differentiates the organization from its major competitors. Are they competing for best quality, cost advantage or efficient value chain? Can the products/services produced do what they promise? Senior executives should say no to many of the initiatives and just choose a few where they will put most of the resources, people to implement smoothly.

Differentiation makes the business stand out by allowing the organization to close resource bottlenecks and develop unique business competencies. The real challenge is to understand your priorities, and know where and how you can and should take initiatives to leverage available resources, focus on creating business advantage. It’s important to establish a cross-functional team to involve multifaceted management, plan and implement a balanced portfolio in a structural way.

Initiative restores the organization to competitive parity by reversing erosion in people-centricity: Organizations are always on, inter-dependent and hyper-connected, people are always the most important asset in any organization. It’s important to understand customers’ needs, have a clear understanding of how customer-centric initiatives enhance the business model and extend profitability. Customer Experience is the most potent differentiating factor in a business that looks to embrace business greatness. Customer needs and desires should be researched. A customer doesn't become loyal, just by buying. They become loyal when they have experienced something out of the ordinary.

So being people-centric presents some business strategy challenges such as increased need for product flexibility, understanding clients, "putting yourself in their shoes, "going above expectations. The digital workplace is all about people-centricity, empathy, innovation, agility. Employee experience can be improved by empowering them with advanced platforms and tools, encouraging self-discovery and autonomy.

Initiative ensures the organization’s compliance with regulatory requirements, etc: Following a set of rules and regulations to not only keep the lights on, but also set the constraints to enable changes are crucial for business long term survival. Be aware that compliance is not just about the letter of the law/regulation, but also very much about the spirit of the law/regulation. Once you've taken care of compliance, governance seems to flow out rather easily. Fine-tune a common process to improve real-time accountability and transparency across regulatory areas with a common system of practices.

Now even more than in the past, as the world has become significantly ‘smaller’ due to the blurred industrial territories. Compliance at the strategic level, requires a forward-looking strategic perspective to deal with unprecedented uncertainty and ambiguity; companies that do not recognize this are blindfolding to a great extent. Compliance related initiatives are crucial to ensure organizational requirement compliance to improve organizational effectiveness and maturity.

Business senior management take an oversight of business initiative management, articulating and aligning them with Vision-Strategy-Structure-People & Processes and Assets. If stakeholder values and issues are well aligned and managed, business initiative management should become enhancements to produce quality products, services, and generate high performance results coherently.

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Innatequality

Quality management needs to be embedded into all management practices; unlock employees’ performance and lead organizational progress seamlessly.

Quality is everyone’s business; touch every important perspective of the business. Business management systems and processes need to be dynamic, iterative, integral, and interactive to make the timely adjustment for improving the quality of management. 

Quality management should focus not only on the quality of products and services but also how to achieve the overall business effectiveness, efficiency, agility, resilience, and maturity.

Quality information means clean, organized, actionable data from which to extract relevant information and insight: Information is growing overwhelmingly. If you are going to be "information-driven," you have to be aware of information quality control and reliability on the methods that you propose to use. You have to listen to the system data from the outside in and bottom up analytically.

Information is also paradoxical- it’s invaluable and confusing; critical and misleading, all depending on its quality as well as how people can use them properly. The quality information characteristics include such as accuracy, accessibility, reliability, consistency, etc. it’s critical to check information management effectiveness. So people can use quality information to make sound judgment coherently.

Quality of experience is very essential to improve customer satisfaction and engage employees to achieve more: Experience, be it bad or good, has a repository of learnings of "do & don't." Employee experience decides how businesses do things, enabling people to build their skillsets; customer experiences win customers’ satisfaction and create corporate brands. Such experiences definitely drive us towards progress personally, socially, and technologically. Experience to tackle new situations under diverse factors is what we should be looking at.

Quality is defined as being suitable for the intended purpose and satisfying customer expectations. You can’t have a consistently great experience without optimized processes and high-mature process management. Experience needs to be defined as the lessons we learn, lifting from experience to education to wisdom. If experience brings wisdom, then there is definite growth. If an experience is repetitive, then there is a limitation. Quality customer experience management is a differentiator for companies. Tear down silos through customer journey mapping, build cross functional involvement and commitment in improving people experience management.

Quality professionalism: The business environment is full of uncertainty, complexity, and ambiguity, high professionalism is an important quality for today’s hyper diverse workforce, and it is a foundation to shape growth mindsets, cultivate open-minded leadership, nourish a culture of learning and positive atmosphere with intellectual stimulation, and risk tolerance.

Quality professionals present the right mixture of intelligence, competence, and emotional excellence. It requires engaging all the people involved working together as a team to achieve high performance. It means having the ability to set strong guidance and disciplines for professional practices, think structurally, communicate accurately; solve problems effectively.

The maturity of quality management is about how to excel in refining quality information for making sound judgments, producing quality products or services in a consistent manner, and growing quality professionals for achieving high quality results. Quality management needs to be embedded into all management practices; unlock employees’ performance and lead organizational progress seamlessly.

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Initiatives

It takes a lot of effort and resources to make change happen. Business exploration is all about planning, investing, designing, developing, operating, consolidating, integrating, optimizing.

In face of rapid change, fierce competitions, frequent disruptions, organizations need to start thinking about ways to bring high performance outcomes. Forward-thinking companies need to keep planning and improving, the responsibility of the management is to make a seamless alignment of planning and implementation. 

That means the management needs to be vulnerable to hearing the ideas challenged from a viewpoint different from your own, improve cross- functional communications, and identify opportunities for growth and innovation. The real challenge is to understand the priorities of your company, and know where and how you can and should improve to amplify the change effect.

Good assumptions should be thought of as qualified knowledge-based projections: Incorrect assumption is perhaps based on unconscious bias, disqualified information, ineffective analysis. Good assumptions based on objective perception and advanced analysis to forecast. In order to make better assumptions, look at the issues you need to handle from an integral perspective rather than attempting to understand it from a sum of the parts. The wrong assumptions should be corrected along the road of implementation with data analytical modern tools.

Uncertainty/Risk is inherent in every venture, the marketplace. As far as assumptions, sometimes it’s inevitable that you have to make them. But If you don't continue to assess, especially those planning assumptions to verify fact from false, then it’s no surprise that your strategy has some defects and causes business distraction or stagnation. Because you will never have complete information, and if you try to only act on what you know by fact, you are more likely to go wrong. The impact of uncertainty can be, at least in part, addressed by research and knowledge. So having the right talent to do deep analysis enables business management to verify assumptions, understand cause-effect, make adjustments and improve implantation success rate.

After setting strategic goals; next step is defining intermediate goals that work towards achieving those objectives: Strategic plans are living documents that require ongoing monitoring and adjustments when needed to address unforeseen changes in the marketplace. Charting a course to how you achieve the strategic goals with intermediate objectives over time is pivotal to success. The key is establishing intermediate goals or objectives for the team to work towards and having key indicators of success to assess along the way.

The most important thing to business management is that you can create a strategic plan of action that will be the foundation for growth and success. Start by identifying your goals in the organization, especially those affected by trends. Take each strategic goal and break it down into incremental and achievable short, mid, and long-term goals or objectives, align functional goals with the strategic goals of the entire company and from there determine the individual unit goals to meet the strategic goals of your division. Strategic planning-implementing is dynamic, requiring ongoing monitoring and adjustments when needed to address unforeseen changes in the marketplace.

Integrate people, process, technology into core competency; to ensure the business as a whole is superior to the sum of pieces: The responsibility of the management is to enable desirable emergent property, clarify the logic to strengthen the weakest links and make a seamless alignment of planning and implementation. The most effective and efficient way to make sure both strategic planning and implementation stay aligned is to integrate the expectations of critical internal stakeholders into business management. When teams are cultured to focus on the shared goals of the organization, they compete professionally and complement towards the attainment of the shared goals.

You adopt a strategy to achieve the business outcome, and you define key performance indicators to monitor performance progress, especially at the strategic level. Selecting the right set of key performance indicators is a crucial step in managing implementation in a measurable way. To keep the teams and employees focused on the most important things, handle sequence & consequence of business initiatives, enforce nonlinear logic, and produce business results in a consistent way. and that creates a conducive environment for mutual trust to flourish.

The strategy management process is a continuous cycle; that's part of the management process itself. It takes a lot of effort and resources to make change happen. Business exploration is all about planning, investing, designing, developing, operating, consolidating, integrating, optimizing. Business management becomes more effective by monitoring the overall health of the systems and enforcing the cross-functional relationship and collaboration.

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Innerforward

Great leaders can bridge old and new; today and tomorrow via their clear vision, fresh insight, interdisciplinary understanding and integral competency.

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?

              Forward

InnovationForward An organization may be in business for many years but has not matured its innovation management practices. In today's work environment. It takes a lot of energy to break down old habits and outdated thought processes. Thinking outside the current constraints and comfort zones requires a different vision and courage to pursue innovation. In reality, only very few organizations have a long-term vision, goal-driven processes and differentiated capabilities to achieve innovation excellence.

Innovatefuture Consider digital organizations as self-organized but interlaced systems which have their own purpose, and the processes are determined by the intrinsic nature of the whole. They are not just a set of interconnected components, but a set of interwoven threads to shape a future of the business. On the temporal plane, think of business entities as nodes along a timeline, a change in each node will have some effects internally on that node but also with other nodes along the same and even other timelines. The past is always present, where you are, where you want to be, it has value; identify gaps, and take alternate approaches to anticipate and provide solutions. Should organizations work backwards? The positive and forward-looking view of organization is more about thinking ahead, to prepare and face the challenges and uncertainty on the way to the future steadfastly.

Initiativesofinnovationnavigation  Great leaders can bridge old and new; today and tomorrow via their clear vision, fresh insight, interdisciplinary understanding and integral competency.

Illuminateforethoughtfulness Nowadays, with the increasing pace of changes, unprecedented uncertainty and complexity, driving business forward is extremely difficult. The wrong direction will no doubt lead to the wrong destination. Leading organizations can look into the future clearly, proactively planning, evolving, and co-creating in the dynamic digital ecosystem.

Forward Organizational change and digital transformation are inevitable. As a matter of fact, the life cycle of business today grows shorter and shorter because of the increasing pace of changes, overwhelming growth of information, and demanding of shareholders. The business transformation journey is full of velocity and uncertainty, thus, a clear vision is in demand. Vision is the ability to see beyond what is to what could be. It is the synthetic view of ‘looking forward,” and “looking behind,” “looking beyond,” and “looking around.” But more specifically, how can digital leaders today look back and look forward to leading digital transformation?

The “Future of CIO” Blog has reached 3 million page views with about #11,300+ 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.

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