Illuminatanother

By choosing to -stand in - your own power, hold a space for- another's point of view, respectfully, there is no conflict, really.

Another day is coming;

nothing stands still;

change cannot be -

just another thing -

needs to be accomplished;

it has to-

be woven into -

communication, action.

tireless learning would be -

another key identity of-

professional competency…


Another progress is made;

wherever there are -

groups of people,

there are conflicts;

what is one state of mind to -

one person,

does not necessarily mean-

the same thing to another;

that's where -

conflict comes in, unexpectedly;

by choosing to -

stand in -

your own power,

hold a space for-

another's point of view, respectfully,

there is no conflict, really.


Another story is made;

failure is a failure,

another opportunity to -

learn something, then

to have another go, resiliently;

learning from-

another person’s experience helps to-

surpass one's own limits, confidently…

negative-competing against -

one another slows down-

each other, unfortunately;

stall innovation;

the more we trust,

the less,

we need to control;

the right dose of-

risk-taking is -

another necessary ingredient to -

take an adventure, courageously.

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Innovation

Be conscious of the learning curves, keep sharpening their mindset and skill set, in order to drive large scale change in a structural way.

The businesses, and the global world become over-complex, uncertain, and ambiguous, the business dynamic allows the organization to morph as the business conditions and organizational capacities for change to allow a better fit. 

The business will become more successful when the corresponding learning curve has reduced the uncertainty to the point where the information can be synchronized, organizational interdependence can be structured, and the strategic synergy can be created to expedite business performance.

It's about creating a better value proposition: Business value is multifaceted and could mean different things to different people. There are different forms of value such as employee value, customer value, economic value, alliance partner value, managerial value, and societal value, etc. Good values shape a benevolent culture and a better society. The whole value chain needs to be aligned, engaged, contributing by sharing the value so varying stakeholders get their fair share.

Many leaders are trapped by conventional thinking and get stuck inside the familiar box which limits their knowledge and perspectives. To perceive and preserve value, identify stories on the basis of value proposition, you need to have a very clear idea of the overall "value proposition" as well as the business model. The whole value chain needs to be aligned, engaged, and contributing so customers and stakeholders get their fair share, define the ideal business model, distribution, products & services, and business brand. The value chain process is the flow of activities, which include what managers, employees and applications do, to build a good strategy to drive value-added innovation.

It is no surprise that there is a tension between “old and new,” from the business model, mindset, process or practice perspectives: Organizations today are the mixed bag of old and new. There is a poor fit between the new business and the old system. Many organizations are struggling with overly rigid business hierarchy, inefficient processes, and shortage of professional skill sets. It is the reality that there are functional silos existing, so the organizational progress and harmony often get hampered by incoherent capabilities and inconsistent speed.

It’s no surprise that there is the tension between open-mindedness and close-mindedness; old and new business models; static processes and dynamic processes, best practices and next practices, etc. The emerging digital technologies & trends bring significant opportunities for businesses to pursue growth and explore new ways to do things. There is a delicate balance of inside and outside factors that enables business management to be aware of flow, and be open to engage people in the activities that help them rejuvenate positive energy.

It's important to create the space for innovation dialogues and debates: Innovation is all about figuring out the better ways to do things or produce something new to achieve its business value. It is about how to ride the learning curve to get into actions in creative, positive, and productive ways. People are encouraged to challenge old assumptions, embrace different perspectives, update knowledge, and apply alternative ways to solve problems. It’s about debating why innovation is important for their organization, developing a common understanding of it, creating the necessity and motivation for it.

It’s important to keep a workforce open to innovation by cultivating a compelling future vision, the presence of transformational leadership, and justice. It’s important to identify innovation capacity gaps or bottlenecks, such as resource limitation, process ineffectiveness, skills deficiency, or culture inertia, etc. Only in an open trusting space, creativity can flow smoothly and innovation can be catalyzed effortlessly. A participatory management style with multi-channel organizational communications are in demand to catalyze innovation and produce value-added services or products to current customers or exploring the new customer need.

Organizational leaders and professionals should be comfortable with “VUCA” reality, envision the bigger picture, predict and prepare the next level of business transformation. Be conscious of the learning curves, keep sharpening their mindset and skill set, in order to drive large scale change in a structural way.

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Initiatives

So the next stage of evolution enables the large collective of people to think in an advanced manner; communicate empathetically, unleash collective potential and work harmoniously to achieve common vision.

Business circumstances are dynamic, complex, the focal point of business initiative management is based on the future trend, based on the varying situations; based on what the organization requires for its long-term sustenance. 

Only initiatives that support the value achievement should be implemented. It is important to clarify key concerns, apply the systematic management approach to lead business transformation effortlessly.

It's critical to make the business initiative portfolio executable for building differentiated competencies: The pace of change is increasing; the cross-functional leadership team needs to figure out how to facilitate, enable and catalyze the business growth, and make continuous changes. It takes a structural, anticipatory approach to managing resources, focusing on the delivery of business benefits through identifying interdependence of a series of interrelated business initiatives.

Business portfolio management provides an “executive” view including impact analysis, business resource, talent, process, alignment to strategy, and leverages robust, flexible practices to improve the overall portfolio effectiveness. It is important to integrate the multitude of business management (architecture, application, performance management, etc.), to tackle the application portfolio complexity.

It is a waste of resources to leave invaluable human, organizational system potential left unrecognized, untapped and unused: The best way to discover potentiality and go on discovering what we are capable of doing is by doing analysis, capture fresh insights, unlock imagination while at the same time keeping our feet firmly on the ground. High potential people proactively learn, share, stimulate intellectual curiosity, and keep improving.

Collectively, it’s important to nurture the right environment to grow a natural affinity into "talent.” High potential organizations build sufficient capacity to grow, transform, and develop their workforce with learning agility, intellectual engagement, to unlock their collective potential and generate differentiated value. Otherwise it would be underutilized or dormant.

It’s important to understand interfaces and interactions associated with complex business and engenders new perspectives: Business management sees interdependence of business functions, interconnection of different pieces; allows gap identification, lubricates business relationships, and builds the process of creating a cross-disciplined business system.

The blind spots and gaps are inevitable without an in-depth knowledge of business context and the contextual understanding of people, processes, and technology at the system level. Organizational leaders should empower people with effective tools, seek additional knowledge and experience, motivate people to explore growth opportunities but understand the learning curve, and develop problem-solving competency.

We are experiencing the paradigm shift in the global society, from division to integration; silo to hyperconnectivity; industrialization to people-centricity. So the next stage of evolution enables the large collective of people to think in an advanced manner; communicate empathetically, unleash collective potential and work harmoniously to achieve common vision.

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Innovation

There are both innovation paradoxes and dilemmas that innovation leaders must deal with in order to overcome challenges.

Organizational and economic environments play an important role in spurring creativity and catalyzing changes. There are both tangible and intangible elements which need to be knitted into the unique innovation competency of the organization. 

High-innovative companies or societies can source creative ideas in a more open way and leap innovation management to the next level of maturity.

It is important to capture the rising trends and take advantage of changes in the external environment to spur breakthrough innovation: To disrupt, you must hear the whispers of customers, understand knowledge contexts, harness cross-functional collaboration. There are introspect, retrospect, or techno-spective of innovation It seems that many companies going through a period of introspection believe that they already implicitly understand the nature of innovation. There are many human links within the innovation phases and usually implemented in teams. If you have a stable process to generate, share, implement ideas, then innovation is not serendipity, but a management practice.

An open business system is value added to create a dynamic, interdependent methodological environment with a set of multifaceted practices to catalyze innovation: Organizations define what innovation means to them and how they choose or need to deliver, such as business model innovation, culture innovation, structure innovation, products/service/ process innovation. Breakthrough innovation is disruptive, often it changes the competitive landscape, even creating entirely new industries or products capable of empowering an overwhelming number of those who were previously unserved and underserved, with high return and high risks.

A substantial innovation sometimes leads to unexpected organizational changes, sometimes to handle success and sometimes to build on that success: People can be provocative, passionate, really intrinsically motivated about, and courageous enough to be innovative. There is a willingness to "not know"; from letting go of the current reality to allowing an unknown future state to emerge; be able to source possibilities in the emerging space, implement or execute in new and unexpected ways. In the final phase of innovation, where the idea is evaluated, applied, adapted, and optimized, change management is essential, so that individuals and organizations can benefit from the value of the innovation and sustain its impact.

There are both innovation paradoxes and dilemmas that innovation leaders must deal with in order to overcome challenges. They are more open to diverse opinions and feedback, listen to customers, take the path perhaps no one ever takes before, and become more resilient to fail forward.

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Innateagile

Agile is the mindset, philosophy, and methodology to run today’s businesses.

Agile has emerged as a major philosophy and methodology to improve business maturity. The challenge and direction now are to bring agility holistically to the entire business. 

It's a journey for any company looking to business transformation radically. Agile should be about how to ensure building the right product or service portfolio on value, on time and on a budget.

Agile is like a journey where you don’t know what challenges will come your way; as no one can prescribe it for you: Agile transformation requires not only buy-in but actual commitment throughout and across the organization. At a high mature level, agility involves all the stakeholders, from the customers to employees, to partnership. If the team is dysfunctional, figure out why the trust is not there and address that. This means Implementing agile with people who still subscribe to old practices will not likely lead to success. Actually becoming agile is a long-term venture with many concerns pertaining to the management of change.

It requires focus, training, patience and commitment across the organization to shift from “doing agile,” to “being agile”: Agile is an open mindset, where you are open to failure and learn from mistakes. Set the system of principles and regulations to enforce agile. It starts by offering training to the management. All Agile methodologies define a set of best practices, but true agility is much more than the practices defined in a given methodology. It involves providing training to act in accordance with principles. Plan activity, exercise, or a regimen that improves agile capacity. Encourage attitudes or behaviors in accord with rules of conduct; management, and order maintained by training and development.

Agile is focused on the practice of complex human responses to complexity in social environments. The complexity of reality comes from the myriad of intersecting boxes you try to live within. Given cross-functional people a good argument for why they are doing agile and what the benefits will be. Prioritization is about managing constraints. The progress to make agile transformation requires more cooperation across the organization. People should ride on the excitement that agile has generated in the management team and suggest that in the spirit of agile culture.

Agile is the mindset, philosophy, and methodology to run today’s businesses. In practice; organizations focusing on artifacts, metrics, ceremonies without ever understanding the why from the inside, will not get far. Agile success can improve the entire business competencies and maturity because they can do things quicker and better, advocate interaction, improvement and innovation.

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Initiatives

Scientific business discipline is precise, exact and can be accurately and logically represented and reused.

Nowadays, organizations are complex, people are complex, and business ecosystems are complex. There are many shades of corporate complexity, there are invisible factors that decide organizational agility, performance, and overall maturity. As societies are steadily moving into the digital era with characteristics of hyper-connectivity and interdependence, linear management has its limitations.

 It's important to take a holistic discipline for dealing with business complexity, figuring out the great way to keep the organization moving forward and produce great outcomes coherently.

It is crucial to figure out the root cause of large scale problems by uncovering issues underneath: Business problems today are interdependent, become complex if things do interact, particularly in the case of nonlinear interconnection and interactions. We can't separate things properly; we cannot predict the actual effect of interactions straightforwardly. It’s critical to discover the hidden logic, gain contextual understanding of business knowledge and practices.

Problem-solving today is complex; the predictive “cause and effect” in business dynamics includes nonlinear cause and effect models. After tracing down the root cause, leverage the limited resources, make the right choice to take actions for fixing them, and develop logical business problem-solving scenarios.

It is strategic imperative to figure out the “right level” of planning, make the continual attention to changes in the business and its external ecosystem environment: In adapting to the dynamic reality, business management needs to understand how change affects the future of the business, and craft a good enough strategic plan. The extent or exhaustiveness of a plan will vary depending upon a spectrum of factors which include dimensions such as size or scale of business initiatives, budgets, resources to be marshaled, complexity in terms of project reach. Get the bigger picture clear on what, when and how to achieve based on the dollar value and available resources.

What is the "right level" of planning? It is whatever is needed to get you off the ground & running. Then plan a little and try implementing to see immediate results to verify against the expectations. Planning takes a majority of the overall effort to produce results in terms of profitability and solutions. When "planning" starts to interfere with "executing," business management needs to make appropriate adjustments in enhancing a “planning- implementing-adjustment” continuum.

It’s important to keep experimenting, figure out their own business transformation formula: The scientific part of management helps to set the policy, guidelines, structure, and methods to achieve strategic agility. There's no such magic formula or “one size fits all” formula for expressing the direction an organization wants to develop itself. Organizations just have to meet their own circumstances, follow the business principles, capture the trends and integrate different ingredients into their strategic planning and execution.

Individuals or businesses must take their own unique approach, be flexible, learning-agile, and develop their own problem-solving methodologies and practices. The art of management will take a more crucial role in a variety of management in order to lead the business transformation seamlessly. Perhaps there’s no magic formula to calculate the exact value business change brings in, But, the generic change formula which does make some sense: People (50%) + Process (25%) + Tools (25%) (in that order) = Results.

Organizations today have the characteristics of hyperconnectivity, nonlinearity, and unpredictability. Scientific business discipline is precise, exact and can be accurately and logically represented and reused. It’s important to gain a comprehensive understanding of business forces, develop structural management frameworks in leading business transformation effectively.

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Innateframework

Framework is a coherent set of ideas, principles, agreements, checklists, standards, processes, tools and building blocks, do & don't practices.

The digital frameworks add value as they are implementations of the patterns to avoid having to reinvent the wheel, it helps the organization embed a digital culture into the very fabric of the business, explore digital in a structural way and laser focus on the most important things to get business digital ready.

  InnateFramework

Initiatives Business paradigm shift is the change, at the level of the business ecosystem, with all different perspectives. Predicting and preparing, dealing with thorny situations, treading tough water, handling paradoxical issues, identifying critical blind spots, etc, are all crucial steps in leading the organization toward the uncertain future confidently.

Initiativesforgluing In today’s “VUCA'' digital new normal, businesses are complex, hyper-competitive and interdependent; overly rigid hierarchy becomes the very obstacle to stifle changes; business management has to continue exploring holistic approaches, flatten structural hierarchy, enhance cross functional communication & collaboration, streamline an iterative cycle of designing, building, scaling and produce great outcome under specified performance standards and conditions.

Innerframework The digital normality-volatility, uncertainty, complexity, and ambiguity makes it challenging for making effective decisions, solving problems smoothly, and running a successful organization. Balance is not a stillness or stagnation that people or things get stuck by misunderstanding the means and end. Balance is not about putting random or mismatched things in the same box and expecting natural harmony. Balance is an important ability to optimize management, harmonize business relationships, or make adjustments of business speed.

Innerframework Organizations and the world become more complex than ever, in order to make effective decisions and solve problems in a structural way, Framework as a coherent set of ideas, principles, agreements, checklists, standards, processes, tools and building blocks, do & don't practices and practices provides the outline for something intended to be fully developed or explored, to address diverse business perspectives and practicalities, define or develop a set of cohesive business competencies.

InitiatingITFramework In the digital era, IT is no longer that island, or corner for those who still want to live in its comfort zone! information technology potential directly impacts the potential of the company. Many IT organizations are at the cross road. The idea that the IT organization is overlooked as a digital driver comes at an odd time when you consider the robust new technology prospects. IT management has to work both in IT and on IT. The biggest challenge for CIOs is to keep up and step up, break down silos and lower bureaucracy. The digital framework provides guidelines, checklists, standards, processes, tools and building blocks, do & don't practices, to address diverse business perspectives and practicalities, define or develop business competencies, to manage a high-performance digital organization.

The “Future of CIO” Blog has reached 10 million page views with about #11,100th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking and innovating new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

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Initiatives

Organizations better understand business evolution and harness its power to serve business purposes. You must show the 'progress' as you go along.

In the age of digital, businesses today need nothing less than a paradigm shift in their thinking about the fundamentals of how organizations work and fine-tune organizational structure to build an engaging workforce. 

Forward-looking organizations can grow, innovate and transform by taking a structural approach to identify inner strength of the business, develop potentiality into a more solid form and transform it into differentiated business competency,

It’s important for people to understand a strategic plan at different levels in order to implement it: Information is an organizational asset and resource. For business managers, not finding the information needed to clinch a deal is a good wake up call to diagnose the potential defects in strategy management. So often strategy can tie people up so much they lose sight of where they are heading. It leads to splitting of planning into layers with different levels of information granularity, where upper layers are holistic, with enterprise ontology and vocabulary; and lower layers are comprehensive, covering all attributes needed but for selected concepts only.

People across the organizational hierarchy need to understand their strategic planning from different perspectives. Depending on the level of information granularity and aggregation, you can use it for thresholding a strategic plan which is agiler, outside-in and bottom-up, so feedback becomes crucial for handling the paradox and balancing multifaceted views from diverse stakeholders. An iterative planning-implementing-improving is a healthy cycle of business management.

It's important to analyze total cost, total value, and total impact of developing organizational capacity for growth and business innovation: Moving organizations forward is challenging. Organizations need to discover their hidden value, invest wisely, refine their talent, optimize process, estimate cost, and leverage emerging technology to keep their business relevant and build competitive advantage. Refine information into fresh business insight, managing effective application portfolios are all crucial to lead business value generation.

So, how collectively creative the business is depends on the individuals composing that collective and depends on the rationale for the gathering of people. It’s about how to achieve the economies of scale, keep the business continually delivering what the business needs and maximize the potential of the company. Do comprehensive value/cost analysis, develop or expand business capacity, clearly define appropriate metrics, build a team of inclusive stakeholders to further define the charter, prioritize and allocate resources, balance quick gain and long term win.

It’s important to build in an objective assessment to allow space for improvement: In many cases people have had a very poor experience of workplace change. Because people suffer from change fatigue; or they even do not understand the very purpose behind change. So it’s important to help them identify and choose; what to change, how to change, and there are clearly many options. You have to create a positive experience for them and this builds a more open culture where change becomes much better regarded. Encourage diverse opinions and provide input during the process to maintain engagement.

An effective performance scoreboard is readable to categorize and learn the most valuable information while highlighting important aspects of decision/guidance, for taking step-wise actions to either improve customer satisfactions or operational excellence. A set of mechanisms and tools help the management close the feedback gaps by gaining insight about change context; having an in-depth understanding about the intention, quality, accuracy and relevance of messages.

Organizations better understand business evolution and harness its power to serve business purposes. You must show the 'progress' as you go along. Either for the individuals or the businesses, if you stick and restrict, you cannot be dynamic. Organizations are living organisms on their own, different from the sum of its parts. The process is adaptively rational. They have to balance change and stability; innovation and standardization, process and flexibility, with the goal to run high performance business.

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Illuminatearound

It is our connectedness to- the world around us, makes whatever intelligence, we have, truly useful to - ourselves and to others; allow all of us to explore; center around “rightness”

Around us,

there are-

interactions, conversations,

with intentions to -

initiate changes;

deal with tough reality,

day by day…


Around the surroundings,,

change is -

far deeper,

more difficult;

within resistance lies -

fresh energy.

collective wisdom..

Around change,

there is full of -

opportunities, risks;

can you build -

internal abilities to find -

peace, space, and rest,

knowing change is around us, constantly.

Are you able to -

guide, coach,

set expectations,

motivate, develop,

build competency…



Around people,

there are -

conflicts, arguments;

'seeing' the context,

we are 'part' of,

allows us to-

discover the leverage points of -

harmonized progress..

people's cognition depends on -

how they perceive -

the world around them;

how they relate to it by -

applying diverse thought processes,

making psychological adjustments, appropriately.


Around the globe,

people from -

different regions, religions,

cultural heritages interact,

initiate innovation dialogues;

allowing ideas to -

be generated that wouldn't have been possible within-

the constraints of -

individual’s cognitive threshold;

It is our connectedness to-

the world around us,

makes whatever intelligence,

we have,

truly useful to -

ourselves and to others;

allow all of us to explore;

center around “rightness.”

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Initiatives

Organizational management needs to explore different paths for designing new business models, understand business value chain/stream, and take the alternative value creation approach to accelerate performance steadfastly.

Great opportunities, dangers, and disruptions are around every corner. There are players starting with different resources and competitive positions; there are different complexities at different layers of organization, at different times and locations. Creating new revenue streams and generating business value is a strategic aspect of business’s survival and thriving.

It’s important to overcome “growth pain”: We cannot predict anything beforehand but can imagine with many experiences involved in the present or in the past. It takes practice to build a competitive team with self-motivated people who can adopt a personal drive to grow themselves professionally in changing contexts. Once people have experienced advanced mental growth and emotional excellence, they can walk through the cycle of “learning, sharing, understanding, innovating, influencing.”

In practice, organizational managers help employees at all levels to “think out of the box”; take calculated risks, go beyond their defined roles and build organizational capacities to reach the next growth cycle strategically. To deal with fast-paced changes and continuous disruptions, a growth mindset is in strong demand to ride learning curves and make progressive movements.

It is great when the organization provides support and empowers its staff by showing respect and offering talented people opportunities to achieve more: Collective potential transcending into the business potentiality is the greatest thing that the organization should ever invest in because it is the driving force to catalyze the business growth. A potentiality navigator plays a critical role in workforce analysis, exploring talent potential, to make sure that the work environment encourages creativity.

Make sure talented people get placed into the most conducive environment in which they can flourish and make the maximum contribution. If you can explore alternative talent pools, develop a global talent pipeline, and make businesses more effective and efficient, organizations can reach the next level of people management fluency.

It is strategic to develop a set of differentiated capabilities that enable the business to shape strategic differences: Reorganization happens when an organization decides to differentiate by taking an existing capability to the next level, improving organizational advantage that the competitors cannot beat. What matters is capability maturity, the high-mature set of business capabilities can make organizations more adaptable to fulfill their strategy, and become the key business differentiator to build a strong organizational brand.

Innovation management is a differentiator for companies to catalyze business growth and improve long-term business perspective. The more integrated and culturally based innovation is, the more sustainable such initiatives are. Real strategic differences are difficult or even impossible for competitors to imitate.

Forward-thinking organizations today need to constantly adapt to the ever-changing environment, make some necessary breakdowns, and enforce strong management disciplines. Business management needs to explore different paths for designing new business models, understand business value chain/stream, and take the alternative value creation approach to accelerate performance steadfastly.

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Initiatereorganization

It is important to apply the holistic management approach to “keep their business cool” and lead business transformation effortlessly.

Nowadays, to adapt to a fast-paced change environment, reorganization becomes common practice. From linear to nonlinear management discipline could be evolutionary for bridging silo based industrial age and hyperconnected business reality. 

It is transformational to “step outside” of the business for having different perspectives to gain an in-depth understanding of business context. It takes an anticipatory approach to manage a high performance organization.

Organizational leaders and professionals should apply nonlinear logic to have a more accurate understanding of the overall situation: Business environment is complex, conflicts and tensions are part of reality. Sometimes, you don't understand your business environment because you have never looked outside the boundary of the problem. It's important to avoid the trap of emotional turbulence or unconscious bias based on personal perception. Organizational managers take a framework approach to deal with crucial issues structurally, better define the problems and subsequently how you should go about solving them and in what sequence.

The organizational performance can be significantly improved by identifying clear goals and priorities, principles, and practices, which provides the basis or outline for something intended to be more fully developed at a later stage. Technically, the framework provides a basic building block for developing new applications with reusable code. It is a configurable, reusable semi built application with features designed for specific purposes. by providing generic components and utilities.

Any organizational reorganization effort should re-invent business management from linear to nonlinear management: The senior leadership and middle management have different levels of understanding about performance and outcome. There is miscommunication and misalignment of senior management and middle management; middle management and front line. To fix problems, business leaders and managers need to work across-lines for enforcing communication, making the strategic adjustment, and creating synergy to ensure the business as a whole is superior to the sum of its parts..

The more meaningful and important the things you want to assess, the harder it is to measure objectively. Assess overall business management effectiveness from employee performance to organizational capacity development. It is important to find out where the employee is and how they feel their performance is going. That in itself can open up useful discussions between the employee and line manager. The only reason to do the performance management process is to work with employees to improve their performance regardless of the current level, so they can better contribute to organizational goals. If the work demands problem-solving, creativity, etc, where there is more than one road to an outcome.

Organizational expedite business transformation when business management understands both the psychological and technical processes behind changes: Change is inevitable. Inflection point is the moment to be ‘paranoid’-as it’s the act of inflecting or the state of being inflected. The organization can reach the “inflection point” of change when the business is able to generate new opportunities for growth; organizations can stretch out in every business dimension for accelerating transformation.

In reality, the organization gets stagnated because the business systems are no longer able to accommodate changing needs or are too fragile to run at a solid speed. The overly rigid hierarchy with very characteristics such as bureaucracy, inflexibility, inefficiency, etc, are root causes of missing synergy and business stagnation. To improve organizational agility, the strategic alignment occurs on multiple levels, it presupposes the ability of each link to articulate strategic intent, build changing competencies and produce great outcomes consistent with the strategic goals.

In today’s dynamic business environment with hyperconnectivity and interdependence, the traditional management based on linear thinking and reductionist logic is outdated, causing silo or frictions. It is important to apply the holistic management approach to “keep their business cool” and lead business transformation effortlessly.

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Initiatives

Riding ahead of the curves for business transformation takes vision, strategy, courage, methodology, principles, and practices.

Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. 

Digital becomes the very fabric of high performing business, being outside-in and customer-centric is the new mantra for forward-looking and high mature digital organizations today.         

Initiatives 

Initiatives Today’s business environment is dynamic, complex, and uncertain. The exponential growth of information and the probability of emergent properties bring both unprecedented opportunities and risks to organizations across industrial sectors today. There are always different complexities at a different time or dimensions. When jumping into the future of “VUCA” new normal, organizations are able to judge the coming curves and obstacles on the path of business transformation more accurately, become proactive rather than reactive, to lead organizations forward smoothly.

Initiatives The rate of change has accelerated, hybrid reality is a flexible blend of the physical and virtual world. It indicates that business leaders must learn how to strike a balance between managing the top prioritized business problems today and predicting the uncertain issues of tomorrow.

Initiatives In “VUCA” reality, the new paradigm that is emerging is an organization that is more responsive, holistic, vibrant, self-driving, creates differentiated value while respecting differences and advocating integrity. In organizations with unstructured methods of work, people often do what is convenient and throw a rule book at everything else.

Innateobligation Compared to the traditional organization as the mechanical system which is easy to turn outdated and thus, get stagnated. Organizations today are like the organic living system which keeps evolving to adapt to business dynamics. Riding ahead of the curves for business transformation takes vision, strategy, courage, methodology, principles, and practices. To overcome stagnation, business leaders and professionals today have the obligation to think ahead, act progressively, and develop well-rounded changeability to increase organizational agility and maturity.

Initiatives In face of unprecedented uncertainty and high velocity, it’s important to deepen the level of understanding of complex issues via analyzing and synthesizing information, top business leaders need to envision the future of the business, continue doing consolidation, integration, optimization, keep the business synchronized to ensure that every part of the organization operates in harmony.

The “Future of CIO” Blog has reached 10 million page views with about 11100+ blog postings in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.

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Illuminateall

All generations have- their values to - contribute to society, with various growth pains, life struggles...

All humans have -

insatiable curiosity,

lead us to learn,

spur creativity;

people think,

differently,

act differently,

it’s all about -

balance and perception.


All of us are unique-

with different gifts & skills;

we are all same as-

curious human beings;

we should all come together,

appreciate each other’s talent;

“knowing it all” attitude turns out to-

be the burden for us to -

explore the further horizon,

turn off -

the spark of imagination, egotistically.


All generations have-

their values to -

contribute to society,

with various growth pains,

life struggles,

they should learn from -

each other,

have a handle to overcome-

unconscious bias,

count on each other, to-

co-shape a better society.



All-permeating consciousness has made-

creatures of nature -

responsive, communicative;

it is the connectivity of-

that universal consciousness,

make us not feeling alone,

constantly recharged;

search for the truth,

explore differences,

come up with-

ingenious solution to-

benefit all of us,

seemingly effortlessly.

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Innerrisks

Corporate management needs to imagine with many experiences involved in current or in the past for investigating hidden risks or uncovering gray areas, to improve business resilience.

In dealing with “VUCA” reality, risk management is very useful for achieving business results. Generally speaking, risk management is important but should be handled in a way that doesn't negatively impact business flexibility. The efforts on managing risk holistically or in a more integrated fashion are critical for the long run business viability.

Organizational management needs to define risk appetite and risk attitude so they know the business tolerance of downsides risks, have the intelligence for the upside risks: Because being "unruly" incurs risk, you need to set the updated principles and strong discipline for managing risks. There is a gray area between risk avoidance and risk-tolerance, the key is balance, and manage them well to improve business resilience.

When you are formulating strategies under conditions of known risk, as long as risks have been identified and agreed with stakeholders as per business needs, you can take information driven risk models that effectively predict, optimize, and consider sustainable approaches with multifaceted perspectives.

It’s critical to understand the risk appetite of business management, improve the risk attitude of staff, embed risk management mechanisms into corporate culture: Risk intelligent organizations are highly conscious about what’s happening in their environment, with the ability to adapt to change timely, and prevent risks effectively. Risk management mechanisms need to be well embedded in soft business factors such as corporate culture and put in place a mandated risk tolerance structure via escalation requirements based on current risk ratings.

With hyper-connectivity, people and organizations are becoming more interdependent with each other. Risk management is too inextricably linked to the company's culture and organizational personalities. It's important to embed risk control mechanisms into key business processes, measure, manage, or model risk, not just control risks, but improve methodology, technology, and overall risk intelligence.

It really means that understanding and managing risk should be a part of everyone's responsibility: The secret to risk management effectiveness is the degree to which delegation can be leveraged in "processing" risks. If senior risk managers have to micromanage all risks, eventually, key risks or opportunities will not be effectively managed.

There’re a growing number of organizations shifting their risk management orientation from bottom-up to top-down, with more senior management to assess risk profiles and improve risk management. Anyone or any company that fervently wants to be innovative must have abilities to deal with risks. Collect relevant and quality information, capture holistic risk management insight. The qualitative approach is crucial for managing risk in change.

The purpose of assessing risk against consequence criteria is to determine what risk must be managed, and who needs to be involved in transforming from risk mitigation to risk intelligence. Corporate management needs to imagine with many experiences involved in current or in the past for investigating hidden risks or uncovering gray areas, to improve business resilience.

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Innovation

Innovation is not serendipity, but a discipline. Being innovative is a growth mindset and a proactive attitude.

Innovation is about how to transform fresh ideas to achieve commercial value. It takes time to ride the innovation curve. It is particularly important for building innovation as the differentiated business competency, scale innovation effort, and accelerate its speed. 

If shareholders valued innovation more, and then, they would value companies that devote more resources to future innovation more than those that optimize short-term profits.

It’s important to mix hard and soft elements in forming innovation management formulas: Often, innovation is a collective activity; we need to do much better with cooperation - sharing knowledge and experiences. And thus, gain a unique understanding of surroundings, generate creative energy, and catalyze innovation. Leaders who encourage innovation enhance a learning-experimenting-innovating cycle; figure out customized innovation management formulas.

In business, complexity both drives innovation and also hinders it. This leads to the search for simpler concepts. Rules are more temporal; progressive organizations love breaking old or hidden rules. One of the critical factors to having an innovative organization is to make sure you have a feedback organization. If this is so, you could say that every corporate venture comes with innovation themes and the art of business management is to unlock the full business potential.

It’s important to build a creative workplace in which people can update knowledge, share fresh ideas, and build a highly innovative organization: Often, organizations can no longer survive in the “we always do things like that,” mentality or rely on a single individual or team to drive innovation. They present abilities to inspire employees to take risks, learn from mistakes, demonstrate courage to explore emerging opportunities, experiment with creative ways to do things consistently.

To inspire innovation, you need to understand how people encounter, observe, or undergo their stage of experience, and then, come up with innovative ideas, as well as how to implement them smoothly. The team's opportunity to innovate is limited from the start of the initiative, the level of business fluidity, people-centricity, and maturity. It’s important to harness innovation management processes and understand the horizontal, cross-functional operations of the organization.

Innovation garden development not only takes passion but also needs the process and hard work to rise above the learning curve: Humans plant innovation seeds, grow innovation fruits. The more fertile the soil, the better nourishment the innovation plant products will be, and there are better opportunities to nurture organic innovations. The wise investment of advanced technologies can be truly helpful to drive business demands such as increasing employee creativity, enforcing collaboration, and harnessing innovation.

Innovation process should enable focus on the most attractive opportunities. Innovation management is not just about generating innovation/ideas, but rather the processes to take ideas to generate value. Since the value lies in the contributions of the individual to the organization. You can't always wait for the "best" solution to emerge, risks should be quickly discovered, to drive systematic innovation.

There are a lot of confusions about innovation and there is no magic sauce to guarantee its success. Innovation is not serendipity, but a discipline. Being innovative is a growth mindset and a proactive attitude. There are all kinds of differences that exist between individuals, teams, industries, geographical regions, etc. The focus of inclusiveness needs to focus on perceptions, competencies, experiences in bridging a variety of gaps and improving collaborative innovation.

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