Innovateviapersonalization

Companies can provide input into a qualitative assessment and consider customer-centric products, services, processes to delight people. 

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

Personalization and user experience informs or influences a company's core strategy: One of the biggest benefits is a focus on planning what areas personalization effort will be based on strategic alignment, marketing penetration. Personalization is the process of making a company's products and services extraordinarily relevant to the wants, needs of people, physically, spiritually or emotionally. 

Greater personalization leads to better understanding of people, initiates application in real time, gives people an impression on how it can tailor their needs to solve problems and achieve higher-than-expected business results. Personalization brings a unique perspective of innovative problem-solving and it is a critical aspect of the business future and a significantly underutilized competitive advantage. 

Personalization initiative requirement management is a crucial step in achieving people-centricity: It is important to design customized applications or solutions, which give customers an impression on how the organization can meet their needs to solve problems. So the employees, customers, users and all stakeholders including suppliers, partners, and all internal functions hold a stake in the requirements. The employee can greatly influence the customer's perception of the company and its products or services. 

The reiteration of the business requirements development process is essential to arriving at the common ground of business initiatives, establishing a business requirement focused on a new blueprint, taking business initiatives, managing people-centric strategies, and driving progressive change. 

Real outcome to aim for achieving people-centricity should be to refine business processes technically and ship invaluable customer-centric solutions consistently: Customer experience can't be achieved unless the customer service is superior, and processes within your business will reflect outwardly. Processes underpin capabilities which are building blocks to run a people-centric organization. The business management needs to check up: Are processes too rigid to adapt; too fragile to handle disruptions, or too inside-out without embracing people centricities; is there any fundamentally different approach to process management that would provide more? Etc.

For end customers, understand who they are and their preference, you gain their loyalty, and keep developing great products/services to meet their needs, unlocking their potential. Solutions continue to evolve but the customer does not get coached in dynamic environments. Understand their perceptions, there is a strong customer perception that when an issue comes up, it will be corrected! Advanced analytics is an important tool to gain customer insight or prescribe a solution to meet their needs. Automation is a technical component for producing customized solutions. Not all activities within a process can be automated but automation certainly makes the process more repeatable and predictable. 

Companies can provide input into a qualitative assessment and consider customer-centric products, services, processes to delight people. One of the key determinants of whether an organization can move to the personalized innovation age is how well it can engage employees, delight customers and truly understand their stakeholders to run a people-centric organization.

 

 

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Innatelogic

It’s important to understand the coherent business logic of the entire enterprise, mostly not at the level of part of the organization. 

Running a business is fundamentally about how to apply logic to solve problems, implement ideas, and guild teams to achieve high performance coherently. 

The nonlinear business logic comes through different characteristics such as hybrid structures, hyper diversity, unpredictability, and increased flux, as the clue to interweave a hyper connected and interdependent digital organization.

It’s important to clarify the "business logic" that links the “enterprise genotype” (enterprise assets such as information ) and “enterprise phenotype” (business performance): Apart from people, information is one of the company’s biggest assets. Many companies turn their untapped data into a real asset to support better business decisions, streamline business logic, and produce premium outcomes. The various activities are needed to manage performance including making strategic and operational plans, setting metrics, making day-to-day information based decisions, running numbers in context, leveraging data to tell stories and getting related results to business goals, all of which requires information to improve organizational effectiveness and efficiency. 

A well-designed performance management system is a necessary foundation for continuous improvement. All company’s performance is directly related to the decisions people make every day. Information weaves the logic for business performance management. Data may behave more like inventory, and it surely has a limited shelf life in many cases. In that case, to be an asset from an accounting point of view, information needs to have a "net realizable value." When you can develop data into sense-making tools to assist and guide business operations, marketing, and planning, your data becomes strategic, information logic thresholds business management coherently.

It’s important to understand the interrelationships and interactions of the different parts of the whole, for clarifying the logic of “emergence”: Business environment is dynamic, it is important for the organization to identify emergent business properties, how information is associated with the valued tangibles of products, processes, and resources, make sure the system-of-interest is defined to establish the boundary, understanding the interactive logic of business parts and whole.

 To create business synergy, start with a set of emergent properties and then, model the system that does or could produce them. So there is retrospective logic to light up the emerging properties (trends, opportunities) to create the business synergy. Take logical steps for implementing business goals from top-level executives to the front-line workers, across functional areas and geographical regions, and ensure the business as a whole is superior to the sum of the pieces. 

It’s important to understand the logic of the value chain, value stream, and value proposition of the business: The very goal of running a good business is to create value for stakeholders. If there are no values "glue" to keep everyone motivated by the collective endeavor, then business is stifled. The whole value chain needs to be aligned, engaged, and contributing to enhance business logic. So a variety of stakeholders get their fair share, define the ideal business model, distribution, products & services, and business brand. 

Business management needs to understand business value chain/stream from broader lenses. If everyone is thinking and behaving in the same way through their narrow lens, then that same stickiness will drain the organization’s energy. With a clear business value stream view and clarified value chain logic, all parties should agree on the common value proposition and take the alternative value creation approach to accelerate performance. The value streams break into multiple stages; each stage decomposes into routing maps to processes to deliver quality products/services and enable multifaceted value creation. 

It’s important to understand the coherent business logic of the entire enterprise, mostly not at the level of part of the organization. Today, organizations are dynamic and ever-evolving, business logic is nonlinear, there is a shift from what an organization is to what it does to its context; also a shift from seeing a business system as a set of interconnected components to seeing a system as a set of interwoven threads for improving organizational coherence and performance.

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Initiativesfororganizationreinvention

Fine-tuning underlying business structure and processes is a critical step and continuous effort for improving business fluidity, flexibility, and overall digital fit. 

Organizations are complex, change increases its speed. The reality is that organizations that do not respond to external environmental changes will become irrelevant gradually. As nimbler and more competitive companies catch up and take the leadership position to create the industry momentum. Organizational structure design and reinvention are a cohesive step in catalyzing changes and building business competency to achieve a high level of organizational agility.

Forward-looking organizations experiment with different types of organizational structures to enforce business alignment, communication, collaboration: Organizations, like individuals, need to be in flow to communicate fluently and operate smoothly. To break down silos or overly rigid hierarchy, organizations need to be dynamic to keep up with the speed. Organizations should experiment with a more fluid structure that is smarter and faster than overly rigid hierarchies with blurred boundaries maintained by attractions and repulsions, and behave like organisms. 

To envision is to shape the future together, elevate organizational design through architectural thinking which is a way of engaging employees and enchanting customers with the right set of principles and practices to improve people-centricity. It is transformational for business management to “step outside” of the organizational hierarchy for gaining different perspectives and deepening understanding of the business dynamics. They can step up a level (n+1) to capture a big picture, and drill down a level (n-1) to dig into details, keep improving organizational structure flexibility and strategic agility.

Flatter structures will help to speed up organizational response to changing markets: The functional borders are blurred and silo thinking is gradually broken down. If the organizational structure drives corporate behavior and then, the business responsibilities can reflect on the organizational structure and the behavior. Everyone has an invaluable contribution to make at whatever level in the formal hierarchy they happen to be placed, for speeding up organizational responsiveness and effectiveness.

The goal for optimized organizational design is to enhance cross functional collaboration, harness innovation through less hierarchy, streamline business changes. The future of organizational design should be fluid enough to streamline information flow and flexible enough to motivate change and achieve business agility and autonomy.

Fine-tuning underlying business structure and processes is a critical step for improving business fluidity, flexibility, fitness: Ideally, the organizational structure should be designed to influence the emergent properties of the environment, provide a more intensive and effective working environment in which people can work collaboratively, knowledge flow frictionlessly, and enable emergent changes in its own behavior, functions, and structures toward strategic stability. 

To make a seamless innovation paradigm shift, organizations today cannot be organized only using the mechanistic paradigm that resulted in bureaucracies. The management should do their best to make sure that their personnel are educated, learning agile, and eventually investing in that change themselves in tackling challenges from all right angles all at onc, and building the differentiated professional competency. 

Organizations are all about information savvy, agility, high-performance, and speed. Fine-tuning underlying business structure and processes is a critical step and continuous effort for improving business fluidity, flexibility, and overall digital fit. The challenge for any business is to fine-tune a successful structure that helps to empower people and enforce boundaryless collaboration to unleash collective potential. 

 

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Illumination

Isn't a tough journey to- celebrate #10,800 blog postings - to pursue- the digital way of brainstorming, innovating, motivating, story-telling?

The “Future of CIO” Blog has reached 10 million page views with 10,800+ blog postings in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. 

The “Digital Master” book series includes 29 books to share insight from the multidimensional digital lens and perceive the multi-faceted impact the digital era upon us is making to businesses and society. The content richness is not for its own sake, but to convey the vision and share the wisdom. Here is the weekly insight of innovation leadership, IT Management, and Talent Management.

• Innovation Business ecosystem is dynamic with abundant information growth; the future of organization needs to be instant-on, open to new knowledge, harness innovation, enforce agility, exhibit the willingness and ability to learn and grow; being connect-wise to discern the trends from fads, build up a positive emotional climate, seek business goals before taking initiatives, shift focus from inside-out operation-driven to outside-in customer oriented, and foster innovation.

  
  

• Initiative The world moves too fast and marketing, finance, technology, leadership are all intertwined; how would you manage the business transformation; what tools, artifacts, road-mapping etc, would you create to ensure that business is evolving towards the clearly defined vision?

  
  

• Innate profoundly The pace of change is increasing, the world becomes flattened, changes or problems usually do not happen in isolation from each other in predictable ways. If we cannot direct gradual strides toward pursuing the deeper state of thoughts and mindful actions, then we will never know what the substance can do for the potential of our livelihoods and how to lead change successfully. When we gain fresh knowledge, and when we change our understanding of the past, new possibilities and interpretations of them emerge in the future not so far away.

  
  

• Initiatives inquiry Change is inevitable, a new paradigm arises out of new mindsets, knowledge, and approach. In a lot of organizations, particularly well-established ones become stagnant after experiencing a rapid-growth cycle. The organizations or societies that have hit the heights of success in the digital world aren’t those that have determinedly followed the old models and ways of thinking; it’s those that have forged a new path, developed integrated capabilities, built strong talent pools to accelerate organizational performance.

  
  

• Influence  As intelligent human beings, we all influence our surroundings or being influenced by the environment in which we live. The power of influence has many dimensions and depends on a number of factors, from making influence in a certain domain to cross interdisciplinary boundaries; from local community to global society; from behavior to attitude to mindset.

  
  

Blogging is not about writing, but about thinking of new ideas; sharing and innovating. 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

Organizational capabilities are typically expressed in generally high-level terms and require a combination of people, processes, and technology to achieve. 

Organizations become more complex and dynamic, the capability view can leverage different perspectives from different roles to explore multipath gateways. The highly complex and dynamic organizational system needs to be elaborated in a well-organized effort for adapting to emergent business changes in its own structures, functions, and behaviors, and change to the fundamental business model, culture, or other critical business factors for reaching the next level of business capability development and organizational agility.

General condition of capability needs to be assessed objectively: A capability is the combination of resources and processes that are used to produce quality outcomes. Usually business capabilities today are the result of its history and history constrains what capabilities the firm can perform in the future. What level of transitions of capability development are required in future based on business strategic priorities. 

Discover the business strength that can be transformed into a core capability if it aligns with the strategic direction. Business executives should be sufficiently aware of the "general condition" of the various capabilities to input into a qualitative assessment of capability effectiveness, adequacy, coherence, uniqueness, resilience, or maturity. An objective assessment of business capability conditions, as well as which level of maturity your organizations have arrived at, helps to improve business effectiveness and maturity.

Logical coherence of organizational capability: Organizations become more complex, so do capabilities. Dependency, interdependency are the natural relationship between capabilities in our hyperconnected world. Organizations are interdependent whole, and organizational capability interdependencies have a business development cycle. Technically, organizational capability mapping includes capability dependency identification. The tough work for an organization today is to manage its portfolio of relevant cross-border strategic synergies and dynamic capabilities development. 

It takes cohesive collaboration for business as a whole, aligns the different parts of the ecosystem to adopt more points of integration, with layered and loosely coupled modular capabilities to build differentiated business capability. To achieve capability coherence, choose how to improve the capability based on enterprise strengths for investing in the best of breed capability and integrate them into cohesive and differentiated business competency. Business capability is synthetic in nature, and capability building can embed agility into processes to ensure capability portfolio coherence, focusing on building long-term organizational competency. 

Forward thinking companies continue to upgrade organizational capabilities with repurpose, realignment, and reconfiguration: It takes time and effort to build a high level of  organizational capabilities and core business competencies. Put some thoughts on resiliency or reuse in capability design to avoid reinventing wheels. Capabilities move from base or competitive level to differentiated level; from fixed to dynamic, transactional to transformational, linear to nonlinear for leading strategic changes and producing high performance results with consistency. 

High levels of business capabilities have involved corporate learning in it, thus, it’s hard to transfer, for reaching the new horizon out of organizational vision. Organizations need to keep improving their level of capability development maturity from competitive necessities to do certain works to competitive differentiators for  rearing a strong brand; from building linear capabilities to solve a specific set of problems to reaching the next level of integral and scalable capability to build long term business advantages.  

Enterprise capabilities are typically expressed in generally high-level terms and require a combination of people, processes, and technology to achieve. Every organization needs to develop fitting principles, methodologies, practices and apply them wisely with the expertise to really add value on developing the higher level capabilities to generate differentiated advantage and unlock business performance. 

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Innovativeglobalists

Globalists can think holistically, understand the cause-effect of many complex problems facing global society; connect worldwide knowledge to generate ideas in order to co-solving problems smoothly.

The global working environment is diverse, dynamic, energetic, and innovative; it's a strategic imperative to frame the global mind to see the ever-changing world via the multi-dimensional lenses. 

Forethoughtful leaders and professionals broaden their view of global society, learn expanded world knowledge, deepen understanding of global issues, and become insightful globalists with abilities to work as part of an interactive, collaborative team as well as think independently, to generate value and make differences.

Information Management has an expansive impact on the global economy, politics, culture, and human behavior: The world is diverse; global leaders and professionals must be open minded to appreciate all sorts of meaningful informative things cross-boundary. Compared to the industrial era with static knowledge and overly restrictive boundaries inherited from the last century, today’s internet-based world is much more informative, hyper-connected and interdependent; there are important bits and bytes of information needed to improve decision coherence and problem-solving effectiveness. It is the aggregation and the assessment of information that create the intelligence required to run a smart global organization.

In fact, information is the most intensive puzzle piece for innovation management, especially at the global scope. Organizations across the vertical industries think they are in the information management business by refining information into business insight of growth opportunities. Global leaders and professionals articulate strategic visions, and navigate directions, to integrate global knowledge into a holistic global information system; make forecasts, prevent risks, apply information-based intelligence to lead business transformation and derive the multifaceted value for the betterment of the global society.

Innovative solution is a combination of creative ideas up front with analytical/logical thinking underneath to handle global issues and make worldwide influence: The information era upon us is the age of empathy, choice, and personalization. A passionate globalist can see the world with fresh eyes, open mind, to create thresholds of possibilities that can result and expand into innovative solutions. That is, to make sure you're including the right information and looking at all the possible options.

For solving global issues innovatively, consider and compare the advantages and disadvantages of all options. Select the best option; avoid vagueness or indecisiveness. When faced with two opposing options that seem to force a trade-off, take a holistic approach to solving problems through multi-disciplinary practices. A great global innovator does not reinvent the wheel, but demonstrates global wisdom, knowledge fluency and creates fresh ideas to catalyze innovation inspirationally

It’s a strategic imperative to unlock the collective potential of global organization or entire human societies: We co-share this beautiful planet with billions of people; human capital is always the largest intangible asset of our societies. It’s important to integrate worldwide knowledge, information technologies and processes, involving global psychological capital, intellectual capital, and global social capital to unlock collective potential. In fact, human society becomes hyperdiverse and interdependent, with a huge potential to become a high- innovative system in which all sorts of components are integrated into global capacity to solve large scale problems smoothly.

Business leaders and professionals have to dive deeper to uncover cultural patterns of collective mindset, attitude, and behaviors; bring greater awareness of intricacies, keep investing and growing to ensure long term advancement, and generate multi-faceted value to unlock the full potential of the global business. They are able to work inclusively and orchestrate transformative changes collaboratively; orchestrate global paradigm shift

The progress of the world needs to be pulled together and pushed forward by insightful globalists, who can think holistically, understand the cause-effect of many complex problems facing global society. They can connect worldwide knowledge to generate ideas in order to co-solving problems smoothly. Global organization is a complex and adaptive business system which is not just working within the industry, but also permeating in the global-ecosystem, striving to unlock their full potential.

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Innatefairness

Profound leaders and professionals are open and deep, able to apply multiple thinking processes to expand their perspective of circumstances, and leverage nonlinear logic in dealing with varying situations wisely.

Back to the root of the word “profundity,” it means insightful understanding; it requires a person's ability to grasp or comprehend information, be able to see beyond the obvious, look around the corner, dig into the root cause of the problems, and climb the knowledge-insight-wisdom pyramid step-wisely in order to solve problems thoroughly. 

The gap between knowledge and insight is about the depth of understanding. Because knowing something is not equal to understanding it, understanding it doesn’t mean you can communicate and coach it effectively. Here is a set of featured blogs to dig into the “keywords” of the 21st century to brainstorm the future of digital leadership and business transformation.

Innate Fairness 

Innatefairness Fairness means to be unbiased, impartial, objective, dispassionately discerning, and open-minded. Fairness is one of the most significant traits in wisdom, the fairer you are, the wiser you become. Fairness is like the scale, weighing things up, and keeping the right balance. It takes both kindness and toughness to be fair; objectivity and discernment are all crucial to make sound judgment and be fair and wise.

Innerfairness Fairness means to be unbiased, impartial, objective, dispassionately discerning, and open-minded. Being fair starts with being objective. Being objective means you are not influenced by personal feelings or assumptions; but make judgment or decisions based on unbiased fact. The fairer you are, the wiser you become.

influenceviafairness Fairness means to be impartial, equitable, objective, dispassionately examining, and open-minded. Fairness is a concept with two characteristics to be judged by each individual for her/himself to be fair or unfair towards others.

InnateFairness Fairness means to be unprejudiced, equitable, impartial, objective, dispassionately examining, and open-minded. Fairness is both digital leadership and professional quality and a culture characteristic to improve professionalism and digital maturity. People are much purposeful, creative and productive under a positive and fair working environment. Which questions should you ask to assess a person’s fairness?

Fairness is a “Wise Thing” Fairness is like sunshine, we all share with it, warming us up, making us feel good. Fairness is like the scale, weigh things up, and keep the right balance.

The blog is a dynamic book flowing with your thoughts; growing through your dedication; sharing your knowledge; conveying your wisdom, and making an influence through touching the hearts and connecting minds across the globe. The “Future of CIO” Blog has reached 10 million page views with about #10800 blog postings. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. Blogging is not about writing, but about thinking and innovating new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

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Initiatives

Business architecture is on its own evolutionary journey and its development is a continuous improvement journey.

Organizations become more complex, business architecture should play a critical role in designing and managing future businesses that become truly proactive and move up the organizational maturity. 

The quality of business architecture in alignment is to manage the business across the enterprise, bridge the gaps between “as is” and “to be” state of the organization, and improve business maturity from functioning to delight holistically.

Organizations leverages Business Architecture as a tool, representing the architecture of an organization in terms of either as it exists or as it is intended to be: During volatile or dynamic market sense and “VUCA” reality, the Business Architecture should define a very flexible blueprint but it is the management's responsibility to reorganize the corporate structure to make it equally flexible. Business architecture is an effective tool for enhancing cross-functional business coordination, developing knowledge & expertise, and enforcing business responsibilities.

Corporate leaders who can speak architectural dialect help to facilitate the enterprise dialogues between organizational decision makers, and thereby assist the organization in designing and reinventing itself in pursuit of new and more viable strategies.

Organizations leverage Business Architecture as a critical framework that should support the requirements of the business and make adjustments periodically: Business architecture is a useful tool to allow business management to find a balance between working on the business to deal with strategic issues while doing the business to achieve operational excellence. Business Architecture input can be used to direct resources and attention to strengthening business capabilities.

Business Architecture balances between managing complex issues today and predicting the uncertainty and volatility of tomorrow, enhancing corporate governance so that the organization’s mission, vision, and goals can be realized smoothly. It’s important to define a very flexible business blueprint, covering all areas of the business, with the abstract components, including such as capabilities, functions, roles, events, rules, data, etc, to support the requirement of business evolution.

Business Architecture can play an important role in helping managers analyze business choices in a holistic manner: Business Architecture helps to orchestrate the interrelationship between people and process, bridge the multitude of viewpoints in order to make effective decisions or figure out alternatives to solve problems. The key elements are that describe the general elements of the business architecture with ongoing deductive reasoning to apply the theory to the practical problem at hand.

Business Architecture is used as an effective tool for modernization, integration, automation, optimization, reducing risks, and improving rewards, of all scales of organizational change. It is an important tool for helping business management think about the interrelation between stability and adaptation, standard and creativity, sequence and iteration; and manage business holistically. It ensures that strategic efforts deliver to expectations and results are comparable, predictable and repeatable.

Business architecture is on its own evolutionary journey and its development is a continuous improvement journey. It seeks to look through a variety of complexity, and optimize it through abstraction and separation of concerns, connecting optimization points from project to organization, enhancing reusability and improving organizational effectiveness, efficiency and maturity.

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Innovation

Innovation only exists in the more open environments that create insights, take advantage of all sources of creativity in an open way and leap innovation management to the next level.

Within abundant information and emergent digital technologies, Information technology is a key component of holistic business mindset to re-imagine “what is possible” - unleashing business potentials and improving business efficiency, effectiveness, agility, and maturity. 

The “art of possible” to reinvent business in the digital age is to deliver the value of information in helping businesses grow, delight customers and do more with innovation.

        Innovation

Innovation Business ecosystem is dynamic with abundant information growth; the future of organization needs to be instant-on, open to new knowledge, harness innovation, enforce agility, exhibit the willingness and ability to learn and grow; being connectwise to discern the trends from fads, build up a positive emotional climate, seek business goals before taking initiatives, shift focus from inside-out operation-driven to outside-in customer oriented, and foster innovation.

Innovation ii Innovation is the process through which you grow and evolve something to something better for generating something novel and creating higher value, mostly based on a combination or modification of previous attributes/approaches. To start the next cycle of innovation management, organizations have to learn from experimenting, amplify the best practices, cultivate an innovative climate, and build a solid innovation portfolio to improve the innovation management success rate.

Innovativenavigation In a world that has been transformed by technology, the enterprise platforms blur the functional, business, and even industrial territories, and makes it more convenient to run the business as a holistic organization, instead of the sum of the pieces. Navigation is actually the synthetic competency integrated by a couple of important capabilities such as strategic reasoning, forecasting, encompassing, guiding, steering the organization in the right direction.

Innovationlogic Business models describe, as a functional system, how the pieces of a business fit together to create customers and generate value. Dealing with that “VUCA” reality is a strategic work; every enterprise runs into competitors; sooner or later, it is usually sooner due to increasing changes and frequent disruptions. So the essence of a business model is some source of value that represents a competitive advantage.

Innovation Innovation is about transforming novel ideas to achieve its business value; it is the means to the end. The evolution of innovation only exists in the more open environments that create insights, take advantage of all sources of creativity in an open way and leap innovation management to the next level.

The blog is a dynamic book flowing with your thoughts; growing through your dedication; sharing your knowledge; conveying your wisdom, and making an influence through touching the hearts and connecting minds across the globe. The “Future of CIO” Blog has reached 15 million page views with 10800+ blog postings. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. Blogging is not about writing, but about thinking and innovating new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

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Initiatives

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

Business is nowadays complex, the challenges that organizations face today include the increasing pace of changes, complexity, or uncertainties which could blur our vision and make the future unpredictable. We cannot predict anything beforehand but can imagine with many experiences involved in the present or in the past. Besides keeping business running as usual, accelerating organizational growth is always at the top of forward-looking business executives’ agenda. Quality information and the logical scenario are needed to manage business initiatives successfully for achieving high performance results.

It’s important to predict what will happen and take steps further, what should you do upon it: Organizations just keep growing and growing complexity, it requires the exploration of the interdependencies that contribute to the value of critical knowledge. Business insight and foresight are critical to navigating the organization into the uncharted water and blurred digital territories. Pre-forecast and post forecast will help the company well prepare the upcoming change for capturing the rising business opportunities timely or preventing risks effortlessly.

Some trends are more significant than others in their impact on business growth. The goal of the business forecast is to predict what will happen and take a proactive approach to harness collaboration from varying parts of the organization, manage either technical changes or radical change, to increase the success rate of business initiative programs.

It’s important to engage talented people for unlocking performance: It’s not easy to bring all talented people and mold them into an effective team. Critical thinking is crucial for dealing with uncertainty and complexity of today’s business dynamic, and doing things we never did before, but doing them right; to continually drive changes. A structural people management approach needs to play an important role in understanding people in an objective and holistic way. It comes with a set of practices of identifying, acquiring, developing, deploying, and retaining high-qualified people throughout an organization and managing business initiatives smoothly.

It's not easy to bring all talented people and mold them into an effective team. Assess responsibilities and competencies required to achieve strategic goals, define who you need to have those responsibilities and talent, forecast the skills and roles you need to navigate the changes driven by business trends and ensure smooth business initiative management. The desired outcome is to assess the employee's contribution and ability to fulfill tasks and objectives in line with the organizational vision and goals both at the strategic and operational level.

Initiative management is not repetitive; specifications for each and every cycle are different: The effectiveness of management will depend on many factors, such as culture, position of department, knowledge, skills, complexity, etc. In order to leverage resources efficiently and expedite business initiative management cycles, “Just Enough” concept implies Just in time or Just enough processes and controls to deliver a quality product/service; and how to do things in a simple way.

Just enough is good but the problem is defining a boundary of just enough and sticking to that. For all business initiative management to be successful, all stakeholders need to know the goals, objectives and the reasons for process and procedures. They have to be able to clarify logical reasoning, and common sense to the procedures; enable iterative interaction, frequent team communication, and be more adaptive in today's rapidly changing business environment.

Only initiatives that support the achievement of business objectives should be implemented. The more stakeholders can impact business initiatives seriously, the better chance the change will achieve or exceed the business expectations. All should be synchronized without compromising. It’s important to optimize business management capability and capacity, develop talent, build differentiated business capabilities, enhance progressive changes, unlock business performance and unleash collective potential consistently.

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Innovation

Organizational professionals can understand new topics and get access to knowledge effortlessly, with abilities to interact with the expanded digital ecosystem seamlessly.

Business ecosystem is dynamic with abundant information growth; the future of organization needs to be instant-on, open to new knowledge, harness innovation, enforce agility, exhibit the willingness and ability to learn and grow; being connect-wise to discern the trends from fads, build up a positive emotional climate, seek business goals before taking initiatives, shift focus from inside-out operation-driven to outside-in customer oriented, and foster innovation.

It takes strategic agility to transform a traditional organization into an innovative enterprise: Digitalization implies the “always on and hyper-connected” business connected to the dynamic ecosystem which keeps expanding. Organizations explicitly seek to create a flexible environment in which the broadest, deepest knowledge across the industry and the business ecosystem can be managed effectively; people can grow, treat customers, channel partners, or suppliers as ecosystem participants to co-solve tough problems.

Forward-thinking organizations across verticals intend to build a customer-centric business, Both business architecture and business process management design and deployment are not for their own sake, but for understanding, managing and governing organizations better for achieving high levels of business agility, resilience. They need to be managed effectively to directly impact strategy management success and business performance, and improve organizational maturity.

It is easy to work alone and take the attitude of competition, but it is much more difficult to collaborate with different parties, even competitors: The more diversified the team is, the more strategic and innovative the collaboration can turn out to be for co-solving problems effectively. Compete for reaching the great deals you could, also be collaborative to make fair deals and generate the results that all parties feel ok, harness collaboration. The team with a complementary mindset and skill set can sustain diversified viewpoints into holistic perspectives, gain more trust and respect by asking the tough questions, practicing expert power to provide wise answers.

Competition enforces divergence, collaboration harnesses convergence. The more people within an organization interact and have an idea of what the other does within the total picture, the better chances they could elaborate and collaborate towards a coexistence within the organization with benefits for all. Know how to collaborate with stakeholders of all stripes, be able to facilitate and orchestrate the multitude of differences, values, cultures, focus on convincing, persuasion, and collaboration at the global scope to overcome common challenges.

In order to determine the correct intervention, different opportunities for intervention whenever a problematic situation is discovered: In the emerging age with information exponentiality, nonlinearity, and interdependence, the overly rigid hierarchy, inflexible processes stops the digital flow and stifles change. Forward thinking companies make constructive disruptions themselves or take hypothetical intervention, figure out the best scenario to change and build their unique set of competencies, enhance information-based communication synchronization and collaboration-driven relationship harmony.

There are different ways to do meaningful intervention for generating more values or preventing risks. Firstly, tracing the dynamics of these flows backward to their upstream origins helps to isolate the most promising points for intervention, to avoid or prevent future cases of the situation. Secondly, there should also be an attempt to mitigate the negative effects of the situation's dynamics flowing and improving risk intelligence.

Business professionals can understand new topics and get access to knowledge effortlessly, with abilities to interact with the expanded digital ecosystem seamlessly. Global leaders with a balanced mind can bring agility and flexibility across the spectrum of business dynamic and management paradox, to diversify fresh viewpoints, unify common values & beliefs, harmonize differences, and unleash collective human potential. So collectively, the organization can thrive via unleashing their potential and bring higher than expected results.

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Initiatives

Organizations should keep the lights on and also make strategic movements all the time coherently.

The world moves too fast and marketing, finance, technology, leadership are all intertwined; how would you manage the business transformation; what tools, artifacts, road-mapping etc, would you create to ensure that business is evolving towards the clearly defined vision?

 Forward-looking organizations explore the new arena to speed up by balancing stability and fluidity; process and innovation; centralization and decentralization, push and pull, etc., manage the “shade of gray”; build differentiated capabilities, to guide the organization forward effectively.

Getting the balance right should result in the future vision aspects: Organizations and their people must learn through their interactions with the business environment, it requires the balance of “old experience” and “new ways to do things”; listening and telling; confidence and humility, etc. The business managers need to balance the long-term strategic goals & short-term tactical tasks, break down outdated concepts or rules and set up digital principles and processes, balance control and autonomy, and run their organizations at premium speed.

Many organizations have the mixed bag of industrial speed and digital agility. It’s from within the massive gray area between the two styles of process and creativity, standardization and flexibility, help to make the paradigm shift. Strategic communication harnesses influence, enforces trust and accountability, streamlines knowledge flow, places a mandated risk tolerance, and envision the possibility to make progressive change in the ever fast changing digital dynamic, to reach the state of digital synchronization.

Organizations and societies need to run a well-balanced system with the abundance of energy and sustainable advantages: We've learned over many years on a conscious level that has changed the way and rate we respond to situations on a more subconscious level. It's important to understand that dynamic business development is multifaceted and gain an impartial perspective by eliminating unconscious bias and uncovering the “shade of gray”; enforce continuous balance cycles of participation, expansion, integration, innovation, and optimization, to accelerate pervasive business transformation.

It's crucial to provide information to the assurance lines that evaluate the business risk profile for change breakthroughs and managing the “shade of gray” effectively. To run a high performance business means constantly fine-tuning the uncontrollable factors acting on the organization and driving change success via multidimensional directions. Guarantee the full consistency of both the organization and its ecosystem with the requirements and by transitivity.

Identify and convey the core capabilities required by which an enterprise is composed, and manage business tensions to harmonize changes: Often creativity happens at the intersection of consciousness and subconsciousness. Inspiration is best thought of as an interaction between current knowledge and the updated information we receive for shaping the fitting mindset with great thoughts and generating fresh concepts and ideas. People will genuinely feel good, be open-minded, willing to share ideas, get involved with commitment, increase self-confidence and performance in others, get themselves and others into “creative mode” to unleash creative potential.

It’s important to understand that business management is multifaceted and holistic. Balance, growth, and harmony are not fixed, they are flowing. From a management perspective, self-management taps the inner and outer resources of creative strength, and gets yourself doing creative things with discipline and practice for achieving measurable goals. You know the team will deliver the best outcome and give them the freedom to do it on their way, and demonstrate unimaginable contribution to innovation excellence.

Organizations should keep the lights on and also make strategic movements all the time coherently. The ultimate goal of running a high-performance business is to strike the right balance of growth and stability; achieve value-added results and reach high-level business agility and maturity.

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