Pearl Zhu's Blog, page 1320
July 7, 2016
"CIO Master" Book Tuning XXXXXXIII: Running Digital IT from “Outside-In”
The digital revolution means that channels to customers.
Traditional IT organizations are inside-out operation-driven, and the company relies on an IT system via standardized usage of technologies, but often treated as the commodity. Nowadays, at the dawn of the Digital Era, information is one of the most invaluable business assets and technologies are disruptive forces behind the digital transformation. How to run a digital IT from “Outside-In,” as a customer advocate and a business differentiator?
The digital revolution means that channels to customers: Digital is the age of customers. IT has both internal business customers and end customers. IT plays a crucial role in optimizing and digitizing every touch point of customer experience and improving overall customer satisfaction. Embracing digital is inevitable as that is now part of the business venture. From the days when geeks sat in the corner and talked with mainframes to where they contribute significantly and directly to the business model, vision, as well as customer centricity. Businesses need people who are passionate about exploiting information enabled by information technology to work at the heart of the enterprise. As organizations that do not respond to external environmental changes will quickly outcompete as more innovative enterprises take their customers. Companies across sectors ultimately respond to the external environment as geopolitics, rapid innovation, and social expectations change the business landscape and blur the digital territories.
CIOs have to get the transformation agenda right to refine IT reputation: IT does matter. But, not IT as a silo specialist function, but as an outside business partner. The issue is the business context definition. The approach depends on the company business and the role that IT plays in defining its positioning in the market. To put simply, IT faces unprecedented opportunity to refine its reputation, also needs to take more responsibility as a true business partner. The trusted expert who understands a lot about the performance dynamics of the tech sector, and to be seen as a value-added participant in conversations regarding the need to increase profit, market penetration, reduce risk, and to increase the velocity / effectiveness of every dollar spent. Change is not for its own sake, every change needs to have a noble business purpose, and IT as a change agent needs to well engage business conversations. It is an opportunity to demonstrate execution of responsibility. What's missing in many organizations is the CIO's ability to question the business' requirements and justifications used for IT based projects. They also have to advocate for "departmental immersion" and other strategies to help IT become more integrated and aware of the organization as a whole. And CIOs have to get the transformation agenda right and have access to both external and internal resources to achieve the desired ROI.
The next practice of practicing IT management is to live as "customers": A valid strategic objective and the strategy mapping allow you to first understand your customers and what they value, and then identifies how to best characterize that value through project portfolio management, define key indicators, and then define those measures appropriate to best assess the performance of these indicators because they show you how well they satisfy or delight customers. Digital is the age of empathy. The difficult challenge is not just launching a successful team, but maintaining their motivation and focus. One of the mistakes that IT even make is to run IT project as a purely technical challenge, without “keeping the end in mind” - the customer needs and business goals. So being customer-centric is a strategic objective, not just a performance indicator. CIOs really need to evaluate the issues, do the due diligent, asks the right questions and pick the right software/hardware that can do the job. They must be concerned as to whether a healthy project portfolio can maximize business value and improve customer satisfaction, and optimize business capabilities.
Running an Outside-in IT starts from mind shift of the IT leaders, the CIO plays a change agent role in business transformation via systematic thinking and well thought-out planning, IT leaders are business strategists, not just transactional managers, CIOs will ultimately lead to recognition of the efforts by the executive peers, and thus the perception of the value of IT, in general, will receive greater esteem within the business and in the relevant industry and ecosystem.
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
Traditional IT organizations are inside-out operation-driven, and the company relies on an IT system via standardized usage of technologies, but often treated as the commodity. Nowadays, at the dawn of the Digital Era, information is one of the most invaluable business assets and technologies are disruptive forces behind the digital transformation. How to run a digital IT from “Outside-In,” as a customer advocate and a business differentiator?
The digital revolution means that channels to customers: Digital is the age of customers. IT has both internal business customers and end customers. IT plays a crucial role in optimizing and digitizing every touch point of customer experience and improving overall customer satisfaction. Embracing digital is inevitable as that is now part of the business venture. From the days when geeks sat in the corner and talked with mainframes to where they contribute significantly and directly to the business model, vision, as well as customer centricity. Businesses need people who are passionate about exploiting information enabled by information technology to work at the heart of the enterprise. As organizations that do not respond to external environmental changes will quickly outcompete as more innovative enterprises take their customers. Companies across sectors ultimately respond to the external environment as geopolitics, rapid innovation, and social expectations change the business landscape and blur the digital territories.
CIOs have to get the transformation agenda right to refine IT reputation: IT does matter. But, not IT as a silo specialist function, but as an outside business partner. The issue is the business context definition. The approach depends on the company business and the role that IT plays in defining its positioning in the market. To put simply, IT faces unprecedented opportunity to refine its reputation, also needs to take more responsibility as a true business partner. The trusted expert who understands a lot about the performance dynamics of the tech sector, and to be seen as a value-added participant in conversations regarding the need to increase profit, market penetration, reduce risk, and to increase the velocity / effectiveness of every dollar spent. Change is not for its own sake, every change needs to have a noble business purpose, and IT as a change agent needs to well engage business conversations. It is an opportunity to demonstrate execution of responsibility. What's missing in many organizations is the CIO's ability to question the business' requirements and justifications used for IT based projects. They also have to advocate for "departmental immersion" and other strategies to help IT become more integrated and aware of the organization as a whole. And CIOs have to get the transformation agenda right and have access to both external and internal resources to achieve the desired ROI.
The next practice of practicing IT management is to live as "customers": A valid strategic objective and the strategy mapping allow you to first understand your customers and what they value, and then identifies how to best characterize that value through project portfolio management, define key indicators, and then define those measures appropriate to best assess the performance of these indicators because they show you how well they satisfy or delight customers. Digital is the age of empathy. The difficult challenge is not just launching a successful team, but maintaining their motivation and focus. One of the mistakes that IT even make is to run IT project as a purely technical challenge, without “keeping the end in mind” - the customer needs and business goals. So being customer-centric is a strategic objective, not just a performance indicator. CIOs really need to evaluate the issues, do the due diligent, asks the right questions and pick the right software/hardware that can do the job. They must be concerned as to whether a healthy project portfolio can maximize business value and improve customer satisfaction, and optimize business capabilities.
Running an Outside-in IT starts from mind shift of the IT leaders, the CIO plays a change agent role in business transformation via systematic thinking and well thought-out planning, IT leaders are business strategists, not just transactional managers, CIOs will ultimately lead to recognition of the efforts by the executive peers, and thus the perception of the value of IT, in general, will receive greater esteem within the business and in the relevant industry and ecosystem.
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
Running Digital IT from “Outside-In”
Traditional IT organizations are inside-out operation-driven, and the company relies on an IT system via standardized usage of technologies, but often is treated as commodity. Nowadays, at the dawn of the Digital Era, information is one of the most invaluable business assets and technologies are disruptive forces of digital transformation. How to run a digital IT from “Outside-In,” as a business differentiator?
The digital revolution means that channels to customers: Digital is the age of customers. IT has both internal business customers and end customers. IT plays a crucial role in optimizing and digitizing every touch point of customer experience and improving overall customer satisfaction. Embracing digital is inevitable as that is now part of the deal. From the days when geeks sat in the corner and talked with mainframes to where they contribute significantly and directly to the business model and direction, as well as customer centricity. Businesses need people who are passionate about exploiting information enabled by information technology to work at the heart of the enterprise. As organizations that do not respond to external environmental changes will quickly outcompete as more innovative enterprises take their customers. Companies across sectors ultimately respond to the external environment as geopolitics, rapid innovation, and social expectations change the business landscape.
CIOs have to get the transformation agenda right to refine IT reputation: IT does matter. But, not IT as a silo specialist function. The issue is the business context definition. The approach depends on the company business and the role that IT plays in defining its positioning in the market. To put simply, IT faces unprecedented opportunity to refine its reputation, also needs to take more responsibility as a true business partner. The trusted expert who understand a lot about the performance dynamics of the tech sector to be seen as value added participants in conversations regarding the need to increase profit, market penetration, reduce risk, and to increase the velocity / effectiveness of every dollar spent. IT needs to proactively participate business conversations. Change is not for its own sake, every change needs to have a noble business purpose, and IT as a change agent needs to well engage business conversations. It is an opportunity to demonstrate execution of responsibility. What's missing in many organizations is the CIO's ability to question the business' requirements and justifications used for IT based projects. They also have to advocate for "departmental immersion" and other strategies to help IT become more integrated and aware of the organization as a whole.And CIOs have to get the transformation agenda right and have access to both external and internal resources to achieve the desired ROI.
The next practice is to live as "customers," when practicing IT management: A valid strategic objective and the strategy mapping allow you to first understand your customers and what they value, and then identifies how to best characterize that value through project portfolio management, define key indicators, and then define those measures appropriate to best assess the performance of these indicators because they show you how well they satisfy or delight customers. Digital is the age of empathy. The more difficult challenge is not just launching a successful team, but maintaining their motivation and focus. One of the mistakes that IT even make is to run IT project as a purely technical challenge, without “keeping the end in mind” - the customer needs and business goals. So being customer-centric is a strategic objective, not just a performance indicator. CIOs really need to evaluate the issues, do the due diligent, asks the right questions and pick the right software/hardware that can do the job. They must be concerned as to whether a healthy project portfolio can maximize business value and improve customer satisfaction.
Running an Outside-in IT starts from mind shift of the IT leaders. IT plays a change agent role in business transformation via systematic thinking and well thought-out planning, IT leaders are business strategists, not just transactional managers, CIOs will ultimately lead to recognition of the efforts by the executive peers, and thus the perception of the value of IT, in general, will receive greater esteem within the business and in the relevant industry and ecosystem.
Follow us at: @Pearl_Zhu
July 6, 2016
The Monthly Sum Up: How to Build Digital Ready Enterprise Capabilities July, 2016
A business capability is the set of abilities needed by an organization to do things effectively to achieve desired outcomes, measurable benefits and fulfill business demand consistently. Business capability, in general, is defined as the ability to perform or achieve certain actions or outcomes through a set of controllable and measurable faculties, features, functions, processes, or services. How can the busieness build a set of digital ready enterprise capabilities?
How Coherent are your IT Enabled Digital Capabilities? IT plays a pivotal role in leading digital transformation at many forward-thinking organizations today, and IT strategy is an integral component of the corporate level digital strategy. A digital strategy has a purpose of driving customer engagement and experience as a cross-functional responsibility. Thus, the digital strategy needs to look outward with outside-in customer perspective; but the issue is that most IT departments look inward. So how effective does IT enable the business growth, and how coherent are your IT enabled digital capabilities?
How to Determine if a Capability is a Core Capability? Business Capabilities are the abilities to produce specific goods or services for the market, they “are essentially the learning processes that are embodied in the knowledge capital of a business organization. And core capabilities are integrated a set of capabilities contribute directly to the competitive advantage of the business.
Can or Should a Digital Business or Professional have multiple Core Competencies? A Core Competency is a deep proficiency that enables a company to deliver unique value to customers. Is it possible to have multiple core competencies? Are business visions about possessing a competency, or many competencies, or is it about envisioning a positive future situation and embarking on a mission to produce it? Competencies usually emerge from a blend of people, processes and culture... which evolves into a mindset - and can you really acquire that simply by adding people with relevant skill sets. Should you stick to your existing competencies for selecting any new venture, or should you actively go out and acquire those, if you like the nature of opportunity and there is an organizational passion for pursuing?
How to Assess Business Capability Maturity: Organization’s capabilities are business competency to execute its strategy and deliver value to its customers. Every surviving business has certain capabilities; however, only very few high-performing businesses have a high mature level of capabilities, for not only running the business today but also competing for the future. Hence, from the management perspective, it’s important to assess business capability maturity accordingly, as say going "if you want to understand something, you have to be able to measure it,". But what are some attributes and what are the measurement scales?
A Capability View of Enterprise A capability is an ability that an organization, person, or system possesses. Capabilities are typically expressed in general and high-level terms and typically require a combination of organization, people, processes, and technology to achieve.
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 #2800 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
"Leadership Master" Book Tuning V: Three Powers in the Niche-Based Leadership
Leadership niche is based on three powers: will power, brain power, and knowledge power.
Leadership is all about future and change. Digital breaks down the overly rigid organizational hierarchy and blurs the geographic territories. Therefore, command and control leadership style is no longer effective to drive sustainable changes and leapfrog transformation. Digital also breaks down the silo and blurs the functional border, business border, and industry border. Leadership now becomes more open and trans-disciplinary, influential and innovative. The digital leadership effectiveness is not based on how loud you can speak, but how profound you can influence. Digital makes everything so transparent, and dynamic, it raises the leadership bar as well because leadership is no longer just about a few spotlight moments, but a continuous delivery. Every digital leader must ask: What’s your leadership niche in order to lead effortlessly?
Will Power: Leadership is complex, and although it has many facets, at its core, the foundation of leadership is based on AUTHENICITY. Ask the big “WHY” question to discover your intention to lead -The leadership authenticity and will power. And then you can dig through your innate strength and discover your leadership niche, to enforce your leadership influence. Top leaders are change agents, they are quite eager and enthusiastic to drive challenging digital transformation initiatives. Therefore, the strong leadership will can differentiate a real transformational leader from many transactional managers; a world class global leader from many multinational managers; an innovator from tactical managers. Not every top leaders are CIOs, but all top leaders acting as "Chief Initiative Officer" has become necessary to orchestrate strategy management from concept to post-implementation of all initiatives. Historically Top leaders have been front-runners in business transformation initiatives and it is anticipated that they'll bring their learning, best practices and working knowledge of past transformations into newer initiatives.
Brain Power: Leadership is complex and situational and there are numerous variables need to be leveraged in assessing leadership effectiveness. Even High IQ + High EQ are not sufficient to make a great digital leader. Today’s digital leaders must have multidimensional intelligence, to practice brain power for boosting creativity, dealing with paradox, overcoming silos, cultivating culture intelligence, and embracing holism. Because today’s top leaders need to deal with constant ambiguity, they naturally gravitate to a leadership role when things are unknown, things will change, technology is involved, a tough problem has to be solved, etc. The authentic leaders with multidimensional high intelligence have adaptability, consistency, profundity, and empathy to master business dynamic and cultural differences. Because the top leaders with high brain power and energy can clarify a clearer vision, shape advanced mindsets, and build a portfolio of leadership capabilities in lifting leadership effectiveness and deepening leadership influence.
Knowledge Power: Digital leadership needs to be highly intelligent and highly influential. Coaching and mentoring are going to be increasingly important now, and that’s why expert power is perhaps more powerful than other types of powers in the age of digitization and globalization. What keeps leaders successful is their intellectual curiosity and ability to continuously be open to learning and applying these learning as they move forward. A top leader needs to have both broad business acumen and digital fluency and deep expertise in the specific field as well. Transdisciplinary knowledge, cross-functional experience, recombinant capabilities and leadership skills - a balance of hard skills and soft skills, thought leadership and strategy execution capability required for professionals in any organization must be built on the foundation of the moral competencies –wisdom, justice, courage, temperance, and progression.
Leadership niche or strength is different from leadership style, the style is often at the skin level, but strength is built underneath. The leadership niche is based on leadership substance + leadership strength + leadership style + Leadership brand. The power of effective leader depends on a number of factors, the purpose to lead, leadership intelligence, the mix of knowledge and experience, the quality of information they receive and their collective leadership ability to operate as a team. And leadership is a journey!
"Digital Master" Book Series Slideshare Introduction "
Leadership Master" Introduction Slideshare Presentation
"Leadership Master" Introduction Blog
"Leadership Master" Chapter I Introduction
"Leadership Master" Chapter II Introduction
"Leadership Master" Chapter III Introduction
"Leadership Master" Chapter IV Introduction "
Leadership Master" Chapter V Introduction
"Leadership Master" Amazon Order Link
" Leadership Master " B&N Order Link
" Leadership Master " IBook Order Link
Follow us at: @Pearl_Zhu
Leadership is all about future and change. Digital breaks down the overly rigid organizational hierarchy and blurs the geographic territories. Therefore, command and control leadership style is no longer effective to drive sustainable changes and leapfrog transformation. Digital also breaks down the silo and blurs the functional border, business border, and industry border. Leadership now becomes more open and trans-disciplinary, influential and innovative. The digital leadership effectiveness is not based on how loud you can speak, but how profound you can influence. Digital makes everything so transparent, and dynamic, it raises the leadership bar as well because leadership is no longer just about a few spotlight moments, but a continuous delivery. Every digital leader must ask: What’s your leadership niche in order to lead effortlessly?Will Power: Leadership is complex, and although it has many facets, at its core, the foundation of leadership is based on AUTHENICITY. Ask the big “WHY” question to discover your intention to lead -The leadership authenticity and will power. And then you can dig through your innate strength and discover your leadership niche, to enforce your leadership influence. Top leaders are change agents, they are quite eager and enthusiastic to drive challenging digital transformation initiatives. Therefore, the strong leadership will can differentiate a real transformational leader from many transactional managers; a world class global leader from many multinational managers; an innovator from tactical managers. Not every top leaders are CIOs, but all top leaders acting as "Chief Initiative Officer" has become necessary to orchestrate strategy management from concept to post-implementation of all initiatives. Historically Top leaders have been front-runners in business transformation initiatives and it is anticipated that they'll bring their learning, best practices and working knowledge of past transformations into newer initiatives.
Brain Power: Leadership is complex and situational and there are numerous variables need to be leveraged in assessing leadership effectiveness. Even High IQ + High EQ are not sufficient to make a great digital leader. Today’s digital leaders must have multidimensional intelligence, to practice brain power for boosting creativity, dealing with paradox, overcoming silos, cultivating culture intelligence, and embracing holism. Because today’s top leaders need to deal with constant ambiguity, they naturally gravitate to a leadership role when things are unknown, things will change, technology is involved, a tough problem has to be solved, etc. The authentic leaders with multidimensional high intelligence have adaptability, consistency, profundity, and empathy to master business dynamic and cultural differences. Because the top leaders with high brain power and energy can clarify a clearer vision, shape advanced mindsets, and build a portfolio of leadership capabilities in lifting leadership effectiveness and deepening leadership influence.
Knowledge Power: Digital leadership needs to be highly intelligent and highly influential. Coaching and mentoring are going to be increasingly important now, and that’s why expert power is perhaps more powerful than other types of powers in the age of digitization and globalization. What keeps leaders successful is their intellectual curiosity and ability to continuously be open to learning and applying these learning as they move forward. A top leader needs to have both broad business acumen and digital fluency and deep expertise in the specific field as well. Transdisciplinary knowledge, cross-functional experience, recombinant capabilities and leadership skills - a balance of hard skills and soft skills, thought leadership and strategy execution capability required for professionals in any organization must be built on the foundation of the moral competencies –wisdom, justice, courage, temperance, and progression.
Leadership niche or strength is different from leadership style, the style is often at the skin level, but strength is built underneath. The leadership niche is based on leadership substance + leadership strength + leadership style + Leadership brand. The power of effective leader depends on a number of factors, the purpose to lead, leadership intelligence, the mix of knowledge and experience, the quality of information they receive and their collective leadership ability to operate as a team. And leadership is a journey!
"Digital Master" Book Series Slideshare Introduction "
Leadership Master" Introduction Slideshare Presentation
"Leadership Master" Introduction Blog
"Leadership Master" Chapter I Introduction
"Leadership Master" Chapter II Introduction
"Leadership Master" Chapter III Introduction
"Leadership Master" Chapter IV Introduction "
Leadership Master" Chapter V Introduction
"Leadership Master" Amazon Order Link
" Leadership Master " B&N Order Link
" Leadership Master " IBook Order Link
Follow us at: @Pearl_Zhu
The Niche-Based Leadership
Leadership is all about future and change. Digital breaks down the overly rigid organizational hierarchy, therefore, command and control leadership style is not longer effective to drive the sustainable change and leapfrog transformation. Digital also breaks down the silo and blurs the functional border, business border, and industry border, leadership now become more open and transdisciplinary. Digital makes everything so transparent, and dynamic, it raises the leadership bar as well because leadership is no longer just about a few spotlight moments, but a continuous delivery. Every digital leader must ask: What’s your leadership niche in order to lead effortlessly?
Will Power: Leadership is complex, and although it has many facets, at its core, the foundation of leadership is based on authenticity. Ask the big “WHY” question to discover your intention to lead -the leadership authenticity. It’s also important to discover your leadership niche, and enforce your own leadership strength. Top Leaders are also quite eager and enthusiastic to drive challenging transformation initiatives. Therefore, the strong will of the leader can differentiate a transformational leader from a transactional manager. The top leaders as Chief Initiative Officer has become necessary to manage strategic alignment from concept to post-implementation of all initiatives from the C-level to the front lines. Historically Top leaders have been frontrunners in transformation initiatives and it is anticipated that they'll bring their learning, best practices and working knowledge of past transformations into newer initiatives.
Brain Power: Leadership is complex and situational and there are numerous variables need to be leveraged in assessing leadership effectiveness. Even High IQ + High EQ are not sufficient to make a great leader. Today’s digital leaders must have multidimensional intelligence, to practice brain power for boosting creativity, dealing with paradox, overcoming silos, cultivating culture intelligence, and embracing holism. Because today’s top leaders need to deal with constant ambiguity, they naturally gravitate to a leadership role when things are unknown, things will change, technology is involved, a tough problem has to be solved, etc. The authentic leaders with high intelligence have adaptability, consistency, profundity, and empathy to master business dynamic and cultural differences. Because the top leaders with high brain power and energy can manage a clearer vision, advanced mindset, and a portfolio of leadership capabilities in lifting leadership effectiveness.
Knowledge Power: Digital leadership needs to be highly intelligent and highly influential. Coaching and mentoring are going to be increasingly important now, and that’s why expert power is perhaps more powerful than other types of powers in the age of digitalization and globalization. What keeps leaders successful is their intellectual curiosity and ability to continuously be open to learning and applying these learnings as they move forward. A top leader needs to have both broad business acumen and digital fluency and deep expertise in the specific field as well, transdisciplinary knowledge, cross-functional experience and leadership skills required for professionals in any organization must be built on the foundation of the moral competencies –wisdom, justice, courage, temperance, skill sets- a balance of hard skills and soft skills; thought leadership and strategy execution capability.
Leadership niche or strength is different from leadership style, the style is often at the skin level, but strength is built underneath. The leadership niche is based on leadership substence + leadership strength + leadership style + Leadership brand. The power of effective leader depends on a number of factors, the purpose to lead, leadership intelligence, the mix of knowledge and experience, the quality of information they receive and their collective leadership ability to operate as a team. And leadership is a journey!
Follow us at: @Pearl_Zhu
"CIO Master" Book Tuning XXXXXXI: How to Strengthen IT from the weakest link to the business competency
To strengthen IT as business competency, the focus of IT needs to get back to its root--the big "I" as Information, Intelligence, Innovation, Integration, and Improvement.
Many IT organizations today still get stuck in the lower level of maturity, they are perceived as the weakest link by their business partners due to the slow pace for changes, reactive mode to fix the things, and lack of innovative initiatives to make a difference. However, at the dawn of the Digital Era, the business leaders across industries claim they are in the Information Management businesses, and IT has to become a game changer. Because the “fixing symptom” mentality is complacent, short-sighted and too “ordinary.” So how to strengthen IT from the weakest link to business competency?
Discover strength and ride above Change Curve: Whether a CIO should take the lead in strategic initiatives is predicated on whether they are a trusted source of cross-discipline information. If not, it may be anywhere from difficult to impossible for them to lead any strategic initiative because they are not strategic. Hence, SWOT analysis needs to be in the IT leader’s toolbox. Discover IT strength: From strategic perspective: Where is the organization on the technology or process adoption curve? Is the organization a pioneer, mature adapter, or laggard? What are the risks in taking strategic initiatives? How much risk are you personally willing to take? Tactically: Is the proposed solution in your wheelhouse? Do you have a lot of experience in this particular area, that some of the other executives don't? What are the change curves, and how to ride above them. Being a change agent is not an easy role, and with any strategic initiative, there can be a high risk of failure.A digital CIO needs to have a seat at the big table. If CIOs are not able to make any dent within executive board, then IT is just acting in the reactive mode. Their proactive solutions will not get enough traction in most cases. If the strategic initiative has a strong technology component to it and the business is driving the initiative, you must get involved to make sure that the technology selected will actually work and can be supported.
Refine Competitive differentiation via multiple perspectives: Running an innovate IT means to always look for the better way to do things. How you find a solution to any problem depends on your perspective to that problem, but every problem has numerous angles to take into the consideration. Whether you are looking from above (CXOs) or below, both have the intention to ensure the best result for the company. From above and understanding that this viewpoint is vital to the long-term goals of an organization, managed services can look like a great answer. You get technical expertise, a deep bench of resources at a reasonable annual cost. A clear understanding what services are supporting your competitive advantage is needed. Services not critical in this regard can be brought outside. As IT is increasingly supportive of the competitive position and the business. In general, careful consideration must be made about which knowledge or skills have to be secured. Some CIOs are extremely risk averse and at the end of the day, they can frustrate their internal staff and business process owners by not delivering much in value-based solutions. The key point is that CIOs should have know-how attitude about business to strengthen IT as a business partner, they are able to demonstrate the full reasoning behind the proposal, in order to shift to proactive mode smoothly; and that needs a strong team, a full understanding of the business and how IT underpins all elements of it.
The intimate Business-IT partnership is the ultimate status to strengthen IT and deliver better fit, and right-on solutions: Any process or method can fail, particularly when misapplied, or without supportive culture. Communicating timelines and commitments for development done using agile methods is certainly one of the main challenges. Start to build personal capital with the executive peers so that when you go to them and say you would love to deliver this new initiative, and want to work with them to agree on how it will be prioritized and funded. Even you can not fulfill all business’s demands, but you deliver what you promise, and you do what is best fit for business’s strategy and goals. And you are humble enough to listen to customers; but confident enough to say 'NO' with the fair reasons.
To strengthen IT and improve business competency, the focus of IT needs to get back to its root--the big "I" as Information, Intelligence, Innovation, Integration, and Improvement, in order to improve its agility and maturity. It means IT should spend more resources upon crafting unique business capabilities and capturing business growth opportunities, beyond "keeping the lights on." In this regard, digital IT should gain more strength as an innovation engine and digital brain of the business.
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
Many IT organizations today still get stuck in the lower level of maturity, they are perceived as the weakest link by their business partners due to the slow pace for changes, reactive mode to fix the things, and lack of innovative initiatives to make a difference. However, at the dawn of the Digital Era, the business leaders across industries claim they are in the Information Management businesses, and IT has to become a game changer. Because the “fixing symptom” mentality is complacent, short-sighted and too “ordinary.” So how to strengthen IT from the weakest link to business competency?Discover strength and ride above Change Curve: Whether a CIO should take the lead in strategic initiatives is predicated on whether they are a trusted source of cross-discipline information. If not, it may be anywhere from difficult to impossible for them to lead any strategic initiative because they are not strategic. Hence, SWOT analysis needs to be in the IT leader’s toolbox. Discover IT strength: From strategic perspective: Where is the organization on the technology or process adoption curve? Is the organization a pioneer, mature adapter, or laggard? What are the risks in taking strategic initiatives? How much risk are you personally willing to take? Tactically: Is the proposed solution in your wheelhouse? Do you have a lot of experience in this particular area, that some of the other executives don't? What are the change curves, and how to ride above them. Being a change agent is not an easy role, and with any strategic initiative, there can be a high risk of failure.A digital CIO needs to have a seat at the big table. If CIOs are not able to make any dent within executive board, then IT is just acting in the reactive mode. Their proactive solutions will not get enough traction in most cases. If the strategic initiative has a strong technology component to it and the business is driving the initiative, you must get involved to make sure that the technology selected will actually work and can be supported.
Refine Competitive differentiation via multiple perspectives: Running an innovate IT means to always look for the better way to do things. How you find a solution to any problem depends on your perspective to that problem, but every problem has numerous angles to take into the consideration. Whether you are looking from above (CXOs) or below, both have the intention to ensure the best result for the company. From above and understanding that this viewpoint is vital to the long-term goals of an organization, managed services can look like a great answer. You get technical expertise, a deep bench of resources at a reasonable annual cost. A clear understanding what services are supporting your competitive advantage is needed. Services not critical in this regard can be brought outside. As IT is increasingly supportive of the competitive position and the business. In general, careful consideration must be made about which knowledge or skills have to be secured. Some CIOs are extremely risk averse and at the end of the day, they can frustrate their internal staff and business process owners by not delivering much in value-based solutions. The key point is that CIOs should have know-how attitude about business to strengthen IT as a business partner, they are able to demonstrate the full reasoning behind the proposal, in order to shift to proactive mode smoothly; and that needs a strong team, a full understanding of the business and how IT underpins all elements of it.
The intimate Business-IT partnership is the ultimate status to strengthen IT and deliver better fit, and right-on solutions: Any process or method can fail, particularly when misapplied, or without supportive culture. Communicating timelines and commitments for development done using agile methods is certainly one of the main challenges. Start to build personal capital with the executive peers so that when you go to them and say you would love to deliver this new initiative, and want to work with them to agree on how it will be prioritized and funded. Even you can not fulfill all business’s demands, but you deliver what you promise, and you do what is best fit for business’s strategy and goals. And you are humble enough to listen to customers; but confident enough to say 'NO' with the fair reasons.
To strengthen IT and improve business competency, the focus of IT needs to get back to its root--the big "I" as Information, Intelligence, Innovation, Integration, and Improvement, in order to improve its agility and maturity. It means IT should spend more resources upon crafting unique business capabilities and capturing business growth opportunities, beyond "keeping the lights on." In this regard, digital IT should gain more strength as an innovation engine and digital brain of the business.
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 Strengthen IT from the weakest link to the business competency
Many IT organizations still get stuck in the lower level of maturity, they are perceived as the weakest link by their business partners due to the slow pace to changes, reactive mode and lack of innovative initiative to make a difference. However, right now, the business leaders across industries claim they are in the information management leader, and IT has to become a game changer. Because the “fixing symptom” mentality is complacent, short-sighted and too “ordinary.” So how to strengthen IT from the weakest link to business competency?
Discover strength and ride above Change Curve: Whether a CIO should take the lead in strategic initiatives is predicated on whether they are a trusted source of cross-discipline information. If not, it may be anywhere from difficult to impossible for them to lead any strategic initiative because they are not strategic. Hence, SWOT analysis needs to be in the IT leader’s toolbox. Discover IT strength: Is the proposed solution in your wheelhouse? Do you have a lot of experience in this particular area, that some of the other executives don't? What are the change curves, and how to ride above them: Where is the organization on the technology or process adoption curve? Is the organization a pioneer, mature adapter, or laggard? What are the risks in taking strategic initiatives: How much risk are you personally willing to take? Being a change agent is not an easy role, and with any strategic initiative, there can be a high risk of failure. A digital CIO needs to have a seat at the big table. If CIOs are not able to make any dent within executive board, then IT is just acting in the reactive mode. Their proactive solutions will not get enough traction in most cases. If the strategic initiative has a strong technology component to it and the business is driving the initiative, you must get involved to make sure that the technology selected will actually work and can be supported.
Refine Competitive differentiation via multiple perspectives: Running an innovate IT means to always look for the better way to do things. How you find a solution to any problem depends on your perspective to that problem, but every problem has numerous angles to take into consideration. Whether you are looking from above (CXOs) or below, both have the intention to ensure the best result for the company. From above and understanding that this viewpoint is vital to the long-term goals of an organization, managed services can look like a great answer. You get technical expertise, a deep bench of resources at a reasonable annual cost. A clear understanding what services are supporting your competitive advantage is needed. Services not critical in this regard can be brought outside. As IT is increasingly supportive of the competitive position and the business. In general, careful consideration must be made about which knowledge or skills have to be secured. Some CIOs are extremely risk averse and at the end of the day, they can frustrate their internal staff and business process owners by not delivering much in value-based solutions. The key point is that CIOs should have know-how attitude about business to strengthen IT as a business partner, they are able to demonstrate the full reasoning behind the proposal, in order to shift to proactive mode smoothly; and that needs a strong team, a full understanding of the business and how IT underpins all elements of it.
The intimate Business-IT partnership is the ultimate status to strengthen IT and deliver better fit, and right-on solutions: Any process or method can fail, particularly when misapplied, or without supportive culture. Communicating timelines and commitments for development done using agile methods is certainly one of the main challenges. Start to build personal capital with the executive peers so that when you go to them and say you would love to deliver this new initiative, and want to work with them to agree on how it will be prioritized and funded. ven you can not fulfill all business’s demands, but you deliver what you promise, and you do what is best fit for business’s strategy and goals. And you are humble enough to listen to customers; but confident enough to say 'NO' with the fair reasons.
To strengthen IT and improve business competency, the focus of IT needs to get back to its root--the big "I" as Information, Intelligence, Innovation, Integration, and Improvement, in order to improve its agility and maturity. It means IT should spend more resources upon crafting unique business capabilities and capturing business growth opportunities, beyond "keeping the lights on." In this regard, digital IT should gain more strength as an innovation engine and digital brain of the business.
Follow us at: @Pearl_Zhu
July 5, 2016
The “Leadership Master” Book Tuning IV: Vision as a Guide Light
Leadership is all about future and change. Leadership vision is to serve as an enabler to make profound influences.
Vision is not the “Nice to have,” but “Must have” quality for top leaders today in order to direct the organization toward the uncharted water in today’s “VUCA” digital dynamic. Vision provides insight into where an organization needs to go and is future oriented. A vision is how you see the future unfolding, how you dream about what the future will look like from your standpoint, and how to direct people and business toward the destination you envisioned?
A predictive view: Vision is a future state of being, vision makes you feel passion about what is going to happen - the opportunities. It is a clear choice among future scenarios that promotes certain behavior. A visionary mind has the ability to think the past, perceive what is now and foresee the future. Visionary leaders see possibilities before others, but they also need to tackle great challenges with grand consequences over long time spans; they convey a vision based on principles that make advanced movement. They intuitively draw on the timeless wisdom and cognizance and present it in a new synthesis and frame the fresh picture to meet the particular need of the times.
Leadership vision is to be guiding light: A clarified vision informs the Change Agenda and requires leadership. Being a leader means giving people confidence on where to go and how to get there, supporting them and also stretching them to live to their full potential, both individually and as members of a high performing team. Leadership vision is to be guiding light to support effectiveness and achievement of final results, to ensure positive and inspiring working culture, to motivate the team, to be confident and trustworthy working with the people, to take the initiatives of communication with stakeholders, and transform vision into the reality.
Be the vision in action: The vision is dynamic that change is constant. There is always something to learn anytime, but one must be present at the place and at the right position to improve vision every day. Leaders have to live and be the vision. If a vision exists only on paper, it is useless. It follows the wonderful quote, "We must be the change we wish to see in the world." Vision must be translated into the forward-thinking mindset and personal behavior from leaders to the rest of the organization, but also in business structure and processes, to provide for coherence to the organization in order to build up confidence for all stakeholders involved.
Leadership is all about future and change. Leadership vision is to serve as an enabler to make profound influences. Vision is indeed crucial, the leaders need to observe, perceive, and pay attention to the myriad of internal, external, national or global forces that define and influence the way we do business these days. With a clear vision, the effective leadership have the grate capacity of keeping the mind focused on the goal, and understanding how to motivate multi-generational and multicultural workforce through inspiration, motivation, energizing, co-creating and innovating.
"Digital Master" Book Series Slideshare Introduction "
Leadership Master" Introduction Slideshare Presentation
"Leadership Master" Introduction Blog
"Leadership Master" Chapter I Introduction
"Leadership Master" Chapter II Introduction
"Leadership Master" Chapter III Introduction
"Leadership Master" Chapter IV Introduction "
Leadership Master" Chapter V Introduction
"Leadership Master" Amazon Order Link
" Leadership Master " B&N Order Link
" Leadership Master " IBook Order Link
Follow us at: @Pearl_Zhu
Vision is not the “Nice to have,” but “Must have” quality for top leaders today in order to direct the organization toward the uncharted water in today’s “VUCA” digital dynamic. Vision provides insight into where an organization needs to go and is future oriented. A vision is how you see the future unfolding, how you dream about what the future will look like from your standpoint, and how to direct people and business toward the destination you envisioned?
A predictive view: Vision is a future state of being, vision makes you feel passion about what is going to happen - the opportunities. It is a clear choice among future scenarios that promotes certain behavior. A visionary mind has the ability to think the past, perceive what is now and foresee the future. Visionary leaders see possibilities before others, but they also need to tackle great challenges with grand consequences over long time spans; they convey a vision based on principles that make advanced movement. They intuitively draw on the timeless wisdom and cognizance and present it in a new synthesis and frame the fresh picture to meet the particular need of the times.
Leadership vision is to be guiding light: A clarified vision informs the Change Agenda and requires leadership. Being a leader means giving people confidence on where to go and how to get there, supporting them and also stretching them to live to their full potential, both individually and as members of a high performing team. Leadership vision is to be guiding light to support effectiveness and achievement of final results, to ensure positive and inspiring working culture, to motivate the team, to be confident and trustworthy working with the people, to take the initiatives of communication with stakeholders, and transform vision into the reality.
Be the vision in action: The vision is dynamic that change is constant. There is always something to learn anytime, but one must be present at the place and at the right position to improve vision every day. Leaders have to live and be the vision. If a vision exists only on paper, it is useless. It follows the wonderful quote, "We must be the change we wish to see in the world." Vision must be translated into the forward-thinking mindset and personal behavior from leaders to the rest of the organization, but also in business structure and processes, to provide for coherence to the organization in order to build up confidence for all stakeholders involved.Leadership is all about future and change. Leadership vision is to serve as an enabler to make profound influences. Vision is indeed crucial, the leaders need to observe, perceive, and pay attention to the myriad of internal, external, national or global forces that define and influence the way we do business these days. With a clear vision, the effective leadership have the grate capacity of keeping the mind focused on the goal, and understanding how to motivate multi-generational and multicultural workforce through inspiration, motivation, energizing, co-creating and innovating.
"Digital Master" Book Series Slideshare Introduction "
Leadership Master" Introduction Slideshare Presentation
"Leadership Master" Introduction Blog
"Leadership Master" Chapter I Introduction
"Leadership Master" Chapter II Introduction
"Leadership Master" Chapter III Introduction
"Leadership Master" Chapter IV Introduction "
Leadership Master" Chapter V Introduction
"Leadership Master" Amazon Order Link
" Leadership Master " B&N Order Link
" Leadership Master " IBook Order Link
Follow us at: @Pearl_Zhu
The “Leadership Master” Book Tuning: Vision as a Guide Light
Vision is not the “Nice to have,” but “Must have” quality for top leaders in order to direct the organization toward the uncharted water in today’s “VUCA” digital dynamic. Vision provides insight into where an organization needs to go and is future oriented. A vision is how you see the future unfolding, how you dream about what the future will look like from your standpoint, and how to direct people and business to reach the destination you envisioned?
A predictive view: Vision is a future state of being, vision makes you feel passion about what is going to happen - the opportunities. It is a clear choice among future scenarios that promotes certain behavior. A visionary mind has the ability to think the past, perceive what is now and foresee the future. Visionary leaders see possibilities before others, but they also need to tackle great challenges with grand consequences over long time spans; they convey a vision based on principles that make advanced movement. They intuitively draw on the timeless wisdom and cognizance and present it in a new synthesis and frame the fresh picture to meet the particular need of the times.
Leadership vision is to be guiding light: A clarified vision informs the Change Agenda and requires leadership. Being a leader means giving people confidence on where to go and how to get there, supporting them and also stretching them to live to their full potential, both individually and as members of a high performing team. Leadership vision is to be guiding light to support effectiveness and achievement of final results, to ensure positive and inspiring working culture, to motivate the team, to be confident and trustworthy working with the people, to initiate communication with stakeholders, and transform vision into the reality.
Be the vision in action: The vision is dynamic that change is constant, there is always something to learn anytime, but one must be present at the place and at the right position to improve vision every day. Leaders have to live and be the vision. If a vision exists only on paper, it is useless. It follows the wonderful quote, "We must be the change we wish to see in the world." Vision must be translated into personal behavior from leaders to the rest of the organization, but also in business structure and processes, to provide for coherence to the organization in order to build up confidence for all stakeholders involved.Leadership is all about future and change. Leadership vision is to serve as an enabler to make profound influences. Vision is indeed crucial, the leaders need to observe, perceive, and pay attention to the myriad of internal, external, national or global forces that define and influence the way we do business these days. With a clear vision, the effective leadership have the grate capacity of keeping the mind focused on the goal, and understanding how to motivate multigenerational workforce through inspiration, motivation, energizing, co-creating and innovating.Follow us at: @Pearl_Zhu
“Digital Agility” Book Tuning I: The Measurement of Organizational Agility
Agile transformation is a journey and you can make a judgment on where people and organization are on the journey via measurement. The goal of agility measure is to keep track of the most value-driven factors to lead business success. Value and principles are about what you believe and how you think. Neither of these is really amenable to direct measurement. And you will always have to tie these together to get the big picture of your organizational agility. How agile is the organization? Organizational agility is about the company being able to satisfy customers by consistently delivering high quality, valuable products/service with minimal delay. In most organizations. The subset of questions can be asked such as: - How much the organization's agility affects what the organization wants to achieve?- How effective your program of evangelization is at creating awareness?- How effective your program of evangelization is at creating value?“Value realized” is based on enhanced competitive advantage, is is usually measured in financial terms. There are usually increases in revenue, company valuation, user base, or reductions in costs., etc. Agile enforces interaction, iteration, improvement and collaboration, so you build a lot of trust and respect by letting people come up with what works best for them, also improving business agility and maturity ultimately.
How satisfied are customers? Isn’t agile about the company being able to satisfy customers by consistently delivering high quality, valuable software with minimal delay?From a technical delivery point of view have you thought about using KPIs along with grid metrics to show agile improvement in key areas such as Code Quality, Continuous Delivery / Continuous integration and Service Level? No change or even going down = you're doing the wrong thing.Going better = you're probably doing something right.You have to make sure that the customer has defined carefully what they mean by value, and customer needs to make sure that those definitions still apply.
How to select the right set of KPIs in measuring agility? You must be careful in establishing measurement, as the old saying goes, you get what you measure. Be sure to understand what decisions you are looking to make based on those KPIs. "agile" isn't always compatible with other organizational objectives.You may want to check out the operative and strategic goals and discover how consistent they are with each other - and agility. If there is conflict, how well are we doing at resolving conflicting goals? For example, you should take caution against using a lot of KPIs measuring the details of your development system and confusing those KPIs with global measures of value delivered. The senior leaders are more interested in getting an update about the measurement of the common business goals. Such common goals help to create collaboration and cohesion between the business people and the technical people. Moving towards an agile delivery method can and should be taken iteratively. The grid metrics allow the business to see the teams moving and improving as the team become more agile. The metrics will clearly highlight problem areas across all teams taking part and focus can be applied to move forwards. The KPIs you have set out can be covered by the core metrics in the grids.
Measure things truly matter based on Agile principles. Agility at the end of the day is an enabler for the reasons that the organization set out to build the product and not the other way. If the measure are good, they will tell you that you are agile enough. Customer satisfaction and emplyee satisfaction are signs of agile deployment success.
Follow us at: @Pearl_Zhu
