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.

Monday, November 20, 2017

The Monthly “Digital Gaps” Book Tuning: How to Bridge Digital Communication Gaps Nov. 2017

“Digital Gaps -Bridging Multiple Gaps to Run Cohesive Business” is a guidebook to help digital leaders and professionals today identify, analyze, and mind multiple gaps with multidisciplinary insight and holistic understanding. Today’s digital organization simply just can’t stand still., bridging the 'gap of opportunity' between where you are and want to become is a welcomed challenge, it is important to bridge communication, knowledge and insight gaps and take a stepwise approach to make a leap of digital transformation.

How to Close Communication Gaps? Communication is key to improve leadership effectiveness and modern management efficiency. However, communication is not just the soft discipline, it’s both art and science. For example, there are communication gaps between management and employees, there’s “lost in translation” syndrome in cross-functional conversations, there are all sorts of miscommunication at the different level of the organization, how to close communication gaps and overcome such challenges?  
CIOs as “Chief Interpretation Officer”: How to Improve Communication Effectiveness?  The magic “I” in the title of CIO has many indications, such as Chief Information Officer,” “Chief Innovation Officer,” “Chief Influence Officer,” etc. Communications sometimes seem like an oxymoron. As we move from applying technology as a vehicle to maximize efficiency and minimize costs to leveraging technology as an enabler and catalyzer of totally new business models, to maximize business potential, forward-thinking organizations empower their IT to lead the digital transformation proactively. Therefore, CIOs need to become “Chief Interpretation Officer,” to bridge the communication gap between business and IT and improve digital leadership maturity.
How to Communicate Effectively in Digital Dynamic? The speed of change is significantly increasing. Decentralization, globalization, and diversified workforces can all be practical reasons for communicating barriers. How do you communicate a common message across the globe with empathy, and, in particular, make sure the message you want to communicate resonates effectively?
Three Missing Links in Digital Transformation? Digital Paradigm means holism, hyper-connectivity, interdependence, and integration. Digital transformation is not just one-dimensional stretch, but a multi-dimensional expansion. The digital ecosystem expands when the digital business territories blur and the business communities broaden their scope and consume all sorts of resources. However, for those digital lagging organizations, the ecosystems have evolved without much attention of planning and having multiple missing links. So, to shift from "Doing Digital" to "Being Digital," the real challenge is to understand what are exactly those missing links, where and how you can and should connect all important dots, improve to get the biggest effect and scale up across the digital ecosystem effortlessly?

The New Book “Digital Gaps” Chapter 5 Introduction: Digital Professional Gaps Generally speaking, a professional is an individual with the expertise of some specific area, who earns his/her livings from that expertise. Being professional also means that the individual not only has the skill but also presents the high-quality professionalism such as positive mentality, fair judgment, and good behaviors. So, how to identify digital professional gaps, and improve the workforce quality, creativity, collaboration, productivity, and engagement?

The “Future of CIO” Blog has reached 2 million page views with about #4200th 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.










The “A” Factors in Creativity

We all have unlimited creative potential and intrinsic ability to think outside of the box and come out novel ideas via connecting unusual dots. But we need to learn how to unlock it. Creativity is a function of imagination, high-level thinking, knowledge, psychology, activities, and motivation. Here are three “A” factors in creativity.




Abstraction: Creative leap is the way to resolve any paradox via going up a level of abstraction. Simplicity is an aspect of “appropriate” abstraction. Abstraction is the cognitive skills which help to clarify and simplify, to capture the substance from style, essence from details, patterns from random things. The ability to abstract and simplify means to eliminate the unnecessary hassles so that the necessary can speak out. Creativity is about connecting dots. Abstraction and simplicity are important skills to reveal in-obvious or hidden connections. The matter of fact is that, often, the simplest abstractions are the hardest to perceive or devise, to capture the unique insight. Because you need complexity to understand and appreciate the simplicity and vice versa. Abstraction is an innate intelligence, the foundation of insight and the key element of creativity.

Analogy: Analogies have been used in the artistic design, literature, engineering, and science, etc., cross-disciplinarily, to discover the patterns, explore fresh ideas, and make vivid communication. Analogy is not just about similarity. Analogies recognize a correspondence of interconnectivity of functions between two or more different phenomenon. Analogy makes tedious theory alive and illustrates the fact with colors and shapes. Analogizing is a creative thinking and communication skill to both help us learn with fun and connect dots vividly. Creativity is an innate process to generate novel ideas. Making analogies between what you could sense and what you could not become an important process in acquiring a wide range of information to which ideas you want to shape, to clarify your thought process and transform your imagination to the reality. Analogizing is one of the most important tools to help people generate creative ideas, enhance creative communication, and build an innovative state of mind for making the creative mental leap.

Audacity: Innovators present creatively disruptive traits, disrupt old ways, and inspire better ways to do things. It takes courage. Audacity is an important factor in creativity, because by  nature of creativity, it’s about discovering the new way to do things, and it often means to break the old rules or the “old way to do things.” Rule-breaking or rule-making demands insight, understanding, patience, persistence, and courage, among other things. To be creative, to re-frame, first, you need to embrace the unknown (think outside the box). Second, you need to challenge the known (probe the paradoxes). Many people always live with the conventional wisdom,, the box they are familiar with. But being creative requires you to break down the outdated concept or the little box which restricts your thinking or limit your imagination. Failure is part of innovation; it is very much an intrinsic part of innovating. The innovative attitude should be fearless to change and experiment, but be paranoid to avoid unnecessary mistakes or take a calculated risk.

True creativity has an inner origin. It keeps surfacing from within and keeps expressing. Creativity has many forms and manifestations. And by manifesting creativity via different angles and understanding many important ingredients in creativity, we can develop creative ability effortlessly.

Look Back and Look Forward for Leading Digital Transformation Confidently

Organizational change and digital transformation are inevitable. As the matter of fact, the life cycle of business today grows shorter and shorter because of increasing pace of changes, overwhelming growth of information, and demanding of shareholders.  The business transformation journey is full of velocity and uncertainty, thus, a clear vision is in demand. Vision is the ability to see beyond what is to what could be. It is the synthetic view of ‘looking forward,” and “looking behind,” “looking beyond,” and “looking around.” But more specifically, how can digital leaders today look back and look forward to leading digital transformation?

Back view mirror is very important to learn from previous mistakes or errors: People always say you shouldn't live in the past. But there are valuable lessons to draw on in the past from time to time to gain “lesson learned.” Lack of change review, reflection, and recognition is one of the biggest pitfalls in change management and business transformation effort. In practice, often when change initiative is completed, often the team walks away without checking to see if it adds value or evaluating if additional work is required. The lack of breathing space between change initiatives is an issue as well. The lack of recognition of change impacts individuals and businesses’ willingness to extend themselves again for the next change. Without taking a breath to look back, plowing on to the next big thing before completely embedding the change into business as usual or running multiple simultaneous changes can leave a workforce reeling and exhausted. Therefore, the change leaders should have a solid grasp on what has been tried before and analyze why those initiatives didn’t succeed. Successful transformations require leaders to communicate a clear vision, change must be adopted by all first-line managers, take the courage for experimenting, and then scale the best and next change management practices. Do not be afraid to make fine adjustments as implementation is underway. Historical lessons are important as well, those who fail to learn from history are doomed.

The positive and forward-looking view is more about thinking ahead, to prepare and face the challenges and uncertainty on the way to the future: Digital transformation starts with the realization that where you are currently no longer can deliver the business goals and reach the long-term vision of success for your company and your shareholders. Looking back can teach you valuable lessons and become well-prepared for the journey ahead. Be careful though, there are still some blind spots on the way. It is the forward-looking view you need to focus on for steering in the right direction. Therefore, they say your windshield is larger than your rearview mirror for a reason. When we jump into the digital future of “VUCA” new normal –Volatility, Uncertainty, Complexity, and Ambiguity, by focusing forward we are able to more accurately judge the coming curves and obstacles in our path. The forward-looking view of the organization is to determine what the future needs to look like, what the transformation must look like, how to overcome the roadblocks, close the blind spots, and deal with change inertia. Looking forward is not always so easy, often it’s cloudy. Digital transformation is a long-term journey, it has to be clearly understood in the map's vision to satisfy both short-term gratification and long-term high-performance result.  

Digital transformation isn’t just an extension of continuous improvement of the current business, but a quantum leap with radical change. It’s important to know when to look back and when to look forward. If you focus too long, too much on the past, you will not be prepared to react when potential obstacles enter your path ahead. Thinking outside the current constraints and comfort zones requires a different vision and the courage to pursue it. The great leaders stand up as high as they can and look in every direction they could view the landscape from the different angle and steer digital transformation holistically.

Sunday, November 19, 2017

Three Characteristics of Strategic Thinking


Spot strategic thinkers and tap digital leadership strength.

Strategic thinking is about starting the end in mind. Statistically, only 5% of the population is nature strategic thinker. Being able to think strategically is an invaluable digital thinking skill that perhaps not everyone has, but it is critical to be future-oriented and make a progressive movement. Given that, the importance of diversity and formulating a team that has complementing skills cannot be understated. So, how to spot strategic thinkers and discover their talent and potential to build a solid leadership talent pool. Here are three characteristics of strategic thinking.


A strategic thinker is a big picture person and set the direction: Strategic thinking is specified as being conceptual, systems-oriented, directional, linking the future with the past and opportunistic. The strategic leaders or professionals gain the understanding of the past and the perception of the future so far as knowledge permits; they have the ability to view the complete business system as an ecosystem with all its dependencies and interconnections. They are able to tie all these important things together in order to develop actionable plans. They have the ability to identify key leverage points where the non-proportional impact can be made. And they have the ability to hypothesize interventions and iterate them till the right fit is made. Strategic practitioners can think multi-dimensionally and do not get lost in mundane detail. They can leverage different lenses, such as: Mathematics or probability -you build the best strategy based on the circumstances that will allow the highest probability of success and controls risk. Psychology -They understand people, you need to know both the strength of your team and your competition, so it’s important to build a strategy that includes consideration of competitive forces, with the long-term perspective you play to win over. Process -you need to digitalize the key business process and build a set of competitive capabilities to enable the business competing for the future.


A strategic thinker creates or grasp new opportunities and strikes the delicate balance in the dynamics of the business enterprise: A strategy is the organization's competitive "logic" manifested through organizational actions. This logic is acquired through a learning process involving discourse within the context of an organization's culture. For example, a strategic IT leader creates IT and leverage information to create the long-term sustainable competitive advantage for organizations. Most organizations create a sense of internal competition that can easily make the C-level participants lose sight of the end game. A strategic leader or professional has a role to play in balancing, not just leveling the internal playing field. Knowledge is power and it depends whether that power is used for the good purpose of the organization or political point scoring, a strategic leader can well balance a positive internal relationship via systematic strategy management and multidisciplinary business approach.


A strategic thinker has an inquisitive mindset that is always curious and keeps learning: Strategy is not the mirage, but the executable plan which can be achieved. Thus, a strategist has to keep knowledge valid; have experience, but must be up to date with business trends and essential technologies. Strategic and tactical planning all lead to the vision. The vision is built for the people and organizations. A strategic leader needs to be more people-centric as well, create both employee growth strategies and customer experience strategy. It would be great if strategic leaders can mix people, departments and organizations strategy together. Indeed, all strategies are made for growth. The difference between the tactical manager and strategic leader is that the first one thinks about the business from transactional perspective while the second one is thinking business from a transformational perspective, and how to gain an advantage over competitors. In this way, strategic leaders will create a blue ocean for his/her organization which will provide a competitive advantage in the long run.


Strategic minds can think further, bigger and broader. The key is to understand who the strategic thinkers are and provide them the ability to utilize these skills to help in brainstorming the direction and various options a company can go. They are your navigators.




CIOs as “Chief Improvement Officer”: How to Run IT as the “Digital Energizer” of the Business?

Running IT as the digital energizer is about accelerating business performance, unleashing business potential, and nurturing collective creativity.

Digital is about hyperconnectivity, change, fierce competition, and people-centricity. A digital business ecosystem is open, fluid, dynamic and energetic because the speed of change is exponentially increasing, and closer to reality is that 'change' is continuously happening in such a dynamic environment of a company. IT plays a crucial role in digital paradigm shift because IT can weave all important business factors into differentiated organizational competency, information is intangible and becomes the most precious business asset in digital businesses. Traditional IT organizations are often perceived as a cost center, money sucker, and change laggard, but modern digital IT organizations today can streamline digital flow, refine, energize, and innovate business to reach the high level of business maturity.


Keep positive energy flow: The classic organizational management usually enhances silos and overly rigid hierarchy, thus, businesses get stuck in stagnation, lack of responsiveness and changeability. Digital means flow, information flow, knowledge flow, mind flow, and business flow. Organizations, like individuals, need to be in flow to operate smoothly, to exercise for keeping energized. It is important to create positive change for tomorrow as well as the moment. IT can digitize the enterprise platform for idea brainstorming, fostering collaborative relationship, and harnessing cross-functional communication. Keep an open mind and keep positive energy flow, cool down stressed people before they stress others. Organizational structure and processes should be optimized continually to enable digital flow. People need to be developed and grown so the positive energy can flow and collective human capabilities can really be transformed. IT plays a critical role in energizing digital business, to make sure information and interaction flow in every direction, helping to build up trust by bonding people around clear and benevolent intentions. When there is an interchange of thoughts, we begin accepting and opening to newness and transforming to innovate together.


Be allergic to “comfort zone”: Many IT organizations still get stuck in the old comfort zone to “Keep the lights on” only. Change inertia is one of the biggest challenges in business management for many companies. Some say change is not a problem, the primary reason for change failure is resistance to change while the second reason is the inability of leaders to deal with resistance. In fact, resistance is a natural phenomenon. In science, resistance takes different forms based on what is affected. For solid objects, it is usually friction or external force. For electricity, it is ohms. Look at resistance to change as a source of energy and where there is energy there is still passion and potential. It takes courage, motivation, discipline, and persistence to get out of comfort zone. Due to the changing nature of technology and exponentially increasing information, the velocity of IT is more frequent than some other areas of the organization. It requires IT leaders to proactively listen to customers and do more with innovation. Change or innovation cannot be just another thing that needs to be accomplished. It has to be woven into communication, process, and action of the organization. The digital organization of the future is designed openly for anyone with ideas on how human organizations ought to be contrived in the face of challenges, to break down silos, and overcome complacency. It also requires IT leaders and professionals to constantly reappraise their skills, knowledge, and management approach to tailor organizational needs, get out of the comfort zone, enforce innovate IT management practices to produce valuable, sustainable, and adaptable services and products.


Running IT in the fast lane: Traditional IT organization are often perceived as the part of the company slow to change. Running IT in the fast lane means to speed up the organizational vehicle, not just IT. IT has to reinvent itself via evolving change proactively and retool the business via optimizing the underlying business functions and processes. The latest digital technologies and collaborative tools provide great opportunities for the business to optimize the organizational design for improving cross-functional communication, mass collaboration, and harness innovation. A changeable organization is to creating organizations where change is the norm and happens the whole time thereby delivering faster and increasing market share. Information brings about business ideas and insight; business ideas generate lots of information. It is so critical to streamlining information flow across functional boundaries because fundamentally, information management is to make sure that the right information is in the right place at the right time and shared to the right persons, to make the right decisions, and further lead effective business execution to deliver tailored business solutions for catalyzing business growth and make a leap of digital transformation

Running IT as the digital energizer is about accelerating business performance, unleashing business potential, and nurturing collective creativity. A digital organization is a living business in the relationship with its environments, customers, suppliers, shareholders, and above all enhances and supports the creative human spirit via connecting, discovery, and experimentation.

Saturday, November 18, 2017

The Monthly Digital CIO Spotlight: CIOs as Chief Instrument Officer Nov. 2017

Modern CIOs have many personas and face great challenges.


Modern CIOs have many personas and face great challenges. It is not sufficient to only keep the light on. Regardless of which industry or the nature of organization you are in, being a digital leader will need to master the art of creating unique, differentiating value from piles of commoditized technologies. What are the digital CIO’s next digital practices for leading changes and drive digital transformation effortlessly? Here is the monthly spotlight of the CIO as “Chief Instrument Officer.”      
                      
 CIOs as Chief Instrument Officer


  • The CIO as “Chief Instrument Officer”: How to Lead Changes and Orchestrate Digital Transformation Effortlessly? Every forward-thinking organization claim they are in the information management business, nowadays IT plays a critical role in the business growth and digital transformation. Within a mature organization, the CIO is a leadership role which requires the breadth of the business knowledge and the depth of technical insight. What determines the level of the CIO position is the impact they have made across the company and even industry, and hence their reputation, their reporting line, their title, hopefully further to their achievements, rather than their mere contribution for the company bottom line that helped them reach the current level. At the digital era, high mature CIOs are “Chief Instrument Officers,” who can lead changes and orchestrate digital transformation effortlessly
  • CIOs as “Chief Instrument Officer” How to Define, Refine, and Scale IT Digital Transformation? Due to fast-paced changes and exponential growth of information. IT becomes more critical in leading business innovation and transformation. IT has to reinvent itself to exemplify proficiency in planning, designing, innovating, and building the new business model, as well as refining or scaling IT digital transformation. At today’s information-driven business dynamic, there’s no shortage of problems to tackle, it’s all about to be able to get all the way to the task, to see it from all interests. CIOs need to be bold and innovative, define and refine IT to get digital ready.
  • CIOs as "Chief Instrument Officer": Embracing the Creative Side of IT to Make Digital Leap? Many traditional IT organizations are perceived as a support center or an isolated function with “geeky image,” equipped with monolithic hardware, led via command and control management style, suffered from overloading tasks and even experienced the “brain drain.” Nowadays, IT is impacting every business unit and is becoming the driver of the business change and digital transformation. Besides scientific nature, how to embrace the creative side of IT to reinvent its contemporary image and make the digital leap?

  • CIOs as "Chief Instrument Officer": Three Aspects to Run IT with Digital Balance: Organizations large and small are heading to digital transformation; IT has been pushed out of its comfort zone as back office and become a frontrunner in such a business transformation. Thus, IT cannot just keep “We always do things like that” mentality, and explore the new possibilities. IT has to strike the right balance of achieving operational excellence from the transactional perspective and making a leap of digitalization from the transformational lens


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

The “Future of CIO” Blog has reached 2.2 million page views with about #4200th 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.

CIOs as “Chief Investment Officer”: How to Measure IT Performance and Assess IT Investment Right?

Continually accelerating changes in IT digitalization requires faster responses and better performance metrics.

IT investment now is a strategic imperative for a forward-looking business to pursue the growth, the company needs to continue to review upon the ROI of existing IT investment, the maturity of IT performance, how well can IT investment unleash the digital potential of the entire business. And how to make an objective IT investment and IT performance assessment via initiating sophisticated questions, setting right metrics, and measure them in the right way?



Do you know why you are collecting the metrics? Don't collect metrics for the sake of collecting metrics. Assess metrics from IT investment and IT performance perspective. When you think of "IT performance," what comes to mind?  IT effectiveness or efficiency, operational excellence such as customer satisfaction, or strategic value such as competitive advantage, leadership edge, or cultural niche? When you think metrics from IT investment perspective, what comes to mind? Ask whether the metrics can reveal anything meaningful for the identified purpose. Identify the purpose of the information and the stakeholders who will use it. Understand measurement from outside-in shareholders’ perspective. The well-selected set of metrics are those used to inform the business of multidimensional IT performance and value, with the goal to change the business perception of IT as a cost center. Diagnose the current IT problems -  There are quantifiable elements such as inefficiencies which can be brought to light and the qualitative elements such as ineffectiveness that there is a disconnect between IT and the business.


How to give those responsible for collecting the metrics a reason for doing so, and also do it in the right way? Companies are highly dependent on IT executives who make the proposal to change or replace the technology based on the need for the business. IT should continue to review upon the ROI of existing IT investment, whether depreciated life cycle is completed or not; whether new technology/ product mature enough in the business market to adopt. Information & Technology are one of the most invaluable assets in the business right now. Applying the right procedures and policies to asset management allows IT to create a realistic budget with few surprises, and keep best practices to adapt to “continuous changes.” Thus, CIOs as “Chief Investment Officer” need to ask themselves as well as those who take responsibility for measuring:
-What efficiency and revenue generation opportunities are supported or delivered by IT?
-How does IT impact customer retention?
-How can IT have a "P&L" even if it’s only for communication purposes?
-How can IT impact business metrics like RONA, depend on the nature of the business?

How to ensure management buy-in for the metrics collection process? Define the right set of Key Performance Indicators which can reflect the progress for the long-term goals of the firm. The board or business management will buy-in when the metrics can clearly present the tangible business result from IT investment, and persuade them that IT is a strategic asset. Performance metrics are numbers in context, results related to the strategic goals of the business. One of biggest pitfalls for IT performance measurement is measuring the “part” with ignorance of the “whole.” Company management is more interested in the business’s overall performance, not just IT performance. The top metrics which is of interest to top executive management are either ROI, ROE, RONA or business growth. On the ROI side, there are metrics that could be used and monetized. The way the KPI is measured needs to be an accurate reflection of the behavior the firm is looking to exhibit.

Continually accelerating changes in IT digitalization requires faster responses and better performance metrics. IT leaders need to play the number game wisely to present IT value proposition on how to increase revenue, reduce cost, improve service/solutions, manage risks, both accelerate business performance and realize digital potential seamlessly.

Friday, November 17, 2017

The Monthly “Dot Connections: Interdisciplinary Dots Connection Nov. 2017

There are multiple viewpoints to understand digital, and there is no one size fits all formula for digital transformation.


The effects of an increasingly digitalized world are now reaching into every corner of businesses and every aspect of organizations. There are many views to understand digitalization, and there is no one size fits all formula to pursue it. Each organization just has to connect the dots, "walk the talk," and explore their own way, start creating their own strategy and build their own differentiated business competency and “integrated whole,” to get digital ready.  

               Interdisciplinary Dots Connection



Entrepreneurship vs. Art?  The basic principle of business is to make some monetary profit, whereas the basic principle of Art is simply to express feelings. So what’s the correlation between business and art? Is it difficult to move the needle on perspectives and long-accepted assumptions about artists and businessmen?
Knowledge vs. Imagination Perhaps it is another chicken and the egg debate: Knowledge vs. Imagination, which one is more important? There is no imagination without knowledge, and there is no knowledge without imagination. Putting information in a human memory is not similar to data storage, as you have to sort through,  transform it into the knowledge, and abstract the insight or recreate the new knowledge at the advanced level.
Science vs. Spiritualism  Science hasn't yet to quantify and rationalize things like the human spirit, consciousness, evolution, and quantum particle characteristics. The deeper down the rabbit hole they seem to go, the more perplexed they become. Spiritualism usually implies the existing or the 'calling up' of the paranormal, mediums, communication.
Science vs. Philosophy "Philosophy is the history of ideas and an ongoing inquiry into the nature of things based on abstract reasoning rather than empirical methods. Philosophy involves examining basic concepts such as truth, existence, reality, causality, and freedom. Philosophy comprises logic, aesthetics, ethics, metaphysics, ontology, and epistemology. And science, which was formerly labeled natural philosophy, is now studied separately. Talking about science, it claims to be based on two types of reasoning (a). Inductive: If something has been happening in a particular fashion since time immemorial, it will keep on happening in the same way. (b). Deductive: These are deduced from inductive laws by using a toolkit called mathematics. Science vs. Philosophy, are they competitive or compatible disciplines, and how to leverage them in solving complex problems.
 Brain Plasticity vs. Computer “Plasticity” Brain plasticity, also known as neuroplasticity or cortical remapping, is a term that refers to the brain's ability to change and adapt as a result of experience. (about.com). We can "build" new neural pathways, increase the overall density of the "neural map" and synapses, etc.
The “Future of CIO” Blog has reached 2 million page views with about #4200th 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.

Transaction vs. Transformation

Digital organizations today have to strike the right balance of being transactional to keep spinning and being transformational to make a leap.

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.


Transaction is about HOW, Transformation is about WHY and WHAT: Transformation is the leapfrogging changes, implying the fundamental changes from collective mentalities to underlying functions and processes. “Being transactional" refers to operational activities, taking an input at one end and churning it out at the other with processes in between. "Being Transformational" means redesigning existing transactions to something new, being innovative and creative; it also introduces completely new transactions hopefully with a strategy that serves the organization well. It's easy enough to churn out the same old things even with minor modifications but to undertake real transformational change requires innovative leadership, technical know-how, and step-wise approach.


The transaction follows cookbook vs. transformation needs to rewrite the playbook: The transactional business capabilities are usually operation driven, following the cookbook to keep the lights on and improve business efficiency. Digital transformation needs the new playbook with updated principles to guide through. Where transactional or operational capability usually makes only minor adjustments in the organization’s, structure, and management, etc., it often takes the linear step for tuning the enterprise machine and ensure it keeps spinning. Transformative activities can build differentiated business competency and make a leap of digital transformation. Transaction-driven operational management may be viewing things from a single side internally and transformation-driven strategic management takes a holistic view of things both internally and externally as the way of coming up with actions that will improve organizational performance and conformance in order to achieve the set goals. On the other hand, transformational capability creates something new out of something old, reach the new horizon out of an old vision. So, the transformational capability is the ability to work across disciplines to solve complex problems with contextual understanding and systematic approach. It helps to expand the organization’s horizon and elevate the business up to the next level of maturity. Transformational capability evokes fundamental evolutions in the basic political and cultural systems of the organization for achieving the high -performance business results.


A transaction seeks continuity, a transformation seeks opportunity: In the digital era, we will be confronting a number of high-complex problems in the hyper-connected world, the business solutions will require an integration of different sets of knowledge and digital fluency across multiple disciplines. The transaction is to do things right; transformation is to do a right thing. A transaction is inside a box; a transformation might need work cross boxes. A transaction has a short-range view; a transformation has a long-range perspective. A transaction follows standard operating procedures. A transformation needs strategic guideline and policy. A transaction seeks continuity, a transformation seeks opportunity and change. A transaction focuses on a bottom line; a transformation is on the horizon. A transaction focuses on goals for improvement. A transformation focuses on goals of innovation. A transaction is tactics, a transformation is a strategy.

The organizational management short-sightedness and running the business in a transactional mode only can cause digital ineffectiveness in the long run. Digital organizations today have to strike the right balance of being transactional to keep spinning and being transformational to make a leap.