Welcome to our blog, the digital brainyard to fine tune "Digital Master," innovate leadership, and reimagine the future of IT.

The magic “I” of CIO sparks many imaginations: Chief information officer, chief infrastructure officer , Chief Integration Officer, chief International officer, Chief Inspiration Officer, Chief Innovation Officer, Chief Influence Office etc. The future of CIO is entrepreneur driven, situation oriented, value-added,she or he will take many paradoxical roles: both as business strategist and technology visionary,talent master and effective communicator,savvy business enabler and relentless cost cutter, and transform the business into "Digital Master"!

The future of CIO is digital strategist, global thought leader, and talent master: leading IT to enlighten the customers; enable business success via influence.

Sunday, October 22, 2017

The Monthly “Lesson Learned”: A Set of “Don’t”s of Digital Transformation Oct. 2017

Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. Digital becomes the very fabric of high performing business, being outside-in and customer-centric is the new mantra for forward-looking and high mature digital organizations today. At the heart of digital, it is people and how to build a customer-centric organization. But how to take a structural approach for digital transformation?

      A Set of “Don’t”s of Digital Transformation

  • Three “DO NOT” in IT Innovation? In the rapidly evolving digital businesses and economic systems, the creation of new innovations is very complex but critical for firms' survival and thriving. Information is the lifeblood of the modern business and technology is the disruptive force behind the digital transformation. Contemporary IT organization should be run as the innovation engine of the company, it is the thorny journey because there are many roadblocks and hidden pitfalls on the way. Here are three “DO NOT” in IT innovation.

  • Three “DO”s and “DON’T” in IT Digital Transformation Digitalization is about the rapid changes and continuous business flow, The purpose of such radical digitalization is to make a significant difference in the overall levels of customer delight and achieve high performing business result and build a people-centric organization. IT has to not only transform itself but become a changing organization to drive business transformation. Here are three “DOs and “Don’ts” in IT digital transformation.  
  • Three “Do Not” in Digital Innovation Innovation involves new ways of bringing together ideas and resources to create something novel and then transform those novel ideas to achieve the business value. It's obvious that innovation is being pursued now more than ever, and in fact, we see much more innovation in more and more areas of the business landscapes. Digital innovation has an expanded scope and innovation is benefiting the widest audience of the digital ecosystem. Still, there is the high percentage of failure rate for innovation management, and innovation success rate is not always proportional to how much money you pour in. Innovation is more science than art in the digital era though. Here are three “Do Not” in digital innovation.

  • Three “Don’t” in IT Digital Transformation With the increasing pace of change and overwhelming growth of information, the IT role is becoming far more than simply keeping the lights on, but is transforming to significant business enablement and catalyzer. As the CIO continues to become a more critical and integral member of the C-suite, IT leadership holds the keys to making the company more efficient and effective, implement processes and build capabilities that drive the company to the next level; keep eyes on what happens today, pay more attention to the potential pitfalls, also be focused on what is next. Here are three “Don't” in IT digital transformation.  

  • Avoiding Three Traps in Calibrating IT Growth? IT organizations are at the crossroad, either continue to be a commodity IT service provider or reinvent itself to become a business growth engine. Because the majority of IT organizations still get stuck in the lower-level of maturity and struggle to prove their unique value for helping the business gain competitive advantage. In order for the CIO to practice transformational leadership and for the IT department to reposition itself as the premium provider of competitive business solutions, IT needs to avoid these three traps in calibrating the growth and improve its efficiency, effectiveness, and agility.

The “Future of CIO” Blog has reached 2+million page views with about #4200+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting. The content richness is not for its own sake, but to convey the vision and share the wisdom, to inspire critical thinking and spur healthy debates. Blogging is not about writing, but about thinking and innovating 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.

CIOs as Chief Insight Officer: How to Mind the Gap between the Industrial Age and Digital Age

Organizations large or small are on the journey of digital transformation. It is the transformation that is reshaping our thinking and recasting the way we view ourselves, the systems of which we are the part of the environments in which we live, and the way we think and solve problems. There are multitudes of gaps between the industrial age and digital age, understanding the digital business development is multifaceted, and it is the paradigm shift which needs a well-thought-out planning and takes a multidisciplinary approach.

Hierarchy vs. Platform: Traditional companies in the industrial age were often operated in the very rigid organizational hierarchy, it helps the business achieve a certain level of efficiency and place the order from chaos. The Hierarchy largely defines level and scope of authority; it is not an information flow chart. Information does not flow well up to an authority gradient. Thus, with increasing pace of changes and exponential growth of information, such hierarchical structure stifles information flow and decelerate the business speed for adapting to changes. Generally speaking, human progress has been through three stages: Dependent, independent, and interdependent. The higher state being is the collaborative interdependent one. The emergent digital technologies provide unprecedented convenience to run a highly responsive, interdependent and high- performance organization which has flatter structure and fluid information. Digital platforms enabled by efficient apps and tools break down functional silos, business silos, and geographical silos, allow people across the business ecosystem to share knowledge and work more collaboratively for solving problems and overcoming common challenges. Limited hierarchy works best in a creative environment where the free flow of ideas and their prompt implementation is a key element of success. With digital platforms and powerful collaboration tools, everyone has a valuable contribution to make at whatever level in the formal hierarchy they happen to be placed, and adopt the robust processes designed for improving responsiveness and harnessing communication, and increasing business maturity via reducing process redundancy or resource wastes. Interdependency is a premium stage. Traditional hierarchical lines will phase out and a collective of business partners will emerge working collaboratively to set strategy and achieve organizational goals. The ultimate goal for optimized organizational design is to get the mass collaboration, innovation through less hierarchy, cross-functional insight and adopt a socialization process designed for the globally connect the world. Digital organizations empower people, enforce iterative communication, and harness cross-functional collaboration to deliver better business results and unleash the full digital potential of the organization.

Command & Control vs. Influence and Empowerment: The traditional organizations in the industrial age practice Command & Control (C&C) management discipline to get works done. The management's job is to control the work by commanding the people. The problem of C&C is that you can control people’s behavior, but not their mind. The problem of C&C is not even 'command and control,’ it's the authoritarian behavior and bureaucratic decision-making. The other issue with C&C is that it’s process driven, not begin with 'the end in mind.' All these defects in C&C cause the business ineffectiveness such as, poor leadership, focus on short term behavior correction, mistrust working environment, etc. The bigger problem is management that blindly make decisions without understanding the problem, run the business without putting in the right people at the right positions. Digital is the age of people centricity, digital organizations look for accountability, passion for work, pay attention to both performance and potential, instead of C&C, digital leaders make influence and empower their people for achieving more via autonomy and creativity, rather than control which robs people of decision making powers and reduces them to mere execution, empowering them will help people grow into 'intrapreneurs,’ who believe that they can each make a difference to the business with “the owner’s mentality.” To empower is to give the team a means to shine. It is not about individuals, but how well the team works together.

Inside-out vs. Outside-in: Most traditional organizations running in the industrial age are inside-out process driven. It might create the gap between what customers need and what the business can deliver, or the gap between the speed of change and the business's ability to change - both strategic responsiveness and structural flexibility. The digital revolution means that channels to customers, the outside-in view is more important, because the customer's experience is about how they encounter, observe, or undergo a company's events or stages.  The customer, including prospects, should be studied and observed and gain the insight upon. A valid strategic objective and the strategy mapping allow you to first understand your customers and what they value, and then identify how to best characterize that value through the business portfolio management, define key performance indicators, and then define the right set of measures to best assess the performance of these indicators because they show you how well they satisfy or delight customers. At the digital age, speed is crucial, as organizations that do not respond to external environmental changes will quickly outcompete as more innovative enterprises take their customers. Companies across sectors must respond to the external environment as geopolitics, rapid innovation, and social expectations change the business landscape and blur the digital territories. A digital organization can bring greater awareness of intricacies and the systemic value of organizational structure, business process, people dynamics, resource alignment, or information refines and technological touches.

Digital transformation is “pushed” by both visible forces and invisible forces, hard forces and soft forces from multiple directions. Minding gaps between the industrial age and digital age is strategic imperative and takes multidisciplinary efforts. It is a radical paradigm shift which needs to build a new set of principles and develop a series of digital management practices, through which all important business elements integrated and knitted into core business competency and move the business to the next growth cycle and business maturity.

Saturday, October 21, 2017

The Monthly “Digital Fit” Book Tuning: The Multidimensional Digital Fit Oct. 2017

At the heart of digital, it is people and how to build a customer-centric organization.

Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. Digital becomes the very fabric of high performing business, being outside-in and customer-centric is the new mantra for forward-looking and high mature digital organizations today. At the heart of digital, it is people and how to build a customer-centric organization. But how to take a structural approach for digital transformation?

                  The Multidimensional Digital Fit



  • The New Book “Digital Fit: Manifest Future of Business with Multidimensional Fit” Chapter 3 Introduction: Change Fit Closer to reality is that change is continuously happening in the dynamic environment of a company. Change is inevitable, and the speed of change is accelerating. The desires of stakeholders, clients, and employees are evolving naturally. However, changeability and resourcefulness - the response to change are woefully underrated by many businesses as keys to success. How do you assess an organization that is ready for change? How can you engage with today’s management and make them change themselves into the role needed today for modern Change Management? What is needed to be done in order to execute a successful change? And what are the further aspects of managing change successfully?

  • The New Book “Digital Fit: Manifest Future of Business with Multidimensional FIt” Chapter IV Introduction: Knowledge Fit: Knowledge is power, it couldn’t be truer in the digital era. On one hand, the fresh knowledge can be captured from the abundance of information, on the other hand, it doesn’t take long for the knowledge to become a commodity and even outdated soon. Thus the only sustainable competitive advantage is the people's learning agility and how quickly they can keep updating knowledge to capture insight through it, and how well businesses can adapt to changes via managing their information and knowledge effectively.


The “Future of CIO” Blog has reached 2+million page views with about #4200+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting. The content richness is not for its own sake, but to convey the vision and share the wisdom, to inspire critical thinking and spur healthy debates. Blogging is not about writing, but about thinking and innovating 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.

CIOs as “Digital Master” How to Define, Refine, and Scale IT Digital Transformation

IT continues to grow in importance to organizations, both operationally and as a competitive advantage.

Due to fast-paced changes and exponential growth of information. IT becomes more critical in leading business innovation and transformation. IT has to reinvent itself to exemplify proficiency in planning, designing, innovating, and building the new business model, as well as refining or scaling IT digital transformation. At today’s information-driven business dynamic, there’s no shortage of problems to tackle, it’s all about to be able to get all the way around the task, to see it from all interests. CIOs need to be bold and innovative, define and refine IT to get digital ready.


Define digital IT core competency: IT can no longer just be run as a commodity service provider to keep the lights on only. CIOs have to define the set of IT competency to tailor the organizational needs. IT needs to be value-added, the aggressive role of IT today for many organizations is an automation solutionary, information steward, innovation hub, and a digital transformer. How IT should define its core competency also depends on the company culture, business requirement, and types of industry the company works for. The core competencies are such deep proficiency that enables a company to deliver the unique value to customers and gain competitive business advantage. Generally speaking, digital IT needs to shift from “T”- the technology-based organization to “I”- information-driven business, because information is the gold mine all forward-thinking organizations dig to capture business foresight and customer insight, to differentiate winners from laggards, digital leaders from mediocre companies. Digital CIOs should build their IT competency based on their organization’s innate strength and growth potential, business strategy and long-term vision of their companies.


Refine IT reputation as the trustful business partner: Traditional IT organizations were run as the support function, often get stuck at the lower level of maturity, and their IT leaders do not have a seat at the big table. Thus, IT is perceived as a cost center which cannot get real respect from the business. To refine IT reputation as the trustful business partner, CIOs need to spend more time on understanding the business issues enough to push back on what they asked for and explain how alternatives can provide more value. IT should strive to be a revenue contributor to the business. Thus, CIOs should invite the business customers to provide feedback for IT to improve, also, IT needs to spend significant time on learning the business in order to renovate IT operation and innovate IT products and services. Because nowadays digital customers and employees are more selective and expect applications to be as intuitive and task-oriented. Thus, highly innovative IT needs to be like the startup to keep growth mindset and manage a shorter products/services delivery cycle, do sustainable innovation which means products and services need to be improved via continuous conversation, integration, and optimization. The more important thing is to work on the activities and considerations that need to be addressed to enhance the IT-business relationship. IT plays an important role in interpreting business issues into a technology solution, also, leverage necessary resources to solve them. Running IT as a trustful business partner means that CIOs should help to bridge business and technology, information and wisdom, company and digital ecosystem, move up from IT-business alignment, to integration to engagement to reach the high-level business maturity.


Scale IT as digital ecosystem linchpin: Digital means the increasing speed of changes, hyperconnectivity, and always-on business dynamic. Digital technologies blur the functional, business, and geographical territories so information can flow more freely across business ecosystem. Organizations can build a highly integrated business platform, fine-tune organizational structure to enable business flow and innovation. IT plays as a linchpin to weave a seamless digital ecosystem. Scaling IT means that digital CIOs should run IT both in the business and on the business to evolve customers, channel partners, suppliers, and industry ecosystem participants as active agents who have permission to combine the modular capabilities exposed in a platform to create new experiences and expand its impact with faster speed. Transforming IT from the "weakest link" to "digital linchpin" takes vision, innovation, strategy, and practices. It's about creating a structure that continually delivers what the business needs and maximize the digital potential of the company. The digital business ecosystem is open, fluid, dynamic and energetic. To scale IT influence, it is important for IT to look for providing business solutions which will directly benefit the external end customers and improve business competency.


IT continues to grow in importance to organizations, both operationally and as a competitive advantage. The priority for CIOs is to genuinely position IT as an integral and inseparable part of the business, define core IT competency, refine IT reputation as the business partner, and scale IT influence in driving changes and leading digital transformation.




Friday, October 20, 2017

The Monthly “Digital Master” Book Tuning: How to Manage a Seamless Digital Transformation Oct. 2017

Digital means flow; digital organizations have to adapt to the continuous changes and business dynamic to get digital ready.
Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. Digital becomes the very fabric of high performing business, being outside-in and customer-centric is the new mantra for forward-looking and high mature digital organizations today. At the heart of digital, it is people and how to build a customer-centric organization. But how to take a structural approach for digital transformation?

       How to Manage a Seamless Digital Transformation

  • Setting Digital Credos to Guide Through Digital Transformation? Credo is a Latin word that means "a set of fundamental beliefs or a guiding principle." For a company, a credo is a set of well-defined principles based on its management philosophy. Principles are general rules and guidelines, intended to be enduring and seldom amended. Philosophy is the history of ideas and an ongoing inquiry into the nature of things based on abstract reasoning rather than empirical method. Digital means flow; digital organizations have to adapt to the continuous changes and business dynamic to get digital ready. The challenge is to prioritize what you know about and keep an eye open for signs of things you don't know about. Therefore, it is important to develop your own company tailored credos to inspire change mentality, motivate positive attitude and good behaviors, and to generate winning concepts for digital transformation on the consistent basis.


  • CIOs as Digital Leaders: How to Manage a Seamless Digital Continuum? Digital is about the rapid change and continuous business flow, IT becomes a changing organization to driving business transformation. CIOs as digital leaders are expected to constantly propose new ideas and drive the digital paradigm shift in strategic-making, role, responsibility, and attitude. Digital transformation is more as a journey than a destination. Digital transformation efforts need to be undertaken as the means of getting to a designated different capability to accomplish a defined goal and manage a seamless digital continuum.
  • Build Digital Transformation Framework with Three Components Organizations are transforming from doing digital to being digital. There are systemic consequences and impacts of thinking and actions in terms of digital interconnections and interdependency. At the higher maturity level, companies need to embed digital into the very fabric of the business, explore digital in a structural way. It is critical to build a comprehensive transformation roadmap and do the routine checkup in the journey of digital transformation to ensure they are moving in the right direction with steadfast speed.

  • Brainstorm to stimulate Digital Mining: Many say digital opens the new chapter of innovation because digital technologies and social platforms provide unprecedented opportunities and convenience for people to brainstorm and collaborate. Brainstorming is a creativity technique by which a group of people can come up with multiple solutions to solve the problem creatively. Brainstorming can be made much more powerful with knowledge. There are "Stimulus Mining" areas that can help to fill the minds with information and then- individuals can start to explore from a much stronger point of view and create fresh ideas.

  • How Can Digital Characteristics Brighten the Shadow of Bureaucracy? Traditional organizations have a pyramidal hierarchy and overly rigid organizational structure and processes, which often enforce silo thinking and business bureaucracy. Generally speaking, bureaucracy is a system based on a hierarchy of authority and division of workforce functioning in a routine manner. Bureaucracy is criticized by its inflexibility, inefficiency, silo, stagnation, unresponsiveness, lack of creativity, etc. It is correlated with a mechanistic view of the organization and reductionistic management discipline. With increasing rate of changes and fast growing information, the organization needs to be adapted in a digital way that it can respond effectively to the dynamic changes and to the variety in the environment. But more specifically, how can emergent digital characteristics brighten the shadow of bureaucracy to improve management effectiveness and organizational maturity?

The “Future of CIO” Blog has reached 2+million page views with about #4200+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting. The content richness is not for its own sake, but to convey the vision and share the wisdom, to inspire critical thinking and spur healthy debates. Blogging is not about writing, but about thinking and innovating 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.

Digital Thinking Manifesto

Talent can always be developed by those who keep growth in mind.

The race of human against the machine is ongoing. The knowledge life cycle is significantly shortened, and the pace of information technology is so rapid that no one can rest on a static mindset, past accomplishments, or the wishful thought that everything is perfect the way it is.

Indeed, the mindset is far more important than talent. Digital mindset needs to be shaped
From fixed to growth to Accelerated Mindset.
From closed to Open to Innovative Mindset.      
From silo to Holistic to Multidimensional Thinking.

Mindset is the most valuable thing to shape every progress, but also the root cause of all mankind problems.

  Shape Bigger Box of Thinking over conventional wisdom.
   Sow Positive Thoughts over negativity.
   Encourage Imagination & Creativity over static mindset.
    Apply Nonlinear Thinking over linear logic.
     Leverage Holistic Thinking over silo mentality.
         Practice Critical Thinking over prejudgment.

Thinking, in general, is more about discovery for either understanding things or creating new things
    Dispassionately Analyze over emotionally decide.
Mind Cognitive Gaps over group thinking.
 Think Strategically over short-term mentality.
  Practice Deep Thinking over shallow reasoning.
 Think Forward and Progressively over Thought stagnation.
 Inspire Original Thinking and Independent Thinking over “me too” mentality.
 Think both hard and smart, fast and slow, be mindful, nonlinear, multidimensional, and holistic to Make a Leap of Digital Transformation.
The quality of your life is given via the quality of the thinking you have done. In other words, what you are experiencing is the continuous flow of your thoughts and the total sum of decisions you have made.

Three “DO”s and “DON’T” in IT Digital Transformation

Digital transformation should not be undertaken lightly because it must align diverse and divergent stakeholders' interests toward a common goal, and practice many “DOs,” and “Don’ts” fluently.

Digitalization is about the rapid changes and continuous business flow, The purpose of such radical digitalization is to make a significant difference in the overall levels of customer delight and achieve high performing business result and build a people-centric organization. IT has to not only transform itself but become a changing organization to drive business transformation. Here are three “DOs and “Don’ts” in IT digital transformation.


Don’t “Just do it,” DO think it through first: IT needs to shift from transactional to transformational mode. Therefore, IT leaders should also shift from being an operational manager “just do it,” to a business strategist to think things through beforehand. Transformation needs to be led by transformational leaders. Find those who thrive on change, that's a good start. Running digital IT needs to work both in the business and on the business, cross boxes instead of within the box. IT must build a close relationship with the business. IT transformation means rationalizing current IT department and planning to partner with the business to provide tailored services and solutions in new ways. Because one of the pitfalls is that too often transformational change is acted on the basis of improving one part of an organization at the expense of other parts of the organization. If IT leaders don’t think things through, they might only fix the symptom rather than real issues or they put too much emphasis on the short-term gain without long-term perspectives. IT should always think ahead and leverage the advanced digital technologies, to build the 'right' bridge between IT and business. Digital transformation is a journey, businesses need to understand the change and complexity nature of IT, while IT can lead the charge by simply not taking their customer for granted and focusing on customers as if they were in a competitive market. IT leaders need to keep doing self-check: (1) Planning - are we doing the right things - Make business effectiveness assessment. Because, if you have a process that is "wrong," the application of technology will simply make getting "wrong" quicker. (2) Are we doing them the right way - Processes, people, and business efficiency evaluation. (3) People - Are we getting them done well? Manage a healthy cycle of Planning, Action, and Adjusting.


Don’t panic, DO keep focus:  Digital transformation involves risks. There are many reasons to be panic. Great opportunity, danger, digital convenience, and disruption are around every corner. Digital transformation is not for the fainted heart. IT leadership needs to shift their management orientation and begin thinking like entrepreneurs. Digital leaders must be able to look forward and actively position the business in the right place to take full advantage of opportunities. IT will not "be the business" if it does not focus on the top prioritized business initiatives. IT transformation focuses on goals of business innovation. To manage innovation in a structural way, you need to frame the creative processes and leverage limited resources to keep focus, set time limits, apply varying thinking techniques for managing innovation portfolios in a more productive and sustainable way. The risk is part of innovation. When IT leaders shift from “risk-avoidance,” to “risk management and risk intelligence” mentality, they can stop the panic, stay focus, weigh risks and rewards, take prudent risks and discover better ways to mitigate risks rather than eliminate it and embrace business growth opportunities proactively.


Don’t get stuck, DO adapt and promote: Most IT organizations get stuck at the lower level of maturity for so long, only be comfortable as a support function. However, with the fast pace of changes and continuous digital disruptions, IT is at the crossroad to either become irrelevant or move up to the next level the digital maturity. At the individual level, people resist change because "they don’t get it, they don’t like it, or they don’t like the person creating it.” When senior management allows ineffective management practices to become the norm, people at all levels often become complacent and ineffective. After all, most people have come to believe it's easier and safer to adapt to a culture rather than promote or initiate change. Thus, it is important to build the working environment, make implementing change welcome, not fearful. You need problem solvers, change agents, customer champions and innovators, and those who can think forward, dig deeper, see through the issues, look around and beneath the corner, and work smarter. Empower change leaders and recognize change agent as the lightning rod in the thorny change journey and advocate the culture of continuous improvement.


Digital transformation should not be undertaken lightly because it must align diverse and divergent stakeholders' interests toward a common goal, and practice many “DOs,” and “Don’ts,” to transform an order-taker IT to change agent IT, and from a transactional IT to innovative IT.

Thursday, October 19, 2017

The Weekly Insight of the “Future of CIO” 10/19/2017

Blogging is not about writing, but about thinking, brainstorming, innovating and sharing.
The “Future of CIO” Blog has reached 2 million page views with 4100+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Here is the weekly insight about digital leadership, IT Management, and Talent Management.

  • Three Stages to Reach The Maturity of IT Digital Transformation  IT continues to grow in importance to organizations, both operationally and as a competitive advantage. IT also plays a critical role in driving changes and leading digital transformation. IT has to reinvent itself to exemplify proficiency in planning, designing, innovating, and building a new business model or optimizing information management. Digital CIOs need to take the risk above the status quo, take on a new set of activities that are involved in defining, developing, and differentiating their organization to reach the high level of digital maturity.

  • How Can Digital Characteristics Brighten the Shadow of Bureaucracy Traditional organizations have a pyramidal hierarchy and overly rigid organizational structure and processes, which often enforce silo thinking and business bureaucracy. Generally speaking, bureaucracy is a system based on a hierarchy of authority and division of workforce functioning in a routine manner. Bureaucracy is criticized by its inflexibility, inefficiency, silo, stagnation, unresponsiveness, lack of creativity, etc. It is correlated with a mechanistic view of the organization and reductionistic management discipline. With increasing rate of changes and fast growing information, the organization needs to be adapted in a digital way that it can respond effectively to the dynamic changes and to the variety in the environment. But more specifically, how can emergent digital characteristics brighten the shadow of bureaucracy to improve management effectiveness and organizational maturity

  • Board Directors as the Digital Provocateur Digital transformation represents a break from the past, with a high level of impact and complexity. In order to lead today’s hyper-connected digital organizations with the hyper-diverse workforce, board directors should become the digital provocateur to drive changes and set the leadership tone for digital transformation; and the board composition should be synchronized with the digital perspective of the business, to advance its leadership maturity.

  • A “Thriving CIO”: How to Run Digital IT Effortlessly? IT organization is making a shift from transactional mode to transformational mode. It goes beyond the stage of IT-business alignment and moves up to the level of integration and engagement. Nowadays, a digital-ready IT organization is a threshold business competency and catalyzer of business changes. CIOs should also shift their leadership mentality from “struggling to keep the lights on” to “thriving to run digital IT effortlessly.”

  • How to Spot your Innovators? Creativity is an essential building block for innovation in business. And innovation is the light every business is pursuing. Everyone possesses a certain level of creativity, but how does creativity manifest itself in the workplace? What's the best work environment to stimulate creativity? And how can digital leaders spot their true innovators and improve innovation success rate

Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes the 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.