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.

Wednesday, May 23, 2018

The Monthly Insight of “Digital Hybridity”: Balance the Opposite Forces to Drive Digitalization May. 2018

Nature and human societies is a ‘complex adaptive system’ inhabiting interacting agents that adapt to each other and their environment.

We are experiencing the dynamics of the most significant business transformation since the industrial revolution, with the upward spirals of digitalization and breakthrough innovation. The majority of us will work in an organization that is somewhere between old and new; at both industrial speed and digital speed; It is more critical than ever to maintain the right level of digital balance. In fact, striking the right digital balance is a never-ending business life cycle.

     



Balance the Opposite Forces to Drive Digitalization

The “Push & Pull” Forces of Digital Transformation Digital is fluid, digital is also complex. It becomes complex if things do interact, particularly in the case of "nonlinear" interaction, interdependent relationships, and hyper-connected business association. You can't separate things properly, and often you cannot predict the actual effect of interaction straightforwardly. Therefore, running a high-performance digital business is no longer a single dimensional effort to applying the cool technologies or focus on short-term profitability only, but a multidimensional pursuit to embed digital into core business processes and build differentiated business capability. It is about how to leverage the “push & pull” business forces to adapt to changes and orchestrate a full-fledged digital transformation.

Three Aspects of Digital Balance Nature and human societies is a ‘complex adaptive system’ inhabiting interacting agents that adapt to each other and their environment. It is a nonlinear, dynamic and open system in a thermodynamic sense. Unlike closed equilibrium system, it hence spontaneously self-organizes; generates patterns, structures, and complexity; and above all, creates novelty over time. Either from nature or business perspectives, how to strike the great balance of such a complex and dynamic system, though?

Three Digital Balances for Running Transformational IT With the increasing speed of changes and continuous digital disruptions, IT is facing both challenges and opportunities. Should IT just follow the controlling mentality to “always do things like this,” and “keeps the lights on”; or should IT reinvent itself to explore the new possibilities? Whether digital transformation is a challenge or an opportunity depends on how fluent IT can manage changes and strikes the right balance of varying IT perspectives in running a transformational IT steadfastly.

Transaction vs. Transformation
A well-run business has a healthy business portfolio of “running, growth, and transformation,” focus on both short-term gain and long-term win, to manage a seamless business transaction and transformation continuum. Here are three perspectives to connect dots between transaction vs. transformation.

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 2.3 million page views with about #4600+ 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.

Building the High Impact Digital Board with Dual Role of Guidance and Governance

 The modern board needs to be open-minded, foresightful, knowledgeable, innovative and committed to practicing duel role of guidance and governance effectively. 

The fast-paced changes and overwhelming growth of information bring both significant opportunities for business growth and unprecedented risks businesses have to deal with. Organizations today are not mechanical systems keep spinning in a static business environment, often go nowhere. Digital businesses are organic living things need to continue growing in an expanding business ecosystem with high velocity and hyper-complexity. Therefore, the corporate boards, as one of the most critical leadership pillars in modern organizations, play the crucial dual role of guidance and governance, to make the high impact on the digital paradigm shift.


Make the high impact on policy setting and digital principle making: We are in the age with the mixing of old and new, physical and virtual; abundance of information but still the scarcity of insight; the birth of new technologies and the break down of silos or outdated concepts or things. Therefore, highly impact boards play the crucial role in making good policies for encouraging great things to happen easily, letting capability shine, instilling positive energy and setting the progressive tone to push changes and promote innovation. The modern board can set a clear choice and make well-defined principles among future scenarios that advocate advancement and promotes positive behaviors. At the board level, “talk the walk,” is, in fact, crucial, as it directly impacts on how well the board can abstract and make good principles to unify, not divide; how effective the board can exercise their duty; and how capable the organization can “walk the talk.” As businesses get more cut-throat in the hyper-connected digital environment, good policies set the tone for encouraging creativity, motivating learning, enforcing risk-management, and building the working environment in which everyone is at the same playing field to follow the same set of rules despite differences in roles/job titles.

Oversee strategies, as well as guide senior management with invaluable advice: Top directorship roles such as board directors are supposed to be the guiding force in the enterprise, like the steering wheel, envisioning and leading the business toward the uncharted water and blurred territories. They provide excellent feedback which gives the top management invaluable advice to improve management effectiveness. Digital boards should be able to see further and perceive better than others in order to steer the business on the thorny journey of the digital paradigm shift, set guidance about what core to preserve and what future to stimulate progress toward. Therefore, to build high impact, digital BoDs should accommodate the value of alternative perspectives, respect diverse opinions. The important issue is how the board assesses and converge the diverse thought into sound judgments and making wise decisions.

Practice effective governance disciplines: The business environment becomes so volatile and uncertain, governance is not the act of rubber stamping. If a board is to fulfill its fiduciary responsibilities to its stakeholders, it needs to simply look from a different stance, ask different questions, and take the step-wise governance scenario: Assess--approach--prioritization-strategy-risk-monitoring. For an organization embarking on a digital journey, it might be good to start at the top, cultivating the risk intelligent culture. It is critical to look at leadership, culture, staff training, existing processes, and existing technology first, make improvements if necessary, then determine whether new approaches/methods/tools would be a good addition to the mix, to ensure effectiveness, efficiency and high performance of management practices.

In a world with so many over-complex and interdependent problems, the modern board needs to be open-minded, foresightful, knowledgeable, innovative and committed to practicing duel role of guidance and governance effectively. The corporate directors today are required to exercise influence over volatility, manage uncertainty, simplify complexity and resolve ambiguity in the dynamic digital environment, to steer businesses in the right direction and become the mastermind of digitalization.

Three Coherent Efforts to Reshape Digital IT

The focus of IT needs to get back to big “I”s such as information, intelligence, innovation, integration, and improvement.

IT faces unprecedented opportunity to refine its reputation, also needs to take more responsibility as a true business partner. IT is the business in the business and the digital engine of the entire organization. However, there is no magic format to run a digital organization, every IT organization has to experiment, learn, explore, and discover the better way to reinvent a digital IT organization, rationalizing current IT department and planning to partner with the business to provide tailored services and solutions in new ways. Here are three coherent efforts to reshape IT to get digital ready.

Reshape IT organizational structure: IT can no longer be run as an isolated function, it must become an integral part of the business. From the organizational structure perspective, the most common anecdote is how managers/leaders tend to restructure if they sense things are becoming dysfunctional, and often with mixed results. You need leverage the latest digital platforms and technologies to fine tune an organization with digital characteristics aligned, having less organizational layers and optimized structure so that everyone is the organization is closer to the organizational leadership, align individuals’ daily tasks with the business’s goals, having some sort of direct line to provide people opportunities to contribute to the business objectives and innovation. The purpose is to improve productivity, enforce communication and collaboration, optimize business processes, and rejuvenate the culture of innovation. Keep in mind, before e you could create a new IT structure, you have to make sure it’s not just in alignment with the organizational "culture," but also, help to cultivate the culture of innovation in the entire company. To take advantage of the latest technologies, many organizations today adopt the hybrid organizational structure that creatively blends structured and unstructured processes to harness innovation efforts rather than overcoming organizational hurdles and pushing against structural boundaries.

Reshape IT Application Portfolio Management: IT leaders today need to strike the right balance of “run, grow and transform.” Nowadays, more and more new applications or new versions of the existing application will be delivered on Saas models, ease of management and capacity elasticity will provide significant incentives to migrating in that direction. What's missing in many organizations though is the CIO's ability to question the business's requirements and justifications. Portfolio management is essential to successful corporate governance and as such, a comprehensive fusing of a firm's strategic capabilities. To keep relevant, IT needs to build dynamic and differentiated business competency with continuous delivery. They also have to advocate for "departmental immersion" and other strategies to help IT become seamlessly integrated and aware of the organization as a whole. From the budgeting perspective, continue to figure out how to reshape a healthy IT application portfolio with an ideal ratio to both “keep the lights on” and drive innovation, digitalization, and business growth for the long run.


Reshape digital workforce management: IT skill gap is the reality. There is the high rate of employee disengagement either in IT or the entire business. There is the disconnect between IT short-term staff needs and long-term strategic competency perspectives. Traditional competency model puts too much focus on the quantified result, without doing enough for consideration of long-term potential realization. Therefore, reshape digital workforce management is imperative for driving the next level of IT organizational maturity. It is important to take an interdisciplinary management approach to integrate talent management, performance management, culture management, and change management into a holistic workforce management approach. Digital CIOs need to exemplify innovation leadership and create an open, creative and productive working environment, inspire authenticity, encourage the growth mindset, create synergy by putting the right people with the right capabilities in the right positions to solve the right problems at the right time.

Reshaping IT to keep digital fit needs to take the cohesive effort, the focus of IT needs to get back to big “I”s such as information, intelligence, innovation, integration, and improvement, to run IT as the business in the business; to leverage IT to unleash business potential and to actually consider changing the model to meet what the future may be bringing, and make a leap of digitalization.

Tuesday, May 22, 2018

The Monthly Foresight: Running Future-Driven Organization May. 2018

The effects of an increasingly digitalized world are now reaching into every corner of businesses and every aspect of organizations. Digital is the age of creativity and innovation, creativity is the most wanted trait for digital leaders and professionals today, and innovation is the light every organization is pursuing. Which themes shall you set to advocate digital transformation? How to lead to the digital future effortlessly?

               

Running Future-Driven Organization


Running a Future-Driven Digital Organization: Digital organizations are the living systems which keep growing and maturing. Organization of the Future is an organization designed openly for anyone with ideas on how human organizations ought to be contrived in the face of the “VUCA” digital new normal, hyperconnectivity and fierce competition. Reimaging the future of business is exciting, but investigating the different path for unlocking business performance and potential needs to take a systematic approach and develop it into a more solid form. Digital leaders must realize that you cannot wait until there is an immediate pressing task, continuous adaptability is necessary in an ever-changing world, in order to run a future-driven digital organization.

Digital Flow: The Future of Knowledge Management? Digital means flow, data flow, information flow and knowledge flow; there is a shift from more traditional knowledge management approaches to techniques that involve enhancing the "flow" of knowledge within an organization to improve access and use. As the accepted model of knowledge management is too hierarchical, too centralized for the fast-moving, increasingly social or collaborative digital enterprise of today, so it makes sense that something like flow management is seen as a more fitting.

How to Build an Organization of Future? The digital enterprise consists of an amalgam of socio-systems, techno-systems, bio-systems, and Econo-systems. BoDs as the top business advisor role need to have sufficient knowledge to understand the business ecosystem and sense that the digital transformation is multifaceted; they should have the business vision to predict the emergent trend of business, technology or industry. Therefore, to make the role highly effective, digital BoDs not only need to be forward-thinking, they have to be further looking, thinking longer term, guide the executive team toward the right direction and play the management advising role effortlessly.

Are your Future Leaders Prepared? The future is already here, the digital is the age of customer-centricity; the age of empathy, the age of collaboration; the age of co-creating and the age of people, but either strategically or tactically, how to build such an organization of future?

The “Futuristic” Digital Board When we jump into the digital future of “VUCA” new normal –Volatility, Uncertainty, Complexity, and Ambiguity, the digital leadership today must be able to steer the organization in the right direction. Corporate boards today mostly composed of seasoned business executives are no longer just the controller to ensure business compliance, they should have a clear business vision to predict emerging trends in the business, technology or industry. So, they can guide the executive team in the right direction and play the management advising role effortlessly. To discuss further: What is the profile of the “futuristic” digital boards, what’s the business insight those boards can offer and what are the great benefits they can provide for the business’s long-term prosperity?

The “Future of CIO” Blog has reached 2.5 million page views with about #4700th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking and innovating 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.

Understanding The Multitude of Business Effects to Accelerate Changes

It is important to understand the multitude of business effects digital leaders might need to deal with, and  numerous pitfalls the management should pay more attention to at the journey of digitalization.

Businesses today need nothing less than a paradigm shift in their thinking about the fundamentals of how organizations work to build an authentic culture and an engaging workforce, 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. It is important to understand the multitude of business effects digital leaders might need to deal with, as well as numerous pitfalls the management should pay more attention to, and take the logical steps for reaching the next stage of digital management fluency.

Ambiguity Effect: Ambiguity is the haziness of reality, the potential for misreads, the mixed meanings of conditions, or cause-and-effect confusion. Ambiguity Effect is a type of cognitive bias. It is the tendency to avoid options for which missing information makes the probability seem "unknown." In many cases, though, the information cannot be obtained. This will often lead them to seek out the missing information. Ambiguity can be understood as being similar to business ‘risk,’ a term used to describe a circumstance in which an investment is made, but the outcome is uncertain. Consequently, in times of organizational change or digital transformation, dealing with ambiguity is a leadership skill.

Anchoring effect:
Anchoring effect or focalism is the type of cognitive bias that describes the common human tendency to rely too heavily on the first piece of information offered (the "anchor") when making decisions. We all learned at the younger age: “Don’t judge the book by its cover,” but unfortunately, we do live in an increasingly “profiled” world that does judge a book by its cover. Hence, some say the understanding gap is even enlarged because each individual evolves into the “VUCA” digital normal at the different pace. Anchoring occurs when individuals use an initial piece of information to make subsequent judgments. Once an anchor is set, other judgments are made by adjusting away from that anchor, and there is a bias toward interpreting other information around the anchor.

Halo effect: Halo effect is another form of cognitive bias in which the brain allows specific positive traits to positively influence the overall evaluation of the person, idea, or object in the halo. The halo effect can also be explained as the behavior (usually unconscious) of using evaluations based on things unrelated, to make judgments about something or someone. To overcome this type of cognitive bias, having contextual understanding is important to gain a clear discernment for making sound judgment and improving decision effectiveness.

Ripple effect: Ripples are small water movements produced by winds which transfer energy to the water as they blow over. Ripples expand across the water when an object is dropped into it. Ripple effect is often used colloquially to mean a multiplier. Organizations arise when the scale of the interrelations, interactions, or inter-relational interactions surpasses the individual’s capacity to be able to do whatever it does with smaller scales. It’s important to understand the psychology behind changes and make a shift at the mindset level in order to have a ripple effect for changes.

Digital paradigm is an emerging digital ecosystem of principles, policies, and practices that set limits or boundaries; and also offer the guidance for problem-solving or creating something new under the digital rules. It requires shaping digital mindset understand the varying business effect, and overcome cognitive bias. This is the groundwork that has to be done at all levels to manage change in a structural way.

Autonomy, Alignment, and Acceleration of Digital IT Organization

It is the multifaceted effort for running digital IT,  broaden IT outlook and envision the bigger picture of digitalization, re-imagine the art of possible.

With the exponential growth of information and ever-fast changes, great opportunity, danger, digital convenience, and disruption are around every corner. With emerging digital technologies, the territories between functions, companies, and industries are blurring, or converged, IT is the linchpin for integrating the business as a whole and running a hyperconnected digital organization. IT also has to take the step-wise approach to reinvent itself from a cost center to a strategic business partner through autonomy, alignment, and acceleration.

Autonomy: Running an autonomous organization is to improve business efficiency, productivity, responsiveness, and flexibility. The high degree of autonomy is the symbol of digital maturity. Many IT organizations spend the significant amount of time on maintaining systems and tools to “keep the lights on.” It is understandable that the effective CIOs need to take care of chronic operational issues to stop the pain and deliver requested upgraded and technical solutions. With high IT autonomy, they can spend more time on innovation-oriented activities to improve the top line business value. Autonomy can be achieved via system automation, team self-management, and interdisciplinary digital practices. The goal is to make hierarchical business systems adaptive so that they can respond to challenges of a hyperconnected and interdependent world so change can be orchestrated at all levels of the organization. The point is that change never ends with increasing pace, thus, digital organizations simply cannot stand still, they need to be like the self-driving vehicle to catch up with the speed of change; they should also like the living systems, keep growing, otherwise, they would become irrelevant sooner or later

Alignment: Digital IT organizations need to move alignment to the next level - from reluctant IT-business alignment for filling the gap to proactive IT- customer alignment for achieving people centricity. Communication and collaboration gaps are the persistent and pervasive problem that demands an ongoing process/capability alignment to ensure that IT and business need to be integrated seamlessly to ensure running a holistic digital business. IT has two sets of customers: internal customers and end customers. To move further, IT needs to not only empower and engage internal users with efficient tools and platforms for enforcing communication and collaboration; IT should do more about aligning with end customers, understanding their pains and needs, digitizing touch point of customer experience, and making the direct impact on the top line business growth. By aligning the outside view with the inside view, can you understand the needs of people but also the channels needed to support them. IT credibility is not just based on the business alignment of the CIO, it's based on the business alignment of all the key players in the IT organization...or lack thereof.

Acceleration: Many IT organizations are still perceived as the controller, lagging behind the change curve. Forward-thinking companies across industries empower their IT leading change and digitalization because organizations today rely more and more on information and technology; IT has a lot of things on their plate for spinning at the right speed. With lightweight and powerful digital technologies, businesses expect the consumerization style responsiveness from IT to achieve strategic responsiveness and business flexibility. Speed matters for building dynamic business capabilities and gaining differentiated organizational competency. To lead digital paradigm shift, IT needs to ride learning curve ahead of the rest of the company; but it should also be steady and keep the business vehicle running smoothly. To accelerate, it means to break down silo mentality, update bureaucratic management style, overcome change inertia, eliminate waste or redundancy, discourage internal politics, so digital organizations can be vibrant, highly responsive, and highly innovative for adapting to the ever-evolving business dynamic.

Digital CIOs are the business conductor for leading changes. It is the multifaceted effort for running digital IT,  broaden IT outlook and envision the bigger picture of digitalization, re-imagine the art of possible and maximize the digital potential of running the high performance and high-mature digital organization.

Monday, May 21, 2018

The Monthly “IT Innovation” Book Tuning: Explore IT Innovation through via Exploring Varying “HOW”s May 2018

Innovation is not serendipity. Working in an innovation garden not only takes passion but also needs the process and hard work. 

Within abundant information and emergent digital technologies, IT 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 IT for the digital age is to deliver the value of information in helping businesses grow, delight customers and doing more with innovation.

    

Explore IT Innovation through Exploring Varying “HOW”s   


IT Personalization: How to Run Digital IT with Differentiated Advantage? IT is always at the center of change. The emergence of potential opportunities for exploiting digitization is likely to follow a nonlinear pattern at exponential speed, as the pervasiveness of an organization’s digitization journey increases. IT can no longer just “keep the lights on,” IT leaders need to think strategically and creatively about alternative solutions and ask themselves tough questions about how to personalize IT to gain differentiated business competency.

How to Develop a Comprehensive Innovation Framework Innovation is not serendipity. Working in an innovation garden not only takes passion but also needs the process and hard work. A systematic innovation approach is to depict innovation as a system, rather than a traditional process. Innovation performance depends on the alignment of its various components (people, process, resources, actions, controls, measurement, etc.). Though there's no single structure that will work in every organization, the comprehensive innovation framework with all important enterprise components is the great tool to intensify innovation with focus and manage innovation in a structural way.

How does IT handle investigations of innovative business solutions? IT plays a critical role in building business competency. IT has itself transformed to create a new competitive advantage via building new products, new services and delivering tailored business solutions. But many of today’s C-suites are unaware of what is technologically possible now or in the future. Digital is the age of options, it provides the opportunity to think the new way to do things, so it forces IT leaders to get really creative on how they architect and implement change, and how IT handles investigation of innovative business solutions, to change the business’s perception, reinvent its tarnished reputation and improve the overall business maturity.

How does IT handle investigations of innovative business solutions? IT plays a critical role in building business competency. IT has itself transformed to create a new competitive advantage via building new products, new services and delivering tailored business solutions. But many of today’s C-suites are unaware of what is technologically possible now or in the future. Digital is the age of options, it provides the opportunity to think the new way to do things, so it forces IT leaders to get really creative on how they architect and implement change, and how IT handles investigation of innovative business solutions, to change the business’s perception, reinvent its tarnished reputation and improve the overall business maturity.

How to Improve IT visibility as the Strategic Business Partner Even though IT permeates to almost every corner of the business, many traditional IT organizations are still perceived as an invisible back office maintenance function. Thus, to improve IT visibility as the strategic partner, CIOs should have both business leadership skill and technical knowledge to understand the business and run IT as an integral part of the business. They should raise the IT bar on a continual basis to ensure that the stakeholders get a real picture of how well IT efforts are bearing desired results and keep IT and the business on the same page.

The blog is a dynamic book flowing with your thought; growing through your dedication; sharing your knowledge; conveying your wisdom, and making influence through touching the hearts and connecting the minds across the globe. The “Future of CIO” Blog has reached 2.5 million page views with about #4600 blog posting. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. 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.

The Shape of Digital: Three Upward Spirals to Improve Organizational Maturity

The journey of digitalization is more evolutionary than revolutionary; cascading than the straight line

Digital organizations are hyperconnected and interdependent. Digital boundary has the zigzag pattern on it, it is fluid enough to keep ideas flow and information flow, but solid enough to create order, enable responsibility-taking and manage business effectiveness and efficiency, to achieve a state of dynamic business balance. Digitalization is inspirational, iterative, and progressive, is the shape of digital like the upward spiral to reach the high level of organizational maturity?



Change spiral: Digital is all about the increasing pace of change and technology-driven disruptions. Organizational change management is not just about a few spontaneous businesses initiatives for reacting to business dynamic. It needs to be the ongoing business capability. There are incremental change and radical change, digital transformation is the radical change that “the company reinvents itself” via fine-tuning its underlying processes, functions, culture, or business model. Change is difficult because it evolves both learning curve and emotional cycle behind it; there are both hard processes and soft touches. It is a multi-stepped process that includes both change resolution and management discipline. Managing change is like the upward spiral, there is a mixed bag of positive and negative emotion; Change happens when changing is easier than maintaining the status quo, and more importantly, when people no longer feel threatened by it. All stages must be handled with attention and proficiency to ensure success. However, often transformative change is acted on the basis of improving one part of an organization at the expense of other parts of the organization because managers still practices silo traditional management discipline. Either individually or collectively, the success factor to the “transformative change,” and its further “championing” has been the endless self-exploration in material, emotional, or intellectual dimensions that need to co-evolve together. 'Change' is continuously happening and spiraling up in such a dynamic environment, to move from one level to another change maturity requires step-function changes in tools, culture, leadership, and process, and make the change as a differentiated business competency.

Information Management spiral: Information is one of the invaluable assets in modern businesses. Information in itself isn’t power, as we all know knowledge is power, Information/Knowledge Management is the management with knowledge as a focus, it involves the use of technologies and processes with the aim of optimizing the value that is generated. Information and knowledge management is rather like the upward spiral, with the ability to seamlessly access, analyze, utilize, and refine data into useful facts and unique insight, to trigger a sense of confidence, confirmation, validation, and verification. A well-designed and effective information/knowledge solutions bound to unlock the enterprise knowledge, to turn a downward (cost efficiency) spiral into an upward (business growth) spiral between our starting points and its rich environment, the digital ecosystem. The challenge is to get beyond the tipping point where the knowledge power is unlocked, and unleash the full digital potential of the business.

Innovation Spiral:
Innovation is about transforming innate ideas to achieve their business value. There are incremental innovation, evolutional innovation, and breakthrough innovation. Innovation is risky, generally speaking, incremental innovation brings short-term value addition but takes less risk; breakthrough innovation is disruptive, with high return and high-risk. The challenge of leading and managing innovation is an overly conservative approach itself, focusing on individual line extension renovation rather than developing a broader portfolio. Breakthrough Innovation is disruptive and will change your organization in many fields. You need new technologies, new processes, new customers, new knowledge, maybe a new business model. Innovation Management is like the upward spiral, you cannot “disrupt” without incremental innovation being part of the process. Becoming a consistent innovative company requires tuning both organizational structure and culture that nurture new ideas and is able to profitably execute on those ideas and manage a healthy innovation portfolio with both incremental innovation and breakthrough innovation. Innovation ecosystem or the methodological environment should cover the whole innovation process, from processes in managing ideas or idea handling systems to idea implementation and promotion.

The journey of digitalization is more evolutionary than revolutionary; cascading than the straight line. It is critical to put the stronger emphasis on empowering people, refining information & knowledge; catalyzing change & innovation, and spiraling up to reach the next level of business maturity.

Sunday, May 20, 2018

The Monthly “Lesson Learned”: The Opposite of Digital May 2018

Clarify what are the OPPOSITE directions from being digital is critical to avoid the barriers on the way.

Digital makes a significant impact on every aspect of the business from people, process to technology & management discipline, both horizontally and vertically. Digital becomes the very fabric of high performing business, being outside-in and customer-centric is the new mantra for running forward-looking and high mature digital organizations today. However, digitalization is the thorny journey and innovation management is both art and science. What are the "opposite" symptoms of digital and how to avoid pitfalls on the way?

The Opposite of Digital

Can you Scrutinize the Opposite of Digital Characteristics? The shift to the digital paradigm cuts across sectors, geographies, and leadership roles; and it is now spreading rapidly to enable organizations of all stripe to reinvent themselves. Not only should you know what is the digital all about, but also the digital leaders should further contemplate and scrutinize: What are the “OPPOSITE” of digital characteristics, and how to overcome the roadblocks to lead the journey of the digital transformation?

Three Root Causes of Digital Stagnation Change becomes the new normal, and even the speed of change is accelerating. Either for individuals or businesses today, change is inevitable, some of us get it quicker than others. But too often changes are made as a reaction to outer impulses, crisis. From change management perspective, what's the psychology behind the change? What are the possible change pitfalls on the way? What would be a good way to empower change agents and develop changeability? Many organizations are on the journey of digitalization, what are the root causes of digital stagnation?

What are the Biggest Barriers to Digital Effectiveness in Organizations? Digital transformation is the rough road with all bumps and curves on the way. There are a number of challenges common in transformation programs, such as having a clear vision, getting the right strategies, execution, a forward-thinking leader to convey the transformational vision, and a broader view of customer demand, etc. More specifically, what are the biggest barriers to digital effectiveness and how to overcome them for improving the digital business performance and maturity?

The Multiple Confusions to Drag Down Digital Leadership Effectiveness Leadership is all about change, to navigate the direction both for oneself and others. The digital world today is much more complicated and that requires an ability to juggle multiple and competing demands and clear the vision under cloudy climate and uncertain circumstances. Businesses need to recognize the change and help leaders meet the challenge via business savvy and agility. In reality, there are many well trained transactional managers, but very few visionary transformational digital leaders; there are many skillful communicators, but very few deep and original thinkers. Under today's uncertainty and ambiguity as of the digital new normal, what are possible confusions to drag down leadership effectiveness and how to improve overall digital leadership maturity?

Doing the Wrong Things Differently Isn't Transformation Organizations large or small are on the journey of digital transformation. However, statistically, more than two-thirds of these programs fail to achieve the expectation. What are the root causes? Do you agree: Doing the wrong things differently isn’t transformation. That is the importance of good transformation practice within a motivated change culture oriented to the right work for the right reasons. But what are the logical steps to follow during the transformation to ensure you are doing the right things, before doing things right, also improve organizational maturity from efficiency to effectiveness to agility?

The “Future of CIO” Blog has reached 2+million page views with about #4700+ 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 Innovation Officer”: What are Your Innovation Leadership Digital Principles & Practices?

The evolution of innovation only exists in the open-cultural environments or the hyper-connected ecosystem that creates insight or takes advantage of all sources of creativity in a more open way.

Innovation is the management process to transform novel ideas to achieve their business value. At the heart of innovation is the lifecycle of idea generation, interaction, selection, and learning. Due to the fact that innovating in today’s digital world has become increasingly complex in nature, organizations can no longer rely on a single individual or team to drive innovation. Innovation management requires much deeper whole systems and taking emergent, generative, iterative, integrative, and holistic approaches. Information is one of the most time-intensive pieces of innovation puzzle and technology is the disruptive force behind digital innovation. CIOs as “Chief Innovation Officer”: What are your innovation leadership digital principles and practices?

Ownership over administration: Compared to many other administrative management disciplines, innovation evolves larger risks, needs to strike the right balance of process and flexibility, discipline and disobedience; information and intuition. Therefore, intrapreneur-CIO leaders with ownership mentality are good at managing both opportunities and risks effectively; balancing innovation with other organizational priorities; practicing critical thinking to articulate the strategic rationale behind innovation venture; having the right dose of risk appetite and risk management skills. Digital organizations are flatter and information-driven; with an “every individual as a stakeholder” culture, people are encouraged to think different and do things differently; align their career goal with the goal of the business, to close the accountability gap through open door listening, improving cross-functional communication & collaboration. Therefore, once people agree with the WHY, they can develop their own level or means of participating. Self-management encourages people figuring out better ways to do things, ownership over the administration, thus, it drives the culture of innovation.

People over tools: Digital is the age of people-centricity. Innovation happens at the intersection point of people and technology. Thus, people-centricity should be another critical component in IT innovation playbook. The innovation capability of the business is built through the alignment of people, process, and technology. To reinvent IT as the innovation hub, it is not just about using the latest technology gadgets or tools, it is about how to engage and empower customers for innovating; people over tools, empowering and enabling over control. Information is refined to capture business insight and foresight; technology is being leveraged every day to digitize the touch point of customer experience. People should be the center of innovation management and they are the major focus for innovation process and accomplishment. In practice, people-centric innovation means that you have to involve customers and different stakeholders, listen to their feedback, involve them in both idea generation and process implementation, to gain insight and empathy, to take different propositions and approaches to a problem or a new interpretation, with the goal to build a high-innovative and high mature digital organization.


Communities over competition: Although the certain level of healthy competition stimulates idea generation, unhealthy competitions, such as internal competitions for limited resources or budget between different departments, on the other hand, might stifle innovation or decelerate the speed. Digital business has the “open” nature, open innovation is about ensuring that business has access to the maximum number of potentially good ideas for building new innovative products/services/business models/solutions. This means having a very good internal program and it also means sourcing a lot of ideas from external partners. The goal isn't to be cheaper and it isn't to be just democratized, it is to ensure that as many of the good ideas as possible to flow in. Highly innovative organizations try to digitally connect key assets or context to the idea-rich innovation hubs and community-based cluster across enterprise ecosystems, engage varying conversations and listening outside-in customers’ viewpoint.  Instead of being rigidly grouped around a specific function or business, ecosystems draw together mutually supportive companies from multiple industries that collectively seek to create differentiated ideas and capture value they could not reach alone, communities over competitions. These innovative conversations may not directly provide you the solutions but offer you a fresh insight into your goals, processes, and invaluable context. Digital innovation effort and then can be scaled up, to solve bigger and tougher problems.

The evolution of innovation only exists in the open-cultural environments or the hyper-connected ecosystem that creates insight or takes advantage of all sources of creativity in a more open way. Innovative leadership practices are not rigid, but flexible enough to adapt to the situation and the players involved. It means doing unexpected, unconventional things or leverage alternative methods to connect wider dots, empower, inspire, and engage people in participating, breaking down outdated rules, and maximize the potential of the digital organization.

Saturday, May 19, 2018

The Monthly “Problem-Solving Master” Book Tuning: Who Are Your Problem-Solving Masters May 2018

Digital leaders and professionals should self-aware of their role in problems, show professional maturity, and develop a good reputation as the problem-solver.

The purpose of “Problem-Solving Master - Frame Problems Systematically and Solve Problems Creatively“ is to throw some light on how to understand, frame, and solve today’s multilayer, interdependent, and over-complex business problems effortlessly. Digital leaders and professionals should self-aware of their role in problems, show professional maturity, and develop a good reputation as the problem-solver.

              

Who Are Your Problem-Solving Masters


The New Book “Problem-Solving Master” Chapter 1 Introduction Problem-Solving Masters Fundamentally, every job is to deal with problems big or small both from a long-term perspective and even on the daily basis. Sometimes, even you intend to solve problems but perhaps cause more serious problems later on. So, observe the problem-solving scenarios and ask yourself how you discover the part you played in the problem, and how to build a good reputation on problem-solving.

How to Build a Good Reputation for Problem Solving Fundamentally, every job is to deal with problems big or small both from the long-term perspective or on the daily basis. We all develop reputations - for being problem creators, problem definers or problem solvers. Sometimes, even you intend to solve problems but perhaps causes more serious problems later on. So it's important to observe the problem-solving scenarios and ask yourself the sets of questions such as, how do you discover the part you played in the problem/challenge? Which thought processes shall you leverage to diagnose problems and solve them? What is the best way to handle a problem that seems to have no solution?" How to build a good reputation on problem-solving? And how to leverage Systems Thinking in problem-solving?

Running IT as an Innovative Problem Solver and a Relentless Change Agent IT is at an inflection point to speed up digital transformation, modern IT organizations need to be the explorer for stepping into the deep, deep digital normality with the abundance of information and the sea of changes. Forward-looking CIOs express a need to free up their staff from commodity activities to spend more time on strategic or innovative business initiatives. For IT to break the old cycle, and transform from the ‘weakest link," to the superglue of the business, it has to provide business stakeholders technological insight into how they bring success to the company as a whole instead of being a commodity overcoming the cost center reputation. Digital IT leaders today should practice paradoxical thinking to strike the right balance, drive changes, and solve business problems effectively.

Three Questions to Assess Employees “Problem-Solving” Capability? People are always the most invaluable asset in organizations because the collective capabilities underpin business strategy execution and amplify business influence. But how can organizations “value” their employees, and more specifically, evaluate each individual’s capability, especially the “problem-solving’ ability more effectively and objectively? Here are three questions to assess employees problem-solving capability.

Digital CIOs as Problem-Solvers? Modern CIOs have many personas, fundamentally digital CIOs are problem-solvers who need to take business problems large or small, find good solutions for them, increase value propositions, simplify operations and be the better business partners with the rest of the organizations.

The “Future of CIO” Blog has reached 2.5 million page views with about 4600+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.

The Popular Quotes of “Digital Master” Book Series IV

 Digital Masters have both clear digital vision and well-crafted digital strategy; they are courageous to be in the vanguard of digital transformation with a quantum lead.

Digital Master” is the series of guidebooks (23+ books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.” It perceives the emergent trends of digital leadership, advises on how to run a digital IT organization to unleash its full potential and improve agility, maturity, and provide the insight about Change Management. It also instructs digital workforce on how to shape game-changing digital mindset and build the right set of digital capabilities to compete for the future.

48 Digital hyper-connectivity can foster innovation through collaboration.

49 Thy hybrid nature of innovation is a combination of something old with something new, with the mixed portfolio of incremental innovation and radical innovation.

50 Data-driven talent management will challenge the organization to be more fact-based, objective, and cost-effective.

51 Digital IQ is a measure of how well companies understand the value of technology weave it into the fabric of their organization.

52 Digital “EQ” has three dimensions: Emotional Intelligence, Execution Excellence, and Employee Engagement.

53 Every risk has opportunities in it, and every opportunity has risks in it.

54 An nnovation ecosystem is a systematic innovation methodological environment or a sort of innovation philosophy.

55 A game-changing digital workforce needs to cultivate a growth mindset.

56 People don’t resist change, they resist being changed.

57 Happiness seems like such an elusive thing to quantify. Maybe it’s just one of those things that we know it when we see it.

58 Digital learning is multidimensional, dynamic, interactive, and integrated.

59 Employee engagement takes mind, heart, and hands unification.

Digital Master refers to those high-performing, highly innovative and high-mature (less than 15%) digital organizations; they have both clear digital vision and well-crafted digital strategy; they are courageous to be in the vanguard of digital transformation with a quantum lead. But they also proactively develop more advanced and unique digital capabilities step-by-step and build a digital premium into their very foundation of business, such as digital thinking, culture, agility, intelligence, and structure, and they achieve high performing results through strong digital governance discipline and reach its zenith as the digital world continues to expand and diversify. At the individual level, Digital Masters are those cross-generational digital professionals who are equipped with the advanced digital minds and build a unique set of digital capabilities, climb to the top of Maslow’s Pyramid 2.0.

Three Refinement to Shape High-Mature Digital Organization

The process, technology, culture, capability tuning. etc, are all tactics to get the organization from here to there for adapting to the over-complexity and fast-pace of changes. 

Change is multifaceted with increasing speed and velocity. Digitalization is the radical change, Change Management is all about balancing the main elements impacting change such as people, strategies, processes/procedures and IT, refining business success factors to practice digital management disciplines relentlessly.

Organizational structure refinement: Compared to the traditional organization as the mechanical system to keep spinning, digital organizations today are more like the organic living system which keeps growing. Digital blurs the functional, organizational, and even industrial borders nowadays, organization structure and its impact on efficiency could play either positive or negative impact. The challenge for any business is to explore successful structures that help to empower people, enforce iterative communication, and harness cross-functional collaboration to accelerate business performance and unleash the full digital potential. With rising digital technology, traditional hierarchical lines will phase out and a collective of business partners will emerge working collaboratively to set strategy and achieve organizational goals. Digital means flow - mind flow, information flow, and idea flow, thus, the goal of digital organizational structure tuning is to strike the delicate balance between solid and flow; it needs to keep the business fluid enough to interact with expanded digital ecosystem seamlessly to improve responsiveness, changeability, and speed; it also needs to be solid enough to “keep things in order,” to achieve business efficiency and operational excellence.

Digital process refinement: Strong business processes have better chance to deliver a better result. Processes underpin business capability, and capabilities underpin strategy execution. The bottom line is how well the organizational processes can enforce communication effectiveness, drive information fluidity, and harness customer centricity, etc, to ensure the business as a whole is superior to the sum of pieces. There is a logical flow of business processes that evolve business capability requirements into enterprise competency, business model, implementation plan, tasks, knowledge, and performance review, to reach the high level of employee loyalty, financial health, and shareholder delight. Refresh the core business processes to make sure the changes are not only predicted but also fully prepared. It is also important that many companies approaching the subject, have the objectivity and humility to realize that their system or processes are out of date and work on upgrading them step-wisely. Digital process refinement focuses on people centricity and adaptability, to ensure businesses are built to changes, and ensure people can have the right information and tools to get their job well done. The successful process refinement often goes hand-in-hand with organizational structure management, it helps establish early buy-in and support through analysis of how the business initiatives impact the people in the organization in order to refine people-centric process management up to the next level of maturity.

Digital culture refinement: Digital is the age of people, people have to be ready for moving to a more fluid structure and dynamic digital ecosystem. The skills that made you successful in the past may not necessarily make you succeed in the new world if you do not continue to learn and build the next level of capability. Therefore, building a culture of learning and creating accountability in the ever-expanding workplace is a multi-layered and multi-dimensional management issue in today’s environment. Refining the digital culture is crucial because when having the conversations about culture, keep in mind that it is the policies, procedures, rewards, and retributions that drive and groom advanced mind, good behavior and it is the employee behavior that expresses "culture." Successful culture change helps people become who they are. The good leaders focus on solutions, not on blame. They also encourage employees to do the same, focus on building the culture of authenticity, accountability, and problem-solving, reward authenticity and excellence, not mediocre or unprofessional behaviors.

The digital paradigm shift is the multidimensional expansion. The process, technology, culture, capability tuning. etc, are all tactics to get the organization from here to there for adapting to the over-complexity and fast-pace of changes. The democratic processes will overtake hierarchical control, and that culture will become a more fundamental organizational asset. But it all starts with the realization that "we can't stay the same." It takes a logical scenario to manage change lifecycle, refine core business elements, and shape high mature digital organizations step-wisely.

Friday, May 18, 2018

The Monthly “100 Digital Rules” Book Tuning: A Set of “Dos & Don’t” Digital Practices May 2018

A well-defined set of digital rules is to set the frame of relevance and guide through changes and digital transformation.

The purpose of “100 Digital Rules: Setting Guidelines to Explore Digital New Normal “ is to establish digital principles and update business policies that can be applied holistically and guide the digital transformation systematically. Digital rules are based on a set of fundamental beliefs behind the methodologies and they help to shape mindsets behind behaviors. Digital rules encourage mindfulness, authenticity, creativity, inclusiveness, and discourage static thinking, silo, and bureaucracy, help to accelerate collective human progress.

A Set of “Dos & Don’t” Digital Practices


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.

Three “Do Not” to Overcome Unconscious Bias
No one is absolutely objective. We all have biases; some with more; some with less; some of that we are aware of and some of that we are not. Have you ever mislabelled, or over-analyzed others; have you always kept bi-polar thinking to judge “good or bad”? Have you always listen to what being told or taught without the second thought? Have you paid too much attention to trivial or insignificant details, but lost the holistic picture? Etc. With the rapid growth of information and fast-paced changes, it’s important to challenge conventional wisdom and eliminate pre-conceptual assumptions or unconscious bias which is often caused by misperception or mislabeling. Perception is based on one’s thought processes which are influenced by one’s thinking style, cognitive understanding, and knowledge level, therefore, it is subjective. Understand the filters that influence one’s unconscious biases is critical to the choice or the judgment you make. Because when the assumption is wrong, the conclusion will also go wrong.

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.

“Leadership Master” Book Tuning: Three “Dos & Don’t” in Leadership Classification The function of leaders is to LEAD- set direction, drive changes, make influences, foster motivation, guide the problem-solving. Leadership is not just about the title only, that all of us, to the degree, we take responsibility for our own sphere of influence, no matter what formal title we might hold or not, have the opportunity to lead at the different level and exercise leadership influence continually. Here are three “Do & Don’t”s principles in leadership classification?

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.

The blog is a dynamic book flowing with your thought; growing through your dedication; sharing your knowledge; conveying your wisdom, and making influence through touching the hearts and connecting the minds across the globe. The “Future of CIO” Blog has reached 2.5 million page views with about #4600 blog posting. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. 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.

What ‘re Crucial Elements to Run Paramount Digital IT

Being outside-in and people-centric is the mantra to run a paramount digital IT organization. 

Information is growing exponentially and change is inevitable, IT makes the influence on almost every aspect of business nowadays. CIOs have to deal with constant ambiguity, increasing complexity, rapid change, and unprecedented uncertainty. Many IT organizations are at an inflection point to lead organizational level digitalization. So, what are crucial elements to run “paramount” digital IT organization?

Insight is paramount: Many IT organizations still get stuck at the lower level of maturity because they are too busy on fixing the symptoms, or taking care of immediate problems, without spending enough effort on digging into the root cause of intricacies or thinking of the long-term strategy. To run a high performance and high mature digital IT, Insight is paramount. Trying to fix symptoms, not the real problem, will perhaps cause more issues later on. CIOs need to become far, far more people focused and business literate. They are in the unique position to manage the most invaluable business asset - information, as well as oversee the underlying functions and processes of the business, that is a great advantage to capture business insight. Insight is paramount because how you figure out a solution to any problem depends on your perspective on that problem. Every problem has numerous angles to take into consideration. it boils down to how you view the problem from different outlooks; from above (executives’ strategic view) or from below (frontline’s tactical view); from inside-out (operation lens) or from outside-in (customer lens). In addition, Information Technology is the linchpin to glue the digital organization which is a working switch of the expanding digital ecosystem. When looking at business/organizations, the most powerful aspect of these processes involves tapping the organization's ecosystem (people-centricity) for the collective perspectives/insights of those who make and know intimately their parts of the system. With business insight, IT applying its business sense can help businesses analyze information unearth unknown benefit, as it is often difficult for non-technical people to understand the incredibly broad scope of solutions that technology can provide to business problems, so IT leaders need to work closely with business partners from a long-term perspective, to fix the root causes, not just symptoms.

Innovation is paramount: Many IT organizations are at the crossroad, to either become the strategic business partner or turn to be irrelevant. Thus, innovation is paramount. The opportunity for the CIO to add a lot of value in the C-Suite is helping C-Level leaders understand the possibilities of how new technologies or abundant information can enhance the creation or improvement of products/services/ solutions. IT cannot be seen as an innovation engine unless IT management clearly understands what their organization does for a living and how IT can build business competency. To run an innovative IT organization, the more difficult challenge is not just launching successful teams, but maintaining their motivation and focus. CIOs who are only putting stress on "having the knowledge" not on "building the new knowledge" or “connecting unusual dots,” to spark innovation might be in danger just to preserve the organization and thus create huge constraints for the possible innovation. In the ever-changing digital dynamic, innovation is paramount, worth persistent effort and wise investment. IT needs to build a culture of innovation, and talented IT professionals should be empowered to use the creative side of their thinking for discovering new ways of doing things that allow for innovation to happen.

Multidimensional digitalization is paramount: Digitalization is not a single dimensional technological expansion, but a multifaceted management discipline. IT leaders need to shift the old thinking (leads to a burden of support for operations) to the digital thinking whereas the true potential is in liberating new products, services, and business models. The challenge is how to accelerate business performance and maximize the full potential of the digital business. IT management has to work both in IT and on IT, the true value is created at the intersection of many management disciplines. Digital IT has to be configured in a way to understand the business profoundly and set the architecture to deliver the tailored business and market need proactively. With the exponential growth of information and emerging digital technologies as the force behind continuous disruption, forward-looking organizations across industrial sectors are on the way for managing digital paradigm shift. IT applications and its dynamics are totally different from previous age, beside automation, information availability, IT applications blended with current digital trends can deliver significant benefit to the business, such as business optimization, adaptability, real-time customer experience, innovative products/services. Digitalization becomes the very fabric of high performing business, it is paramount because leading digital businesses take the structured approach to expanding digital to all important dimensions with a set of well-defined digital principles, the strong business disciplines and a series of digital best practices. Digital IT acts as an ‘orchestrator,’ to conduct an ongoing, information-mature, and customer-centric digital organizations.

Organizations rely more and more on technology and the IT department has more and more to overcome. IT management is multifaceted; being outside-in and people-centric is the mantra to run a paramount digital IT organization. IT leaders should be good at the perception of technology trend, business solution or alternative talent development & recruiting practices to ensure they have all important business elements mixed into differentiated business competency.