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, September 24, 2017

The New Book “Digital Fit - Manifest Future of Business with Multidimensional FIt” Quote Collection I

The multidimensional digital transformation provides impressive advantages in terms of the speed of delivering business solutions and ability to adapt to changes. Either be a disrupter or being disrupted, the effects of an increasingly digitalized world are now reaching into every corner of the organization and making significant impacts on every aspect of the business from people, processes, to technology and capability both horizontally and vertically. Digital Fit doesn't mean that everyone needs to have the same thought processes, the same personalities, the same preferences, or the same experiences. What is digital fit, and how do you define digital fit?

1 The digital paradigm shift is inevitable, keep digital fit means the fitting mindset, fitting attitude, fitting structure, and fitting speed.
2 The organizational fit is the good balance of the fitting attitude and “misfit” thinking.
3 Autonomy becomes one of the most critical characteristics for digital organizations to thrive as well as the symbol of achieving high-level digital maturity.
4 Connectivity is the “nature” of today’s organization, and hyperconnectivity is the symbol of the digital maturity.  
5 The challenge for organizations is to manage its portfolio of relevant cross-border strategic synergies and organizational interdependence and achieve the digital equilibrium via delicate balance.
6 Business will be more successful when they realize that one of their greatest strengths will be their multifaceted digital proficiency to scale up and shift from “doing digital” to “being digital.”
7 Digital sophistication implies intelligence, profundity, uniqueness, urban fit, and multidimensional understanding.
8 The business plasticity is the organization’s capability to change, adapt, and innovate with speed.
9 The high mature digital masters are highly conscious about what’s happening in their environment, with the ability to adapt to change, grasp opportunities, and prevent risks effectively.
10 It becomes complex if things do interact, particularly in the case of “nonlinear” interaction.
11 Digital transformation is to optimize the whole via bridging the gaps between separate silos.

12 Doing digital is about taking a few actions, and being digital is the fundamental shift from the mindset to behavior.

Five Questions to Evaluate The QUALITY of Thinking?

Thinking, in general, is more about discovery for either understanding things or creating new things. The thought does not precede the thinker; the thinker precedes the thought and the consciousness of the thinker precedes the fact of his/her being a thinker.  Digital professionals today need to learn how to explore and evaluate the variety of thinking in their mind. Here are five questions to assess the QUALITY of your thinking.

How positive is your thinking? Positive mental attitude is focused on strength, opportunities, and inspired actions.People with positive thinking convey strong will to make changes and have a future orientation that makes them more prone to overcome barriers and handle adversities. They show a positive mindset about their circumstances to make the positive influence in their surrounding. Positive thinking is the high thinking capability with capacity (inward strength) and ability (outward action) to reframe the experience of adversity. The amount of energy expends to both positive and negative thinking is the same, but the results from the two are so different. Knowledge is neutral and can be used for good and become beautiful -- or it can be used to harm others and becomes ugly. Thus, the positive mentality is a crucial element for deciding the QUALITY of thinking, because fundamentally it is the driving factors to lead progress either individually or collectively.

How creative is your thinking? Creativity is an innate thought process to create novel ideas. Creativity is the one which deals with any sort of idea necessary to solve a situation. Creativity is a high-level quality thinking because it evolves different thought processes for connecting dots and thinking differently. Questions, doubts, uncertainty surely do trigger creative thinking because the human mind is made to want to find better solutions to problems. Creativity is high QUALITY because it often imposes a higher cognitive load as you think 'harder' and consciously uses different kinds of thought actions and thinking tools like association, perspective shifting, opposites etc. Creative thinking is high quality, not just because it is often complex, the QUALITY of thinking is about how it can help to simplify complicated things through intuition. In fact, positive thinking + creativity is an intimidate pair of thought processes to push the world forward.

How deep is your thinking? Back to the root of the word “profundity,” it means insightful and understanding. Climbing Knowledge-Insight-Wisdom pyramid is important steps in thinking deeply and gaining profundity. it requires a person's ability to grasp or comprehend information, Assumptions and prejudices are due to lack of deeper understanding. It reflects superficial understanding and knowledge that has happened to the ego and neither deep understanding nor wisdom. Without deep thinking and true understanding, the real problems cannot be diagnosed and the complex problems cannot be solved in a structural way. Thus, it is the responsibility of each individual to examine themselves and to make sure they are open to true understanding. The deep thinking occurs when you look for internal understanding in order to find a way to contribute something of value, that is an expression of your understanding based on your internal review of personal understanding and experience.

How progressive is your thinking? The advanced mind is the brainpower and driving force behind any kind of progress. A progressive mind is all about the desire to learn, grow and make the progress with scalability. If it’s done right, learning should provide a lot of fun and enjoyment, as well as a sense of achievement and a growing bonus of self-worth and human advancement. The modern society is a dynamic continuum with collective human progress. Real societal progress is made through the work of progressive and foreseeable minds.  The progressive thinking in a collective setting can sustain a balance of diversified viewpoints, forward thinking, creativity, discipline; opportunities and risk; individualism and teamwork, democracy and unification; science and art, and intuition. The progressive thinking is high QUALITY because the most ADVANCING things in the world is an advanced mindset and the progress it drives from one generation to the other generation.

How sophisticated is your thinking? Every intelligent thing has a certain level of sophistication in it. Real thinking is a sophisticated thinking process which combines many different thought processes. it diverges and converges; it comes consciously, subconsciously, or super-consciously. The sophisticated thinking is high QUALITY when the thinkers can think both hard and smart, be mindful, nonlinear, multidimensional, and holistic. They can master different thought processes skillfully because often you need complexity to understand and appreciate simplicity, and vice versa. It’s all about balance and perception. Thinking is wider than decision-making and deduction. For those who are trying to solve problems, it is important to apply diverse and quality thought processes in a recursive way for both problem identification and problem-solving.

At the individual level, as the saying is going: The quality of your life is given in 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. It requires that we move from mind SET to mind FLOW, from fixed mind to growth mind. Making an objective assessment of your thinking is perhaps the first step to improve digital fit and professional competency at the dawn of the digital age.

Three Aspects IT Can Build Business Competitive Advantage

IT organization is on the crossroad, either take a proactive approach to become a strategic business partner or just react to the business request as a commodity service provider and gradually become irrelevant. History reveals that IT needs to be understood and harnessed by all stakeholders to fulfill its potential and strategic importance as a differentiator of companies. Thus, IT leaders should continue to ask themselves: Does IT have the vision necessary for the business to succeed and continuously grow? Is IT system just a commodity with a standardized usage of technologies, or is IT system the core and key differentiator of your business? Here are three aspects IT can help to build a business competitive advantage.

Information Management: Information Management means that the business now has an abundance of information as an invaluable business asset, that information has the right quality, information is used effectively with proper risk management, to ensure the right people can get the right information at the right time to make right decisions. IT does not add value by simply storing, maintaining, and securing information. That is necessary and a given. The tricky bit with information is that, depending on the level of granularity and aggregation, you can use it for multiple purposes. The approach depends on the company's business and the role that IT plays in defining its positioning in the market. When IT helps the organization harness and understand the information to capture the real-time business insight, provide ways to better recognize and act on that information for gaining competitive advantage, it will achieve high business value and build a competitive business advantage. From the digital business ecosystem perspective, Information Management has the expansive impact on the economy, politics, culture, and human behavior. Besides people, information is the most invaluable asset in businesses today. Digital IT needs to provide an integrated information lifecycle management solution to conquer information management challenges, such as information accessibility, availability, transparency, visibility, enable trust and reliability.

The culture of Innovation: Information abundance can bring new ideas; ideas have always driven business success. The transcendence from information management to innovation management enables IT to help the business build competitive advantage. The lightweight digital technologies and hyperconnected enterprise social platforms are the catalysts to develop the culture of innovation which is a strategic organizational asset as well. Because innovation culture and innovation management underpin an organization’s innovation capability which enables the business to manage innovation in a systematic way and improve the success rate of innovation. The three managerial tools for creating a culture of innovation are policies, programs, and structures. IT is the linchpin to integrate them seamlessly and leverage a systematic approach for managing a balanced innovation portfolio, with a good mix of incremental innovation, evolutionary innovation, and breakthrough innovation. And the logical scenario to drive innovation within an organization is to commit it, develop the differentiated business capability to innovation, from discovery to development and deployment. Running IT as an innovation hub is about setting a cultural adjustment and understanding within the organization that innovation is embraced and expected, including the acceptance of failure along the path to innovation and ensuring the culture supports innovative efforts and recognize and encourage innovators to think different and take bold actions. That means you should rather reward taking risks, fail fast & forward, and learn from failures to innovate effectively.

Customer Experience Management: IT is the business, and digital IT is outward and customer-centric. This should be the focus of forward-thinking CIOs. Running a customer-centric IT would follow the principle to gain customer empathy and build a competitive business advantage. Building customer-facing applications are strategic to delight customers with new solutions. Customer-facing applications are critical as at the end of the day they generate revenue for the business. Customer Experience is also the differentiator of brands. IT takes charge of information, and information can be captured into customer insight. When you really understand or attempt to capture the insight about what the customer actually want, that is when you can really develop an experience that fits them and their needs or desires. When customers are "highly satisfied," they have more opportunities to be loyal. There are so many things that contribute to being "in the age of the customer, " customers have multiple shopping channels, and now all types of experiences are shared online, social media, online reviews. What the customers and clients generally want is a no-nonsense, fit-for-purpose, and hassle-free solution to their needs, combined with as little interaction with the seller as possible. IT plays a crucial role in digitizing every touch point of customer experience to engage internal customers and delight end customers. Improvement and achieving the right balance in any truly customer-centric organization requires all team members to believe that things can be improved.

IT needs to shift from the “surviving mode” to “thriving mode,” to focus on information management, innovation management, and make continuous improvement. IT maturity is not based on how many years IT organizations have been around and keep running to support the business; but about how well IT can provide innovative solutions to meet business needs and delight customers, and help the business build competitive advantage.

Saturday, September 23, 2017

The Monthly “Digital Master” Book Tuning: Take a Structural Approach for Digital Transformation Sep. 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?

        Take a Structural Approach for Digital Transformation

  • Build a Comprehensive Digital Framework with Principles, Processes, and Practices to Accelerate Digital Transformation? Digitalization is not just about adopting the latest technologies or cool gadget only, it has to expand into every dimension of the organization with a structural approach. The digital framework provides guidelines, checklist, standard, processes, do & don't practices, as well as tools and building blocks to define or develop business competencies and manage a holistic digital transformation. The digital frameworks add value as they are implementations of the patterns to avoid having to reinvent the wheel, it helps the organization embed digital culture into the very fabric of the business, explore digital in a structural way and laser focus on the most important things to get business digital ready.

  • Three Aspects of Scale Digital: Organizations’ digitalization is surely a transformation journey, it has to permeate into business vision, strategy, culture, communication, and processes. etc. It represents the next stage of business maturity which will improve how the enterprise works and interacts with its ecosystem. During the journey, there are many accumulated steps from doing digital to going digital to being digital. Here are three aspects to scale digitization and make a leap of digital transformation.
  • Stretch Out to Reach the Stage of Digital Renaissance Organizations large or small are on the journey of digital transformation. Digital is not a single dimensional technology adoption, but a multi-dimensional business expansion and optimization. Transformation efforts need to be undertaken as the means of getting to a defined different capability to accomplish a set of defined business goals. Digital transformation represents a break with the past, with a high level of impact and complexity. To reach this stage of the digital renaissance,  organizations have to stretch out in every business dimension, strengthen organizational capacity and build business competency for driving the full-fledged digital transformation.   

  • Three Perspectives Why is Digital Transformation Worth its Weight: Digital means flow; digital organizations have to adapt to the continuous changes and business dynamic to get digital ready. However, for many organizations, digitalization is still the unsolved puzzle with some or many missing pieces. The organizational management short-sightedness and running the business in a transactional mode can only cause digital ineffectiveness for the long run. A digital transformation is an overarching approach that has to dig underneath of the surface of businesses and take a holistic approach to integrate both hard and soft business elements to improve the long-term organizational competency. Here are three perspectives why digital transformation worths its weight.

  • Accelerate Digital Transformation via both Hard and Soft Way? Organizations large or small are on their digital transformation journey, although there is no one size fits all solutions to ensure the change success, it is important to take a systematic approach, strike the right balance of “push” and “pull” from multiple directions, and accelerate digital transformation via both hard and soft way.

The “Future of CIO” Blog has reached 2+million page views with about #4100+ 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.

The New Book “Digital Fit - Manifest Future of Business with Multidimensional FIt” Conclusion: The Fittest Thriving in the Digital Era

Digital fit should be defined as “mind fit,” and then following with attitude fit and behavior fit.


The business today can no longer be running as a static organization which keeps silo thinking and extremely hierarchical structure, with command-control management style and order-taking type of employees only. Successful companies with multidimensional fit understand and lead with emergent digital trends either from the technological perspective or progressive perspective, they commit to transforming themselves into a fully digital business powerhouse. They are the fittest thriving in the Digital Era.


Strategic fit: A strategic fit company has a deliberately close alignment among the company’s strategic directions. Its most distinctive capabilities, and its products or services. These organizations have a prescriptive strategy to outline the areas where possible conflicting priorities might lie and outline how they are able to be handled in the organization in terms of resource allocation such as time, budget, people, etc. Strategies need to be first and foremost long-term, specifically because they are directional and need to allow for the organization to knock the rust off and move coherently in the described direction. The differentiated strategies need to be game changers, They are not just the organizations keep the wheel spinning, they are the business who is “playing to win,” not just trying not to lose.


Structure fit: In industrial business setting, functional silos are generally constant barriers to business advancement and maturity. The best way to remove these silos and problematic handoffs are to replace them with a flat structure and shift overly rigid hierarchical structures into “network structures.” Organization design is the vehicle through which business strategy is executed and defines the environment in which the talent can unleash the potential and organizational democracy can be achieved. It is about engaging talented people to collaborate and achieve the goals they cannot achieve on their own. This process should be intensive and highly effective, enabling an organization to get all the right people in tackling a challenge from all the right angles all at once, which in turn results in the optimal solution.


Growth fit: Organizational digital fit means to well balance the fit (growth mindset, learning agility, differentiated capabilities, and accepted behavior) and misfit. (breakdown old rules or “old way to do things.”) Forward-looking organizations are also shifting focus from inside-out operation driven to outside-in people focus. Keeping digital fit means you need to do consolidation, integration, modernization, automation, innovation, optimization and manage digital transformation in a systematic way. Organizational fit, manifested in accepted and expected behavior, has a way of neutralizing differences. Customer-led business growth can truly create the momentum for catalyzing business innovation and bringing high-performance business results.

The digital fit is contextual and multidimensional. At the high maturity level, organizations with digital fit have to stretch out in every business dimension for driving the full-fledged digital transformation in order to adapt to the world of business: Always “on,” volatile, fast, highly connected and ultra-competitive.

CIOs as Change Agent: Cultivate Healthy Habits to Adapt to Changes

It takes a lot of energy to break old habits and outdated thought processes, but change is happening at a more rapid pace.


Change - big or small is inevitable. You can’t step into the same river twice, meaning that everything is always in a state of flow with increasing speed. Change agents are the leaders, change champions, change specialists, team players who orchestrate and collaborate to accomplish the desired changes and transformations. The change agent is not a title, but the game-changing mindset and the fine-tuned skillsets. More specifically, how to cultivate healthy habits to adapt to changes?



Change is a mindset: Are change agents born or created? Understanding the psychology behind the change is the first step for building change as a habit either at the individual or organizational level. Developing change as a mindset is challenging, often if people have been in an organization for a long period of time, their mindset may be one of "I don't want to change, and why should I." Mindset is at the heart of our belief system. These are beliefs that we all hold and have formed over time and hard experience. If we agree with this then we would have to say that we can not change someone's mindset, only they can. There will be bumps and roadblocks along the way, mainly they are those static mindsets, such as silo thinking (refuse to have cross-functional collaboration); non-critical thinking (reflexive, not reflective), small thinking (locally right, globally wrong) or simply that 'resistance to change' mind. At the business environment, in order to develop change mindset, There is a critical mindset that needs to change and that is the mindset of management. You need leaders with the changing mentality and right attitude as well. The change leaders must have an open mind where they constantly seek the better way to do things, they can encourage and support their team to go further on things that are important for the business and its customers. They understand how to influence the emotions of employees and instill positive psychology, so people are empowered, intrinsically motivated, be creative to take initiative and self-confident because they are well trained and supported. By having an empowered workforce that is able to respond to changing conditions, using its own initiative can truly make a business nimble.
  
Dig into big “WHY”: Change is not for its own sake, it’s for improvement and innovation. It is the key to present the WHY first. Primarily, it provides a way to inject enthusiasm, which is infectious and spurs the concept forward. The successful change agent, either individuals or businesses, are the ones that have learned WHY should change, WHEN change is called for and how to decide WHAT to change. Every process, every expenditure of time, money, or energy, and every assignment of resources should directly relate back to the "Why." The enemy is not changing per se, it's the change without focus or purpose. Once people agree with the WHY, they can develop their own level or means of participating, even offering what you didn't think to ask for, thereby re-injecting further excitement in their being part of it. "Why" should not only precede "How," but should be reaffirmed at each step in the "How." Many organizations focus so heavily on the "doing" (the "how"), they lose sight of the "purpose" (the "why"), the "HOW" was originally designed to achieve. The big WHY of change should always about betterment, problem-solving or innovation.


Whoever the sponsor is, it has to be okay for the change agents to fail, but fail forward and learn from failures: There is always a risk in changes, to accelerate changes, you want people to be able to and dare to take risks. It is important to create a safe environment that change is the new normal, and calculated risk is tolerant. It the working environment both encourages success and also failures (when tried their best), but discourages inaction, change becomes the new normal. So, the empowered change agents can take bold steps to drive changes, from incremental improvement to radical innovation to leapfrog digital transformation.  Change Agent cannot achieve effective transformation without motivation. What a Change Agent most often does is harness the skills, talent, drive, passion and enthusiasm for the whole organization and direct that to a unifying and shared goal. The real skill of a Change Agent is the ability to play any role and know which to play, and when. And the organizational change management team should be OK for the change agents to fail, but fail forward and learn from failures.


Change should be viewed as an "opportunity”: Change is clearly not just one thing. There is disruptive change and incremental change. There is a positive change, negative change, and change as a response to changing external conditions and changes that are initiated because of external factors. There is the change you want and change that is forced upon you. Some change is inevitable and another change is purely elective. Generally speaking, the change should be viewed as an opportunity. It’s the opportunity for either solving business problems or improving productivity or cutting costs, improving products/services or stimulating innovation. Change itself is an acceptable concept in organizations and acknowledged by people. To achieve desired change, an organization must create an environment that enables effective communication and collaboration, share and promote ideas, and provide necessary incentives for employees. Change brings both opportunities and risks, it is important to manage them well and get in the way of accepting the business facts that change is inevitable and needs to become an ongoing capability of either individuals or organizations.


Enjoy the challenges about complex problem-solving: Change is never for its own sake, a change agent is a problem-solver, enjoy understanding the complexity and guide people through it; finding common ground and initiative dialogues, or turn around the tough situations. Often problem-solving is associated with human nature. Thus, Change Management needs to be people-centric and goal driven, shouldn’t just put emphasis on change tools. The implementation of any significant change process usually succeeds or fails because of the leadership of that change process. With effective change leadership and efficient change management, Change Agents are encouraged to solve complex problems. These are people who have optimistic change mindset, the organizational knowledge, have built relationships, and have established their credibility. Because of their insider know-how, they will be the ones to see the need for change, often first to realize the threats and appreciate the opportunities, and have the passion for making things happen.


Change needs to be cultivated as a business habit and ongoing organizational capabilities. Riding ahead of the change curve takes strategy and methodology. In today's work environment. It takes a lot of energy to break old habits and outdated thought processes, but change is happening at a more rapid pace. If you make change part of your routine, then change becomes easier to deal with.

Friday, September 22, 2017

Three “W” Factors in Innovators

Creativity is infused with an inner cohesiveness and comes from a vision of uniqueness.

Creativity is everything that people dream, see, feel, touch. All our experiences are completely reconfigured in a way that mixes up all of the important elements to spark creativity. Creativity is as much defined by the problem as by the capacity of the individual to connect things to resolve that problem in new and sometimes unexpected ways. Here are three “W” factors in innovations.



WHY: Creativity needs a problem. It is the key to present the WHY first. “Why things are the way they are” does challenge the assumptions and the “old way doing things,” it’s the good start pointing to see beyond the surface and identify the root causes of the problem. Innovation is never for its sake, innovation is coming up with something of value by applying it to a product or process, to either delight customers or engage employees. As humans, we have a natural curiosity to ask the big WHYs. The “why” factor provides a way to inject enthusiasm, which is infectious and spurs creativity forward. It also helps to streamline the pre-planning stage of innovation scenario. Are the innovations you are trying to promote actually relevant to the business now, or in the future, or at all? People's knowledge of ourselves and the world increases over time through a process of change and co-creative, an evolutionary adaptation to change. The big WHY about innovation helps to clarify the noble business purpose behind innovation initiatives, understand the context, and capture the insight for human progress.


Wholeness: Innovation leads us to understand the wholeness. The interaction between what is within us (the self), and how we project to the exterior world is the bridge to achieving wholeness. Since innovation, the practical application of creativity is essentially about problem-solving at various levels, and to solve a problem implies a wish to make something, or everything, perfect. That, in itself, seems to lead to a wish for understanding the wholeness. Creativity to some extent is the nature of seeing the patterns that already exist, and then being able to predict how they change, and sometimes manipulate them in a direction that fits our needs or that of our objective. Creative thinking, critical thinking, and systems thinking are often go hand in hand. Because critical thinking help us figure out why creativity is necessary to come out better ideas for doing things, and systems thinking helps us connect wider dots and understand patterns for fueling creativity. All these thought processes are  all interlinked attributes we bring to our respective crafts in varying degrees depending on our mental models, perspectives, distinctions, etc, but how these thought processes manifest themselves in each of us is unique, and then such interlinks often fuels new thoughts, perspectives, creativity and the imagination to spark into the fountain of new ideas and keep creativity flow.


Wisdom: Creativity has many dimensions, with multifaceted truth and myth, manifold knowledge and incredible imagination. Creativity is applied in many spheres of human activity. An essential aspect of creativity is the ability to challenge assumptions, beliefs, conclusions, and to be able to contemplate multiple, even conflicting views of situations and come out fresh perspectives, new ideas and shape creative wisdom. Creativity happens in both unconscious and conscious level. Creativity is a flow, an abstract, and an imagination. Creativity is infused with an inner cohesiveness and comes from a vision of uniqueness. Intelligence is knowledge. Wisdom is understanding. Knowing others is intelligence; knowing yourself is true wisdom. Wisdom leads to putting more thought into things and searching for truth and that widens the possibility of coming up with alternative solutions- the creativity spurs. Creativity is a complex, multidimensional thought process, a high level of thinking. And creative wisdom can bridge the old with new and mind the gap in the digital paradigm shift.

Creativity isn't far off, it's usually right under your noses, start with the big WHY, you need to master the variety of thinking capabilities, and clarify thought process so that creativity can give their best. When you are courageous enough to follow the gut and curious enough to understand the surroundings, you learn how to liberate the imagination, unlock creative wisdom, understand the whole, and come up with a new approach to the world.

The New Book “Digital Fit: Manifest Future of Business with Multidimensional Fit” Chapter 5 Introduction: Talent Fit

The right people with digital talent fit are the ones who possess the right mind with high mature thinking ability, updated knowledge, unique skills, differentiated capabilities, and good behaviors.

“Hiring the right person with the right capability for the right position at the right time,” is the mantra of many forward-thinking organizations. The question is how would you define the right people and what does the "Digital Fit" mean. The goal is to find the right people who not only fulfills the required needs of the work at the moment but also has the potential to lead organizations to the next level, and accelerate digital transformation.



Digital Thinking fit: Our mind is a complex system of complex systems and many of them are very difficult to understand and grasp. They shape our thinking, communicating, and the way we perceive and understand things. The shift from silo thinking to holistic thinking is evolutionary at the mindset level. The individual's” thinking box” is a mental construct made up of personal and environmental components that one operates within. Digitalization is all about hyperconnectivity and innovation, interdependence and information-savvy. Thus, it is important to shape the bigger, much bigger box at the cognitive level in order to capture new perspectives and gain an interdisciplinary understanding of solving complex problems. The deep problem that reveals is to understand what are the evolutionary pathways implied by these mind switches and how we can leverage different thought processes to solve them effectively.


Innovation leadership fit: Digital is the age of innovation. But who should be put in the right position for accelerating innovation? Who are your idea creators? And who are your innovation implementers? The success of innovation depends on bold leadership and proper management. Innovation leadership is crucial because leaders must have a clear vision and be strong in communicating it. Innovation leaders must walk the tightrope between diplomat and Maverick. They have to create, manage, and orchestrate the innovation symphony not completely written yet. They should have their own constitutional innovation leadership behaviors across the innovation creator, translator, stabilizer, and navigator, etc, with the pattern of required behaviors to face the emerging situation and succeed. Digital innovation has a broader scope, you need different types of people for various innovation objectives for different types of companies. Ultimately, innovation wheel is spinning faster when it was pushed by the top management and that commitment cross the functional levels permeates to the entire organization.


Experience FitLife is the journey with the knowledge we gain and the experience we accumulate, etc. The point is how to define the quality of experience. Some experiences are sweet, other experiences are bitter.  Experience in most of the case is a mixture of success and failure. Experience is not about doing the same things, again and again, it is about always learning the new things through it, either it is success or failure. When experiences become cyclical, repetitive with no focus on improving, it soon becomes a trap. One should build capabilities through experience. Keep in mind, the X years of experience is not equal to the X times of capability. In fact, the experiences become a hindrance to future progress when experiences resist you to intake new knowledge or relearn when necessary. The experience becomes a hindrance when it causes the arrogance, make you feel that you are finally capable of everything. With today’s business dynamic, the experience can no longer be measured quantitatively only, quality counts, dynamic counts, and the better way to define experience is “Lesson Learned.” With today's change dynamic, experience to tackle new situations under diverse factors is what we should be looking at, it's the true "digital fit" capability for changes. So, the quality of experience is very essential.

The right people with digital talent fit are the ones who possess the right mind with high mature thinking ability, updated knowledge, unique skills, differentiated capabilities, and good behaviors necessary to move your business in the direction it needs to go, to achieve the vision and goals of the organization. They are not just keeping the lights on, they continue innovating, make positive influence, and transform the business for the long-term prosperity.

Three Aspects to Groom a Unique CIO

Digital CIOs should have unique mindsets, skillsets, and even a unique title, become the top business leader to lead digital transformation smoothly.


CIO is the leadership role, every leader is unique, and thus, every CIO is unique. The leadership roles such as CIO need to share the unique point of view, to break down conventional wisdom and lead their organization up toward the next growth cycle and catalyze digital transformation with faster speed. Digital CIOs should have unique mindsets, skillsets, and even a unique title (not for status quo, but for enforcing position influence), become the top business leader to lead digital transformation smoothly.
Unique mindset: First of all, unique CIOs have a unique mindset to become the transformative leaders to lead change smoothly. Unique CIOs are often outlier visionaries who are good at the perception of technology trend, or alternative business solutions. CIOs as the leadership role is not just for managing IT transactional activities, they need to be the business strategist who can continue gathering information, diagnose business or IT issues, be skeptical about conventional understanding of the problems so that they examine everything before accepting it for its real truth or advising it to others. Strategic thinking is also the "big picture" thinking to keep the end in mind, it's about where you are, where you want to be, identify the gap and create the alternate approaches to anticipate and provide solutions with a long-term perspective. A unique CIO is also good at creative thinking for running IT as an innovation engine of the business. Because IT is in a unique position to oversee the business, thus, IT leaders need to absorb the new knowledge across the business functional boundary in order to connect wider dots and work out with new ideas to achieve the business value. IT is an engineering discipline, thus, CIOs as IT leaders should also master at Systems Thinking which is the thought process to understand the interconnectivity between parts and whole. Systems Thinking advocates holism, interdisciplinarity, and versatility. Applying Systems thinking and understanding to the IT management is a good start point to build collaboration and transform IT from a support function into an integral part of the business and trust partner. A unique set of digital thinking help IT leaders think broader, deeper, use a longer-term frame, and take a holistic lens, to improve IT performance and maturity.


Unique skill set: Each of the senior managers has a different view of the job, what it will take to be successful, and how the goals are measured. The stereotypical CIOs are often perceived as technical geeks Because traditional CIOs come up through the ranks on the technical side.They spoke the completely different language from the business, and focus on HOW to get things done, the transactional piece of the tasks. But today's digital businesses have very high expectation about IT. Modern CIO is one of the most sophisticated leadership roles in businesses today because they have to wear multiple personas and adapt to changes all the time. Besides equipped with a unique set of digital thinking, CIOs have to build a full set of management skills and differentiated leadership capabilities. Due to change nature of technology, No matter where you are in IT, the world changes with accelerated speed, IT is in the middle of a sea change. CIOs need to have the capacity to learn, relearn, and adapt, spend more time on figuring out the strategic WHY and the transformative perspective of IT digitalization. Being a unique CIO with differentiated competency means that the IT leader should close leadership and communication gaps via their niche skills, run IT as the business catalyzer via their management capacity, do more with innovation based on their leadership philosophy to tolerate risks, be experimental to try new things and ensuring IT is strategically positioned to be ahead of where the business is moving next.


Unique title: Like all digital leaders today, CIOs should discover WHO they are and WHY they want to lead. Although the title is not as essential as responsibility, the standard needs to be defined and the priority should be set. Because the title can often be misleading and situation-driven, many companies define the duties and functions of a CIO differently. WIth fast-growing information, there are multiple relevant titles cropped up such as Chief Data Officer, Chief Digitalization Officer, Chief Process Officer, Chief Customer Officer., etc. or at the larger enterprise, there are multiple people holding the CIO title. CIO is not the status quo, but the position power does help IT leaders amplify their leadership influence in the hierarchical business environment. With the criticality of information, many argue that the CIO title should be unique and should be held by the position that is really managing the "Information" within the corporation, having multiple people holding the title does water-down the position and causes confusion in the market and within the organization, or creates the new silo and add the more layers of bureaucracy. The scope of IT is broadening daily, social and environmental needs are increasingly driving the type of access people require. It’s now more relevant than ever to have a leader that will build feasible business-centric strategies, to keep the business ahead or at least in line with customer expectations. In terms of a title, an effective leader is included regardless of the title but by the contribution and feedbacks they can provide. They present leadership strength -confidence and being competent not only in IT but in business and even the digital ecosystem the organization operates within. The title of IT leader still vary, but every CIO is unique, every IT organization is unique and every business needs to have its own unique set of capabilities to compete for the future.  


Unique CIOs are developed inside out, starting with their innate ability to learn, groomed by the empowerment from the top business management. The focus of IT upon business transformation is not about changing the title, but how to keep updating mindsets, skillsets. attitude, setting up the standard, to improve IT capability and maturity. CIOs should strengthen their leadership strength, apply their leadership philosophy, enforce their unique styles in order to lead effortlessly. Make sure IT is no longer just a commodity service provider, but a business differentiator.


Thursday, September 21, 2017

The Weekly Insight of the “Future of CIO” 9/22/2017

Blogging is not about writing, but about thinking, brainstorming, innovating and sharing.
The “Future of CIO” Blog has reached 2 million pageviews 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.

  The Weekly Insight of the “Future of CIO” 9/22/2017
  • Stretch Out to Reach the Stage of Digital Renaissance Organizations large or small are on the journey of digital transformation. Digital is not a single dimensional technology adoption, but a multi-dimensional business expansion and optimization. Transformation efforts need to be undertaken as the means of getting to a defined different capability to accomplish a set of defined business goals. Digital transformation represents a break with the past, with a high level of impact and complexity. To reach this stage of the digital renaissance,  organizations have to stretch out in every business dimension, strengthen organizational capacity and build business competency for driving the full-fledged digital transformation.
  • The Monthly “Digital Boardroom -100 Q & As Book Tuning:  Build an Inquisitive Digital Board  Modern corporate boards play significant roles in guiding businesses toward the right direction and achieve expected business results. Due to the “VUCA” characteristics -Complexity, Uncertainty, Ambiguity and Velocity of the Digital Era, the directorship in any organization must have the curiosity to ask insightful questions, agility to adapt to changes, and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals.



  • Digital CIOs’ Three Role Shifts: Information and Technology are permeating to every corner of the business, IT is no doubt becoming more critical in either making or breaking a business. IT transformation means rationalizing current IT department and planning to partner with the business to provide tailored services and solutions in new ways.


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