Prediction & Appreciation of the Future of Organizational System

 Information-based analytics helps to break down the large problems into smaller pieces, while ingenuity instills “common sense” to come up with novel solutions. 

It’s the holiday week and almost the end of year; it’s the time to relax, reflect, contemplate, and predict. Great opportunity, danger, and disruption are around every corner. Uncertainties and complexity are a common occurrence in any walk of our progress, be it social, professional or personal life. The goal of forecast is about predicting what will happen and taking steps further, what shall you do upon it. 

You may not be able to foresee specific instances of futures, but you can imagine general classes and positions to take advantage of/shape/mitigate what is then occurring, as well as how to influence and prepare for overcoming the learning curve.

The highest level of future sensitivity comes from prediction & appreciations of the whole situation which relies heavily on intuition and sensing: With overwhelming growth of information, faster pace of changes and unprecedented business complexity, business leaders have to be ingenuous, observe deeper, ask logical questions, forecast upcoming change with a certain degree of precision. Running business today is a dynamic change continuum, envisioning and foresight are critical to navigating the organization into the uncharted water or blurred digital territories. Forecast precision will help the company well prepare the journey for either capturing the rising business opportunities timely or prevent potential risks effortlessly.

Information based prediction improves business decision at both strategic and tactical level. If the information is unavailable, inaccurate, lost, stolen, or compromised, it will hinder the achievement of business goals and even mislead the business in the wrong direction. Besides information precision, the highest level of future sensitivity comes from appreciation of the whole situation which relies heavily on leaders’ ingenuity and intuition, measured reasoning, knowledge, and experience. Top management’s deep “common sense” leads toward ”effective judgment," and drives the organization forward-what should you do upon it. It’s the transition from vision to orientation.

Prediction can be an outcome of the controllable relationships within a system: Organizations today are like organic systems which keep evolving. Ingenious leaders can see interrelationships rather than isolated things, understand patterns of changes rather than static “snapshots,” decomplex various issues on the way and manage flow from chaos. Business is changing and the need for networking is based on cross functional communication & collaboration which are critical both internally and externally. Good relationships with the right people make a business work, and digital relationships become more dynamic, empathetic and meaningful to co-solve problems rather than creating new problems. For those professional relationships to matter, to add value, they have to be relationships based on in-depth understanding and goal-seeking. It’s not about creating another layer of silos, but about unlocking collective human potential.

Gone are the days where organizations can dictate the parameters of the working relationship. In fact, organizations today need to manage multi-layer, and multi-dimensional business relationships such as cross-functional relationship, customer relationship, vendor relationship, etc, effectively. Prediction can be an outcome of the controllable relationships within a system, for either forecasting performance results or making measurable improvements. In the people-centric organizations, management has become an art out of necessity to address the current business relationship between the employee and the organization. The employee has taken more responsibility for determining the parameters of the working relationship, to improve their professional competency. Digital workplace is high professional, creative, and trustful, and thus, more predictable to come up with better ideas and achieve high performance.

The optimal prediction business system should have the best results in different areas according to the specific or customized quality criteria: Nowadays the perspective of change unfolds into a wider multi-dimensionally systemic business continuum, which would perhaps invoke further reflections of the focal scope and purpose of changes. Ingenious leaders can master the art and practice of understanding how systems work through visualizing the structure that causes behavior. It allows for inquiring into one’s beliefs about system dynamics, aiming to understand why and how confounding problems persist in complex systems and what can be done to effectively alleviate them or fix them effectively.

We live in a technology world and every day more and more technology affects the way we live, love, and think. Systems perspective can broaden our vision and look into an unknown future, understanding how relationships, ecosystems, market dynamics, and the connections between business units are related. To predict is to control, understand the past and push the future in the direction you want, strongly and reliably; understand how the structure manifests as the function or behavior of interest; and, experiment with policies that create a favorable and sustainable outcome. Enjoy the art of choices and explore the consequences of alternatives.

Being digital is the state of dynamism, continuum, and interaction. The goal of the business foresight and forecast is to predict what will happen. Information-based analytics helps to break down the large problems into smaller pieces, while ingenuity instills “common sense” to come up with novel solutions. So forward-looking companies can well prepare the change journey, and track actuals against the forecast with tangible results.

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Unfulfilled

 It is the awareness of unfulfilled potential which gives a person the feeling that he or she has a destiny, there’re inner fulfillment includes many factors such as intellectual satisfaction, purpose, curiosity, inspiration, insight and discovery, etc. 

"Digital Master” is a series of guidebooks (28 + books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.” It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Unfulfilled” quotes in “Digital Master.”

Life is like a seed, inside each seed, there is an unseen potential, unleashed energy; unimaginable colors, uncompromised substances, and unfulfilled purposes.

There are excellent workshops that encourage reflection on current habits/attitudes/expectations/ beliefs/ comfort zones, or if in 1-1 coaching mode Kinesiological techniques can put them in touch with their unfulfilled un/subconscious aspirations. It takes people to engage with something that is being pushed at them, and then you are talking about increasing commitment rather than overcoming resistance.

IT connection with the Line Of Business has been a discussion and need for a long time now. It's no secret that this need is still unfulfilled and requires serious attention.

It is the awareness of unfulfilled potential which gives a person the feeling that he or she has a destiny, there’re inner fulfillment includes many factors such as intellectual satisfaction, purpose, curiosity, inspiration, insight and discovery, etc.

There are too many wants that are unfulfilled - either oversold at the point where they bought the software -- or missing or broken code that should have been there in the first place. Business needs keep evolving, and what we need today may no longer be valid a short time later.

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Insight 12/18-12/25

 Blogging is not about writing, but about thinking, brainstorming, innovating and sharing.

The “Future of CIO” Blog has reached 3 million page views with 7300+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The “Digital Master” book series includes 28 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. 

Here is the weekly insight of digital leadership, IT Management, and Talent Management to celebrate holiday.

Inference We live in the world with a mixed bag of physical and virtual, new and old, truth and false, opportunities and risks, etc. Either running a business or taking a life journey is fundamentally an iterative problem-solving continuum. Problem-solving is about seeing a problem and actually finding a solution, not just the band-aid approach to fixing the symptom. Many problems today are complex because you need to take inferential logic to understand the real problems and illustrate them well, take an interdisciplinary approach to solve them in a structural way.

Unification As the digital world becomes hyperconnected, interdependent, and dynamic, today's digital professionals need to work both smart and hard at the same time, not just keep their hands full, but keep their mind open. Digital mentalities are informative, inclusive, and able to embrace “unusual things” to stimulate creativity. In a collective setting, it’s critical to encourage free thinking and experimenting, have the right dose of creative tension and “unusual capabilities” to discover more hotspots of innovation, unify the best of the best, and build the culture of creativity.

Initiation Within abundant information and emergent digital technologies, IT is a key component of holistic business mindset to re-imagine “what is possible” - unleashing business potentials and improving business efficiency, effectiveness, agility, and maturity. The “art of possible” to reinvent businesses in the digital age is to deliver the value of information in helping businesses grow, delight customers and do more with innovation.

Information Interconnectivity & Integration The digital era upon us is full of uncertainty, velocity, complexity, and ambiguity. Organizations today are at the crossroads in which the segregation or silo of business units are at a need to reach across the aisles and respectively work cross boxes instead within the box. They are permeating a cross-ecosystem which is dynamic, continuous, and interactive. To deal with "VUCA" new normal, the digital transformation is a strategic imperative that enables businesses of all shapes and sizes to reinvent themselves. But it is a long journey of pursuing management holism, innovation adventurism, and digital modernism based on information interconnectivity, integrity and maturity.

Influence & Inquisitiveness Modern corporate boards play significant roles in guiding businesses in the right direction and achieve expected business results. Due to the “VUCA” characteristics -Complexity, Uncertainty, Ambiguity, and Velocity of the Digital Era, the directorship in any organization must have the agility to adapt to changes and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals.

Blogging is not about writing, but about thinking about the 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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Unfair

The very thought of unfairness comes into our mind when we face some sorts of challenges. We as the most intelligent being on this planet must acquire the ability to contribute in a positive way in unfavorable circumstances.

"Digital Master” is a series of guidebooks (28 + books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.”

 It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Unfair” quotes in “Digital Master.”

if you get enough feedback, unfair input should be easily identified; or it’s not as simple as the case that once you phrase your vision, others will simply take it and transform it.

The great leaders with digital characteristics can lead more effectively with courage to challenge unfair practices amongst peers and colleagues, have an ability to stand for that which is just, fair, and have the wisdom to do it the right way

The very thought of unfairness comes into our mind when we face some sorts of challenges. We as the most intelligent being on this planet must acquire the ability to contribute in a positive way in unfavorable circumstances.

Life acts unfairly many times by rewarding someone else for our achievements; one’s reputation gets tarnished by rumors or gossiping; or the old rules from the outdated customs or cultures limit one’s life opportunity and choices; even worse, the man-made or natural disasters cause many damages to the innocent people.

Using the Net Performance Score for employee performance could be unfair in some cases. While NPS could be used as a corporate measure, it will not provide a good indication of the employee's performance. Better and fairer to gauge employee performance on things that are within their influence, rather than a number they have only a component of influence

Wisdom in the workplace means to develop positive thinking and proactive actions in a workplace, to inspire creativity, learning and progression, but discourage un-professionalism, unfairness, negativity.

Statistically, more than two-thirds of employees don’t feel engaged in the work and think their work is tedious, boring, their workplaces have no fun, unfair or even toxic, and even worse, most of the employees won’t tell their managers their true feelings.

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Implicity

 True critical thinkers are able to see things underneath and around the corner, perceive the invisible behind the visible, catch “implicit” elements, recognize connections and interdependencies, have an in-depth understanding of cause and effect in order to solve complex problems in a structural way.

Modern businesses are dynamic and interdependent systems, the component parts of a system can best be understood in the context of relationships with each other and with other systems, rather than in isolation. The linear thinking and traditional “command & control” management practices are simply not sufficient to manage the “VUCA” digital new normal. Critical thinking with multidimensional thought processes is imperative to understand information variety, business complexity and deal with high velocity. 

The core skills of critical thinking include analysis of argumentation, both explicit and implicit reasoning, the ability for examining inference via analyzing, evaluating, and producing coherent argumentation. The goal is to make information based decisions effectively and solve complex problems in a structural way.

Consider the effort of critical thinking as training your mind to seek reason, both explicit and implicit knowledge to reframe its approach to a conundrum in a certain way: Thought is, technically, a nervous response to the world around us. Critical thinking is a multidimensional and multi-step thought process for examining inference via analyzing, evaluating, and producing coherent argumentation; paying attention to the truth and plausibility of the premises, their support by additional 'evidence' data, and the 'validity' of the argument patterns. The core skills will include analysis of argumentation including both explicit and implicit reasoning. Further steps include connecting the proposed connections of single arguments into a larger picture, as well as understanding the inter connectivity of the parts and the whole.

Most people apply critical thinking abilities without even knowing they are doing so. But everyone has some blind spots and skill limitations in evaluating the plausibility of a premise or whether all the relevant considerations about an issue are on the table. It's a continuity of mental representations rather than clean dichotomies, getting input from a broad range of personalities and cognitive differences of the people on the particular matter. Collective knowledge and insight enforces critical reasoning skills for team decision-making. In the past, linear knowledge and skills could survive in isolation. However, in the hyperconnected and interdependent digital era, the faster the dissemination, the better the response. Learning, sharing, and coaching need to become digital new normal for stimulating critical thinking and improving the organizational maturity.

Implicit knowledge is the kind of knowledge that is difficult to transfer to another person by means of verbalizing it: Knowledge Management is about making all types of information (including implicit, explicit and tacit) accessible in situations and contexts as needed so that viable options materialize. It tends to be based on simple one-dimensional cause and effect structures drawn from experience. Implicit knowledge often hinders explicit learning when the material to be learned is in conflict with its simplistic subconscious structures and schemes. This also explains, at least partially, the resistance and difficulty found in teaching critical or systems thinking with its often 'counterintuitive' concepts.

As digital companies across vertical sectors transform themselves into the digital business that is based on ‎information, their ability to explore intangible assets such as information and knowledge has become far more decisive to build competitive business advantage. The challenge is developing a set of replicable steps for capturing tacit and implicit knowledge and turning it into explicit knowledge that can be accessed by an entire enterprise when needed. A thoughtful and structural knowledge management solution needs to explore the breadth and depth of knowledge, its prospects and practice to improve the collective learning capability and organize knowledge into true understanding. This enables informed decisions and actions to be executed resulting in improvement of quality outcomes of problem solving.

A company's culture, which is heavily ingrained, implicit and not directly perceptible, is also very hard to change and changes slowly if at all: In the digital era with exponentiality, businesses today need nothing less than a paradigm shift in their thinking about the fundamentals of how organizations work to build an authentic culture and an engaging workforce. The management should make an objective assessment: What are the collective thought processes and behaviors that you can see in your organization? A disconnected or distant layer of management or leadership? A sea of administrative bureaucracy? Implicit bias or double standard? Disengaged employees or unhappy customers? Etc. Silo thinking or poor or inconsistent communication down or across the organization? How would you describe the prevailing business mood? The implicit culture can be detected via deep observation and leadership profundity. For instance, how people behave when the management is not around? what are the ideas within the walls that create fresh ideas, keep creative energy flow, derive profitable actions, make positive influence, and build collective confidence.

People have to be given the opportunity to be creative, they have to become empowered and discover the innovative way to do things. The right culture is an implicit but critical success factor to keep the business system running smoothly, with the goal to build a digital-savvy organization. To fine-tune digital culture for striking the right balance, learn to seek divergent views before developing a convergent conclusion; work to see issues from multiple points of view. Then identify trade-offs; make choices, while continually remaining open to discovering errors in one’s reasoning.

True critical thinkers are able to see things underneath and around the corner, perceive the invisible behind the visible, catch “implicit” elements, recognize connections and interdependencies, have an in-depth understanding of cause and effect based on the identification of relationships and behaviors within a model, context, or scenario, be sensitive to the emergent factors, take the balanced view of digital flow, and reach the high level of professional maturity.

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Contemporary boards play the crucial directorial role in business strategy oversight, performance monitoring, business advising and policy setting. 

Modern corporate boards play significant roles in guiding businesses in the right direction and achieve expected business results. Due to the “VUCA” characteristics -Complexity, Uncertainty, Ambiguity, and Velocity of the Digital Era, the directorship in any organization must have the agility to adapt to changes and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals. 

The main purpose of the book “Digitizing Boardrooms -The Multifaceted Aspects of Digital Ready Board” is to envision the future of directorship with twenty-three digital boardroom themes; oversee business strategies with digital fluidity, digital mindset, and contextual intelligence and rejuvenate boardrooms via participating in both innovation management and management innovation.

Influence & Inquisitiveness 

 

Innovation inquiries The board with digital savvy BoDs understand what's required and how as a high-level basis for going digital means to the business. So, they can make a significant impact on accelerating digital transformation with a premium speed. Vision is the destiny, it is basically a qualitative statement defining the "perception" of the organization, the strategy is the roadmap to get there. And innovation strategy is an integral component of the strategy. The effective board as a directorial role oversees the business strategy and provides the guidance about what core to preserve and what future to stimulate progress toward. Here are a few innovation inquiries of digital boards.

Inclusiveness inquiries Contemporary boards play the crucial directorial role in business strategy oversight, performance monitoring, business advising and policy setting. They are also the mastermind behind the digital transformation. Not only do today’s BoDs need to have sufficient knowledge to understand the digital business ecosystem, but also they need to have the collective insight to present today and foresee the future. The matter of fact is that the changes sweeping the business are hugely disruptive and there is nowhere to hide. Leadership is all about change and directorship is about steering the business toward the right direction. From board composition and refreshment perspective, which challenges do you face, when and how do you tackle the issue of change in the boardroom? And how to build high-performance boards for today and the future?

Inquisitiveness Due to the “VUCA” characteristics of business dynamic, overloading information, and continuous disruptions as the new normal of business expansion, corporate boards should leverage multidimensional lenses to provide an “outside-in” view of the organization and steer the business in the right direction. Analogically, the corporate board's role is about pulling management out of the trees to see the forest. They see the development of strategy as a collective effort between themselves and management, rather than a question of “us versus them.” The corporate board represents ownership, acts as an inquisitive explorer, and they really cannot do a good job if they don't have the knowledge to ask profound questions, challenges and sets broad strategic goals, as well as takes logical steps in practicing GRC disciplines effortlessly.

Ultramodernism Due to the complexity, uncertainty, ambiguity, and volatility of the digital era, the directorship in any organization must envision the future boldly and influence changes proactively. There are quite clear processes for the interaction between management and the board; oversight, supervision, development, and mentoring of management, typically at the higher executive levels.

Increments The characteristics of digital business are interdependent, dynamic, volatile, uncertain, hypercompetitive, and people-centric. It requires interdisciplinary management practices and high-level GRC maturity. At the Board level, it requires a strategic and forward-looking perspective, to deal in “VUCA” new normal, “think the unthinkable,” "see invisible," "listen to not being said," “ask the unpalatable question,” and explore the people dimension of GRC to accelerate business performance and maturity.


The “Future of CIO” Blog has reached 3 million page views with 7300+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.

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Unfinished

Bottom line: every organization has a certain culture and to succeed in any endeavor, you need to understand the culture and the drivers behind any action,  and achieve unfinished work.

"Digital Master” is a series of guidebooks (28 + books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.”

 It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Unfinished” quotes in “Digital Master.”



It takes more engagement and retention initiatives, enforce training and development at every level in the organization to involve and engage, emerge and evolve, and continue the unfinished journey of digital transformation.

Finish redesigning old communication networks, reporting relationships, and build new connections. Provide for self-determination. Keep people involved and on track, maintain faithfulness to purpose, coordinate and integrate unfinished activities.

IT should partner with all the different functions of the business to bring up different perspectives as any business initiatives or reinvention efforts should have clear business goals, to provide business insight, implement unfinished processes, services, and solutions in new ways.

Bottom line: every organization has a certain culture and to succeed in any endeavor, you need to understand the culture and the drivers behind any action,  and achieve unfinished work.

Instead of simply saying that an assigned work was completed successfully, but giving time for evaluating how the work was achieved in terms of planning, use of available resources, clarity of direction, how teamwork was achieved (not only within a project but in using the knowledge/experience of other people), how the manager and the person involved worked in synergy, etc, to accomplish unfinished strategy implementation.

Organizations have limited resources and talent, change is never for its own sake, it is important to prioritize things, enforce communication and have the perseverance to work on unfinished activities, truly make the change happen and also sustain its effect.

In some situations the development team would like to reduce the functionality to build shippable product increment within the iteration. The question is how to decide if it is still valuable? Making the stories smaller and ordered in terms of value may help in such cases - the team should just make them one by one leaving the least valuable unfinished.

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Illustration, Inference, Interdisciplinarity

People are the center of problems because every serious problem we face today are often caused by the wrong thinking, the wrong focus, the wrong values, the wrong assumptions, the wrong ends, and the wrong means.

We live in the world with a mixed bag of physical and virtual, new and old, truth and false, opportunities and risks, etc. Either running a business or taking a life journey is fundamentally an iterative problem-solving continuum. Problem-solving is about seeing a problem and actually finding a solution, not just the band-aid approach to fixing the symptom. 

Many problems today are complex because you need to take an inferential logic to understand the real problems and illustrate them well, take an interdisciplinary approach to solve them in a structural way.




Understand the problem that is being addressed: A problem is a difference between an expectation based on vision or intention and the actual situation based on current reality coupled with a negative feeling. There are illogical problems or wick problems. There’s the problem that the same word means different things to different people with cognitive diffidence or diverse backgrounds. Problems have arisen because words have been taken out of context, twisted and used the way one wants. Understanding and articulating the real problem is important because ill-defined problems or misconceptions cause significant delay of effective problem-solving, waste time and investment, or even cause more serious problems. Some problems are the symptom; other problems seem irrational. Many problems exist because they either cannot be adequately captured contextually or they are caused by people’s emotional reaction to a set of the circumstance of events. Thus, clarifying and articulating the right problems is the prerequisite to solve them effectively.

Many problems today are complex and interdependent. Every complex problem can be considered to be a symptom of another problem. Some people can get the real problem effortlessly as opposed to others that can’t seem to get a grasp on the problem. It depends on cognitive abilities to preliminarily understand the extent of any problem or condition. Make extensive observations and investigations and ask thought-provoking questions, so you can gather adequate information by adopting a more holistic and inclusive view. Every complex problem is essentially unique. The existence of a discrepancy representing a complex problem can be explained in numerous ways. So there is a strategic value of understanding the problem and being able to ask open-ended questions that evoke responses to enlighten or illustrate specific issues.

Understand the root causes of the observed problem and how they contribute to the observed problem: One of the critical problems in problem-solving is that, a lot of the time, the problem definition process is not implemented. Assessing and defining problems is usually halfway to solving them effectively. The assumption that there is a single cause to a "problem" in a complex adaptive business system is unhelpful. To dig into the root cause, look at the problem from a different angle or understand the issues via multi-disciplinary lenses, in order to get the “scope” of the problem, deepen the understanding of the issues by stepping back, or getting out of the box, in order to look at the problem from the different angle. An essential part of the 'problem-framing process' is to understand what your high-level outcomes are related to the issue, opportunity or problem. You cannot choose between alternatives without being clear about your desired outcome.

There are small issues and large problems, understand which of these root causes is being addressed. It’s an important step to identify, understand, and evaluate the opportunities in which important problems need to be solved, brainstorming helps problem identification and avoids “worrying about the wrong thing” symptom. see a larger system with interactive pieces and “conflict” goals; provide the deep insight into the emergent properties, and gain an in-depth understanding of emerging or existing problems. Cognitively, people are often at the center of the problem; diagnosing the problem from the mindset level is the critical step for digging into the root causes of many problems today. A logical problem-diagnose scenario that crosses all industries is to keep peeling back the layers to discover the root cause by asking “WHYs.” The deeper you understand the problem, the easier you could frame the problem, and the better chance you could solve it creatively.

Understand the proposed solution and how it is expected to address the root cause we chose to address: Problem-solving is both art and science. It is about seeing a problem, discovering the root cause, and actually finding a solution to that problem, not just the band-aid approach to fixing the symptom. In reality, it’s no surprise to know that often the solution only fixes the symptom and even causes more problems later on. Some or many solve certain problems in a certain area but create other problems in the other domains. Multi-dimension and complexity are two key factors in the intrigues of large problems. There are no unsolvable problems, but there are complex problems that are those you cannot solve with given resources, knowledge and capabilities you have at your disposal at the time the problem arises. Solutions to complex problems are not true-or-false, but better or worse.

There are tactical problem-solvers and strategic problem solvers. Thus, it is useful to try and bring people to a better understanding of the causes and effects, particularly where there are mistaken beliefs that result in bad effects. Patterns play a significant role in problem-solving at different domains such as science, math, art, and virtually every creative activity humans engage in. In fact, pattern thinking enables you to capture profound insight into complex problems and apply interdisciplinary knowledge to solve them in a creative way. A healthy process for problem-solving goes between flexibility and hard process, to make a smooth transition from pursuing the perfect solution which does not exist to making continuous adjustment and improvement. With open-mindness and flexibility, two diametrically opposed parties sometimes end up working together on a solution that suits them both. The point is that humans should all have some humility and recognize the limitations of their expertise and partner them with the other experts to apply inferential logic for problem-solving.

Due to exponential growth of information and continuous disruptions, more often than not, those existing or emergent problems also become more complex than ever. People are the center of problems because every serious problem we face today are often caused by the wrong thinking, the wrong focus, the wrong values, the wrong assumptions, the wrong ends, and the wrong means. Every complex problem is essentially novel and unique. Even during the journey of problem-solving, shall you continuously check: Are you pinpoint the right issues? Are you doing the right things? Are you doing them the right way? Are you doing them well? Are you achieving the desired outcomes? Illustrate the real issues, make inferential logic and take an interdisciplinary approach.

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Initiating Innovation

We have to understand that the world has become multidimensional, hyperconnected, and interdependent, innovation is the unique, or perhaps the only advantage that organizations have to build in order to win over the fierce competition and survive through frequent disruptions.

All humans are born with raw creativity ability. Creativity has many dimensions, with multi-faceted truth and myth, manifold knowledge and multidimensional insight. Creativity is the wings of our mind and the tempo of our heartbeat. Creativity is a constructive disruption, not so bad addiction, and a sensational phenomenon. 

The purpose of “100 Creativity Ingredients - Everyone’s Playbook to Unlock Creativity “is to classify, scrutinize, articulate, and share insight about one hundred special creativity ingredients, to paint the picture with them, to add colors on them, to embed the music into them, and to make the story via them, in order to unleash our collective creativity potential.

 

    

Initiating Innovation

Unusual Unification As the digital world becomes hyperconnected, interdependent, and dynamic, today's digital professionals need to work both smart and hard at the same time, not just keep their hands full, but keep their mind open. Digital mentalities are informative, inclusive, and able to embrace “unusual things” to stimulate creativity. In a collective setting, it’s critical to encourage free thinking and experimenting, have the right dose of creative tension and “unusual capabilities” to discover more hotspots of innovation, unify the best of the best, and build the culture of creativity.

Impediments We have to understand that the world has become multidimensional, hyperconnected, and interdependent, innovation is the unique, or perhaps the only advantage that organizations have to build in order to win over the fierce competition and survive through frequent disruptions. Technically, innovation involves new ways of bringing together ideas and resources to create something novel and then transform those novel ideas to achieve the business value. Due to the hyper-complexity of modern businesses, innovation has become more intense with broader content or enriched context. Innovation is not just a restless adventure, but a cautionary tale. Statistically, innovation management has a very low success rate. There are various reasons to cause innovation failure.

Innovative Initiation Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. The digitalization flattens the organizational hierarchy and blurs the functional, organizational and geographical borders in the business ecosystem. It is like a gigantic puzzle with many misplaced pieces, you have to put them all in the right places to discover the real meaning and unleash its full potential. You cannot make a true digital paradigm shift without an in-depth understanding of the digital interconnectivity and embracing the multitude of digital maturity.

Initiation "Digital Master” is a series of guidebooks (28 + books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.” It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Initiation” quotes in “Digital Master.”

Ingenuity The purpose of “Problem-Solving Master - Frame Problems Systematically and Solve Problems Creatively“ is to throw some light on how to understand, frame, and solve today’s multilayer, interdependent, and over-complex business problems effortlessly. Digital leaders and professionals should self-aware of their role in problems, show professional maturity, and develop a good reputation as the problem-solver.

The “Future of CIO” Blog has reached 3 million page views with about #7300th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The “Digital Master” book series includes 28 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 the 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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Unity

"Digital Master” is a series of guidebooks (28 + books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.” It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Unity” quotes in “Digital Master.”

Amplify the voice of Systems Thinking and create harmony via the diverse thoughts and perceiving diversity in unity.

The system is a self-reflecting or self-observing unity, which functions in a distributed way through one’s ‘human’ forms in the rest of unity; but which also already enjoys a dynamic communications network linking most of the local cognitive filters as a system-wide filter.

Start with the mediating systemic wholeness with which you experience, remember, know, think, imagine, evaluate, intend, and engage the rest of the intrinsic unity that is the whole.

Systems Thinking is a discipline for seeing the whole and understanding the relationship between the parts and the whole. The relationship is everything. It is a framework for seeing interrelationships rather than isolated things, for seeing patterns of change rather than static “snapshots,” to perceive diversity in unity

Start with the mediating systemic wholeness with which you experience, remember, know, think, imagine, evaluate, and engage the rest of the intrinsic unity that is the whole.

If we see disunity, failure, and destruction and focus on them, then we are consigned to that misery for as long as we insist on that vision. On the other hand, if we envision unity, success, and construction then the negatives become the shadows that tell us we must do better and we try and try again.

Leaders who express their anger, carefully and professionally, can improve team unity, lead change, motivate, improve standards, and professionally develop others.

Once the staff appreciates their objectives and with a purpose of unity, all the staff and leadership should be able to implement their communication strategy appropriately.

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Innovation Indicator

Performance measurement and management is the means to end. It’s not the measurement that is important; it’s what you do with the data obtained from that measurement.

As the saying goes, “You can only manage what you measure.” Digital Organizations are like organic systems that keep evolving. The performance of the total “system” is independent of the performance of any one of the functions and depends more on how the functions relate to each other, the “space” between functions. In fact, the very goal of running a high performance business is to ensure the business as a whole is superior to the sum of pieces.

 In practice, Performance Management assessment is always subjective, controversial and contentious, this is especially true for innovation management. The more meaningful and important the thing you want to assess, the harder it is to be measured objectively. Select the right set of indicators of improvement, innovation, and investment, and measure them effectively. Logically, you need to know the exact purpose of the metrics and what follow-up action is needed if it does not meet the expectation.

Information management indicator: Information is one of the most intensive pieces of innovation. There are both intrinsic and extrinsic values of information. Information is raw material when you manipulate the raw material in meaningful ways, it gives you business insight to interpret and utilize, then you have established a value. The intrinsic value of information is about turning the most invaluable information and knowledge assets into precious insight to catalyze innovation and accelerate performance. Otherwise, a misguided performance indicator becomes a distraction. Businesses need to understand not only the power and the opportunity information could bring in, but also the potential risks they might get exposed to. The information has to be approved and as up-to-date as practically possible in a system which can be accessed by people who need it. This requires a holistic look at the entire organization and identifies how the information management initiative aligns with the functional and the company objectives, to improve communication, collaboration, and overall organizational maturity.

It is critical to identify the objectives before one embarks on quantifying information management performance. In reality, the static and siloed information/knowledge approach is too slow to adapt to the changes and dealing with exponential information growth. Many organizations manage information ineffectively because they don’t understand what raw material they have to play with, as well as poor measurement-they do not apply worthwhile evaluation to it to reveal its inherent value. If you start from understanding your objectives of information management and then provide an indicator as to whether you are progressing towards achieving that objective, you are more likely to succeed.

Innovation management indicator: Innovation is the process on how to transform novel ideas into business values. There are idea management indicators or index, implementation process management indicator, innovative culture indicator, or individual’s creativity indicator, creative/analytical capacity (ideation/evaluation), etc. In specific, some factors that could be used to measure innovation score within a company could be human and financial resources invested, employees motivation with top management encouragement and support, challenging activities being involved, level of autonomy, number of innovation initiatives being launched, and organizational culture such as vision, mission, structure, networking collaboration with partners, etc. The goal is to show how the pieces of measurement data directly or indirectly affect business productivity, performance, and profitability.

The effective measurements selected should be part of a link to cause-and-effect relationships, ending in financial objectives that ultimately affect the growth and long-term perspective of the organization. There are leading indicators and lagging indicators for innovation management: Are you intending to evaluate the capacity/potential to innovate, or the level of past innovation performance measures? For example, measuring the contributing value of your new products or innovations as either revenue or preferably profit to your overall value, % of new product/service contribution to total value, etc. Failure is part of innovation. Measure failures as well. If the organization allows reasonable failures, not repetitive mistakes, it will be more successful in innovation for the long run. So the additional indicators may include things like: Willingness to accept the risk of failure, regulatory or industry influences level of customer interaction, etc.

Improvement indicator: Not every improvement effort is innovation, but innovation should always be sort of improvement. The breadth and depth of business management improvement or innovation include process optimization, people development, workflow streamlining, culture innovation, and competency development, etc. in fact, making continuous improvement is a mantra to run a progressive digital organization. There are functional performances and the company performance, the part-processes are themselves determined by the intrinsic nature of the whole, but the whole performance should be more optimal than sum of pieces. Continuous improvement is more likely to be sustained if there is a framework and takes a whole system-based approach.

The goal of performance measurement is to diagnose problems and make continuous improvement. The trick is that performance indicators are very often functional when what is most important is the "end to end" performance of the organization as a whole. If at some intermediate stage, one measures something that is not congruent with the final outcome, Use metrics as pointers to areas requiring further investigation. The “space" between the functions/boxes are actually defined by trade-offs, which are often unrecognized, unexplored, un-articulated, and offer far more potential for improving the performance of the entire organization.

Performance measurement and management is the means to end. It’s not the measurement that is important; it’s what you do with the data obtained from that measurement. Historically, performance measurement systems for most businesses have been financing driven. Incomplete assessment of measurement variables would mislead the management making ineffective decisions or focus on short-term business results only. Innovation management is no exception. Irrelevant measurement indicators will waste time, add the other layer of management complexity, and decrease the business effectiveness. The objective is to recognize what needs to be done, to assess how well things are being done, to align and realign priorities to what needs to be done and to invest in improvements in a mindful way.

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Innovation & Internalization

Envision, communication, implementation, integration, and internalization are indispensable when you are on the ride of digital trajectory. 

The digital era upon us is full of uncertainty, velocity, complexity, and ambiguity. Compared to traditional companies like the mechanical system which keeps spinning, the digital organization is a living thing which needs to keep evolving and strike the delicate balance of growth and stability. Interdisciplinary science can be applied to digital management by integrating multidisciplinary methodologies, enabling business leaders and professionals to frame bigger thinking boxes and understand varying digital characteristics, in order to manage a high performance business by taking the multi-faceted approach, technically, scientifically and culturally. 

Interdependence: Due to high velocity and information exponentiality, organizations become complex if things do interact, particularly in the case of "non-linear" interaction and interdependent relationships. Digital platforms enabled by emerging technologies, efficient apps, and tools, help to flatter business hierarchies, lubricate processes, break down silos, allow people across the business ecosystem to share knowledge for co-solving problems. On one side, structured cross-border interdependencies can be enabled with formal organizational elements such as standardized business processes and management systems and centralized functions; on the other side, loosely structured cross-border interdependencies require a much greater dose of informal organizational elements such as information flow, shared corporate values and culture, common business language, multidimensional knowledge and skills, regular face-to-face meetings of cross-border people, and so on.

The digital era upon us is about innovation and people centricity. Thus, organizations today need to take an integral information and knowledge management approach, encouraging knowledge exchange cross-functionally. In practice, part of taking knowledge seriously as a corporate asset involves assigning responsibility for knowledge within the organization, maintaining and improving knowledge flow and ensuring knowledge coherence, and gaining the necessary knowledge to understand and manage holistic digital ecosystems. In a frictionless but interdependent digital workplace, dynamic business leaders, teams, and employees have a clarified vision to think with the long-term perspective, have a passion for generating fresh ideas, sharing interdisciplinary knowledge, have techniques to enforce cross functional communication and collaboration, and have unique competencies to drive a smooth digital transformation. Ideally, the collaboratively interdependent organizations can reach the higher state of business maturity because limited hierarchy works best in a creative environment where the free flow of ideas and their prompt implementation is a key element of business success.

Interconnectivity: Hyperconnectivity brings both the abundance of opportunities and unprecedented risks. Traditional hierarchical lines will phase out and the digital organization is like the ‘switch’ in the network lattice of the ecosystem. A hyperconnected organization can approach the flow zone when the positions in its hierarchy have clear and accountable tasks. In order to function, an enterprise has to be linked to the many and varied ‘touch points’ between itself and the marketplace environment of which it is a part. Thus, organizational leaders need to take a holistic look at the variety of business relationships and interconnectivity, and leverage the system perspective to see things from the broader lens, emphasize communication, participation, relationships, collaboration and unlock business performance and potential continually.

Modern digital organizations are not just the sum of functional pieces, but an integral whole. The hyperconnectivity of the digital world requires people to become connectwise, they can discern the trends from fads, seek business goals before taking business initiatives, enforce collaboration and communities over competitions. At the organizational scope, it's important to digitally connect key resources/assets in their vicinity/context to the resource-rich innovation hubs/clusters across the business ecosystem. From the ecosystem perspective, a collective of business partners will emerge working collaboratively to achieve organizational goals and co-create ideas collaboratively. It draws together mutually supportive companies from multiple industries that collectively seek to create differentiated ideas and capture value they could not reach alone.

Internalization: The most difficult topic during transformation is managing uncertainty especially when you change many things such as processes, cultures, systems, conceptual models, being people-centric, getting buy-in and building trust. In essence, business transformation involves internalization of the defined values, culture, and conceptual model, the newly established behaviors will be in harmony with the internalized values. The “magic digital transformation formula” could perhaps be refined through a combination of talent, resources, processes, and technologies to perform a set of activities and achieve the high-performance business result.

Besides integrating tangible, it’s important to fine-tune “invisible” business elements for striking the right balance, take a further step and involve internalization of the “out-of-the-box” thinking and the digital conceptual model. In management practice, understand your work environment, understand what is required to be done, have the right resources and talent, and channel your energy into doing things that can make the difference and accelerate digital transformation. Also, keep things transparent and visible across interdisciplinary management, have intellectual to connect the minds and touch the hearts, build trust, gain commitment and engagement, rather than just be compliant with work tasks, enable effective communication, increase visibility, build trust, enforce collaboration, manage change smoothly and integrate the loosely coupled functions into coherent business competency.

Envision, communication, implementation, integration, and internalization are indispensable when you are on the ride of digital trajectory. The real digital transformation taking place today isn’t the replacement of the one by the other, but harmonizing the hybrid nature of digitalization and making the good combinations that create wholly new sources of value and achieve high-level digital maturity.

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Unseen

You have to look into an unknown future, envision unseen, and attempt to define the landscape with its risks and opportunities, and shape your own unique viewpoint. 

"Digital Master” is a series of guidebooks (28 + books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.” It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. 

Here is a set of “Unseen” quotes in “Digital Master.”

Life is like a seed, inside each seed, there is an unseen potential, unleashed energy; unimaginable colors and uncompromised substances

One can see an egg another sees an omelet, to envision the substance of things unseen is the inspiration for innovation. To be innovative is to transform the single thread into a beautiful garment, words to poetry, ideas expanded to create more ideas.

Unseen is complex until it is known. Once known, it becomes simple. Simplicity is an optimal level of complexity

You have to look into an unknown future, envision unseen, and attempt to define the landscape with its risks and opportunities, and shape your own unique viewpoint.

Science is about simplifying complex things. It decodes the unseen, and the unseen is always complex because it is not known.

Innovation is to see the substance of things unseen; One can see an egg another sees an omelet, to be innovative is to transform the single thread into a beautiful garment, words to poetry, ideas expanded to create more ideas, to create concepts.

Leadership is the adventure to explore unknown, decode the unseen, and have confidence and insight to navigate the business on the right path.

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Ingredients

There are many important ingredients in effective leadership, such as trust, empathy, influence, humility, etc. 

Leadership is complex yet simple: Complex in that there are so many traits and characteristics that are considered when evaluating a leader. Simplicity in that the substance of leadership never changes, it’s all about the future and change; direction and dedication; influence and innovation.

The purpose of the book: “Leadership Master - Five Digital Trends to Leap Leadership Maturity” is to convey the vision of digital leadership, share the insight about leadership maturity, and summarize five emergent digital leadership trends Here is the monthly tuning of digital leadership.

          Ingredients 

Ingredients? Substantially, leadership is all about future and change; direction and dedication; influence and innovation. With “VUCA” characteristics (Velocity, Uncertainty, Complexity, Ambiguity) of digital new normal and today’s cross-functional, cross-cultural, and cross-generational workforce, what are the important ingredients and emergent trends for digital leadership, and how to leapfrog leadership to the next level of maturity?

Intention As businesses and the world move deeper and deeper into the digital world of VUCA -volatility, uncertainty, complexity, and ambiguity, while company boundaries are blurred and the world is so hyper-connected, who leads whom? How can leaders make a positive influence and regain the trust of the society? How can they harness the creativity and passion of the workforce in pursuit of competitive advantage & unique difference in the global stage? What are the most important ingredients in great leadership?

Interplay There are many important ingredients in effective leadership, such as trust, empathy, influence, humility, etc. However, the world is still full of stereotypical leaders, look the same, think the same, and act the same, what is missing? could it be “BALANCE”?

insight Authenticity: The Leader who is true to themselves and their team, garners the trust & respect that is needed to be successful & motivate others. Balance the pros & cons, the differences of viewpoints with the proven methods to lead effectively.

Integrity Perhaps many people think MATURITY refers to age or experience; however, just like wisdom, maturity may not automatically level up with age. The dictionary meaning of Maturity is - Ripe / Completely Developed. That word can often be used as a blanket term to encompass: Integrity; Empathy; Strength; Service; Time management; Communications; Planning; and Decision-making

The “Future of CIO” Blog has reached 3 million page views with about 7300+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.

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Information Interconnectivity & Integration

Compared to the physical asset, it's important to take a holistic approach for processing and refining information to improve the organizational decision effectiveness.

The digital era upon us is full of uncertainty, velocity, complexity, and ambiguity. Organizations today are at the crossroads in which the segregation or silo of business units are at a need to reach across the aisles and respectively work cross boxes instead within the box. They are permeating a cross-ecosystem which is dynamic, continuous, and interactive. 

To deal with "VUCA" new normal, the digital transformation is a strategic imperative that enables businesses of all shapes and sizes to reinvent themselves. But it is a long journey of pursuing management holism, innovation adventurism, and digital modernism based on information interconnectivity, integrity and maturity.

Information integration and management holism: Enterprise is a complex system with a mix of order and chaos, idea flow and process stability. Information does not live alone but permeates everywhere in the businesses. Information Management has to break down silos, and apply an integrated and holistic information life cycle management solution to conquer challenges and generate business value rather than try to “control” it. To say that you understand a thing is to state you know it in its totality. The word "holism" refers to something that transcends an adding or combination of thinking ways, to understand things as the whole, with interconnected parts and interdependent relationships. A holistic perspective can fix the misperception by integrating quality information, exploring multiple thought processes and integrated opinion, willing to listen to the diverse viewpoints, zooming out to capture the bigger pictures, and seeing both the forest and the trees. In terms of information-based holistic problem-solving, people filter the information that comes their way, it often needs to refine information into business insight, integrate different stereotyped ('mechanistic') viewpoints, and search for new viewpoints that holistically examine a situation in order to solve the problem effectively.

Being digital in one's business implies first going digital internally and culturally. The idea of digital lenses is to "see the whole," or help people reach a shared understanding of the whole. From a management perspective, being holistic” suggests a genuine sense of exploration and innovation. Every strategic initiative, either at a functional level or corporate scope, has to make sure the business as a whole is superior to the sum of pieces. If the situation is very natural and fluid, with a lot of inter-dependencies, it takes a holistic view and cross functional management approach. Vertically, the deeper you can perceive the holistic digital impact, the further you can reach the digital vision and pinnacle. Horizontally, the business ecosystem is just like the natural ecosystem which needs to be understood in a holistic manner, well planned, and be thoughtfully renewed.

Innovation adventurism: Most of the people are educated to be compliant with conventional wisdom or group thinking and most traditional companies discourage innovation. Digital business leaders today should learn how to walk the innovation talk and manage innovation in a structural way. To drive change and catalyze innovation, there are some critical pieces of information needed for accelerating idea validation such as facts about business ideas, benefits and shortcomings, applications, and competing technologies. There are many areas within a company where the innovation process can be applied to create value. The effective information management enables the digital organizations to build dynamic innovation capability for idea creation, selection, prioritization and improve the success rate of innovation management.

Innovation is not an aimless adventure, but a business value-driven adventure. It would be the adventure to explore different paths to experiment with better ways to do things, accelerate business performance and unlock its potential. Strategically, start to expand the collaborative innovation process, it will be effective to surface, examine, challenge and perhaps, even shift the underlying paradigms. Because it adds adventure to the digital journey, it nourishes the excitement that comes with it. Technically, integrate information, knowledge and idea management, etc. into a holistic innovation management approach. Build a methodological platform and develop the best/next practices to ensure that there is a steady flow of fresh ideas floating in the innovation pipeline and create innovation hubs that draw together mutually supportive companies from multiple industries that collectively seek to create differentiated offerings and capture value they could not reach alone.

Digital modernism: Going digital is an evolutionary path of pursuing the next level of organizational maturity. Digital organizations need to keep evolving, renewing, and achieving the state of flow-information flow, idea flow, and business continuum. Modern leaders are bold digital adventurists, who can craft and cast the vision for the way in which tomorrow’s business technologies can create sustainable business value, drawing from the experience and expertise of those around them to take a unique path of digital transformation. The purpose is to build an intensive and effective working environment enabling the organization to get all the right people with the right capabilities to solve the right problems from right angles all at once, to achieve high performance and unleash high potential.

High-innovative organizations should leverage workforce analytics tools to understand their talent via the digital lens, encourage creativity, develop an inspiring and engaging culture of innovation so that everyone has an opportunity to work hard and smart, strengthen their own strength and unleash their potential. Collectively, these ultramodern digital organizations are open to changes, informative to act, creative to design, flexible to take alternative paths, nimble to adapt, intelligent to decide, elastic to scale, and resilient to recover.

Information is one of the most invaluable assets of the business interweaving the dynamic ecosystem which explicitly seeks to create a flexible environment where people can grow and mature. Compared to the physical asset, it's important to take a holistic approach for processing and refining information to improve the organizational decision effectiveness, truly capture its multidimensional business value and improve business responsiveness, innovativeness, and maturity.

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