Pearl Zhu's Blog, page 1318
July 13, 2016
"CIO Master" Book Tuning XXXXXXVI: Three Learning Lessons to Harness IT and Business Relationship
IT needs to share valuable lessons in building close companionship with the business peers, customers, and partners.
Digital is about breaking down silo thinking and harness cross-functional communication and collaboration. Although, many say, the gaps between business and IT are actually enlarged because the different function of the business takes the pace with varying speed in digital transformation. The laggard would drag down the speed of change in the business as a whole. Hence, it’s important to build up a trust relationship between functions, between functional leaders, and between leaders and employees. Without good business relationships, every decision becomes an argument. The deeper the trust - the more valuable the relationship. In order to bridge the gaps between business and IT, which learning lessons IT should share to harness cross-functional collaboration and improve organizational agility and maturity?
Quick Wins: Most IT organizations get stuck at the lower level of maturity, they have been perceived as cost centers by the business partners. Often times, there are a lot of projects/activities going on in an organization, IT is often overloaded and under delivery. Therefore, to build a trust relationship, presenting IT value and sharing some success stories of quick wins are significantly important. For example, from IT management perspective, a CIO might be interested in a summary of the IT ROI and TCO as a business case for change. Regardless of the analysis and design, and numerous spreadsheets of proven tangible and intangible benefits of IT project portfolio, an abstraction is created to convey the business value of change, identify and reap some quick wins to present IT values to the business. In practice, there are a lot of objects, components, and web services being created, however, the context for those IT initiatives is not clear. To reap some low hanging fruit and get some quick wins, IT needs to create a decent business capability map and use that to frame these activities or artifacts. Then IT management can use the capability map to drive portfolio management, and IT leaders can set the right priority, do the gap analysis and find a solution, demonstrate the value via showing some quick wins.
Learning from failures: At the age of innovation, failure is seen as a fruit full of experience. Failure is part of innovation. It depends on how you read failure. Part of being a leader is taking the risk. If you take risks in doing innovation, you are going to fail at some of them. The point is to fail fast and fail forward. Learning from others’ mistakes, also share the failure lessons with others are the great way to harness communication and build trust relationships. The other condition necessary to make failure a learning opportunity is self-insight. It is the insight into the cause of the failure and the alternative courses of action that could have been pursued that makes it a real “lesson learned.” What makes leaders successful is what they do after they fail at something. What gives them the chance to do something else. The point is always to learn from the failure and fail forward. From self-insight to shared insight, innovation lessons can be scaled up more seamlessly. Without the shared insight, the likelihood of the same situation repeating itself again in the future is higher. Through the insight shared and lessons learned from failures, IT and business can work more closely to avoid innovation pitfalls and achieve common business goals with accelerated speed.
Innovation dilemma: Digital is the age of innovation. Digital innovation expands the horizon, with the full spectrum of disciplines and practices: from incremental, evolutionary innovation to radical or disruptive innovation, from the "hard innovations," such as products/services/process innovation, to "soft innovations," such as management/ communication/culture innovation, etc. In order to manage a full innovation portfolio effectively, the IT and business partners need to share and deal with the innovation dilemmas constantly. Because whether an organization is more or less innovative depends on the clarity and precision with which its purpose is developed, understood and disseminated; and the extent to which people can buy into a realizable vision which contains the imperative to innovate. Further, breaking outdated rules is indeed an important part of creativity; on the other side, to get the best results, you need to structure creative processes by setting certain rules. For instance, depending on where you are in the process, you might want to ‘force’ people to rephrase a challenge, let them view an idea from different perspectives, and set certain rules to stay focus on managing innovation efficiently. Digital organizations can become hyper-connected and "super-creative" via dealing with innovation dilemma collectively. It seems that the more integrated and culturally based innovation or imagination is, the more sustainable and productive such initiatives are.
IT needs to attribute business value to its company in building close companionship with the business peers, customers, and partners, to advancing highly effective IT leadership, also in developing multi-dimensional views of KPIs that show how IT is improving business and enforcing business competency for long-term prosperity. More than technology, the effective relationship can bridge business success. Still, the professional relationship goes beyond 'buddy' type. The better your management skills are, the more you will be appreciated and the more productive your ideas will become, and the organization as a whole will become an integrated, agile and high mature digital leader.
CIO Master Order Link on Amazon CIO Master Ordre Link on Barner & Noble CIO Master Order Link On IBooks “CIO Master” Book Preview Quote Collection III “CIO Master” Book Preview Quote Collection II “CIO Master” Book Preview Quote Collection I, Slideshare Presentation “CIO Master” Book Preview Conclusion Running IT as Digital Transformer “CIO Master” Book Preview: Chapter 9 IT Agility “CIO Master” Book Preview: Chapter 8 Three "P"s in Running Digital IT “CIO Master” Book Preview: Chapter 7 IT Innovation Management “CIO Master” Book Preview: Chapter 6 Digital Strategy-Execution Continuum "CIO Master” Book Preview: Chapter 5 Thirteen Digital Flavored IT “CIO Master” Book Preview: Chapter 4 CIO as Talent Master Introduction “CIO Master” Book Preview: Chapter 3 “CIOs as Change Agent” Introduction “CIO Master” Book Preview: Chapter 2 “CIOs as Digital Visionary” Introduction “CIO Master” Book Preview: Chapter 1 “Twelve Digital CIO Personas” Introduction "CIO Master - Unleash the Digital Potential of IT" Introduction "CIO Master - Unleash the Digital Potential of IT" Book Preview
Follow us at: @Pearl_Zhu
Digital is about breaking down silo thinking and harness cross-functional communication and collaboration. Although, many say, the gaps between business and IT are actually enlarged because the different function of the business takes the pace with varying speed in digital transformation. The laggard would drag down the speed of change in the business as a whole. Hence, it’s important to build up a trust relationship between functions, between functional leaders, and between leaders and employees. Without good business relationships, every decision becomes an argument. The deeper the trust - the more valuable the relationship. In order to bridge the gaps between business and IT, which learning lessons IT should share to harness cross-functional collaboration and improve organizational agility and maturity?
Quick Wins: Most IT organizations get stuck at the lower level of maturity, they have been perceived as cost centers by the business partners. Often times, there are a lot of projects/activities going on in an organization, IT is often overloaded and under delivery. Therefore, to build a trust relationship, presenting IT value and sharing some success stories of quick wins are significantly important. For example, from IT management perspective, a CIO might be interested in a summary of the IT ROI and TCO as a business case for change. Regardless of the analysis and design, and numerous spreadsheets of proven tangible and intangible benefits of IT project portfolio, an abstraction is created to convey the business value of change, identify and reap some quick wins to present IT values to the business. In practice, there are a lot of objects, components, and web services being created, however, the context for those IT initiatives is not clear. To reap some low hanging fruit and get some quick wins, IT needs to create a decent business capability map and use that to frame these activities or artifacts. Then IT management can use the capability map to drive portfolio management, and IT leaders can set the right priority, do the gap analysis and find a solution, demonstrate the value via showing some quick wins.
Learning from failures: At the age of innovation, failure is seen as a fruit full of experience. Failure is part of innovation. It depends on how you read failure. Part of being a leader is taking the risk. If you take risks in doing innovation, you are going to fail at some of them. The point is to fail fast and fail forward. Learning from others’ mistakes, also share the failure lessons with others are the great way to harness communication and build trust relationships. The other condition necessary to make failure a learning opportunity is self-insight. It is the insight into the cause of the failure and the alternative courses of action that could have been pursued that makes it a real “lesson learned.” What makes leaders successful is what they do after they fail at something. What gives them the chance to do something else. The point is always to learn from the failure and fail forward. From self-insight to shared insight, innovation lessons can be scaled up more seamlessly. Without the shared insight, the likelihood of the same situation repeating itself again in the future is higher. Through the insight shared and lessons learned from failures, IT and business can work more closely to avoid innovation pitfalls and achieve common business goals with accelerated speed.
Innovation dilemma: Digital is the age of innovation. Digital innovation expands the horizon, with the full spectrum of disciplines and practices: from incremental, evolutionary innovation to radical or disruptive innovation, from the "hard innovations," such as products/services/process innovation, to "soft innovations," such as management/ communication/culture innovation, etc. In order to manage a full innovation portfolio effectively, the IT and business partners need to share and deal with the innovation dilemmas constantly. Because whether an organization is more or less innovative depends on the clarity and precision with which its purpose is developed, understood and disseminated; and the extent to which people can buy into a realizable vision which contains the imperative to innovate. Further, breaking outdated rules is indeed an important part of creativity; on the other side, to get the best results, you need to structure creative processes by setting certain rules. For instance, depending on where you are in the process, you might want to ‘force’ people to rephrase a challenge, let them view an idea from different perspectives, and set certain rules to stay focus on managing innovation efficiently. Digital organizations can become hyper-connected and "super-creative" via dealing with innovation dilemma collectively. It seems that the more integrated and culturally based innovation or imagination is, the more sustainable and productive such initiatives are.
IT needs to attribute business value to its company in building close companionship with the business peers, customers, and partners, to advancing highly effective IT leadership, also in developing multi-dimensional views of KPIs that show how IT is improving business and enforcing business competency for long-term prosperity. More than technology, the effective relationship can bridge business success. Still, the professional relationship goes beyond 'buddy' type. The better your management skills are, the more you will be appreciated and the more productive your ideas will become, and the organization as a whole will become an integrated, agile and high mature digital leader.
CIO Master Order Link on Amazon CIO Master Ordre Link on Barner & Noble CIO Master Order Link On IBooks “CIO Master” Book Preview Quote Collection III “CIO Master” Book Preview Quote Collection II “CIO Master” Book Preview Quote Collection I, Slideshare Presentation “CIO Master” Book Preview Conclusion Running IT as Digital Transformer “CIO Master” Book Preview: Chapter 9 IT Agility “CIO Master” Book Preview: Chapter 8 Three "P"s in Running Digital IT “CIO Master” Book Preview: Chapter 7 IT Innovation Management “CIO Master” Book Preview: Chapter 6 Digital Strategy-Execution Continuum "CIO Master” Book Preview: Chapter 5 Thirteen Digital Flavored IT “CIO Master” Book Preview: Chapter 4 CIO as Talent Master Introduction “CIO Master” Book Preview: Chapter 3 “CIOs as Change Agent” Introduction “CIO Master” Book Preview: Chapter 2 “CIOs as Digital Visionary” Introduction “CIO Master” Book Preview: Chapter 1 “Twelve Digital CIO Personas” Introduction "CIO Master - Unleash the Digital Potential of IT" Introduction "CIO Master - Unleash the Digital Potential of IT" Book Preview
Follow us at: @Pearl_Zhu
"CIO Master" Book Tuning XXXXXXV: Three Learning Lessons to Harness IT and Business Relationship
IT needs to attribute business value to its company in building close companionship with the business peers, customers, and partners.
Digital is about breaking down silo thinking and harness cross-functional communication and collaboration. Although, many say, the gaps between business and IT are actually enlarged because the different function of the business takes the pace with varying speed in digital transformation. The laggard would drag down the speed of change in the business as a whole. Hence, it’s important to build up a trust relationship between functions, between functional leaders, and between leaders and employees. Without good business relationships, every decision becomes an argument. The deeper the trust - the more valuable the relationship. In order to bridge the gaps between business and IT, which learning lessons IT should share to harness cross-functional collaboration and improve organizational agility and maturity?
Quick Wins: Most IT organizations get stuck at the lower level of maturity, they have been perceived as cost centers by the business partners. Often times, there are a lot of projects/activities going on in an organization, IT is often overloaded and under delivery. Therefore, to build a trust relationship, presenting IT value and sharing some success stories of quick wins are significantly important. For example, from IT management perspective, a CIO might be interested in a summary of the IT ROI and TCO as a business case for change. Regardless of the analysis and design, and numerous spreadsheets of proven tangible and intangible benefits of IT project portfolio, an abstraction is created to convey the business value of change, identify and reap some quick wins to present IT values to the business. In practice, there are a lot of objects, components, and web services being created, however, the context for those IT initiatives is not clear. To reap some low hanging fruit and get some quick wins, IT needs to create a decent business capability map and use that to frame these activities or artifacts. Then IT management can use the capability map to drive portfolio management, and IT leaders can set the right priority, do the gap analysis and find a solution, demonstrate the value via showing some quick wins.
Learning from failures: At the age of innovation, failure is seen as a fruit full of experience. Failure is part of innovation. It depends on how you read failure. Part of being a leader is taking the risk. If you take risks in doing innovation, you are going to fail at some of them. The point is to fail fast and fail forward. Learning from others’ mistakes, also share the failure lessons with others are the great way to harness communication and build trust relationships. The other condition necessary to make failure a learning opportunity is self-insight. It is the insight into the cause of the failure and the alternative courses of action that could have been pursued that makes it a real “lesson learned.” What makes leaders successful is what they do after they fail at something. What gives them the chance to do something else. The point is always to learn from the failure and fail forward. From self-insight to shared insight, innovation lessons can be scaled up more seamlessly. Without the shared insight, the likelihood of the same situation repeating itself again in the future is higher. Through the insight shared and lessons learned from failures, IT and business can work more closely to avoid innovation pitfalls and achieve common business goals with accelerated speed.
Innovation dilemma: Digital is the age of innovation. Digital innovation expands the horizon, with the full spectrum of disciplines and practices: from incremental, evolutionary innovation to radical or disruptive innovation, from the "hard innovations," such as products/services/process innovation, to "soft innovations," such as management/ communication/culture innovation, etc. In order to manage a full innovation portfolio effectively, the IT and business partners need to share and deal with the innovation dilemmas constantly. Because whether an organization is more or less innovative depends on the clarity and precision with which its purpose is developed, understood and disseminated; and the extent to which people can buy into a realizable vision which contains the imperative to innovate. Further, breaking outdated rules is indeed an important part of creativity; on the other side, to get the best results, you need to structure creative processes by setting certain rules. For instance, depending on where you are in the process, you might want to ‘force’ people to rephrase a challenge, let them view an idea from different perspectives, and set certain rules to stay focus on managing innovation efficiently. Digital organizations can become hyper-connected and "super-creative" via dealing with innovation dilemma collectively. It seems that the more integrated and culturally based innovation or imagination is, the more sustainable and productive such initiatives are.
IT needs to attribute business value to its company in building close companionship with the business peers, customers, and partners, to advancing highly effective IT leadership, also in developing multi-dimensional views of KPIs that show how IT is improving business and enforcing business competency for long-term prosperity. More than technology, the effective relationship can bridge business success. Still, the professional relationship goes beyond 'buddy' type. The better your management skills are, the more you will be appreciated and the more productive your ideas will become, and the organization as a whole will become an integrated, agile and high mature digital leader.
CIO Master Order Link on Amazon CIO Master Ordre Link on Barner & Noble CIO Master Order Link On IBooks “CIO Master” Book Preview Quote Collection III “CIO Master” Book Preview Quote Collection II “CIO Master” Book Preview Quote Collection I, Slideshare Presentation “CIO Master” Book Preview Conclusion Running IT as Digital Transformer “CIO Master” Book Preview: Chapter 9 IT Agility “CIO Master” Book Preview: Chapter 8 Three "P"s in Running Digital IT “CIO Master” Book Preview: Chapter 7 IT Innovation Management “CIO Master” Book Preview: Chapter 6 Digital Strategy-Execution Continuum "CIO Master” Book Preview: Chapter 5 Thirteen Digital Flavored IT “CIO Master” Book Preview: Chapter 4 CIO as Talent Master Introduction “CIO Master” Book Preview: Chapter 3 “CIOs as Change Agent” Introduction “CIO Master” Book Preview: Chapter 2 “CIOs as Digital Visionary” Introduction “CIO Master” Book Preview: Chapter 1 “Twelve Digital CIO Personas” Introduction "CIO Master - Unleash the Digital Potential of IT" Introduction "CIO Master - Unleash the Digital Potential of IT" Book Preview
Follow us at: @Pearl_Zhu
Digital is about breaking down silo thinking and harness cross-functional communication and collaboration. Although, many say, the gaps between business and IT are actually enlarged because the different function of the business takes the pace with varying speed in digital transformation. The laggard would drag down the speed of change in the business as a whole. Hence, it’s important to build up a trust relationship between functions, between functional leaders, and between leaders and employees. Without good business relationships, every decision becomes an argument. The deeper the trust - the more valuable the relationship. In order to bridge the gaps between business and IT, which learning lessons IT should share to harness cross-functional collaboration and improve organizational agility and maturity?
Quick Wins: Most IT organizations get stuck at the lower level of maturity, they have been perceived as cost centers by the business partners. Often times, there are a lot of projects/activities going on in an organization, IT is often overloaded and under delivery. Therefore, to build a trust relationship, presenting IT value and sharing some success stories of quick wins are significantly important. For example, from IT management perspective, a CIO might be interested in a summary of the IT ROI and TCO as a business case for change. Regardless of the analysis and design, and numerous spreadsheets of proven tangible and intangible benefits of IT project portfolio, an abstraction is created to convey the business value of change, identify and reap some quick wins to present IT values to the business. In practice, there are a lot of objects, components, and web services being created, however, the context for those IT initiatives is not clear. To reap some low hanging fruit and get some quick wins, IT needs to create a decent business capability map and use that to frame these activities or artifacts. Then IT management can use the capability map to drive portfolio management, and IT leaders can set the right priority, do the gap analysis and find a solution, demonstrate the value via showing some quick wins.
Learning from failures: At the age of innovation, failure is seen as a fruit full of experience. Failure is part of innovation. It depends on how you read failure. Part of being a leader is taking the risk. If you take risks in doing innovation, you are going to fail at some of them. The point is to fail fast and fail forward. Learning from others’ mistakes, also share the failure lessons with others are the great way to harness communication and build trust relationships. The other condition necessary to make failure a learning opportunity is self-insight. It is the insight into the cause of the failure and the alternative courses of action that could have been pursued that makes it a real “lesson learned.” What makes leaders successful is what they do after they fail at something. What gives them the chance to do something else. The point is always to learn from the failure and fail forward. From self-insight to shared insight, innovation lessons can be scaled up more seamlessly. Without the shared insight, the likelihood of the same situation repeating itself again in the future is higher. Through the insight shared and lessons learned from failures, IT and business can work more closely to avoid innovation pitfalls and achieve common business goals with accelerated speed.
Innovation dilemma: Digital is the age of innovation. Digital innovation expands the horizon, with the full spectrum of disciplines and practices: from incremental, evolutionary innovation to radical or disruptive innovation, from the "hard innovations," such as products/services/process innovation, to "soft innovations," such as management/ communication/culture innovation, etc. In order to manage a full innovation portfolio effectively, the IT and business partners need to share and deal with the innovation dilemmas constantly. Because whether an organization is more or less innovative depends on the clarity and precision with which its purpose is developed, understood and disseminated; and the extent to which people can buy into a realizable vision which contains the imperative to innovate. Further, breaking outdated rules is indeed an important part of creativity; on the other side, to get the best results, you need to structure creative processes by setting certain rules. For instance, depending on where you are in the process, you might want to ‘force’ people to rephrase a challenge, let them view an idea from different perspectives, and set certain rules to stay focus on managing innovation efficiently. Digital organizations can become hyper-connected and "super-creative" via dealing with innovation dilemma collectively. It seems that the more integrated and culturally based innovation or imagination is, the more sustainable and productive such initiatives are.
IT needs to attribute business value to its company in building close companionship with the business peers, customers, and partners, to advancing highly effective IT leadership, also in developing multi-dimensional views of KPIs that show how IT is improving business and enforcing business competency for long-term prosperity. More than technology, the effective relationship can bridge business success. Still, the professional relationship goes beyond 'buddy' type. The better your management skills are, the more you will be appreciated and the more productive your ideas will become, and the organization as a whole will become an integrated, agile and high mature digital leader.
CIO Master Order Link on Amazon CIO Master Ordre Link on Barner & Noble CIO Master Order Link On IBooks “CIO Master” Book Preview Quote Collection III “CIO Master” Book Preview Quote Collection II “CIO Master” Book Preview Quote Collection I, Slideshare Presentation “CIO Master” Book Preview Conclusion Running IT as Digital Transformer “CIO Master” Book Preview: Chapter 9 IT Agility “CIO Master” Book Preview: Chapter 8 Three "P"s in Running Digital IT “CIO Master” Book Preview: Chapter 7 IT Innovation Management “CIO Master” Book Preview: Chapter 6 Digital Strategy-Execution Continuum "CIO Master” Book Preview: Chapter 5 Thirteen Digital Flavored IT “CIO Master” Book Preview: Chapter 4 CIO as Talent Master Introduction “CIO Master” Book Preview: Chapter 3 “CIOs as Change Agent” Introduction “CIO Master” Book Preview: Chapter 2 “CIOs as Digital Visionary” Introduction “CIO Master” Book Preview: Chapter 1 “Twelve Digital CIO Personas” Introduction "CIO Master - Unleash the Digital Potential of IT" Introduction "CIO Master - Unleash the Digital Potential of IT" Book Preview
Follow us at: @Pearl_Zhu
Three Learning Lessons to Harness IT and Business Relationship
Digital is about breaking down silo thinking and harness cross-functional communication and collaboration. Although, many say, the gaps between business and IT are actually enlarged because the different function of the business takes the different pace of digital transformation. The laggard would drag down the speed of change in the business. Hence, it’s important to build up a trust relationship between functions, without t good business relationships, every decision becomes an argument. The deeper the trust - the more valuable the relationship. Which learning lessons IT could share to harness cross-functional collaboration and improve organizational agility and maturity?
Quick Wins: Most IT organizations get stuck at the lower level of maturity, they have been perceived as cost centers by the business partners. Often times, there are a lot of projects/activities going on in an organization.Therefore, to build trust relationship, present IT value and share some success stories of quick win is significantly important. For example, a CIO might be interested in a summary of the IT ROI and TCO as a business case for change. Regardless of the analysis and design, and numerous spreadsheets of proven tangible and intangible benefits of IT project portfolio, an abstraction is created to convey to the business the value of change, identify and reap some quick wins. There are a lot of objects, components, and web services being created, however, the context for those IT initiatives is not clear. To reap some low hanging fruit and get some quick wins, IT needs to create a decent business capability map and use that to frame these activities or artifacts. Then IT management can use the capability map to drive portfolio management, and IT leaders can set the right priority, do the gap analysis and find a solution, demonstrate the value via showing some quick wins.
Learning from Failures:At the age of innovation, failure is seen as a fruit full of experience. Failure is part of innovation. It depends on how you read failure. The point is to fail fast and fail forward. Learning from others’ mistakes, also share the failure lessons with others are the great way to harness communication and build trust relationships. The other condition necessary to make failure a learning opportunity is self-insight. It is the insight into the cause of the failure and the alternative courses of action that could have been pursued that makes it a real “lesson learned.”Part of being a leader is taking the risk. If you take risks in doing innovation, you are going to fail at some of them. What makes leaders successful is what they do after they fail at something. What gives them the chance to do something else. The point is always to learn from the failure and fail forward. Without the shared insight, the likelihood of the same situation repeating itself again in the future is higher. Through the insight shared and lessons learned from failures, IT and business can work more closely to avoid innovation pitfalls and achieve common business goals.
Innovation dilemma: Digital is the age of innovation. Digital innovation expands the horizon, with the full spectrum of approaches and practices, from radical, disruptive innovation, to incremental or evolutionary innovation; from the hard innovations, such as products/services/process innovation, to soft innovation, such as management/ communication/culture innovation, etc. In order to manage a full portfolio of innovation effectively, the IT and business partners need to share and deal with the innovation dilemmas constantly. Because whether an organization is more or less innovative depends on the clarity and precision with which its purpose is developed, understood and disseminated; and the extent to which people can buy into a realizable vision which contains the imperative to innovate. Further, breaking outdated rules is indeed an important part of creativity; however, to get the best results, you need to structure the creative process by setting certain rules. For instance, depending on where you are in the process, you might want to ‘force’ people to rephrase a challenge, let them view an idea from different perspectives, and set certain rules to manage innovation efficiently. Via dealing with innovation dilemma collectively, it seems that the more integrated and culturally based innovation or imagination is, the more sustainable and productive such initiatives are.
IT needs to attribute business value to its company in building close companionship with the business peers, customers, and partners, advance high effective IT leadership, also in developing multi-dimensional views of KPIs that show how IT is improving business and enforcing business competency for long-term prosperity. More than technology, the effective relationship can bridge business success. Still, the professional relationship goes beyond 'buddy' type. The better your management skills, the more you will be appreciated and the more productive your ideas will become, and the organization as a whole will become an integrated, agile and high mature digital leader.
Follow us at: @Pearl_Zhu
July 12, 2016
“Digital Valley” Book Tuning July, 2016
Wisdom is not a product of schooling but of the lifelong attempt to acquire it. - Albert Einstein
We live in the age of information abundance, there are lots of data, lots of information, lots of smarts, lots of ability, lots of attitudes, but very, very little wisdom. “How do we get wisdom”? It’s the century-old question, and obviously, nobody can provide a perfect answer. The book “Digital Valley” guides digital leaders and professionals to understand the multidimensional digital wisdom in making fair judgments and sound decisions on the daily basis. Also, inspire them to make a profound positive influence on both professional career and personal life.
“Digital Valley” Book Tuning: How to Achieve Decision Making Excellence? Making decision is one of the most significant tasks for leaders, managers and digital professionals today. There are strategic decisions, operational decisions, and tactical decisions. The reason decision making is often a difficult task because it is contextual and situational, it takes a unique individual to understand a situation and relate it to the present. There are many variables in complex decision making, there are tradeoffs you have to leverage, and there is no magic formula to follow. So what are some effective decision-making mentalities, which tools should you apply, and what processes are necessary to achieve decision-making excellence?
"Digital Valley" Book Tuning VIII Creativity vs. Insight Creativity is an innate process to create novel ideas, it is a type of “out-of-box” thinking; insight is thinking into the box after thinking out of the box. Creativity is a result of living in your intuitive space. It is an action or a reaction to the world. Insight is the deep intuitive understanding of things, and it often breaks through the conventional wisdom. Insight is not only about trying to "think outside the box," but an intuitive expression and alternative path that takes you wherever it needs to go, without boundaries, with the goal to think beyond the surface and break through conventional wisdom.
“Digital Valley” Book Tuning VII: Three Questions to Assess a Person’s Culture Wisdom? The definition of culture is “the mindsets, attitudes, feelings, values and behaviors that characterize and inform a group and its member.” There are organizational culture, community culture, societal culture, etc. From a business perspective, culture is the way how we think and do things around here. Culture wisdom is the type of intelligence for tolerance of ambiguity, and a set of capabilities such as learning agility, cultural flexibility, empathetic communication, complexity handling. Etc. Which questions should you ask to assess a person’s culture wisdom?
Three Aspects in Making Effective Decisions? At today’s digital new normal -uncertainty, complexity, velocity, and ambiguity, the capability to make effective decisions becomes a more crucial leadership competency. There is fuzziness in the decision because there is fuzziness in conflicting criteria. An effective decision can be defined as an action you take that is logically consistent with the alternative you perceive, the information you get and the preference you have. A decision is a plan to change something in your current situation. A"decision" has lots of connotations of finality. What seems to mark those good problems solvers out from others is their ability to frame issues, problems, and decision options and turn them into potential opportunities, tangible outcomes, and inspirational change & transformation. What are the logical steps in making effective decisions, though?
"Digital Valley" Book Tuning V: Three Causes of Innovation Blue Innovation is the light every organization is chasing, however, the majority of organizations still use innovation as a buzzword or treat innovation as a serendipity. They might put a lot of effort or make a big investment on it, but statistically, innovation management has very low percentage of success rate. Many organizations even experience innovation blue and suffer from innovation pitfalls. So what are the root causes of innovation fatigue or creativity brain drain, and how to improve innovation management effectiveness?
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 1.3 million page views with about #2900 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.
Follow us at: @Pearl_Zhu
We live in the age of information abundance, there are lots of data, lots of information, lots of smarts, lots of ability, lots of attitudes, but very, very little wisdom. “How do we get wisdom”? It’s the century-old question, and obviously, nobody can provide a perfect answer. The book “Digital Valley” guides digital leaders and professionals to understand the multidimensional digital wisdom in making fair judgments and sound decisions on the daily basis. Also, inspire them to make a profound positive influence on both professional career and personal life.
“Digital Valley” Book Tuning: How to Achieve Decision Making Excellence? Making decision is one of the most significant tasks for leaders, managers and digital professionals today. There are strategic decisions, operational decisions, and tactical decisions. The reason decision making is often a difficult task because it is contextual and situational, it takes a unique individual to understand a situation and relate it to the present. There are many variables in complex decision making, there are tradeoffs you have to leverage, and there is no magic formula to follow. So what are some effective decision-making mentalities, which tools should you apply, and what processes are necessary to achieve decision-making excellence?
"Digital Valley" Book Tuning VIII Creativity vs. Insight Creativity is an innate process to create novel ideas, it is a type of “out-of-box” thinking; insight is thinking into the box after thinking out of the box. Creativity is a result of living in your intuitive space. It is an action or a reaction to the world. Insight is the deep intuitive understanding of things, and it often breaks through the conventional wisdom. Insight is not only about trying to "think outside the box," but an intuitive expression and alternative path that takes you wherever it needs to go, without boundaries, with the goal to think beyond the surface and break through conventional wisdom.
“Digital Valley” Book Tuning VII: Three Questions to Assess a Person’s Culture Wisdom? The definition of culture is “the mindsets, attitudes, feelings, values and behaviors that characterize and inform a group and its member.” There are organizational culture, community culture, societal culture, etc. From a business perspective, culture is the way how we think and do things around here. Culture wisdom is the type of intelligence for tolerance of ambiguity, and a set of capabilities such as learning agility, cultural flexibility, empathetic communication, complexity handling. Etc. Which questions should you ask to assess a person’s culture wisdom?
Three Aspects in Making Effective Decisions? At today’s digital new normal -uncertainty, complexity, velocity, and ambiguity, the capability to make effective decisions becomes a more crucial leadership competency. There is fuzziness in the decision because there is fuzziness in conflicting criteria. An effective decision can be defined as an action you take that is logically consistent with the alternative you perceive, the information you get and the preference you have. A decision is a plan to change something in your current situation. A"decision" has lots of connotations of finality. What seems to mark those good problems solvers out from others is their ability to frame issues, problems, and decision options and turn them into potential opportunities, tangible outcomes, and inspirational change & transformation. What are the logical steps in making effective decisions, though?
"Digital Valley" Book Tuning V: Three Causes of Innovation Blue Innovation is the light every organization is chasing, however, the majority of organizations still use innovation as a buzzword or treat innovation as a serendipity. They might put a lot of effort or make a big investment on it, but statistically, innovation management has very low percentage of success rate. Many organizations even experience innovation blue and suffer from innovation pitfalls. So what are the root causes of innovation fatigue or creativity brain drain, and how to improve innovation management effectiveness?
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 1.3 million page views with about #2900 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.
Follow us at: @Pearl_Zhu
The Breadth and Depth of Tapping the Human Potential
Potential is about the ability to grow and develop into something in the future.There are physical potential, intellectual potential, and spiritual potential. How to unleash the abundance of human potential is perhaps one of the best rewarding arenas for the human society advancement. But it is the arena still full of myth. Metaphorically, human potential is like Spring Water, the deeper you dig, the more it flows out. Tapping human potential is also like drilling the oil, if explore too narrowly, you might never detect the right spot; if just touch the shallow field, you won’t get the right point neither. Tapping the limitless human potential is both art and science.
Expand the horizon - The breadth of talent exploration: The very theme for us is that our life is the journey with the knowledge we gain and the experience we accumulate, etc. The life journey is like the childhood game: draw the circle, paint the color, or connect the dots. The art is how big the circle you plan to draw. If it’s too small, it might never have enough wide dots to connect for sparking the fountain of creativity or make real impact on the surrounding; if it is too big, you might lose the focus, or run out of energy. Generally speaking, to identify a person’s potential, look for strong evidence of a desire to learn and to grow. High potential people are intellectually curious, with strong desire to learn and expand their horizon. Individuals showing potential are distinguished usually by their mastery of new roles quickly and effectively, learning more rapidly than their peers, more innovate. Every true digital pro is behind the curve on specific skill sets and wants to learn new stuff. The people who helped to shape our world are some of the broadest and innovative thinkers: The progress of the world is pushed forward by a select few who were applying agile techniques, using broad and diverse skills to create the impossible.
Deepen the understanding- Dive into the depth of knowledge and climb the insight pyramid: People start out broad and narrow. As they progress through their career, they start to become T-shaped, to climb the pyramid of information-knowledge-intelligence-insight-wisdom. Because knowing something is not equal to understanding it, understanding it doesn’t mean you can communicate and coach it effectively; teaching somethings also doesn’t mean you can innovate and co-create the new knowledge; being innovative doesn’t mean you can always capture the insight and gain wisdom via it. The higher you climb the knowledge pyramid with faster speed, the wiser you become. In order to tapping your potential, investigate your passion, discover your strength, define competency and build capabilities, established yourselves as very strong reputation in particular topic area. Strength needs to be built via continuous practices, and competencies are interrelated with the traits and expertise. Neither one overshadows the other, they complement each other.
Building a digital portfolio of coherent capabilities: Potential is about future performance, not past performance. How well does the individual continue to perform and grow in their current roles, how likely are they to take on new challenges at work, rapidly learn and grow into next-level roles, or roles that are expanded and redefined as business develops? High potential needs to be grown into high capability, such as change capability, problem-solving capability, creativity, etc. To identify potential and create an authentic culture to encourage employees’ growth, the talent management need pay more attention to those shining spots: Who can bring unique POVs, who can discover better way to solve problems, who can take extra miles to delight customers; who has the courage to debate with bosses with good constructive disruption, who is just unconventionally different, who is positive influencers for business culture? And who are those transformers to push the business up toward higher maturity? High potential employees are those who understands that learning is a lifetime experience, and then their experience will be a building block, but for the mediocre who don't set their mind to continuously learn every day, their experience will be a roadblock.
Does "human potential" begin and end with one individual? Or does it encompass collective potential? Individuals need to step outside the box and challenge perception, push themselves to the limit, their limit. It is only when all individuals challenge themselves and then come together as a group will we see real human potential achieved. High potential keeps learning for expanding the horizon with a growth mind, and they either demonstrate the positive attitude or constructive criticism to build a healthy or even creative workplace. As a society, we need to respect and encourage change, difference, and uniqueness. It is only then we will see 'Human potential' really show itself. As a society, we should be striving to create an environment that is egalitarian enough so every individual has, at least, the opportunity to actualize their potential and advance our society.
Follow us at: @Pearl_Zhu
"CIO Master" Book Tuning XXXXXV: IT Effects in Radical Digital
IT effects in radical digital is to be an integrator in knitting all important business factors, to improve business agility, flexibility, and innovation.
The organization’s digital transformation is not just about designing a fancy website, or playing the latest technological gadgets, but an overarching approach to optimize business processes, innovate business models, and digitize the touch points of customer experience. Digital strategy is a type of business strategy, enabled by information and technology. A strategy is always going to be driven top down whether a digital strategy has to incorporate disruption or not. But a digital strategy execution is no longer just the linear step, but a dynamic continuum, because it needs to evolve the emergent digital trends, make appropriate management adjustments, become customer-centric and make a continuous delivery. Digital technologies are disruptive forces of digital transformation, and IT plays a significant role in radical digital transformation.
A strategic CIO will craft cloud as part of IT strategy which is an integral element of corporate strategy. At the dawn of digital, IT plays as a service broker and a digital integrator to orchestrate business solutions not only serving internal customers but also improving end customers' touch point seamlessly. To do so, a CIO should be prepared to develop a holistic strategy to leverage internal, external, and hybrid clouds, and decide on a transformative or step-wise approach. It’s essential that the CIO is optimistic but prudent about moving functions to the cloud. Once the CIO is convinced that a particular function is suitable for a cloud initiative, he or she must be able to convincingly articulate business benefits to functional leaders in the C-suite. Examine the companies' needs to identify new business opportunities that will be most beneficial and will yield the best ROI. - Consider the cloud fit application in the IT portfolio as candidates to the cloud, and anticipate and address all potential IT GRC issues. Although failures in some percentage of new technology-enabled business models are guaranteed and sometimes, waiting for a little maturity can put later adopters on a preferable learning/cost curve. The point is to take a holistic approach, not just a few isolated practices, to leap a radical digital transformation.
IT leaders should set guidelines to adopt the enterprise social platforms and tools to enhance cross-functional communication and collaboration: The rise and advance of enterprise social technologies have the potential to dramatically alter the business information landscape and the organization’s ability to more effectively leverage corporate information and knowledge management, to break down functional silos and build the enhanced integration capabilities, and support connections and interactions between individuals and communities, between individuals and information assets, and to facilitate enterprise activities in all of their possible combinations. Enterprises that diagnose what’s wrong with internal collaboration and prescribe a many-to-many cure are trying to weave social networking into the information fabric in a complementary way. They are also working on the organizational aspects of creating incentives, reengineering processes, and leveraging collaboration tools to make information flow relevant to specific groups and individuals, and running a digital organization as a “living organic system,” not just the sum of mechanical pieces.
Information Management helps to optimize various business management, directly or indirectly related to long-term revenue: Data/Information Management is "the systematic selection, transformation, and presentation of data, through technological and quantitative processes with algorithmic methods, to automate or support business decisions." From noble business purpose perspective, data and information management can make a significant effect on multi-faceted aspects of the business. It includes traditional optimization, root cause analysis, and statistical analysis / machine learning / data mining to boost efficiency of marketing campaigns, price optimization, inventory management, finance and tax engineering, sales forecasts, product reliability, risk management, user retention, product design, spending analysis, employee retention and predicting success of new hires, competitive intelligence leveraging external data source, forecasting new trends based on automated analysis of user feedback and much more. Information Management can weave all crucial business elements to a set of differentiated enterprise capabilities to driving radical digital in a structural way. Besides the disruptive digital technology trends, IT effects in radical digital is to be an integrator in knitting all important business factors, to improve business agility, flexibility, and innovation; to deliver the tailored business solutions for accelerating digital shift and to empower employees with efficient tools to improve their productivity, and to achieve the ultimate goal of building a customer-centric digital organization.
CIO Master Order Link on Amazon CIO Master Ordre Link on Barner & Noble CIO Master Order Link On IBooks “CIO Master” Book Preview Quote Collection III “CIO Master” Book Preview Quote Collection II “CIO Master” Book Preview Quote Collection I, Slideshare Presentation “CIO Master” Book Preview Conclusion Running IT as Digital Transformer “CIO Master” Book Preview: Chapter 9 IT Agility “CIO Master” Book Preview: Chapter 8 Three "P"s in Running Digital IT “CIO Master” Book Preview: Chapter 7 IT Innovation Management “CIO Master” Book Preview: Chapter 6 Digital Strategy-Execution Continuum "CIO Master” Book Preview: Chapter 5 Thirteen Digital Flavored IT “CIO Master” Book Preview: Chapter 4 CIO as Talent Master Introduction “CIO Master” Book Preview: Chapter 3 “CIOs as Change Agent” Introduction “CIO Master” Book Preview: Chapter 2 “CIOs as Digital Visionary” Introduction “CIO Master” Book Preview: Chapter 1 “Twelve Digital CIO Personas” Introduction "CIO Master - Unleash the Digital Potential of IT" Introduction "CIO Master - Unleash the Digital Potential of IT" Book Preview Follow us at: @Pearl_Zhu
The organization’s digital transformation is not just about designing a fancy website, or playing the latest technological gadgets, but an overarching approach to optimize business processes, innovate business models, and digitize the touch points of customer experience. Digital strategy is a type of business strategy, enabled by information and technology. A strategy is always going to be driven top down whether a digital strategy has to incorporate disruption or not. But a digital strategy execution is no longer just the linear step, but a dynamic continuum, because it needs to evolve the emergent digital trends, make appropriate management adjustments, become customer-centric and make a continuous delivery. Digital technologies are disruptive forces of digital transformation, and IT plays a significant role in radical digital transformation.
A strategic CIO will craft cloud as part of IT strategy which is an integral element of corporate strategy. At the dawn of digital, IT plays as a service broker and a digital integrator to orchestrate business solutions not only serving internal customers but also improving end customers' touch point seamlessly. To do so, a CIO should be prepared to develop a holistic strategy to leverage internal, external, and hybrid clouds, and decide on a transformative or step-wise approach. It’s essential that the CIO is optimistic but prudent about moving functions to the cloud. Once the CIO is convinced that a particular function is suitable for a cloud initiative, he or she must be able to convincingly articulate business benefits to functional leaders in the C-suite. Examine the companies' needs to identify new business opportunities that will be most beneficial and will yield the best ROI. - Consider the cloud fit application in the IT portfolio as candidates to the cloud, and anticipate and address all potential IT GRC issues. Although failures in some percentage of new technology-enabled business models are guaranteed and sometimes, waiting for a little maturity can put later adopters on a preferable learning/cost curve. The point is to take a holistic approach, not just a few isolated practices, to leap a radical digital transformation.
IT leaders should set guidelines to adopt the enterprise social platforms and tools to enhance cross-functional communication and collaboration: The rise and advance of enterprise social technologies have the potential to dramatically alter the business information landscape and the organization’s ability to more effectively leverage corporate information and knowledge management, to break down functional silos and build the enhanced integration capabilities, and support connections and interactions between individuals and communities, between individuals and information assets, and to facilitate enterprise activities in all of their possible combinations. Enterprises that diagnose what’s wrong with internal collaboration and prescribe a many-to-many cure are trying to weave social networking into the information fabric in a complementary way. They are also working on the organizational aspects of creating incentives, reengineering processes, and leveraging collaboration tools to make information flow relevant to specific groups and individuals, and running a digital organization as a “living organic system,” not just the sum of mechanical pieces.
Information Management helps to optimize various business management, directly or indirectly related to long-term revenue: Data/Information Management is "the systematic selection, transformation, and presentation of data, through technological and quantitative processes with algorithmic methods, to automate or support business decisions." From noble business purpose perspective, data and information management can make a significant effect on multi-faceted aspects of the business. It includes traditional optimization, root cause analysis, and statistical analysis / machine learning / data mining to boost efficiency of marketing campaigns, price optimization, inventory management, finance and tax engineering, sales forecasts, product reliability, risk management, user retention, product design, spending analysis, employee retention and predicting success of new hires, competitive intelligence leveraging external data source, forecasting new trends based on automated analysis of user feedback and much more. Information Management can weave all crucial business elements to a set of differentiated enterprise capabilities to driving radical digital in a structural way. Besides the disruptive digital technology trends, IT effects in radical digital is to be an integrator in knitting all important business factors, to improve business agility, flexibility, and innovation; to deliver the tailored business solutions for accelerating digital shift and to empower employees with efficient tools to improve their productivity, and to achieve the ultimate goal of building a customer-centric digital organization. CIO Master Order Link on Amazon CIO Master Ordre Link on Barner & Noble CIO Master Order Link On IBooks “CIO Master” Book Preview Quote Collection III “CIO Master” Book Preview Quote Collection II “CIO Master” Book Preview Quote Collection I, Slideshare Presentation “CIO Master” Book Preview Conclusion Running IT as Digital Transformer “CIO Master” Book Preview: Chapter 9 IT Agility “CIO Master” Book Preview: Chapter 8 Three "P"s in Running Digital IT “CIO Master” Book Preview: Chapter 7 IT Innovation Management “CIO Master” Book Preview: Chapter 6 Digital Strategy-Execution Continuum "CIO Master” Book Preview: Chapter 5 Thirteen Digital Flavored IT “CIO Master” Book Preview: Chapter 4 CIO as Talent Master Introduction “CIO Master” Book Preview: Chapter 3 “CIOs as Change Agent” Introduction “CIO Master” Book Preview: Chapter 2 “CIOs as Digital Visionary” Introduction “CIO Master” Book Preview: Chapter 1 “Twelve Digital CIO Personas” Introduction "CIO Master - Unleash the Digital Potential of IT" Introduction "CIO Master - Unleash the Digital Potential of IT" Book Preview Follow us at: @Pearl_Zhu
IT Effects in Radical Digital
The organization’s digital transformation is not just about designing a fancy website, but an overarching approach to optimize business processes, innovate business models, and digitize the touch points of customer experience. Digital strategy is a type of business strategy, enabled by information and technology. A strategy is always going to be driven top down whether a digital strategy has to incorporate disruption or not. But a digital strategy execution is no longer just the linear step, but a dynamic continuum, because it needs to evolves the emergent digital trends, make appropriate adjustments, become customer-centric and make continuous delivery. Digital technologies are disruptive forces of digital transformation, here are IT effects in radical digital.
A strategic CIO will craft cloud as part of IT strategy which is an integral element of corporate strategy. At the dawn of digital, IT plays as service broker to orchestrate business solutions not only serving internal customers but also improving end customer's touch point seamlessly. To do so, a CIO should be prepared to develop a holistic strategy to leverage internal, external, and hybrid clouds, and decide on a transformative or step-wise approach. It’s essential that the CIO be optimistic but prudent about moving functions to the cloud. Once the CIO is convinced that a particular function is suitable for a cloud initiative, he or she must be able to convincingly articulate business benefits to functional leaders in the C-suite. Examine the company’s needs to identify new business opportunities that will be most beneficial and will yield the best ROI. - Consider the cloud fit application in the IT portfolio as candidates to the cloud, and anticipate and address all potential IT GRC issues. Although failures in some percentage of new technology-enabled business models are guaranteed and sometimes, waiting for a little maturity can put later adopters on a preferable learning/cost curve.
IT leaders should set guidelines to adopt the enterprise social platforms and tools to enhance cross-functional communication and collaboration: The rise and advance of enterprise social technologies have the potential to dramatically alter the business information landscape and the organization’s ability to more effectively leverage corporate information and knowledge management to break down functional silos and build the enhanced integration capabilities to support connections and interactions between individuals and communities, between individuals and information assets, and to facilitate enterprise activities in all of their possible combinations. Enterprises that diagnose what’s wrong with internal collaboration and prescribe a many-to-many cure are trying to weave social networking into the information fabric in a complementary way. They are also working on the organizational aspects of creating incentives, reengineering processes, and leveraging collaboration tools to make the information flows relevant to specific groups and individuals, and running a digital organization as a “living organic system,” not just the sum of mechanical pieces.
Information Management helps to optimize various business management, directly or indirectly related to long-term revenue: Data/Information Management s "the systematic selection, transformation, and presentation of data, through technological and quantitative processes with algorithmic methods, to automate or support business decisions." From noble business purpose perspective, data and information management can make a significant effect on multi-facet of the business. It includes traditional optimization, root cause analysis, and statistical analysis / machine learning / data mining to boost efficiency of marketing campaigns, price optimization, inventory management, finance and tax engineering, sales forecasts, product reliability, risk management, user retention, product design, spending analysis, employee retention and predicting success of new hires, competitive intelligence leveraging external data source, forecasting new trends based on automated analysis of user feedback and much more. Besides the disruptive digital technology trends, IT effects in radical digital is to be an integrator in knitting all important business factors, to improve business agility, flexibility, and innovation; to deliver the tailored business solutions for accelerating digital shift and to provide efficient tools to empower employees and improve their productivity, and to achieve the ultimate goal of building a customer-centric digital organization. Follow us at: @Pearl_Zhu
July 11, 2016
The Monthly Decision Making Insight July, 2016
Decision making is the arena across the art and science; gut feeling and data driven, confidence and humility.
Making a decision is one of the significant tasks for business leadership, however, the high ratio of strategic decisions have been made poorly and cause the catastrophic effect. How to avoid such decision pitfalls, to make effective decisions both strategically and tactically?
Decision-Making in Digital Way? One significant effect of digitization is increased velocity, complexity, unpredictability, and a need for a faster response to changes in business and industry based on effective and efficient decision making. How is that possible? What’s the digital way to make the right decision? And how to avoid the pitfalls to make bad decisions?
Five-Step Decision-making Scenario One of the most important tasks for management is to make decisions, however, across the sectors, many business leaders still make “gut feeling” only decisions all the time, what’re the logical scenario to make effective decisions? Technically, how shall you weigh in the data and gut feeling to make the effective decision at the right time?
Data or Process, Which is More Critical in Decision Making? Decision making is a daily challenge for most business leaders because organizations become over-complex, hyper-connected, uncertain and ambiguous. What is more important to effecting good decisions within your organization? A sound process? Or the "best" (reliable and relevant) data? What’s your best scenario to make effective decisions?
What's Your Decision-Making Style? Decision making is both the art and science, it takes both analytics and intuition; philosophy and methodology, substance and style. In order to make the best decisions, it is better having a mix of decision-making styles in the room. Can you spot the different types? Do you aim for a balanced representation of styles?
Information vs. Decision Making At today’s digital dynamic, information is abundant and even explosive, the business has become over-complex also hyper-connected, what’s the correlation between information and decision making. If data-decision pair works fine to advocate analytics based culture; as information is the processed data; and knowledge is processed information, how about information-decision pair? It's not necessarily information, but the business insight leads to the right decision making. So how to measure information accuracy as well as decision-making effectiveness?
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 1.3 million page views with about #2900 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.
Follow us at: @Pearl_Zhu
Making a decision is one of the significant tasks for business leadership, however, the high ratio of strategic decisions have been made poorly and cause the catastrophic effect. How to avoid such decision pitfalls, to make effective decisions both strategically and tactically?
Decision-Making in Digital Way? One significant effect of digitization is increased velocity, complexity, unpredictability, and a need for a faster response to changes in business and industry based on effective and efficient decision making. How is that possible? What’s the digital way to make the right decision? And how to avoid the pitfalls to make bad decisions?
Five-Step Decision-making Scenario One of the most important tasks for management is to make decisions, however, across the sectors, many business leaders still make “gut feeling” only decisions all the time, what’re the logical scenario to make effective decisions? Technically, how shall you weigh in the data and gut feeling to make the effective decision at the right time?
Data or Process, Which is More Critical in Decision Making? Decision making is a daily challenge for most business leaders because organizations become over-complex, hyper-connected, uncertain and ambiguous. What is more important to effecting good decisions within your organization? A sound process? Or the "best" (reliable and relevant) data? What’s your best scenario to make effective decisions?
What's Your Decision-Making Style? Decision making is both the art and science, it takes both analytics and intuition; philosophy and methodology, substance and style. In order to make the best decisions, it is better having a mix of decision-making styles in the room. Can you spot the different types? Do you aim for a balanced representation of styles?
Information vs. Decision Making At today’s digital dynamic, information is abundant and even explosive, the business has become over-complex also hyper-connected, what’s the correlation between information and decision making. If data-decision pair works fine to advocate analytics based culture; as information is the processed data; and knowledge is processed information, how about information-decision pair? It's not necessarily information, but the business insight leads to the right decision making. So how to measure information accuracy as well as decision-making effectiveness?
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 1.3 million page views with about #2900 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.
Follow us at: @Pearl_Zhu
CIO Master Book Tuning XXXXXXIV: How to Leverage IT to Enforce the Business Changeability
Change becomes a dynamic business capability in which IT is the key enabler.
Digital is all about CHANGE. One of the differentiated business capabilities is AGILITY. Being agile means anticipating likely change and addressing it deftly, keeping business on course and customers satisfied. Digital technology is the business enabler and the powerful force beneath the change. How to leverage IT to enforce the business changeability?
IT is like the business change engine: Change is a dance between the top management and the affected parts of the organization. Change Management is all about balancing the main elements impacting change such as people (the most important one), strategies, processes/ procedures and IT. And Change Management have to maintain and fix any imbalance in those elements by involving the executives in HR, IT, operations, and taking a structured approach, to make sure all of the management is on board and educated well on the change objectives and how to carry them out effectively. Organizations can make major leaps forward in change capability by involving the entire organization in major change efforts that support key business strategies to drive performance improvement. IT is not only the superglue but also the integrator to weave all important change elements seamlessly and make people change, process change, and technology change sustainable for the long term.
Change becomes a dynamic business capability in which IT is the key enabler: Change becomes a dynamic business capability, not just a one-time initiative or a static process. Continuous change has taken the form of rolling projects with several projects running simultaneously, and across several functional areas that often overlap. IT is at the unique position to oversight business processes, and thus, become an important change organization to improve the organization’s changeability and agility. The logical scenario to manage change life cycle and build change management capability includes the following steps a) develop the business justification about the change and determine demand and estimated pipeline. b) assess the current state of change capability with key elements such as people, process, and technology. c) Define the target change management capability via identifying the change gaps. d) Build change leadership team and source appropriate skills to deliver desired capability (internal / market / partners), also identify change agents within the business; educate champions and establish these as a key element for change management. e) Establish and enable change management team with efficient methodology, tools, products. f) Integrate change management into IT project management life cycles. g) Both reap quick win to demonstrate value, also sustain long-term change effort for business transformation.
Bridging the gap between IT and the business is an important issue about changes: It is important to first understand how much change capability is really required for the effort you are kicking off. Change Management from process management perspective, is also the effort to optimize business complexity. Organizations "become complex," not for their own amusement, they do it to respond to environments more proactively. There are many shades of corporate complexity, some are desired, such as design or connectivity, others are not, such as redundant applications or overly rigid processes, etc. Complexity is the nature of technology, however, often, the advanced technology helps to simplify things and delight customers, not the other way around. The disconnect between business and IT not only causes miscommunication but even worse to fail the business. Bridging the gaps between IT and the business is an important issue about changes, and optimize business processes are the ongoing activities for IT to become a "business solutionary," beyond a service provider. Optimization is not just about fixing things, but leveraging tradeoff to improve business efficiency, flexibility, agility, risk intelligence, and ultimate organizational agility. Dysfunctions and inefficiencies are easier to uncover if there is a good measurement system is in place. Therefore, even technology is often complex in nature, IT needs to be a business simplifier and optimizer to improve business changeability and manageability.
IT is an integral part of the business and, “the business” and “IT” are inextricably linked in the 21st century. From a finance perspective, the better the quality of Change Management program, the more anticipated benefits, and deliverables will be achieved. From digital transformation perspective, a “Change Agent” IT can orchestrate processes, tools, and products that organizations use to effect the transformation from strategy to deployment; from taking change initiatives to building change capability, and from fixing the symptoms to leading innovation and driving digital transformation.
CIO Master Order Link on Amazon CIO Master Ordre Link on Barner & Noble CIO Master Order Link On IBooks “CIO Master” Book Preview Quote Collection III “CIO Master” Book Preview Quote Collection II “CIO Master” Book Preview Quote Collection I, Slideshare Presentation “CIO Master” Book Preview Conclusion Running IT as Digital Transformer “CIO Master” Book Preview: Chapter 9 IT Agility “CIO Master” Book Preview: Chapter 8 Three "P"s in Running Digital IT “CIO Master” Book Preview: Chapter 7 IT Innovation Management “CIO Master” Book Preview: Chapter 6 Digital Strategy-Execution Continuum "CIO Master” Book Preview: Chapter 5 Thirteen Digital Flavored IT “CIO Master” Book Preview: Chapter 4 CIO as Talent Master Introduction “CIO Master” Book Preview: Chapter 3 “CIOs as Change Agent” Introduction “CIO Master” Book Preview: Chapter 2 “CIOs as Digital Visionary” Introduction “CIO Master” Book Preview: Chapter 1 “Twelve Digital CIO Personas” Introduction "CIO Master - Unleash the Digital Potential of IT" Introduction "CIO Master - Unleash the Digital Potential of IT" Book Preview
Follow us at: @Pearl_Zhu
Digital is all about CHANGE. One of the differentiated business capabilities is AGILITY. Being agile means anticipating likely change and addressing it deftly, keeping business on course and customers satisfied. Digital technology is the business enabler and the powerful force beneath the change. How to leverage IT to enforce the business changeability?
IT is like the business change engine: Change is a dance between the top management and the affected parts of the organization. Change Management is all about balancing the main elements impacting change such as people (the most important one), strategies, processes/ procedures and IT. And Change Management have to maintain and fix any imbalance in those elements by involving the executives in HR, IT, operations, and taking a structured approach, to make sure all of the management is on board and educated well on the change objectives and how to carry them out effectively. Organizations can make major leaps forward in change capability by involving the entire organization in major change efforts that support key business strategies to drive performance improvement. IT is not only the superglue but also the integrator to weave all important change elements seamlessly and make people change, process change, and technology change sustainable for the long term.
Change becomes a dynamic business capability in which IT is the key enabler: Change becomes a dynamic business capability, not just a one-time initiative or a static process. Continuous change has taken the form of rolling projects with several projects running simultaneously, and across several functional areas that often overlap. IT is at the unique position to oversight business processes, and thus, become an important change organization to improve the organization’s changeability and agility. The logical scenario to manage change life cycle and build change management capability includes the following steps a) develop the business justification about the change and determine demand and estimated pipeline. b) assess the current state of change capability with key elements such as people, process, and technology. c) Define the target change management capability via identifying the change gaps. d) Build change leadership team and source appropriate skills to deliver desired capability (internal / market / partners), also identify change agents within the business; educate champions and establish these as a key element for change management. e) Establish and enable change management team with efficient methodology, tools, products. f) Integrate change management into IT project management life cycles. g) Both reap quick win to demonstrate value, also sustain long-term change effort for business transformation.
Bridging the gap between IT and the business is an important issue about changes: It is important to first understand how much change capability is really required for the effort you are kicking off. Change Management from process management perspective, is also the effort to optimize business complexity. Organizations "become complex," not for their own amusement, they do it to respond to environments more proactively. There are many shades of corporate complexity, some are desired, such as design or connectivity, others are not, such as redundant applications or overly rigid processes, etc. Complexity is the nature of technology, however, often, the advanced technology helps to simplify things and delight customers, not the other way around. The disconnect between business and IT not only causes miscommunication but even worse to fail the business. Bridging the gaps between IT and the business is an important issue about changes, and optimize business processes are the ongoing activities for IT to become a "business solutionary," beyond a service provider. Optimization is not just about fixing things, but leveraging tradeoff to improve business efficiency, flexibility, agility, risk intelligence, and ultimate organizational agility. Dysfunctions and inefficiencies are easier to uncover if there is a good measurement system is in place. Therefore, even technology is often complex in nature, IT needs to be a business simplifier and optimizer to improve business changeability and manageability.
IT is an integral part of the business and, “the business” and “IT” are inextricably linked in the 21st century. From a finance perspective, the better the quality of Change Management program, the more anticipated benefits, and deliverables will be achieved. From digital transformation perspective, a “Change Agent” IT can orchestrate processes, tools, and products that organizations use to effect the transformation from strategy to deployment; from taking change initiatives to building change capability, and from fixing the symptoms to leading innovation and driving digital transformation.
CIO Master Order Link on Amazon CIO Master Ordre Link on Barner & Noble CIO Master Order Link On IBooks “CIO Master” Book Preview Quote Collection III “CIO Master” Book Preview Quote Collection II “CIO Master” Book Preview Quote Collection I, Slideshare Presentation “CIO Master” Book Preview Conclusion Running IT as Digital Transformer “CIO Master” Book Preview: Chapter 9 IT Agility “CIO Master” Book Preview: Chapter 8 Three "P"s in Running Digital IT “CIO Master” Book Preview: Chapter 7 IT Innovation Management “CIO Master” Book Preview: Chapter 6 Digital Strategy-Execution Continuum "CIO Master” Book Preview: Chapter 5 Thirteen Digital Flavored IT “CIO Master” Book Preview: Chapter 4 CIO as Talent Master Introduction “CIO Master” Book Preview: Chapter 3 “CIOs as Change Agent” Introduction “CIO Master” Book Preview: Chapter 2 “CIOs as Digital Visionary” Introduction “CIO Master” Book Preview: Chapter 1 “Twelve Digital CIO Personas” Introduction "CIO Master - Unleash the Digital Potential of IT" Introduction "CIO Master - Unleash the Digital Potential of IT" Book Preview
Follow us at: @Pearl_Zhu
How to Leverage IT to Enforce the Business Changeability
Digital is all about CHANGE. One of the differentiated business capabilities is AGILITY. Being agile means anticipating likely change and addressing it deftly, keeping business on course and customers satisfied. IT is the business enabler and forces to change. How to leverage IT to enforce the business changeability?
IT is like the business change engine. Change is a dance between the top management and the affected parts of the organization. And Change Management have to maintain and fix any imbalance in those elements by involving the executives in the HR, IT and operations, and taking a structured approach, to make sure all of the management is on board and educated well on the change objectives and how to carry them out effectively. Organizations can make major leaps forward in change capability by involving the entire organization in major change efforts that support key business strategies to drive performance improvement. Change Management is all about balancing the main elements impacting change such as people ( most important one), strategies, processes/ procedures and IT. IT is not only the superglue but also the integrator to weave all important change elements seamlessly and make people change, process change, and technology change sustainable.
Change becomes a dynamic business capability in which IT is the key enabler. Change becomes a dynamic business capability, not just a one-time initiative or a static process. Continuous change has taken the form of rolling projects with several projects running simultaneously, and across several functional areas that often overlap. IT is at the unique position to oversight business processes, and thus, become an important change organization to improve the organization’s changeability and agility. The logical scenario to manage change life cycle and build change management capability includes: a) develop the business justification about the change and determine demand and estimated pipeline. b) assess current state of change capability with key elements such as people, process, and technology. c) Define the target change management capability via identifying the change gaps. d) Build change leadership team and source appropriate skills to deliver desired capability (internal / market / partners), also identify change agents within the business; educate champions and establish these as a key element for change management. e) Establish and enable change management team with efficient methodology, tools, products. f) Integrate change management into IT project management life cycles. g) Both reap quick win to demonstrate value, also sustain long term business transformation.
Bridging the gap between IT and the business is an important issue about changes: It is important to first understand how much change capability is really required for the effort you are kicking off. Organizations "become complex," not for their own amusement, they do it to respond to environments more proactively. There are many shades of corporate complexity, some are desired, such as design or connectivity, others are not. Complexity is the nature of technology, however, often, the advanced technology helps to simplify things and delight customers, not the other way around. Bridging the gaps between IT and the business is an important issue about changes, and optimize business processes are the ongoing activities for IT. The disconnect between business and IT not only causes miscommunication but even worse to fail the business. Optimization is not just about fixing things, but leveraging tradeoff to improve business efficiency, flexibility, agility, and risk intelligence. Dysfunctions and inefficiencies are easier to uncover if there is a good measurement system is in place. Therefore, even technology is often complex in nature, IT needs to be a business simplifier and optimizer to improve business changeability and manageability.
IT is an integral part of the business and, “the business” and “IT” are inextricably linked in the 21st century. From digital transformation perspective, a “Change Agent” IT can orchestrate the processes, tools and products that organizations use to effect the transformation from strategy to deployment. From a finance perspective, the better the quality of change management program, the more anticipated benefits, and deliverables will be achieved.
Follow us at: @Pearl_Zhu
