Pearl Zhu's Blog, page 1321
July 5, 2016
“CIO Master” Book Tuning XXXXXX: Three Dynamic Elements in Running Digital IT
Dynamic really means a lot for IT organization such as speed, agility, innovation, flexibility, and information savvy.
Digital transformation represents the next stage of business maturity which will optimize how the enterprise works and interacts with its ecosystem, with the customer at the center of its focus, and how the business is always on, because employees can get work done from anywhere, anytime, with the right information to make the right decisions. Digital IT needs to become more dynamic and innovative to be a pathfinder for the digital transformation. Here are three dynamic business elements in running a digital IT.
Dynamic leadership: Generally speaking, due to the speed of changes, especially at technology arena, the CIO needs to be a dynamic person with open, growth and complexity mindset. The CIO should have both broad business acumen and deep technical expertise as well, with high ability to handle personal attributes, manage impressions, initiate communications to suite situations so as to make things happen. A dynamic CIO can take courage to challenge the executive team’s expectations, as the reason many businesses end up not delivering value or achieving optimal performance is that there are too few executives willing to constructively challenge things. As a IT leader, a CIO’s dynamic persona will directly influence IT and business culture as well, and transform IT from a static support function to a change organization; from a cost center to an innovation engine. A CIO should accept and understand what they have to offer and strive for what is needed to establish and maintain the balance of operating and innovating. From IT leadership perspective, it is also about striking a balance of management (processes), leadership (people) and technical expertise/IT skills, with the capability to speak both dialects fluently.
Dynamic capability: IT is a key enabler of capability-based digital strategy. Digital capabilities such as manageability, optimization, automation, agility and flexibility, etc. are dynamic, lego-like, and recombinant, and IT is the superglue in integrating business processes, resources & information, and talent into a set of necessary and differentiated digital capabilities that the company need to implement its strategy and bring high-performance result. It directly impacts on how people are managed, budgets are planned and project portfolio are managed. The role of IT today for many organizations is a business 'solutionary' for information management, process automation, and digital orchestration - although the real goal is, as the case with every part of the organization, helping the business become, stay, and increase profitability via building the dynamic competitive advantage.
Dynamic workforce: With increasing speed of changes, the ability to adapt to change also becomes more crucial than ever. This is particularly true for IT employees, due to the disruptive nature of technology and overloading IT workload. Thus, building a dynamic IT workforce with learning agile is strategic imperative in running a digital IT, because an adaptive mind has better learning capability. Each person has a different level of knowledge (the consciousness about a problem) and reacts to environmental, thus, knowledge management will be a huge factor in the workplace of tomorrow. Building a dynamic workforce is to provide a creative working environment with necessary resource to improve productivity, creativity and employee engagement. IT plays a critical role in information and knowledge management of the organization. The future looks to have more real-time sharing of information and knowledge across industries and professions of the likes we have not seen yet. Sifting that information and capturing what's value to the organization will take savvy and speed to be on the leading edge.
Dynamic really means a lot for IT organization such as speed, agility, innovation, flexibility, and information savvy. Principles, Processes, People, Practices, Performance, etc are all critical factors to run a dynamic IT and high-performance 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
Digital transformation represents the next stage of business maturity which will optimize how the enterprise works and interacts with its ecosystem, with the customer at the center of its focus, and how the business is always on, because employees can get work done from anywhere, anytime, with the right information to make the right decisions. Digital IT needs to become more dynamic and innovative to be a pathfinder for the digital transformation. Here are three dynamic business elements in running a digital IT.
Dynamic leadership: Generally speaking, due to the speed of changes, especially at technology arena, the CIO needs to be a dynamic person with open, growth and complexity mindset. The CIO should have both broad business acumen and deep technical expertise as well, with high ability to handle personal attributes, manage impressions, initiate communications to suite situations so as to make things happen. A dynamic CIO can take courage to challenge the executive team’s expectations, as the reason many businesses end up not delivering value or achieving optimal performance is that there are too few executives willing to constructively challenge things. As a IT leader, a CIO’s dynamic persona will directly influence IT and business culture as well, and transform IT from a static support function to a change organization; from a cost center to an innovation engine. A CIO should accept and understand what they have to offer and strive for what is needed to establish and maintain the balance of operating and innovating. From IT leadership perspective, it is also about striking a balance of management (processes), leadership (people) and technical expertise/IT skills, with the capability to speak both dialects fluently.
Dynamic capability: IT is a key enabler of capability-based digital strategy. Digital capabilities such as manageability, optimization, automation, agility and flexibility, etc. are dynamic, lego-like, and recombinant, and IT is the superglue in integrating business processes, resources & information, and talent into a set of necessary and differentiated digital capabilities that the company need to implement its strategy and bring high-performance result. It directly impacts on how people are managed, budgets are planned and project portfolio are managed. The role of IT today for many organizations is a business 'solutionary' for information management, process automation, and digital orchestration - although the real goal is, as the case with every part of the organization, helping the business become, stay, and increase profitability via building the dynamic competitive advantage.
Dynamic workforce: With increasing speed of changes, the ability to adapt to change also becomes more crucial than ever. This is particularly true for IT employees, due to the disruptive nature of technology and overloading IT workload. Thus, building a dynamic IT workforce with learning agile is strategic imperative in running a digital IT, because an adaptive mind has better learning capability. Each person has a different level of knowledge (the consciousness about a problem) and reacts to environmental, thus, knowledge management will be a huge factor in the workplace of tomorrow. Building a dynamic workforce is to provide a creative working environment with necessary resource to improve productivity, creativity and employee engagement. IT plays a critical role in information and knowledge management of the organization. The future looks to have more real-time sharing of information and knowledge across industries and professions of the likes we have not seen yet. Sifting that information and capturing what's value to the organization will take savvy and speed to be on the leading edge.Dynamic really means a lot for IT organization such as speed, agility, innovation, flexibility, and information savvy. Principles, Processes, People, Practices, Performance, etc are all critical factors to run a dynamic IT and high-performance 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
“CIO Master” Book Tuning: Three Dynamic Elements in Running Digital IT
Digital transformation represents the next stage of business maturity which will optimize how the enterprise works and interact with its ecosystem, with the customer at the center of its focus, and how the business always on, because employees can get work done from anywhere, anytime, with the right information to make the right decisions. Digital IT becomes more dynamic and innovative to be a pathfinder for the digital transformation. Here are three dynamic element in running a digital IT.
Dynamic leadership: Generally speaking, due to the speed of changes, especially at technology arena, CIO needs to be a dynamic person with open, growth and complexity mindset. The CIO should have both broad business acumen and deep technical expertise as well, with high ability to handle personal attributes, manage impressions, communications to suite situations so as to make things happen. A dynamic CIO can take courage to challenge the executive team’s expectations, as the reason many businesses end up not delivering value or achieving optimal performance is that there are too few executives willing to constructively challenge things. As a IT leader, a CIO’s dynamic persona will directly influence IT and business culture as well, and transform IT from a static support function to a change organization; from a cost center to an innovation engine. A CIO should accept and understand what they have to offer and strive for what is needed to establish and maintain the balance of operating and innovating. From IT leadership perspective, it is also about striking a balance of management (processes), leadership (people) and technical expertise/IT skills, with the capability to speak both dialects fluently.
Dynamic capability: IT is a key enabler of capability-based digital strategy. Digital capabilities such as manageability, optimization, automation, agility and flexibility, etc. are dynamic, lego-like, and recombinative, and IT is the superglue in integrating business processes, resources and information into a set of necessary and differentiated digital capabilities that the company need to implement its strategy. It directly impacts on how people are managed, budgets are planned and project portfolio are managed. The role of IT today for many organizations is a business 'solutionary' for information, automation, and orchestration - although the real goal is, as is the case with every part of the organization, helping the business become, stay, and increase profitability via building the dynamic capability and competitive advantage.
Dynamic workforce: With increasing speed of changes, the ability to adapt to change also becomes more crucial than ever. This is particularly true for IT employees, due to the disruptive nature of technology and overloading information. An adaptive mind has better learning capability. Each person has a different level of knowledge (the consciousness about a problem) and reacts to environmental Therefore, knowledge management will be a huge factor in the workplace of tomorrow. Therefore, building a dynamic workforce is to provide a creative working environment with necessary resource to improve productivity, creativity and employee engagement. IT also plays a critical role in information and knowledge management of the organization. The future looks to have more real-time sharing of information and knowledge across industries and professions of the likes we have not seen yet. Sifting that information and capturing what's value to the organization will take savvy and speed to be on the leading edge.Dynamic really means a lot for IT organization such as speed, agility, innovation, flexibility, or information savvy. Principles, Processes, People, Practices, Performance, etc are all critical factors to run a dynamic IT and high-performance business. Follow us at: @Pearl_Zhu
July 4, 2016
The Monthly Change Management Agenda: How to Deal with these Change Dilemmas Effectively July 2016
Change is inevitable, but too often changes are made as a reaction to outer impulses, crisis, and demands. This is the bureaucracy’s way of meeting the challenges. The perspective is often rational, an automatic cultural response; defending already existing structures, all that we take for granted, without questioning the underlying premises. So in order to make change both proactive and sustainable, How to deal with these change dilemmas effectively?
How to Deal with these Change Dilemmas Effectively July 2016Do People Like or Hate Change?: People love to change if they are involved and/or take the initiative, but they hate being changed by someone else without having an effect on the situation. But Change is the only constant, and the speed of change is accelerating, how to adapt to change is the very quality to grow as a Digital Master.
Have You Focused on Fixing the Wrong Cause of a Problem? As human species, we are still facing many problems and challenges. Either for individuals, organizations, or society as a whole, the problem-solving capability is crucial to surviving and thriving. However, many decision-makers fail to fully grasp and accurately perceive what leads to problems and difficulties. Often, events and patterns are observed on the surface, and then the action is taken, but that is too early. After observing events and patterns, there are the underlying structures, the mechanisms, that cause the problem. And people lack critical thinking are usually never question because "it's the way things should be." Problem-solving in the majority of organizations today is woefully inadequate, so what happens when you focus on fixing the wrong cause of problems?
Is Uncertainty Problem or Opportunity Uncertainty and ambiguity are a key challenge for business leaders today. In the past, many business leaders believed their organizations’ long-term goals could wait until they had dealt with the current crisis. In the current business environment with “VUCA” characteristics, this is no longer the case. The rate of change has accelerated, indicating that business leaders must learn how to strike a balance between managing complex issues today and predicting the uncertain issues of tomorrow. So is uncertainty the biggest problem in business today? And is it affecting business in setting long-term strategies and are forced to concentrate on short term goals? And further questions include - how can the soft signals of contextual changes be best determined? How do you structure information systems to deal with uncertainty
Should Managers Focus on Performance or Engagement? The speed of change is accelerating, organizations are shifting from industrial speed to digital speed; from the inside out - operation driven to the outside in - people centric. With unprecedented opportunities and many pitfalls on the journey of digital transformation, should leaders or managers focus on operation performance or employee engagement, short term quick win or long term business excellence?
A Bimodal Digital Organization - How to Strike the Right Balance between Agility and Stability? Organizations large or small are on the journey to digital transformation, the paradox is that you need to keep the light on to maintain the stability, but also be adaptive to the changes caused by digital disruption with increasing speed. Hence, many businesses just have to run the bi-modal mode: the industrial speed to do what they always do, and the digital speed by leveraging innovation to experiment the new way to do things. But philosophically and methodologically, what’s the right balance between being quick to adopt new methods and risking them failing, and sticking with tried and tested ones and risking them becoming obsolete? Or more broadly speaking, how to strike the right balance between agility and stability?
The “Future of CIO” Blog has reached 1.3 million page views with about 2900+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.
Follow us at: @Pearl_Zhu
Holiday Celebration and "Leadership Maser" III Tuning: Contemplating Leadership Profundity at the “Independence Day”
The profundity of leadership is to enforce leadership effectiveness via connecting minds intellectually and touching hearts empathetically.
At the siloed industrial era, leadership effectiveness is perhaps dependent on the hierarchical level of authority and brute force style of command and control. It's about how loud you can speak or how hard you can push. However, with the digital nature of interdependence and interconnectivity, great leadership is not just situational, it is affected by context, culture, including capability and resources, and the means to the end, rather than just defined by the end result. And digital flow changes the landscape of communication, collaboration and connection, instead of being loud, digital leadership must go deeper, to touch the hearts and connect the minds, to practice the power of pull, and to lead via deep influence.
Filling cognitive gaps: The digital ecosystem is dynamic with velocity, the leadership effectiveness is dependent on how capable they can manage changes and keep the digital flow. Because workers now are more educated than what they used to be, they are at least more informed as to what is going on and the changes taking place around them. However, at the traditional business setting, people normally 'close' the boundaries of the system, so that less energy is transferred and, therefore, fewer changes happen in the system. Therefore, to keep digital flow, leadership profundity and wisdom have to be enforced via practicing multidimensional thinking, such as critical thinking and embracing holism and nonlinearity. And leadership is about learning to manage the 'system,' in an 'open' manner in Systems Thinking language. Leadership is often the team-work. In order to fill cognitive gaps and build a high-effective leadership team, foresightful organizations should always look for complementary mindsets, capabilities, and skills that they don’t have so that they can build a high-effective leadership team to lead through uncharted water and blurred digital territories and accelerate the speed of changes.
Capturing Insight: Insight is the ability to perceive clearly or deeply penetration and it's the best sight to improve leadership profundity. Insight is an understanding of cause and effect based on the identification of relationships and behaviors within a model, context, or scenario. The more complex the situation is, the more different approaches and role gaming is needed to reach for in-depth understanding, It’s not the acquisition of knowledge that will make the leader, it is the desire to acquire and apply that knowledge, transform into the insight that will make the leader. Leadership in itself is a constant learning process that requires the leader to build experience and to share insight. Furthermore, insight is being able to identify the root cause of a problem or the core issues of a situation which leads to understanding and resolution in a systematic way. The difference between digital leaders and laggards comes from altitude, attitude, and aptitude that drives continuous progress.
Improving Decision Effectiveness: Intellectual decision-making and problem-solving capabilities are more crucial for today’s leaders due to “VUCA” characteristics of digital. Being decisive, framing the problem, and coming out alternative solutions are all important leadership abilities, but very few can get them all right. Hence, profundity matter and it is one of the distinctive leadership traits to differentiate a great leader from average managers. With overloading information and shortened knowledge lifecycle, great leaders need to present the capability to manage complexity in high digital transparency and stressful digital dynamic, and make effective decisions based on interdisciplinary understanding and collective wisdom.
Digital leadership can be perceived with both broader scope of the open system and in-depth understanding of its interconnectivity and interdependence. It should be based on the future trend, based on varying situation; based on what the system requires for its long-term sustenance. The power of leadership profundity is based on acute observation and deduction, insightful understanding, questioning, connection, discernment, and penetration, to deepen leadership influence, improving leadership effectiveness, and leap leadership maturity.
"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
At the siloed industrial era, leadership effectiveness is perhaps dependent on the hierarchical level of authority and brute force style of command and control. It's about how loud you can speak or how hard you can push. However, with the digital nature of interdependence and interconnectivity, great leadership is not just situational, it is affected by context, culture, including capability and resources, and the means to the end, rather than just defined by the end result. And digital flow changes the landscape of communication, collaboration and connection, instead of being loud, digital leadership must go deeper, to touch the hearts and connect the minds, to practice the power of pull, and to lead via deep influence.
Filling cognitive gaps: The digital ecosystem is dynamic with velocity, the leadership effectiveness is dependent on how capable they can manage changes and keep the digital flow. Because workers now are more educated than what they used to be, they are at least more informed as to what is going on and the changes taking place around them. However, at the traditional business setting, people normally 'close' the boundaries of the system, so that less energy is transferred and, therefore, fewer changes happen in the system. Therefore, to keep digital flow, leadership profundity and wisdom have to be enforced via practicing multidimensional thinking, such as critical thinking and embracing holism and nonlinearity. And leadership is about learning to manage the 'system,' in an 'open' manner in Systems Thinking language. Leadership is often the team-work. In order to fill cognitive gaps and build a high-effective leadership team, foresightful organizations should always look for complementary mindsets, capabilities, and skills that they don’t have so that they can build a high-effective leadership team to lead through uncharted water and blurred digital territories and accelerate the speed of changes.
Capturing Insight: Insight is the ability to perceive clearly or deeply penetration and it's the best sight to improve leadership profundity. Insight is an understanding of cause and effect based on the identification of relationships and behaviors within a model, context, or scenario. The more complex the situation is, the more different approaches and role gaming is needed to reach for in-depth understanding, It’s not the acquisition of knowledge that will make the leader, it is the desire to acquire and apply that knowledge, transform into the insight that will make the leader. Leadership in itself is a constant learning process that requires the leader to build experience and to share insight. Furthermore, insight is being able to identify the root cause of a problem or the core issues of a situation which leads to understanding and resolution in a systematic way. The difference between digital leaders and laggards comes from altitude, attitude, and aptitude that drives continuous progress.
Improving Decision Effectiveness: Intellectual decision-making and problem-solving capabilities are more crucial for today’s leaders due to “VUCA” characteristics of digital. Being decisive, framing the problem, and coming out alternative solutions are all important leadership abilities, but very few can get them all right. Hence, profundity matter and it is one of the distinctive leadership traits to differentiate a great leader from average managers. With overloading information and shortened knowledge lifecycle, great leaders need to present the capability to manage complexity in high digital transparency and stressful digital dynamic, and make effective decisions based on interdisciplinary understanding and collective wisdom.Digital leadership can be perceived with both broader scope of the open system and in-depth understanding of its interconnectivity and interdependence. It should be based on the future trend, based on varying situation; based on what the system requires for its long-term sustenance. The power of leadership profundity is based on acute observation and deduction, insightful understanding, questioning, connection, discernment, and penetration, to deepen leadership influence, improving leadership effectiveness, and leap leadership maturity.
"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
Holiday Celebration and "Leadership Maser" Tuning: Contemplating Leadership Profundity at the “Independence Day”
The profundity of leadership is to enforce leadership effectiveness via connecting minds intellectually and touching hearts empathetically.
At the siloed industrial era, leadership effectiveness is perhaps dependent on the hierarchical level of authority and brute force style of command and control. It's about how loud you can speak or how hard you can push. However, with the digital nature of interdependence and interconnectivity, great leadership is not just situational, it is affected by context, culture, including capability and resources, and the means to the end, rather than just defined by the end result. And digital flow changes the landscape of communication, collaboration and connection, instead of being loud, digital leadership must go deeper, to touch the hearts and connect the minds, to practice the power of pull, and to lead via deep influence.
Filling cognitive gaps: The digital ecosystem is dynamic with velocity, the leadership effectiveness is dependent on how capable they can manage changes and keep the digital flow. Because workers now are more educated than what they used to be, they are at least more informed as to what is going on and the changes taking place around them. However, at the traditional business setting, people normally 'close' the boundaries of the system, so that less energy is transferred and, therefore, fewer changes happen in the system. Therefore, to keep digital flow, leadership profundity and wisdom have to be enforced via practicing multidimensional thinking, such as critical thinking and embracing holism and nonlinearity. And leadership is about learning to manage the 'system,' in an 'open' manner in Systems Thinking language. Leadership is often the team-work. In order to fill cognitive gaps and build a high-effective leadership team, foresightful organizations should always look for complementary mindsets, capabilities, and skills that they don’t have so that they can build a high-effective leadership team to lead through uncharted water and blurred digital territories and accelerate the speed of changes.
Capturing Insight: Insight is the ability to perceive clearly or deeply penetration and it's the best sight to improve leadership profundity. Insight is an understanding of cause and effect based on the identification of relationships and behaviors within a model, context, or scenario. The more complex the situation is, the more different approaches and role gaming is needed to reach for in-depth understanding, It’s not the acquisition of knowledge that will make the leader, it is the desire to acquire and apply that knowledge, transform into the insight that will make the leader. Leadership in itself is a constant learning process that requires the leader to build experience and to share insight. Furthermore, insight is being able to identify the root cause of a problem or the core issues of a situation which leads to understanding and resolution in a systematic way. The difference between digital leaders and laggards comes from altitude, attitude, and aptitude that drives continuous progress.
Improving Decision Effectiveness: Intellectual decision-making and problem-solving capabilities are more crucial for today’s leaders due to “VUCA” characteristics of digital. Being decisive, framing the problem, and coming out alternative solutions are all important leadership abilities, but very few can get them all right. Hence, profundity matter and it is one of the distinctive leadership traits to differentiate a great leader from average managers. With overloading information and shortened knowledge lifecycle, great leaders need to present the capability to manage complexity in high digital transparency and stressful digital dynamic, and make effective decisions based on interdisciplinary understanding and collective wisdom.
Digital leadership can be perceived with both broader scope of the open system and in-depth understanding of its interconnectivity and interdependence. It should be based on the future trend, based on varying situation; based on what the system requires for its long-term sustenance. The power of leadership profundity is based on acute observation and deduction, insightful understanding, questioning, connection, discernment, and penetration, to deepen leadership influence, improving leadership effectiveness, and leap leadership maturity.
"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
At the siloed industrial era, leadership effectiveness is perhaps dependent on the hierarchical level of authority and brute force style of command and control. It's about how loud you can speak or how hard you can push. However, with the digital nature of interdependence and interconnectivity, great leadership is not just situational, it is affected by context, culture, including capability and resources, and the means to the end, rather than just defined by the end result. And digital flow changes the landscape of communication, collaboration and connection, instead of being loud, digital leadership must go deeper, to touch the hearts and connect the minds, to practice the power of pull, and to lead via deep influence.
Filling cognitive gaps: The digital ecosystem is dynamic with velocity, the leadership effectiveness is dependent on how capable they can manage changes and keep the digital flow. Because workers now are more educated than what they used to be, they are at least more informed as to what is going on and the changes taking place around them. However, at the traditional business setting, people normally 'close' the boundaries of the system, so that less energy is transferred and, therefore, fewer changes happen in the system. Therefore, to keep digital flow, leadership profundity and wisdom have to be enforced via practicing multidimensional thinking, such as critical thinking and embracing holism and nonlinearity. And leadership is about learning to manage the 'system,' in an 'open' manner in Systems Thinking language. Leadership is often the team-work. In order to fill cognitive gaps and build a high-effective leadership team, foresightful organizations should always look for complementary mindsets, capabilities, and skills that they don’t have so that they can build a high-effective leadership team to lead through uncharted water and blurred digital territories and accelerate the speed of changes.
Capturing Insight: Insight is the ability to perceive clearly or deeply penetration and it's the best sight to improve leadership profundity. Insight is an understanding of cause and effect based on the identification of relationships and behaviors within a model, context, or scenario. The more complex the situation is, the more different approaches and role gaming is needed to reach for in-depth understanding, It’s not the acquisition of knowledge that will make the leader, it is the desire to acquire and apply that knowledge, transform into the insight that will make the leader. Leadership in itself is a constant learning process that requires the leader to build experience and to share insight. Furthermore, insight is being able to identify the root cause of a problem or the core issues of a situation which leads to understanding and resolution in a systematic way. The difference between digital leaders and laggards comes from altitude, attitude, and aptitude that drives continuous progress.
Improving Decision Effectiveness: Intellectual decision-making and problem-solving capabilities are more crucial for today’s leaders due to “VUCA” characteristics of digital. Being decisive, framing the problem, and coming out alternative solutions are all important leadership abilities, but very few can get them all right. Hence, profundity matter and it is one of the distinctive leadership traits to differentiate a great leader from average managers. With overloading information and shortened knowledge lifecycle, great leaders need to present the capability to manage complexity in high digital transparency and stressful digital dynamic, and make effective decisions based on interdisciplinary understanding and collective wisdom.Digital leadership can be perceived with both broader scope of the open system and in-depth understanding of its interconnectivity and interdependence. It should be based on the future trend, based on varying situation; based on what the system requires for its long-term sustenance. The power of leadership profundity is based on acute observation and deduction, insightful understanding, questioning, connection, discernment, and penetration, to deepen leadership influence, improving leadership effectiveness, and leap leadership maturity.
"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
Contemplating Leadership Profundity at the “Independent Day”
At the siloed industrial era, leadership effectiveness is perhaps dependent on the hierarchical level of authority and brute force style of command and control, it's about how loud you can speak or how hard you can push. However, with the digital nature of interdependence and interconnectivity, great leadership is not just situational, it is affected by context, culture, including capability and resources, and the means to the end, rather than just defined by the end result. And digital flow changes the landscape of communication, collaboration and connection, instead of being loud, digital leadership must go deeper, to touch the heart and mind, to practice the power of pull, to lead via influence.
Filling cognitive gaps: Leadership is often the team work. In order to build a high-effective leadership team, foresightful organizations should always look for complementary mindsets, capabilities and skills that they don’t have so than they can build a high-effective leadership team. Digital leaders can fill cognitive gaps via profound thinking process to leverage critical thinking and embrace holism and nonlinearity. For example, leadership is about learning to manage the 'system,' in an 'open' manner in Systems Thinking language, people normally 'close' the boundaries of the system, so that less energy is transferred and, therefore, less changes happen in the system. However, digital ecosystem is dynamic, the leadership effectiveness is dependent on how capable they can manage changes and keep digital flow. Because workers now are more educated than what they used to be, they are at least more informed as to what is going on and the changes taking place around them.
Capturing Insight: Insight is the ability to perceive clearly or deeply penetration. It’s not the acquisition of knowledge that will make the leader, it is the desire to acquire and apply that knowledge, transform into the insight that will make the leader. Leadership in itself is a constant learning process that requires the leader to build experience and to share insight. Furthermore, insight is being able to identify the root cause of a problem or the core issues of a situation which leads to understanding and resolution in a systematic way. The difference comes from altitude, attitude, and aptitude that drives continuous progress and become better. Insight is an understanding of cause and effect based on the identification of relationships and behaviors within a model, context, or scenario. The more complex the situation is, the more different approaches and role gaming is needed to reach for in-depth understanding,
Improving Decision Effectiveness: Intellectual decision-making and problem-solving capabilities are more crucial for today’s leaders due to “VUCA” characteristics of digital. Being decisive, framing the problem, and coming out alternative solutions are all important leadership abilities, but very few can get them all right. It is a distinctive leadership ability to differentiate a great leader from average managers. With overloading information and shortened knowledge lifecycle, great leaders present the capability to manage complexity in high digital transparency and stressful digital dynamic, and make effective decisions based on interdisciplinary understanding and collective wisdom.
Leadership can be perceived with both broader scope of the open system and in-depth understanding of its interconnectivity and interdependence. It should be based on the future trend, based on varying situation; based on what the system requires for its long-term sustenance. The power of leadership profundity is based on acute observation and deduction, insightful understanding, questioning, connection, discernment and penetration, to deepen leadership influence, improving leadership effectiveness, and leap leadership maturity.
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July 3, 2016
Holiday Celebration and "Leadership Master" Book Tuning II: In search of Creative Leadership Paradigm
The Independent Day is not just the day for firework, but the time to start independent thinking and it’s the time to reflect, grow and innovate with continuous delivery.
It is another Independence Day around the corner, it’s the day to re-imagine the digital paradigm shift, the time to practice independent thinking and contemplate the spirit of America - Freedom, Equality, and Pursuit of Happiness, and the moment to refine digital leadership - Are we on the journey in search of creative leadership to spark the next chapter of innovation blossom, to discover the better way to solve the old problems, as well as overcome emergent challenges?
In search of cross-box reach and digital vision: Creative leadership is the ability to inspire, to create, and to maintain the social and psychological conditions and the environment in which everyone is able to reach his or her highest potential. Creative leaders are futuristic and forward thinking. The great digital leaders are outliers, visionaries are often outliers who can step out of conventional thinking boxes or linear patterns; who dare to ask a deep WHY to diagnose the root causes of problems, as well as an optimistic “WHY NOT” to try new things and take an adventure. That is the spirit of independence. Because the “box” is a mental construct made up of personal and environmental components that one operate within, it’s a group of people’s comfort zone, that things are OK and everyone agrees and have the same or similar thoughts, the way they always do things like this mentality. Because Digital breaks down many little boxes, such as rigid hierarchy and inflexible business pyramid. The creative leaders do not work within the box, but across the boxes, broaden the perspectives. Therefore, they could perceive things underneath the surface, cross silos, and make profound insight beyond conventional wisdom. Outlier leaders with cross-box thinking abilities are creatively disruptive, and connect wider dots to spur creativity. They not only think differently but also do things in an alternative and optimum way.
In search of balance and harmony: Creative leaders are resourceful, and creative leadership is essentially anchored on the leader’s multidimensional thinking ability to strike the right balance and the overall multifaceted resourcefulness, with distinctive competencies to formulate creative alternatives or solutions to resolve problems, to show versatility and agility in response to unpredictable or unanticipated circumstances. Digital is the age of people and innovation. Compared to the previous eras, to improve leadership effectiveness, it’s about harmony, to achieve harmony, it’s about balance. To balance well, it’s all about being creative, to think cross-boxes, and to overcome extreme thinking and silo mentality. The digital leaders with a balanced mind can bring agility, creativity, and flexibility across the full spectrum of digital dynamic and innovation paradox. It can also bring an in-depth understanding of whole-system elaboration and enforce across-the-spectrum of interdisciplinary practices. Creative leadership is an emergent digital leadership trend in following independence principles and accelerating digital transformation.
In search of authenticity and uniqueness: Creative leadership is the unique combination of leadership mind and behaviors that develops and achieves high quality and meaningful results over a sustained period of time. Creative leaders are authentic and thus, unique. They are not made via cookie-cutting approach but developed via their own unique experience, introspection, and practices. In order to lead toward the right direction effectively, you have to continuously ask self and others: Why do you want to lead? What is your leadership strength? And how to lead digital transformation with agility? Being a leader takes one to have a desire to do better than others in certain domains while creating themselves a platform of influence in wherever they are. Because leadership is the ability to change, and the speed of change is significantly increasing in the Digital Age. The authentic leaders are unique and bridge, not only one, but multiple gaps, because the intention of becoming a leader is to inspire and innovate, to improve and advance, to orchestrate and encourage, as change is often uncomfortable, yet necessary part of reaching the future and sustain success. The creative digital leaders are more transformation-driven change agents with the philosophy behind the “Independent Day” celebration.
The Independent Day is not just the day for firework, but the time to review the progress of American history, envision the future of hyper-connected digital society. The spirit comes from the top, it’s the time to inspire creative digital leadership with the following “dispositions” - Visionary, adaptable, persevering, competent, ethical, courageous, curious. And it’s the time to reflect, grow and innovate with continuous delivery.
"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
It is another Independence Day around the corner, it’s the day to re-imagine the digital paradigm shift, the time to practice independent thinking and contemplate the spirit of America - Freedom, Equality, and Pursuit of Happiness, and the moment to refine digital leadership - Are we on the journey in search of creative leadership to spark the next chapter of innovation blossom, to discover the better way to solve the old problems, as well as overcome emergent challenges? In search of cross-box reach and digital vision: Creative leadership is the ability to inspire, to create, and to maintain the social and psychological conditions and the environment in which everyone is able to reach his or her highest potential. Creative leaders are futuristic and forward thinking. The great digital leaders are outliers, visionaries are often outliers who can step out of conventional thinking boxes or linear patterns; who dare to ask a deep WHY to diagnose the root causes of problems, as well as an optimistic “WHY NOT” to try new things and take an adventure. That is the spirit of independence. Because the “box” is a mental construct made up of personal and environmental components that one operate within, it’s a group of people’s comfort zone, that things are OK and everyone agrees and have the same or similar thoughts, the way they always do things like this mentality. Because Digital breaks down many little boxes, such as rigid hierarchy and inflexible business pyramid. The creative leaders do not work within the box, but across the boxes, broaden the perspectives. Therefore, they could perceive things underneath the surface, cross silos, and make profound insight beyond conventional wisdom. Outlier leaders with cross-box thinking abilities are creatively disruptive, and connect wider dots to spur creativity. They not only think differently but also do things in an alternative and optimum way.
In search of balance and harmony: Creative leaders are resourceful, and creative leadership is essentially anchored on the leader’s multidimensional thinking ability to strike the right balance and the overall multifaceted resourcefulness, with distinctive competencies to formulate creative alternatives or solutions to resolve problems, to show versatility and agility in response to unpredictable or unanticipated circumstances. Digital is the age of people and innovation. Compared to the previous eras, to improve leadership effectiveness, it’s about harmony, to achieve harmony, it’s about balance. To balance well, it’s all about being creative, to think cross-boxes, and to overcome extreme thinking and silo mentality. The digital leaders with a balanced mind can bring agility, creativity, and flexibility across the full spectrum of digital dynamic and innovation paradox. It can also bring an in-depth understanding of whole-system elaboration and enforce across-the-spectrum of interdisciplinary practices. Creative leadership is an emergent digital leadership trend in following independence principles and accelerating digital transformation.
In search of authenticity and uniqueness: Creative leadership is the unique combination of leadership mind and behaviors that develops and achieves high quality and meaningful results over a sustained period of time. Creative leaders are authentic and thus, unique. They are not made via cookie-cutting approach but developed via their own unique experience, introspection, and practices. In order to lead toward the right direction effectively, you have to continuously ask self and others: Why do you want to lead? What is your leadership strength? And how to lead digital transformation with agility? Being a leader takes one to have a desire to do better than others in certain domains while creating themselves a platform of influence in wherever they are. Because leadership is the ability to change, and the speed of change is significantly increasing in the Digital Age. The authentic leaders are unique and bridge, not only one, but multiple gaps, because the intention of becoming a leader is to inspire and innovate, to improve and advance, to orchestrate and encourage, as change is often uncomfortable, yet necessary part of reaching the future and sustain success. The creative digital leaders are more transformation-driven change agents with the philosophy behind the “Independent Day” celebration.The Independent Day is not just the day for firework, but the time to review the progress of American history, envision the future of hyper-connected digital society. The spirit comes from the top, it’s the time to inspire creative digital leadership with the following “dispositions” - Visionary, adaptable, persevering, competent, ethical, courageous, curious. And it’s the time to reflect, grow and innovate with continuous delivery.
"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
Holiday Celebration: In search of Creative Leadership Paradigm
It is another Independence Day around the corner, it’s the day to reimagine the digital paradigm shift, the time to practice independent thinking and contemplate the spirit of America - Freedom, Equality, and Pursuit of Happiness, and the moment to refine leadership - Are we on the journey in search of creative leadership, to discover the better way to solve the old problems, as well as emergent challenges? In search of cross-box reach and digital vision: Creative leadership is the ability to inspire, to create, and to maintain the social and psychological conditions and the environment in which everyone is able to reach his or her highest potential. Creative leaders are futuristic and forward thinking. The great digital leaders are outliers, visionaries are often outliers who can step out of conventional thinking boxes or linear patterns; who dare to ask a deep WHY to diagnose the root causes of problems, as well as an optimistic “WHY NOT” to try new things and take an adventure. That is the spirit of independence. Because the “box” is a mental construct made up of personal and environmental components that one operate within, it’s a group of people’s comfort zone, that things are OK and everyone agrees and have the same or similar thoughts, the way they always do things like this mentality. Because Digital breaks down many little boxes, such as rigid hierarchy and inflexible business pyramid. The creative leaders do not work within the box, but across the boxes, broaden the perspectives. Therefore, they could perceive things underneath the surface and make profound insight beyond conventional wisdom. Outlier leaders with cross-box thinking abilities are creatively disruptive, and connect wider dots to spur creativity. They not only think differently but also do things in an alternative and optimum way.
In search of balance and harmony: Creative leaders are resourceful, and creative leadership is essentially anchored on the leader’s multidimensional thinking ability to strike the right balance and the overall multifaceted resourcefulness, with leadership competencies to formulate creative alternatives or solutions to resolve problems, to show versatility and agility in response to unpredictable or unanticipated circumstances. Digital is the age of people and innovation. Compared to the previous eras, to improve leadership effectiveness, it’s about harmony, to achieve harmony, it’s about balance. To balance well, it’s all about being creative, to think cross-box, and overcoming extreme thinking and silo mentality. The digital leaders with a balanced mind can bring agility, creativity, and flexibility across the full spectrum of digital dynamic and digital paradox. It can also bring an in-depth understanding across-the-spectrum of interdisciplinary practices and whole-system elaboration. It is an emergent digital leadership trend in following independence principles and accelerating digital transformation.
In search of authenticity and uniqueness: Creative leadership is the unique combination of leadership mind and behaviors that develops and achieves high quality and meaningful results over a sustained period of time. Creative leaders are authentic and thus, unique. They are not made via cookie-cutting approach but developed via their own unique experience and introspection. In order to lead toward the right direction effectively, you have to continuously ask self and others: Why do you want to lead? What is your leadership strength? And how to lead digital transformation with agility? Being a leader takes one to have a desire to do better than others in certain domains while creating themselves a platform of influence in wherever they are. Because leadership is the ability to change, and the speed of change is significantly increasing in the Digital Age. The authentic leaders are unique and bridge, not only one, but multiple gaps, because the intention of becoming a leader is to inspire and innovate, to improve and advance, to orchestrate and encourage, as change is often uncomfortable, yet necessary part of reaching the future and sustain success. The creative digital leaders are more transformation-driven change agents with the philosophy of “Independent Day.”Independent Day is not just the day for firework, but the time to review the progress of American history and envision the future of hyper-connected digital society. The spirit comes from the top, it’s the time to inspire creative digital leadership with the following “dispositions” - Visionary, adaptable, persevering, competent, ethical, courageous, curious. And it’s the time to reflect, grow and innovate. Follow us at: @Pearl_Zhu
Integrating Performance Management and Talent Management to Achieve High-Professionalism
People are always the most invaluable asset to the organization. However, in most companies, people management are silo disciplines and outdated practices. In order to strengthen the weakest link - people and advocate high-professionalism, how can organizations integrate performance management and talent management to a holistic solution to get people digital-ready, to unleash their potential and inspire innovation?
Performance Management (PM) and Talent Management (TM) are connected. Talent Management (TM) refers to the anticipation of required human capital for an organization and the planning to meet those needs, focuses more on the people element of the organization; where Performance Management is a significant management discipline in the business system. PM supports the organization, TM supports the culture. They work hand-in-hand. The performance management system takes a top down synergistic approach from the definition of vision, mission, corporate objectives, policies, procedure, critical success factors, KPIs...etc. In order for people to achieve these, the organization needs to provide appropriate training to its talent (people) and build a high-professional and high-performance business culture. TM cannot work in a silo, it has to be well aligned with the overall strategic performance management system of the organization and supporting the PM. PM has KPIs that help to drive behavioral elements. TM has KPIs that help to drive cultural elements. When organizations well align the behavior and cultural elements, you have a winning combo.
The combination of PM and TM elements makes a business successful. PM is a perspective to the organization, TM is the perspective of talent. It's true that the organization pays the dollars, but the talent is the most valuable asset in the organization, perhaps the weakest link in execution. It is a successful culture that makes for a successful organization too. Because the business culture decides how you manage or engage associates in your organizations, how you communicate organizational objects or goals. Both PM and TM are important in any organization if functions and objects are aligned properly. PM is about building sustainability in the organization; and TM is about building talent professionalism and competency of the business -finding, renewing and protecting the right of talent. Unless the right talent is there, Performance Management cannot salvage sustainability.
PM and TM are one system with both hard elements and soft element in it: PM helps businesses define the needs of the organization, and TM helps to fulfill them by training. Coaching and mentoring the employee to perform well, which does impact the culture overall. There are numerous business intelligence solutions which are integrated with customized modules that help organizations effectively to perform at their best. Performance Management System can significantly impact on organizations and it works for each manager, leader, and employee. PM and TM is one system and software with the set of different modules that track to measure the employee's performance as well as help to shape business culture and make the engaged workforce.
It is difficult to have a highly competitive organization without highly professional and competitive talent. Although PM and TM are different management practices, they are interconnected. In any mature organization, both functions are interdependent and works for overall organizational objects and achieve long-term business visions and strategy via the overall alignment of various organizational functions. An integral people management practice that does not have hard coded programming like other business systems, but directly drives corporate mindset, attitude, capability, and long-term achievement.
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July 2, 2016
Innovation Brief: The Trends of Digital Innovation
Digital innovation has broader scope and takes more cross-box thinking and experimenting.
Innovation takes a cycle of observing-questioning-connecting-networking-experimenting. From the management perspective, innovation is how to transform novel ideas to achieve its business value. Due to the hyper-complexity of modern business, innovation is essentially about reducing the unnecessary business complexity to tackle the complexities of business dynamic. Here are a series of blogs to brainstorm the digital trends of innovation.
The Trends and Characteristics of Digital InnovationHow to Manage the New Chapter of Digital Innovation The world is becoming more hyper-connected with the latest digital technology advancement, are we ready to open the new chapter of digital innovation? Can we develop an approach which also places social, political and ethnic differences within a common framework to generate meaningful progress toward the next level of innovation? Is it possible to integrate innovative concepts into a comprehensive approach that can generate intelligent solutions to the seemingly insurmountable large-scale problems? For example, how do you balance the partitioning of land and sea between man and nature? How can you use energy from sunlight to recycle all mass at the molecular scale locally? And if you were the Chief Innovation Officer in the organization or on the Earth, what’s your innovation agenda?
Running IT as an Innovation Hub IT is omnipresent and permeated into every corner of the organization. Forward-looking organizations are also reinventing IT reputation from a cost center to a value creator, from a static support function to a dynamic change agent; and from inside-out operation driven to outside-in customer-centric.To put simply, how can IT build differentiated capabilities to become an information power center and an innovation engine?
Three Aspects of Digital Innovation Innovation agility is a critical business capability to manage innovation life cycle with speed, Idea validation is a crucial step in managing innovation with effectiveness and agility. The idea evaluation is a critical part of successful new product/business development. The basic goal of Idea Evaluation should be to quickly and thoughtfully weed out potential projects that are not a good fit for your particular business, so you can focus on the good ideas and commercialize its potential business values. It is also an important aspect of innovation agility.
How to Digitalize Human Capital Management As always, talent is the most significant asset in any organization today. However, many businesses still treat their people as cost or resource only, lack of integrative approach to manage performance & potential; knowledge & culture in a holistic way. With the latest digital technologies and social platform, how to manage your human capital with effectiveness and agility?
How to Foster innovation and Manage Digital Disruption? In order to survive and thrive, innovation is “must have,” not “nice to have” approach in running a business today. But for most organizations, innovation is just a big puzzle with many tangled concerns: Can innovation be planned? What are some of the ideas that were applied to innovative initiatives that you have underway or experienced, either as the driver or participant? What are some viable approaches to being innovative while addressing the constant budget squeeze? Is innovation management a paradox? Do you have such an abundant innovation pipeline? If yes, what are the important considerations for leaders or managers to focus on? If not, how can organizations recognize innovation? In either case, how can leaders or managers in organizations leveraging innovation on their digital transformation journey?
The “Future of CIO” Blog has reached 1.3 million page views with about 2900+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.
Follow us at: @Pearl_Zhu
Innovation takes a cycle of observing-questioning-connecting-networking-experimenting. From the management perspective, innovation is how to transform novel ideas to achieve its business value. Due to the hyper-complexity of modern business, innovation is essentially about reducing the unnecessary business complexity to tackle the complexities of business dynamic. Here are a series of blogs to brainstorm the digital trends of innovation.The Trends and Characteristics of Digital InnovationHow to Manage the New Chapter of Digital Innovation The world is becoming more hyper-connected with the latest digital technology advancement, are we ready to open the new chapter of digital innovation? Can we develop an approach which also places social, political and ethnic differences within a common framework to generate meaningful progress toward the next level of innovation? Is it possible to integrate innovative concepts into a comprehensive approach that can generate intelligent solutions to the seemingly insurmountable large-scale problems? For example, how do you balance the partitioning of land and sea between man and nature? How can you use energy from sunlight to recycle all mass at the molecular scale locally? And if you were the Chief Innovation Officer in the organization or on the Earth, what’s your innovation agenda?
Running IT as an Innovation Hub IT is omnipresent and permeated into every corner of the organization. Forward-looking organizations are also reinventing IT reputation from a cost center to a value creator, from a static support function to a dynamic change agent; and from inside-out operation driven to outside-in customer-centric.To put simply, how can IT build differentiated capabilities to become an information power center and an innovation engine?
Three Aspects of Digital Innovation Innovation agility is a critical business capability to manage innovation life cycle with speed, Idea validation is a crucial step in managing innovation with effectiveness and agility. The idea evaluation is a critical part of successful new product/business development. The basic goal of Idea Evaluation should be to quickly and thoughtfully weed out potential projects that are not a good fit for your particular business, so you can focus on the good ideas and commercialize its potential business values. It is also an important aspect of innovation agility.
How to Digitalize Human Capital Management As always, talent is the most significant asset in any organization today. However, many businesses still treat their people as cost or resource only, lack of integrative approach to manage performance & potential; knowledge & culture in a holistic way. With the latest digital technologies and social platform, how to manage your human capital with effectiveness and agility?
How to Foster innovation and Manage Digital Disruption? In order to survive and thrive, innovation is “must have,” not “nice to have” approach in running a business today. But for most organizations, innovation is just a big puzzle with many tangled concerns: Can innovation be planned? What are some of the ideas that were applied to innovative initiatives that you have underway or experienced, either as the driver or participant? What are some viable approaches to being innovative while addressing the constant budget squeeze? Is innovation management a paradox? Do you have such an abundant innovation pipeline? If yes, what are the important considerations for leaders or managers to focus on? If not, how can organizations recognize innovation? In either case, how can leaders or managers in organizations leveraging innovation on their digital transformation journey?
The “Future of CIO” Blog has reached 1.3 million page views with about 2900+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.
Follow us at: @Pearl_Zhu
