Innercognitivecreativity

The deep problem that reveals is to understand what are the evolutionary pathways of innovation implied by cognitive shift.

Human society is at a turning point that requires a significant adjustment in our evolutionary path rooted at the mindset level, either for driving changes or innovative problem-solving. The thoughts piled with the thoughts build into a cognitive mind. Cognition is a faculty for the processing of information, acquiring knowledge through thinking and sensing. These processes can be analyzed from different perspectives within different contexts. People with cognitive understanding can assimilate all relevant information, and transform them into the unique insight which ignites creativity or fuels innovation.

Provoke breakthrough thinking: Creativity evolves many different thought processes such as imagination, intuition, pattern discovery, dots connection, etc. It often happens at the intersection of conscious and subconscious thinking. Cognitively, creativity is a multistep scenario: the spark of inspiration which plants a new concept in our heads, and then the building of a structure of associations and relationships between that "seed" concept or turn the spark into expressible ideas. Sometimes, the wider dots you can connect, the fresher ideas keep emerging. Being creative is the cognitive mind with the thinking process that holds onto its natural connectivity while being prepared to connect the dots even in the opposite direction should they make sense.

Breakthrough innovation often starts at the mindset level, and breakthrough ideas are shaped by breaking down conventional thinking boxes, broadening thoughts and connecting cross-disciplinary dots for coming up with novel ideas to create breakthrough solutions. Collectively, a highly innovative team setting is often composed of people with cognitive differences to spark creativity and brainstorm innovation. Harnessing unique competencies, varying experiences, diverse perspectives and ideas have enormous potential to move to the digital era of innovation steadily, as cognitive difference nurtures creativity and catalyzes innovation.

Inspire creative perception: Perception is the cognitive ability to interpret what you see when you are experiencing the world. It is based on one’s thought processes which are influenced by one’s beliefs, thinking style, knowledge, and cognitive understanding. Cognition can happen in many different ways and combinations. A perceptive mind is subjective but can be open enough to embrace other minds’ perception for solving problems. Creative perceivers with a positive mindset not only interpret what they see, but reimagine what could be, with the intention to solve problems innovatively.

With the exponential growth of information in the digital era, today's problems become more complicated in the ever-changing world. The most important capability of the cognitive mind is the willingness and ability to seek out updated knowledge, and make a discernment based on in-depth understanding. Perception intelligence can be improved via embracing cognitive differences and cultivating the culture of learning and creativity. Collective thinking and creative perception can lubricate idea flows and achieve innovation breakthroughs

Harnessing inclusiveness by practicing “diversifying the diversity”: Great things and progress don’t happen inside your comfort zone or in a box which is associated with conventional wisdom. Focusing on diversity forces you to confront new ideas or embrace new concepts. Innovators have the capability to reframe the circumstances or conditions around a problem and solve it creatively. A creative team should have a cognitive difference and diversified worldview, collaborate, clarify, build on each other's ideas, discover nuances and unexpected relationships, and so on, all of which enriches cognitive understanding and contributes to a fabulously innovative output. The more people are brought into innovation dialogues, the more innovative that communication and collaboration can turn out to be

By improving collective cognitive intelligence and building creative thread holding abilities, companies will become more open to diverse opinions, listen to customers, be confident to take the path perhaps no one ever took before, and become more resilient to failure. To achieve the digital breakthrough, it’s important to build an innovative workforce with cognitive intelligence, depoliticize working culture, dismantle bureaucracy, encourage creativity and risk-taking, think out of the box, pack it in a new box which then creates breakthroughs, leverage multiple choices, and solve problems innovatively.

Cognition is a perception, sensation, insight. The deep problem that reveals is to understand what are the evolutionary pathways of innovation implied by cognitive shift – from static mind to growth mind, from silo thinking to holistic thinking, from mechanical thinking to creative thinking, from transaction to transformation, etc. Collaboratively, people have cognitive differences, capabilities, and experiences in multiple dimensions, can generate original ideas, implement the best ones and continually push the world forward.

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Innovativeleadershipcharacteristics

Effective leadership is a good combination of principles, perceptions, personalities; substances & styles, character & charisma, a set of psychology, philosophy and methodology.

Digital businesses and societies become more dynamic and hyper-connected, the emergence of potential opportunities for exploring digital transformation is likely to follow a nonlinear pattern and leapfrog movement. Leadership view is multidimensional with the full spectrum of color themes. It’s important to create positive mental pictures of what leaders want to achieve and develop a set of top leadership skills such as vision, strategic thinking & planning, innovation, or talent development, etc. 

From the past to the present, strong leaders create momentum, lead transformative changes. Human history is an evolutionary journey to keep advancing economically, technologically, and sociologically.

Authenticity is the most fundamental, but challenging attribute for leadership: Becoming a leader is a process of becoming your true authentic self in all that you are today and "to be" in the future. Being authentic is defined as being genuine, discovering your strength and uniqueness, being yourself. Authentic leader fills a certain gap or multiple gaps in order to lead to the future confidently. Authenticity is perhaps the prerequisite for character development of leaders and defining their true purpose is a helpful instrument to guide themselves toward the tough journey of leadership.

Everyone is unique, the mind of every individual is different, the actual mental understanding and subsequent manifestations in action will be different for each individual. The defining qualities that will distinguish great leaders from the rest stem from the mindset level. As a matter of fact, leadership is a set of advanced mindsets and exemplified behaviors. Consider leadership authenticity to be a positive outcome of enlightened inspiration and informed motivation. Authenticity conveys uniqueness and enforces accountability. Being authentic means being true to that in every aspect: thinking, saying, and doing to enforce accountability, show integrity to make sound judgment, think and act consistently to lead change smoothly.

Interdisciplinary leaders are in demand to orchestrate multidimensional changes, and harmonize human society: Due to the exponential growth of information and frequent disruptions, leadership becomes more complex. To move forward from a knowledge economy to a creative economy, keep recirculating imagination and recycling knowledge, interdisciplinary work is almost the order of the day in which contrasting ideas, views will surface, innovative works will produce great results. Interdisciplinary leaders demonstrate learning agility, have a unique insight to bridge the multitude of gaps, close blind spots in effective decision-making, and build heterogeneous teams to harness innovation.

The beauty of the digital landscape is fresh insight into the business. The answer from yesterday is not as critical as the questions about the future. It’s a well-known fact that there is no perfect leader, but the progressive one is on their way to be more effective. The maturity of digital leadership depends on a number of factors such as the purpose to lead, interdisciplinary knowledge and experience, etc, to create more ideas, fresh perspectives, challenge common beliefs or conventional wisdom, etc, for leading forward with cautious optimism.

Innovative leaders with open-mindedness can cultivate an innovative working climate to generate creative energy: In the dynamic digital business ecosystem in which change is significantly speeding up, business leaders couldn’t predict the future with a certain degree of accuracy, “keeping the lights on” only is simply not enough for the long term business thriving in face of frequent disruptions and fierce competitions. Looking deeply into the historical patterns and emerging trends can have a profound effect on where you go, and how you get there. Innovations happen because of specific business needs. Unique challenges become more apparent as we push the limits of the available technology, which pushes us to find a solution to the problem at hand. Organizations need to keep experimenting, and exploring innovation with clear goals and continuous practices. Innovation leaders make influence through openness, being able to seek ways and means of adjusting their perspective and those around them to nurture a creative environment, encourage alternative ways to solve problems and manage a balanced innovation portfolio.

Innovation fails usually because that innovation invariably has not had top executives’ guidance and sponsorship; communication across business functions has been weak, rules or processes are overly rigid, and there is very little empowerment and too limited delegation. The best innovative leaders are well-disciplined, focusing on the strategic business goals skillfully and navigate innovation management in the right decision. They keep clarifying: Why innovations happen and who are the strategic partners to drive innovation? How to identify innovators? Where are the hotspots to take innovation initiatives? Etc. High mature organizations are more innovative; up to the next level, organizations not only need to adapt faster but must innovate and speed up digital transformation.

As the pervasiveness of an organization's digitization journey increases, effective leadership is a good combination of principles, perceptions, personalities; substances & styles, character &charisma, a set of psychology, philosophy and methodology. The leaders need to observe, perceive, and pay attention to the myriad of internal, external, national or global forces that define and impact business these days. It is imperative that "leadership" needs to be re-imagined, explored, and understood thoroughly to make a significant influence. It takes time to build core leadership competency and maintain a consistent reputation.

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Innovativeinsight

Modern society is a dynamic continuum with collective human progress being made through the work of foreseeable minds with cognitive competency which refers to growth mindset, clarified logic, and creativity.

The “Future of CIO” Blog has reached 5 million page views with 8300+ blog postings 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 innovation leadership, IT Management, and Talent Management.

InnovatingviaperformancepotentialcontinuumPerformance keeps the business lights on, churning the number; potential can lift up the business to the next cycle of growth. Forward-looking organizations explore emerging possibilities and unlock the organizational potential to perform in the future so that the business does not only “earn enough from today,” but “thrive in the future. A high potential organization can grow, innovate and transform by taking a systematic approach to identify and develop potentiality into a more solid form and transform it into differentiated business competency.

Innovationleadershipagenda We live and share such a beautiful planet together. It's the co-responsibility to deal with common problems and drive evolutionary changes we all want to see. It is a strategic imperative for today’s leaders to embrace the broader view of global society for shaping a transformational vision, co-set a global innovation agenda which covers global leadership development, human capital/potentiality exploration, people-centric problem solving at global scope, risk management, and it is closely related to several other disciplines as well

Innovateleadershipviacognitivepersonas Modern society is a dynamic continuum with collective human progress being made through the work of foreseeable minds with cognitive competency which refers to growth mindset, clarified logic, and creativity. Organizational leaders with cognitive competency can make more objective perception, integrate thoughts to address ignorance, minimize assumptions for making sound judgments, develop creativity, and reinvent new knowledge, in order to drive changes smoothly, and move forward confidently.

Innovatebusinessbyharmonizingtensions The exponential growth of information and the probability of surprising emergent properties bring both unprecedented opportunities and risks to organizations across industrial sectors today. There is a poor fit between the new business and the old system. Dysfunction, silo, too much complication, etc, are often caused by overly rigid organizational structures, incoherent processes, dysfunctional systems.

Initiatingpolicymaking Contemporary organizations are always on, inter-dependent and hyper connected, people are always the most important asset in any organization before, today, and future. By setting and following a right set of policies with flexible management disciplines, the digital workplace can be provocative, passionate, from letting go of the current reality to allowing an unknown future state to emerge, and solve problems at both strategic and tactical level proactively.

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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Innatepeoplecentricity

 People-centric business is fluid, agile, flexible and resilient in knitting all necessary elements together into a great customer or employee experience.

We are in the era of information exponentially and hyper-connectivity, contemporary organizations are all about people-centricity, empathy, innovation, agility, and high-level business maturity. One of the key determinants of whether an organization can move to the personalized digital age is how well it can engage employees, delight customers and truly understand their stakeholders to run a people-centric organization. "People-Centric Organization" means very different things to different people. The management needs to clarify the concept about what the people-centricity means to their organization, where, and to which extent it is real, as well as how to take initiatives, and who are their ideal workforce to lead the change they would like to see.

Organizational structure tuning: People centricity is a trend for connecting the enterprise today to pleasing tomorrow. However, the organizational structures and relationships with and between employees were designed for a very different age. The traditional organization often has an overly rigid hierarchy which enforces bureaucracy and stifles innovation. In people-driven organizational design, the most important internal players are those understanding the “what,” “how,” and “who” – plus the “why.” Creating positive change and building a delightful working environment is a strategic imperative to build a high mature digital organization.

The most effective workplace is in which sharing and collaboration are the norms, recognizing that everyone plays a “piece of the pie.” Thus, fine-tuning organizational structure becomes necessary to break down silos, lubricate business relationships, amplify the possibilities of human potential and collective human capabilities. Ideally, people-centric organizational design has to be much more organic in the sense that it’s melded with the process and even technology about how customer-related information should be managed and on which systems often have significant organizational repercussions.

Forecast future behavior: Nowadays the perspective of change unfolds into a wider multi-dimensionally business continuum, people are the center of the business. One of the key determinants of whether an organization can move up to the next cycle of corporate growth or progressive change is the development level of the people, either at the cognitive level or capability level. Approaches to building business intelligence upon people tend to look at the past behavior of individuals to try to determine the segments that they belong to and forecast future behavior. Data based insight and foresight enables the management to make more effective decisions upon how to engage employees in running a high performance business; as well as how to delight customers by inviting them to the idea-brainstorming conversations and optimizing their experience with the company.

In the organizational scope, there are important bits and bytes of information needed when predicting business trends, evaluating a new market or technology, as well as smelling the business growth opportunities or potential risks. The emergent trends can shape the behavior of future enterprises and some have been happening already. Corporate behaviors or actions are often manipulated by their people. Thus, forecasting people’s behaviors is also crucial in managing a successful organization. For example, to spur people-centric innovation, customers should always be involved, listening to their needs and gaining a deep understanding of the motivational construct, figure out what they will likely want or do next. People make changes deliberately or abruptly; understanding them deeper helps to forecast future behavior, driving transformative changes proactively.

Optimize goal-driven, people-centric processes: Processes underpin organizational capabilities to run a people-centric business. Business leaders should have a process-oriented perspective, seize the opportunity to take a fresh look at the processes, evaluate an organizational management approach on how people-centric it is, as well as process design, publication, ownership, improvement etc. An organization with fine-tuned lightweight business processes allows information and idea flow, get nurtured and turn into business value, harness cross-functional communication and mass collaboration, to create business synergy and people-centricity.

Process management is not an isolated discipline, processes, structures, behaviors, and self-interest of individuals and groups -all these factors interact in a dynamic. It’s not like linear relationships, but as a mutual reinforcement circle. How would you ensure that all structures, processes and strategy alignment around excellent customer experience to result in a profitable and evolving business? The successful process improvement initiatives should have representation and input from organizational design management. Structural changes may also be necessitated based on the extent and spread of re-design of processes. At times latent ways and powerfully impact the direction and outcome of the transitions. Solid process management improves business transparency, adaptability, interoperability, and people-centricity.

People-centric business is fluid, agile, flexible and resilient in knitting all necessary elements together into a great customer or employee experience. High-mature people-centric organizations are not the sum of functional pieces, but an integral whole. People-centric enterprise vision, strategy and governance model should enforce alignment of the various silos towards customer-centric products and delivery mechanisms. This also provides the potential for enterprise effectiveness and efficiency, for orchestrating the people-centric efforts and behaviors to drive high performance results consistently.

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Itinvolvement

Business evolves IT and IT is a business.

With the increasing pace of changes, the reality is that organizations that do not respond to external environmental changes will quickly get lagging behind as more responsive enterprises take their customers. The highly responsive organization has business consciousness about what's happening in their environment, learns to stay alert and to observe with subtlety and respond fast, grasp opportunities, and prevent risks effectively.

 Information technology is the backbone to interweave a contemporary organization which is smarter to decide and faster to change. IT management in the business can become the decisive factor to run a high-performance organization with a long-term perspective.

A responsive IT has to be more proactive: IT has to be a strategic advisor to business for proactively understanding the business challenges and working collaboratively to deliver business solutions and maximize revenues. To improve organizational responsiveness and agility, information-technology as one of the most critical business assets besides people, enable business leaders and professionals to make effective decisions across the organizational hierarchy, and harness cross-functional communication and collaboration for improving business responsiveness and maturity.

IT has to be configured in a way to understand the business and set processes and build dynamic capabilities to meet the business and market needs timely in a continuous delivery mode. Responsive IT meets the needs of the business by making updates when the marketing circumstances change, the management wants to cost-effectively and quickly confirm that the corresponding changes to the deployed IT enabled solutions keep it working. A proactive IT organization can take initiatives to bridge gaps between IT and business, make IT more visible by clearly defining authorities, tasks, and responsibilities and ensure IT has been run as an integral part of the business at premium speed.

A responsive IT is more adaptive: As geopolitics, frequent disruption, and social expectations change the business landscape and blur the business or industrial territories. Due to the unique position to oversee business processes, a high-responsive IT organization needs to have strategic agility to take the different approach with the adaptability to meet the business’s expectation, structural flexibility to improve business speed, leverage tailored approaches to fit specific circumstances, and ultimately respond to the external environment promptly.

IT investment is often costly; leading the business towards the uncharted water is an adventure. There’s always a compromise to make, and balance to strike for quality and speed. The less friction for the changes and the more seamless IT-business interactions enable the organization to flow and accelerate its performance and growth, and ultimately transcend into the highly responsive digital business. The goal of running a responsive IT with high adaptability is to be fast enough and take calculated risks for capturing business opportunities, but be cautious of risks and pitfalls on the way.

A responsive IT needs to be more innovative: Thanks to the “lightweight: digital technologies and mosaic style of the service model. The abundant information and available technology just makes innovation easier to do now than in the past - less costly, more easily accessible by capturing emerging trends to develop personalized products or services for tailoring business customers’ needs. IT leaders have to continue self-checking. What business value are you helping to create? Can IT continually deliver innovative products/services consistently to improve organizational profitability and agility? Engage employees or delight customers? Etc.

In reality, different functions in the company adapt to change at a different speed, so the functional gaps are enlarged, and businesses often get stuck, not fully functioning. If you don’t receive straight forward, consistent responses, you have a problem with alignment and accountability – most likely across IT and Business. IT leadership qualities needed to sense change, develop the proper strategic response and enhance business trust for harnessing innovation disciplines. IT plays an important role in building up an agile enterprise, with the combination of an innovative culture that promotes responsiveness throughout the company.

Not only is the information interesting economic goods, but the value is also difficult to determine. IT organizations play a crucial role in accelerating changes and catalyzing innovation by processing the business information almost real-time, breaking down silos, communicating and collaborating with business counterparts, and meeting the end customer expectations and experience. Business evolves IT and IT is a business.

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Innovateleadershipofbods

Leadership in itself is future driven, in pursuit of human progress, a constant learning process that requires the leader to build experience and to share insight.

With rapid changes and frequent disruptions, business leaders and professionals have to be able to reinvent themselves, continue to build professional competencies, seek unconventional wisdom, develop "digital fitness" practices, with a broader vision to achieve more. 

Senior leaders should be forward-looking and goal-driven, demonstrate strategic views to “keep the end” in mind. Corporate boards as one of the most critical governance bodies and leadership pillars play a critical role in steering the company in the right direction. The contemporary board leaders with proactive, innovative, and progressive profiles can amplify leadership influence by practicing expert power and driving transformative changes.

Proactive leadership: The corporate board's role, in large part, is to make good decisions that enhance the value creation for the organization. With unprecedented uncertainty and hyper-complexity, corporate board leaders should practice proactive leadership, strike the right balance of performance and conformance, becoming more engaged in overseeing the dynamic strategy-execution continuum by practicing strategic thinking and nonlinear logical reasoning.

With their busy agenda, corporate boards need to spread their time on varying issues, they need to review the past and share the lessons learned accordingly; but more importantly, they should devote more time to the future of business by envisioning and pulling all stakeholders in the same directions. They need to advocate proactive compliance by enhancing a governance system for collaboration, accountability, and most importantly, integration between regulatory intelligence frameworks. They should focus on corporate performance as well as their own performance proactively. Performance is not limited to crunching finance numbers only, it’s also about creating multifaceted values for customers and employees, building corporate brand and reputation.

Innovative leadership: Every business is different, every industry is different, there are many ways to innovate; and the environment plays an important role in shaping innovation success. Innovation is simply too important to delegate to the management without the corporate board’s oversight. In fact, boards should spend time on overseeing both innovation management and management innovation; hard innovation and soft innovation; incremental innovation and radical innovation. Innovation can be a breakthrough and notice that it requires a “break,” to remove the old belief or habit and establish the trust and principles to inspire transformative changes.

Innovation leads to future performance, it needs to lay out different structures, thinking, and solutions to allow developing into its potential. Innovation leaders face a complex reality today; they must be at the right moment, with a deplorable mind to catch great opportunities. Corporate board’s innovation oversight can significantly improve innovation management effectiveness and harness a culture of creativity. Corporate board sets the tone of business culture. They inspire creativity, encourage employees to do new things, show the right dose of risk appetite, and present high risk intelligence to push ideas forward.

Progressive leadership: Corporate board leadership needs to be future oriented, strategic and progressive. Progress represents change. A progressive corporate board is built based on progressive mindsets, following with effective decision-making and good policy-setting. Thus, the first principle of a progressive board needs to be open-minded, forethoughtful, knowledgeable, and committed in order to contribute to strategy oversight when required and effectively at all times.

BoDs as senior leadership team needs to walk the talk on the progressive journey of leading forward and making sound judgment. Insight is judging with an openness and understanding that your parameters for judgment are based on the full learning cycle: information-knowledge- insight-wisdom. At the global scope, cross-boundary board leadership is a bridge to connect cognizant differences, engage the diversified and embody effective communication in networks of global conversations that spur innovation in diverse domains of expertise. They are able to facilitate and orchestrate different values, cultures, and gain a profound understanding of the business ecosystem.

Leadership in itself is future driven, in pursuit of human progress, a constant learning process that requires the leader to build experience and to share insight. Many of large scale problems today are complex and interdependent, to solve them strategically, senior board leaders should oversee the circumstances structurally, collect relevant and quality information, capture holistic business insight, learn how to strike a balance between managing complex issues today and predicting the uncertain issues of tomorrow. They advise corporate management, delegate to the right people to solve the right problems, and oversee a premium solution without causing more problems later on. The digital styles of innovative leadership include taking on the role of a coach by being a good role model for teamwork, setting a good path for leadership development, and inspiring the culture of learning and creativity. Ultimately, the corporate board needs to be engaged, and at the most senior levels to help influence and shape the business of the future successfully.

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Improvementindicators

Continuous improvement means to continue to discover that "there is always a better way.''

Corporate Performance Management is a management control from strategy to the shop floor. "If you can't measure, you can't manage," legendary management guru Peter Drucker once asserted. Managing performance means understanding results, setting metrics, fixing plans, and making decisions to ensure it happens. 

It takes multifaceted approaches from multidimensional perspectives to unlock digital performance and catalyze change.

  

                Improvement Indicators

Innovation, Improvement, Investment Indicators Performance management is not an isolated management practice, but a holistic discipline to evaluate multidimensional business value. Managing business performance means translating strategy into operational terms, and mapping collective goals to individual tasks, to make the strategy everyone’s everyday job and a continual process.

Improvementindicators Continuous improvement means to continue to discover that "there is always a better way.'' Any individual indicator can be a lead or lag indicator depending upon the context and the explanatory model chosen. Have always looked at a Lag Measure as the method for measuring the outcome and the Lead Measure as the bet you make. Here are three indicators for measuring improvement.

Innovation Indicator 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.

Innovation Index, Alignment, Indicator Innovations in the digital era are coming at a seemingly much faster pace, more data, more changes, and more potential disruptions, and therefore, innovation management also becomes more complex and volatile, and often a multi-disciplinary effort. Innovation happens when you change the game or you bring a different twist to what is currently perceived or established. There are breakthrough innovations and incremental innovations. It's natural to fear the unknown or be skeptical of the unproven. A truly innovative "story of the future" can literally revolutionize a culture which is the collective minds and habits, align innovation processes, select innovation indicators and improve innovation success rate.

Improvement Indicators on Digital Transformation? Change is inevitable, and the speed of change is increasing. The digital transformation is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves, but it is the thorny journey with many bumps and curves on the way. How do you measure return on digital transformation in order to make the timely adjustment and improve its success rate? A well-defined set of measurement for digital transformation should contain a good mix of outcome measures or the long-term strategic value along with performance drivers to track the progress in the short term (operational measures).

The blog is a dynamic book flowing with your thoughts; growing through your dedication; sharing your knowledge; conveying your wisdom, and making influence through touching the hearts and connecting minds across the globe. The “Future of CIO” Blog has reached 5 million page views with about #8300 blog postings. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. Blogging is not about writing, but about thinking and innovating new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.


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Innovationleadershipagenda

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

We live and share such a beautiful planet together. It's the co-responsibility to deal with common problems and drive evolutionary changes we all want to see. 

It is a strategic imperative for today’s leaders to embrace the broader view of global society for shaping a transformational vision, co-set a global innovation agenda which covers global leadership development, human capital/potentiality exploration, people-centric problem solving at global scope, risk management, and it is closely related to several other disciplines as well.

World class leadership development/training: Leadership is about progressive changes. There are many ingredients in leadership formulas, and there are all sorts of leadership flavors: local vs. global; thinking vs. acting; rule setting vs. rule breaking, etc. In order to develop leaders who can effectively lead global dynamics, it is important to understand what makes leaders effective with a global context. The global society we inherited implies abundant knowledge, enriched culture, diversity of talent, mix of truths and myths. Global leaders need to have a thorough understanding of the various perspectives on core values of humanity, common issues that need to be handled, talent parameters, and shape into world class insight. The variety of perspectives opens our mind, and harnesses the values that each of us can bring to the table. The global leadership effectiveness and maturity is not only based on the rising and expandable horizon through blurred boundaries of geographical locations or knowledge domains, but also based on forethoughtful leaders’ very intention or effort to connect the wider dots and advocate innovative solutions to varying issues in the global scope.

As a global leader, understanding the values of your audience will facilitate your ability to develop vision, empathy, cohesion, and strategic alliance across boundaries, abstracting various perspectives into world class insight based on an updated global perception. Effective leaders need to be a strategic visionary to set the prioritized global innovation agenda for leading significant global progress; a global culturist who presents a thorough understanding of the various cultures and how their leadership characteristics show up in these cultures; a high influencer who focus on convincing, persuasion, and collaboration at the global scope. The adaptive global leaders are in demand to communicate and collaborate with stakeholders of all stripes, lead desired changes by setting good policies, gain a profound understanding of the global business ecosystem for achieving high value and making leapfrog progression.

Global human capital/potentiality exploration: A harmonized global society has a huge potential to become a highly innovative system in which all sorts of components and ingredients are dynamically mixed or integrated into sometimes interesting and creative ways to generate the art of difference and make a significant impact on societal evolution. Human capital and potentiality exploration is a critical step in creating synergy and leading transformative changes. In specific, an essential aspect of unleashing human potential, both at the individual or group level, is the ability to challenge different assumptions, subjective conclusions, traditional beliefs, conventional wisdoms, or outdated methodologies/practices. In an innovative society, people are encouraged to get out of their comfort zone, bring fresh viewpoints to the table, and take innovative initiatives for unlocking performance consistently.

We are experiencing the paradigm shift from knowledge economy to creative economy, from diversity to inclusiveness; from division to integration; from information to insight. When identifying and developing human potential, people are inspired to discover who they are; make sure people get placed into the most conducive environment in which they can flourish and make the maximum contribution not just to the business but to their own upward career journey. In the global scope, cognitive empathy, talent mobility, culture tolerance, originality discovery, professional sophistication, intellectual influence, etc, are all unique themes in shaping global workforce and an advanced global society. In fact, unlocking potentiality and refining talent are continuous efforts and distinct actions for progressive business professionals in contemporary global society

People-centric world-wide problem solving: Generally speaking, the global society is making certain progress technologically or methodologically. However, there are still numerous problems that need to be solved radically. Otherwise, the symptoms keep coming back and create new hassles that get people stuck in their small box of thinking or comfort zone, enlarge the variety of gaps, further causing the economy to be fragile and leading to a divided society. Problem-solving at the global scope is a mindset with curiosity, inclusiveness, intellectual sophistication and cultural empathy, etc. Behind every complex problem is a relationship dynamic out of alignment, inconsistency of thinking and acting; irrationality of resource/talent management or illogic of process/scenario or sequence-consequence; etc. It takes a holistic worldview that looks at the complex problems or issues in such a way that a solution emerges through a collaboratively multicultural approach rather than the traditional "jump to solution" problem-solving methodologies and practice.

Thus, to deal with complex problems world-widely, understanding human dynamics, belief systems, relationship intricacy, culture difference, do help to assess the problem systematically. putting the right talent in the right position to solve the right problems effectively. Both insightful problem framers and skillful problem solvers, who can see the world with fresh eyes, open mind, create thresholds of possibilities that can result and expand into innovative thinking, are in demand to set the right priority, solve problems that really matter without causing too many other issues. Innovative problem-solving requires looking at the problem from a different angle or understanding the issues holistically; facilitating world-wide dialogues for coping with existing issues or emerging problems, involving global human capital and interdisciplinary expertise, and taking a consideration of the range of options to deal with global issues thoughtfully.

Strategic risk assessment and management: Information exponentiality, technology innovations, along with relatively new trends in mobility usage, social media and rapidly expanding connectivity combined with globalization, have created a ecosystem environment of strategic impact, in which even a small local problem can have a butterfly effect, almost instantly develop into some fatal failures, or cause frequent disruptions. Hence, strategic and systematic risk management is always a top issue in the business executives’ global agenda. Scrutinizing strategic risk management and improving its effectiveness is an imperative to manage business transformation.

The emergence of potential opportunities and risks for exploring digital is likely to follow a nonlinear pattern with exponential speed. In management practices, often, not enough senior management time and focus is given, the resultant output is sub-standard and in the end, business becomes vulnerable when facing overwhelming growth of information or rapid pace of changes. Often, risk and reward are proportional from innovation management perspective. Risk management needs to lift up from risk control to risk intelligence by setting proper standards such as taxonomy, appetite, and techniques. It helps to identify the potential business growth opportunities, creates value by identifying opportunities to capitalize on uncertainty and volatility to maximize gains, improve competitive positioning as well as drive innovation performance.

We live in a diverse society with a multigenerational workforce, multi-culture, multipolar knowledge centers, and multidimensional innovation, etc. When looking at global economy with innovative tone and creative people around the world, to develop an effective innovation agenda requires us to be willing to listen to diverse viewpoints, broaden the perspective to fix misperceptions, break down outdated knowledge or traditions, and develop a more enriched profile that advocates inclusiveness, innovativeness, and insight.

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Innerchangeinfluence

Change is inevitable, the organization can reach the “inflection point” of change when the business is able to generate new opportunity for growth; hit the point for transformation, as well as reach the moment to be “paranoid” – either disrupting or being disrupted.

Change is inevitable, organizational change has become a common practice within an organization, but too often changes are made as a reaction to outer impulses, crises, and demands. This is the bureaucracy’s way of meeting the challenges. A digital transformation is achieved via dynamic Strategy-Execution-Change lifecycle management, although it is not all linear steps, but an iterative, ongoing and upgoing change continuum.

The purpose of the book “Change Insight” is to dig deeper to analyze the psychology behind changes and handle problems and changes at the level of the mindset, and explore people-centric change management philosophy and practices.

                     Change Influence

Influenceofchange The emergence of potential opportunities for exploring digitization is likely to follow a nonlinear pattern with exponential speed.” Change should be viewed and embraced as a solution and an opportunity, not a problem. The higher the horizon of change is, the higher level of impact and complexity perhaps get involved. Thus, to explore the emerging horizon, you have to understand what it means to the business and get to know the external changing connected environment, see interrelationships rather than isolated things, understand patterns of changes rather than static “snapshots.''

Innatechangeacceleration Running a business is a thorny journey full of uncertainty, velocity, complexity, and ambiguity, with many curves and bumps on the way. How successful organizations can handle “VUCA'' reality depends on how fast and capable they can adapt to the ever-changing environment, as well as how proactively and creatively they can drive change. Change is inevitable, the organization can reach the “inflection point” of change when the business is able to generate new opportunity for growth; hit the point for transformation, as well as reach the moment to be “paranoid” – either disrupting or being disrupted.

Innovativeprogress Modern society is a dynamic continuum with collective human progress. Progress represents upward change, either by individual or group efforts or induced by environmental and cultural tangible and intangible forces to make improvement. Without change, one cannot even stagnate. Whether we can set a progressive tone to make a transition from survival to thriving of our civilization depends on how we make the mind shift to structure shift to behavior shift; make culture shift from exclusive to inclusive; and make innovation from incremental to breakthrough.

Initiatesequenceconsequencecycleofchange We are living in a complex world where disruptions and conflicts are continuously happening in the environment of a company, which makes it impossible to have complete knowledge and understanding of many issues facing the business today. Change could happen anytime, anywhere, too often change managers don’t have the big picture business oversight.

Initiateitenabledchange Compared to the other executive positions, the CIO role continues to be shaken up, refined, reinvented and reenergized. The magic “I” of the CIO title sparks many imaginations and modern CIOs need to wear different hats and play multiple roles.

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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Innovativenessvi

 Nowadays, innovation is complex. There are many ways to differentiate and, therefore, there are many ways to pursue innovation.

Being innovative is all about disrupting outdated thinking and old ways to do things, such as silo, dysfunction, complication, rigidity, etc. Innovators need to rise above the status quo and take on a new set of activities that have them involved in creative problem-solving and transformative changes. 

Being innovative is not only a state of mind, but also an ability to identify patterns or make unusual connections, with capacity to adapt, emotional intelligence to decide, and a risk-taking attitude to innovate all the time.

Innovation & Impulse: Nature world has its speed, impulse, and rhyming, with four seasons of changes; so does human nature. We do tend to follow our conditioning as a normative cognitive impulse. A combination of conscious and unconscious factors allows us to follow through our initial creative impulse; the idea generation process is also the capacity to focus. The higher the level at which we are engaged and stimulated to imagine, the more likely we can spur great ideas and become inspired to take creative activities. When our imagination is engaged, our passion flows, and our impulse to act is high.

Collectively, forward-looking businesses leverage innovativeness as a basis for achieving the kind of transformative change that propels business growth. It requires that the top leadership team develops the best and next practices to harness innovative impulse. From a psychological perspective, it means that the management needs to challenge convention and break down people’s natural resistance to new ideas and reinforce digital thinking and the culture of innovation. When the management is able to see through innovation from different perspectives; when people are comfortable with mind shift; when innovation processes are robust, innovation can happen smoothly, they can develop practices to harness innovative impulse, and the organization is able to set the innovation path to make innovation leapfrog.

Innovation and Incubation: It takes time to nurture fresh ideas, new concepts, or inventions. The process of creative incubation necessitates the need for the ability of divergent thinking, novelty-seeking activities. Creativity often happens at the intersection of consciousness and subconsciousness; it is a sort of cognitive activity. Incubation time is the time taken for the subconscious mind to respond to stimuli until it delivers a result back to the conscious mind. This incubation process or gestation time is absolutely essential for the core of creative practice and competence.

In the context of Product Design and most other creative activities, the incubation time can typically take days and weeks, sometimes less, sometimes more. Organizations that ignore incubation time and reflection often fail when attempting innovation. if they are unaware of how the innovative mind works. Building a creativity-enabling environment is the ability of an organization to establish the right set of teams or people, collaboration, and communication process that will eventually lead to innovation is the key.

Innovation and Inflection: When the organization becomes more people-centric with satisfied customers, engaged employees and evolved business partners, it is reaching the inflection point for accelerating innovation. Innovations in the digital era are coming at a seemingly much faster pace, more changes, and more potential disruptions. Therefore, innovation management also becomes more complex and volatile, and often a multi-disciplinary effort. Inflection point is a time in the innovation cycle of a business when its fundamentals such as people, process, technology, or culture are about to change for accelerating innovation.

Timing is critical, to deliver what you promise, on time, on budget, and most importantly, on-value. Information flow can streamline the idea flow and stimulate collective creativity which will catalyze innovation and improve organizational viability. Speed matters for the organization to adapt to the business dynamic and grasp the opportunities for innovation adaptability and scalability. The organization can reach innovation “inflection point,” in which it goes from being able to leverage systems perspective in the mind of top business leaders; and in which a greater shared understanding will lead to innovation breakthrough by bridging capability gaps and creating business synergy. They can stretch out in every business dimension for accelerating growth and unlocking its full potential to adapt to the new world of the business.

Nowadays, innovation is complex. There are many ways to differentiate and, therefore, there are many ways to pursue innovation. Businesses today have to make strategic choices all the time about where and when and how they innovate, putting emphasis on identifying, developing the innovative characteristics and building the unique innovation advantage. You have to be determined to get better results somehow and it will help to try unconventional thinking, practices, with a better result.

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Innerconnectivityofplanning

Achieving the visibility of strategy management provides a viable pathway into process optimization and dynamic competency shaping.

The blurring line of business borders and the uncharted frontier of an organization bring abundant opportunities and emergent risks that directly impact business survival. In order to run a successful organization, the management should have the ability to engage in meaningful digital dialogues, embrace the emerging business properties, take strategic planning and execution as a continuous cycle to accelerate business performance. 

From effective leadership to execution culture; from proactive planning to rigorous processes; from measures to balanced scorecards, the organization needs to connect the right dots and make seamless transition.

Business architecture and strategic planning: Running a business is an iterative problem-solving continuum. Business strategy diagnoses crucial problems, sets guidelines, makes choices, and takes actions to achieve clearly defined goals. Then. architecture is, in fact, a key mechanism in strategic planning and communication facilitation. In the ideal world, business architecture contributes to strategic planning in various ways and forms, but strategic planning would be only one of architecture’s core processes and duties - can be its most important one in some organizations.

Business Architecture keeps the management focus on the most important things in strategy management; and in fact, strategy execution is a key part of any meaningful Business Architecture exercise. In practice, assume you have a well-crafted corporate strategy, then you can apply architecture to take each of these “WHATs,” and figure out the “HOWs” that will implement and execute the strategy effectively. The analysis of architecture enables early prediction of a business system’s qualities, considering the whole, and their purpose to achieve the goals for the thing being architected to unlock organizational performance and maturity.

Corporate capability and strategy implementation: Strategy execution is difficult, there are many roadblocks on the way. However, it can be managed well by building differentiated competency and overcoming pitfalls on the way. Enterprise capability management consists of a portfolio or matrix of capabilities that are used in various combinations to implement the strategy and achieve higher than expected business outcomes. Creating an organizational strategy-capability mapping helps to set goals for capability deployment and competence building. Those business capabilities with gaps are evaluated more deeply, which produces a list of remediation work that needs completing to improve differentiated business capabilities.

You should have an in-depth understanding of what capabilities are critical to building the unique competency for the business's long-term prosperity. A strategically competent organization has a deliberately close alignment among the company’s strategic direction and most distinctive capabilities, to create synergies. The criteria to evaluate capability maturity need to clearly identify the core competencies and focus more on optimization opportunities and tuning organizational competencies. The capability maturity can be measured against the achievement of desired business or customer outcomes. This can be accomplished by measuring the people, process and technology impact on capability effectiveness and business agility.

Organizational culture and strategy management: Culture is invisible, but it’s one of the most powerful soft factors of business success. Awareness of those cultural roadblocks helps to shape the organization’s change mindsets, habits, and behaviors. Sometimes, even a very small improvement can leverage a new way of doing things, bring an outside view, and shift the paradigm to get digital ready. Once that culture is established as part of the DNA of the organization, then the success rate of strategy management can be increased significantly.


To expedite business transformation, it is important to develop a culture of continuous improvement. A great culture can help to shape strategy, but you have to be willing to listen carefully, not only what is being said, but also not being said. Culture is measurable, but it is more than quantification. It includes the quality of the output delivered (new ideas, accurateness, value, positive culture influence, etc.) Corporate culture and societal culture are mutually reinforcing with each other. It’s important to take a wide look at what's going on outside the organization- the business ecosystem and how it might affect the business cultural development, as well as the ultimate corporate performance.

A strategy is the light to guide you through. And a good strategy which supports the proven and interdependent business growth model will provide visibility, capability, and agility. Achieving the visibility of strategy management provides a viable pathway into process optimization and dynamic competency shaping, identifying and capturing opportunities and threats, increasing the discernibility of strategic planning, discovering the great path to take the adventure with accelerated speed.

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Unvealart

Brightness and shadowiness, shape-artistic views; joy, anger, touch- artistic feelings; art illuminates-the world; we enrich -art.

Art is driven by-

wide imagination;

creative perceptions;

invoke-

“deep thoughts,”

inside us,

to -

express-

“unexpressive,”

unbelievably.


The core of art is-

human curiosity,

unlimited creativity;

brightness and shadowiness,

shape-

artistic views;

joy, anger,

touch-

artistic feelings;

art illuminates-

the world

we enrich -

art.


Artists are-

landscapers,

create scenes;

artists are-

gardners;

grow-

plants;

artists are -

adventurists,

swim up and down,

promptly;

dive in,

and out

swiftly.


A great artist is-

an insightful perceiver,

see -

invisible,

sense -

untouchable,

abstract-

concrete;

speak for -

those,

without a voice,

vividly.

Art is not perfect,

with broken pieces;

blurred colors;

art has no borders;

as creativity is borderless;

art has rules;

but it’s out-of-the-box.

Art inspires us to-

sense and appreciate life;

arts are the mirror of-

humanity,

rooted in -

our imagination;

prove us,

as intelligent beings.

Art is an “expressive thing.”

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Innerlogic

You need logic to understand complexity and you need complexity to understand simplicity.

We live in a mixed world full of order and chaos, solid and fluid, information and emotion; digital organizations are dynamic and ever-evolving, it’s important to understand the coherent business logic of the whole enterprise, not at the level of part of the organization. 

There is a shift from what an organizational system is to what it does to its context; also a shift from seeing an organizational system as a set of interconnected components to seeing a business system as a set of interwoven logical threads that weave the future of people-centric organization. Logic could be perceived from different angles, but more importantly, needs to be proven, abstracted to a certain level for clarifying sequence and consequences, and improving organizational effectiveness and maturity.

Investment logic: The very goal of business investment is not about keeping the business running today; it’s about investing the future of the organization by maximizing the full business potential. Before the investment is made, it’s important to identify key performance indicators, and predict specific measurable results from their investment. After the investment is made, it’s critical to keep track of and review upon the financial results of the investment and manage resource, equipment, facility, or cost in an efficient way.

With the fast pace of changes, there is a danger of not having a proper management process to "develop and nurture" business potential. Organizations across the vertical sectors need to be understood and harnessed by all stakeholders to fulfill the business potential. The challenge should be met comfortably by identifying important business areas that need investment for bringing growth opportunities, looking for new avenues of revenue, or enforcing better practices to build business advantage, etc. Beside financial results, it’s also important to evaluate the overall business value from business investment, such as quality, performance, customer satisfaction, and the varying matters that stakeholders consider important to them.

Innovation logic: Innovation is not serendipitous; information is the intensive piece, and logic is the hidden clue. Quality information opens our mind to connect cross-boundary dots for sparking ideas; clarified logic brings us lucid light to in-depth understanding. In the dynamic business today, innovation logic is often multifaceted. Although linear logic helps to break down things to the pieces, sometimes it ignores the interconnectivity between parts and the whole. The management needs to leverage nonlinear logic to understand dynamic processes and interconnectivity between problems in a managerial context, to improve innovation effectiveness.

Creativity and logic are not two completely different disciplines but are interconnected processes to generate novel ideas or implement them smoothly by integrating multiple processes such as analysis, synthesis, and retrosynthesis at the different phases. In the organizational setting, the innovation logic can be enhanced by building a strong link between enterprise assets and capacity planning to ensure that resources are available before they are needed and enterprise artifacts or assets can be managed effectively to improve innovation success. It takes logic to recognize, filter, deal with or implement ideas, guide teams to make things happen timely and transform a vision into reality smoothly.

Change logic: Nowadays, there are so many things going on in the business, and there are all sorts of changes p: incremental or transformational change; reactive or proactive changes; technical structural, or people change, etc. Change is inevitable, the dynamic sequence-consequence cycle involves the continual attention to current changes in the organization and its external environment, and how this affects the future of the organization. Top management needs to lead proactively and become really creative on how they architect and implement changes by asking fundamental questions to clarify and follow the right logic and methodology, to ensure their organization is strategically positioned to be ahead of the learning curve and improve the overall success rate of change management.

Change logic is neither linear nor top down only; every person or division adapts to change in a different way at a different speed. Change Management always fails when management thinks they get all the answers, takes fuzzy logic, and they come up with a plan in a vacuum and try to sell it. It is imperative to clarify the logic of change by understanding philosophical “why,'' ``systematic'' where,” insightful “who,” sensible “where,” and technical “know-how,” to make change really happen. In order to execute a successful change management scenario, there is a need to delegate roles and responsibilities of the process, have a strong-honest communication plan in place, enhance business logic, more often nonlinearly. So the teams and employees can focus on the most important things, handle sequence & consequence of change initiatives, to deliver business results continually.

Logic is often nonlinear and multidimensional in today’s “VUCA” world. The high mature digital organizations are highly conscious about what’s happening in their environment, you need logic to understand complexity and you need complexity to understand simplicity. Cross-disciplinary knowledge is often important to lead toward a deeper understanding of interrelationships between parts and the whole, intrinsic-logic behind complex problems in order to come up with better problem-solving scenarios or improve the overall organizational digital maturity.

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Innovation

Innovativeness is the capacity and competency to innovate, innovation is the act of being innovative and the result of innovativeness.

 

A  digital workplace is all about people-centricity, empathy, innovation, agility and high-level business maturity. Digital organizations are always on, inter-dependent and hyper connected, people are always the most important asset in any organization before, today, and future. 

In an ideal digital workplace, the organizational structure is solid enough to keep people or things in order; but fluid enough to keep information and ideas flowing.

              Innovation Connection

Inference & Innovation Due to the fact that innovating in today’s digital world has become increasingly complex in nature. Often, organizations can no longer rely on a single individual or team to drive innovation. Innovation is not serendipitous, there is a logic behind any innovation effort. Digital innovation management is a system that can be fine-tuned in a structured way to improve its success rate.

InnovatingviaLearning Learning is a continuous process and everyone has an enormous capacity to learn and we need to learn continuously in order to adapt to constant change. Today, there are continuous technology led disruptions and convenient, overloaded information, and commodity knowledge only a click away. The division between 'working' and 'learning' is replaced by combining and integrating 'working, thinking and learning.’ All humans have an insatiable curiosity that leads us to learn, learning nurtures creativity because what you learn selectively further stimulates your imagination. It is important to cultivate a learning culture that has awareness and understanding of the importance of learning in order to develop a creative workforce and build a highly-innovative organization.

Information & Innovation Information dot connection is the foundation of innovation. An information system is an abstract view of an activity system focusing on the gathering, processing, distribution, and use of information. It provides the information needed for the decisions that are part of the activity system. The Information Technology system supports the information system. It encapsulates hardware, software, data and communication technologies.

Intelligence, Logic, Creativity & their Interwoven Relationships "Intelligence" is from the Latin word “intellego” -Inter-lego: Bind together, read between the lines, or connect the dots. Creativity is an innate thought process to connect the dots and generate innate ideas. Logic is a thinking process in which a result is derived from a thought. To untangle unprecedented complexity, we reach a stage to assess logic of everything: thoughts, language, actions. More specifically, logic, intelligence, and creativity, how do they interplay?

Innovativeness vs. Innovation Innovativeness is the capacity and competency to innovate, innovation is the act of being innovative and the result of innovativeness. Being innovative is simply about being different - think different, see things differently and figure out the different way to do things. Either individually or collectively, creativity is one of the most critical skills and innovativeness the key differentiator between the leader and the follower.

The “Future of CIO” Blog has reached 5 million page views with about #8300th 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 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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