Pearl Zhu's Blog, page 1340
May 6, 2016
Three Questions to Assess a Person’s Digital Attitude
Weakness of attitude becomes weakness of character. -Albert Einstein
The simplest definition of 'attitude' would be one's "settled mode of thinking." Attitude manifests itself through one's behavior. It can be changed for sure only if one is willing to accept and give 100 percent to changing oneself. Both aptitude and attitude are important for high achievement. Which questions should you ask to assess a person’s attitude?
What’s your attitude to look at the problem or the challenge? Attitude is a way of thinking and a way of looking at the problem. How one looks at a problem - challenge or a threat or danger depends on the attitude of the person. if one’s attitude is positive, he/she takes it as a challenge or good opportunity, and if it is negative, he or she perceives it as a threat or a big problem. Attitude constitutes the belief of the person, the emotions attached to that belief and the action part resulting from both. Attitude is basically ''how you react to any situation that comes up?'' It develops based on our beliefs, knowledge, experience, how we are brought up, the company we keep and traits we are born with and significant incidents of our life.etc. Attitude comes from one’s conviction, value, and perception. Perception is based on one’s thought processes which are influenced by one’s thinking style, cognitive understanding, knowledge level, wisdom and intellectual maturity (IQ + EQ).
Can you keep improving your attitude? Attitude changes from time to time and not long lasting and gets welcome or unwelcome as per minds condition which is phenomenon depending upon various effects within and beyond control. Attitude is a behavioral response; it is developed on the basis of one's understanding groomed by the growth environment, education, circumstances, and surroundings. Attitude is the positive or negative feeling towards a work. The more one learns, the more one finds the vastness of knowledge, and how minuscule is one's own. Young minds are malleable and more fertile, their attitude of "know it all" is at the surface which can be erased easily with a new thought. Attitude is an individual's personal action navigated by habits, culture in vogue and welcome acceptance of behavior with the objects of cosmos other than self and connected to being and non-beings. Attitude is a vibration, a frequency our human personality carries within it that it exudes around and then affects the world outside through the frequency of this vibration. The higher the frequency of the vibration, the more positive, caring, loving and compassionate the attitude becomes.
What are the great attitudes to adapt to today’s fast-changing and over-complex business dynamic? Digital attitudes are about curiosity. Being experimental and persistent. People normally prefer to stay in the "comfort zone," 'close' the boundaries of the system, so that less energy is transferred and, therefore, the fewer changes happen in the system. We all try to 'close' the system, so to say, to reduce its complexity. But the adaptive attitude is to manage its complexity via agility enhancement. The differentiator between a digital leader/professional and a laggard is not about the title and authority, more about the digital mindsets and attitude: the intellectual curiosity, risk tolerance, persistence, creativity, learning agility, humility. etc. With overwhelming information and abundance of knowledge, one of the true tests of a professional is to know when you don't know, cultivate healthy digital attitudes to practice a profession and improve professional quality.
Professional competency is built through both attitude and aptitude. Competency is related to the performance and the outcome. If you have the attitude, you acquire knowledge and skill. Having attitude makes you positive and ever caring, altitude leads you to think big, attitude drives you to learn and pursue, and aptitude enables you achieve significantly.
Follow us at: @Pearl_Zhu
The simplest definition of 'attitude' would be one's "settled mode of thinking." Attitude manifests itself through one's behavior. It can be changed for sure only if one is willing to accept and give 100 percent to changing oneself. Both aptitude and attitude are important for high achievement. Which questions should you ask to assess a person’s attitude?
What’s your attitude to look at the problem or the challenge? Attitude is a way of thinking and a way of looking at the problem. How one looks at a problem - challenge or a threat or danger depends on the attitude of the person. if one’s attitude is positive, he/she takes it as a challenge or good opportunity, and if it is negative, he or she perceives it as a threat or a big problem. Attitude constitutes the belief of the person, the emotions attached to that belief and the action part resulting from both. Attitude is basically ''how you react to any situation that comes up?'' It develops based on our beliefs, knowledge, experience, how we are brought up, the company we keep and traits we are born with and significant incidents of our life.etc. Attitude comes from one’s conviction, value, and perception. Perception is based on one’s thought processes which are influenced by one’s thinking style, cognitive understanding, knowledge level, wisdom and intellectual maturity (IQ + EQ).
Can you keep improving your attitude? Attitude changes from time to time and not long lasting and gets welcome or unwelcome as per minds condition which is phenomenon depending upon various effects within and beyond control. Attitude is a behavioral response; it is developed on the basis of one's understanding groomed by the growth environment, education, circumstances, and surroundings. Attitude is the positive or negative feeling towards a work. The more one learns, the more one finds the vastness of knowledge, and how minuscule is one's own. Young minds are malleable and more fertile, their attitude of "know it all" is at the surface which can be erased easily with a new thought. Attitude is an individual's personal action navigated by habits, culture in vogue and welcome acceptance of behavior with the objects of cosmos other than self and connected to being and non-beings. Attitude is a vibration, a frequency our human personality carries within it that it exudes around and then affects the world outside through the frequency of this vibration. The higher the frequency of the vibration, the more positive, caring, loving and compassionate the attitude becomes.
What are the great attitudes to adapt to today’s fast-changing and over-complex business dynamic? Digital attitudes are about curiosity. Being experimental and persistent. People normally prefer to stay in the "comfort zone," 'close' the boundaries of the system, so that less energy is transferred and, therefore, the fewer changes happen in the system. We all try to 'close' the system, so to say, to reduce its complexity. But the adaptive attitude is to manage its complexity via agility enhancement. The differentiator between a digital leader/professional and a laggard is not about the title and authority, more about the digital mindsets and attitude: the intellectual curiosity, risk tolerance, persistence, creativity, learning agility, humility. etc. With overwhelming information and abundance of knowledge, one of the true tests of a professional is to know when you don't know, cultivate healthy digital attitudes to practice a profession and improve professional quality.
Professional competency is built through both attitude and aptitude. Competency is related to the performance and the outcome. If you have the attitude, you acquire knowledge and skill. Having attitude makes you positive and ever caring, altitude leads you to think big, attitude drives you to learn and pursue, and aptitude enables you achieve significantly.
Follow us at: @Pearl_Zhu
CIO Master XXVI: Information Management as a Thresholding Competency of Digital IT
The value of information management is never for its own sake, but to provide insight and leap innovation.
Nowadays information is the lifeblood of the organization, all forward-looking organizations claim they are in the information management business, managing information and the information position of an organization is what ought to be called Information Management. Information Management is to make sure that the right information is in the right place at the right time and shared to the right persons for making the right decisions. IT is often the information steward of the business, and information management is a thresholding competency for running a digital IT.
IT stands out as a value-added function by managing information effectively and efficiently: Information Management entails organizing, retrieving, acquiring, securing, maintaining, updating, distributing, sharing, publishing and finally archiving information. It can abstract business and customer insight from explosive information, and bring to the table tailored solutions that meet customers’ needs, while reducing the cost to market, without sacrifice of strategic goals and strategies invoked on it by its business partners. If IT does it well, it will achieve high business value. Information Management means that the business has the information, that the information has the right quality, that the information is used properly, but also that managing information (the information provisioning) is a strategic imperative. But often the poor information management most organizations have are caused by (a) not understanding what raw data they have to play with. (b) not applying worthwhile evaluation to it to reveal the inherent value, but mostly (c) not understanding why they should do these things in the first priority. Today the recognition of information management is maturing with boards being educated on the power of information adding to the bottom line and top line business growth, and, of course, the increasing cost as there's more of it.
From information management to innovation management: The abundance of data and information bring both significant opportunities and enormous risks in business today, as organizations can harness the power of data to provide the emergent business trends with a more fact-based vision of where to aim and how to get there, through identifying the right data, validating it and communicating it to right people at the right time. Information abundance can bring new ideas; ideas have always driven business success. From information management to innovation management, IT must bring to the table innovative solutions that meet customers’ needs, also digitize the touch point of customer experience via innovative service and products. IT has the thresholding competency to build an information savvy and high-innovative organization. If IT can do this, it will achieve unique value for business’s long-term success.
From information to insight: Information is the foundation of creating the insight, the insight perceive the new business opportunities and risks. However, the organizational modern data environment is fraught with inconsistency, redundancy, and multiple data and knowledge platforms, the modern IT needs more integrated data lifecycle management solutions to conquer information management challenges, to provide information accessibility and availability, ensure transparency and visibility, enable trust and reliability. Organizations need to have Information Management strategy as an integral element in the business strategy. It determines the strategic objectives, their risk appetite for achieving them, identify and assess the risks and make sure it’s all joined up. Information is a key enabler to help you achieve strategic business objectives – having the right information to make informed management decisions to develop the right products for serving the right customers.
The value of information management must be qualitative, measurable, and defined uniquely by an organization. Information Management is the thresholding competency in running digital IT because the eco-information LifeCycle Management (Data-Information-Knowledge-Insight-Wisdom) is to build a high intelligent organization via capturing business insight and foresight in making the right decisions timely, bringing table innovative solutions to delight customers and achieve the high-performance business result for the long term prosperity.
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
Nowadays information is the lifeblood of the organization, all forward-looking organizations claim they are in the information management business, managing information and the information position of an organization is what ought to be called Information Management. Information Management is to make sure that the right information is in the right place at the right time and shared to the right persons for making the right decisions. IT is often the information steward of the business, and information management is a thresholding competency for running a digital IT.
IT stands out as a value-added function by managing information effectively and efficiently: Information Management entails organizing, retrieving, acquiring, securing, maintaining, updating, distributing, sharing, publishing and finally archiving information. It can abstract business and customer insight from explosive information, and bring to the table tailored solutions that meet customers’ needs, while reducing the cost to market, without sacrifice of strategic goals and strategies invoked on it by its business partners. If IT does it well, it will achieve high business value. Information Management means that the business has the information, that the information has the right quality, that the information is used properly, but also that managing information (the information provisioning) is a strategic imperative. But often the poor information management most organizations have are caused by (a) not understanding what raw data they have to play with. (b) not applying worthwhile evaluation to it to reveal the inherent value, but mostly (c) not understanding why they should do these things in the first priority. Today the recognition of information management is maturing with boards being educated on the power of information adding to the bottom line and top line business growth, and, of course, the increasing cost as there's more of it.
From information management to innovation management: The abundance of data and information bring both significant opportunities and enormous risks in business today, as organizations can harness the power of data to provide the emergent business trends with a more fact-based vision of where to aim and how to get there, through identifying the right data, validating it and communicating it to right people at the right time. Information abundance can bring new ideas; ideas have always driven business success. From information management to innovation management, IT must bring to the table innovative solutions that meet customers’ needs, also digitize the touch point of customer experience via innovative service and products. IT has the thresholding competency to build an information savvy and high-innovative organization. If IT can do this, it will achieve unique value for business’s long-term success.
From information to insight: Information is the foundation of creating the insight, the insight perceive the new business opportunities and risks. However, the organizational modern data environment is fraught with inconsistency, redundancy, and multiple data and knowledge platforms, the modern IT needs more integrated data lifecycle management solutions to conquer information management challenges, to provide information accessibility and availability, ensure transparency and visibility, enable trust and reliability. Organizations need to have Information Management strategy as an integral element in the business strategy. It determines the strategic objectives, their risk appetite for achieving them, identify and assess the risks and make sure it’s all joined up. Information is a key enabler to help you achieve strategic business objectives – having the right information to make informed management decisions to develop the right products for serving the right customers.The value of information management must be qualitative, measurable, and defined uniquely by an organization. Information Management is the thresholding competency in running digital IT because the eco-information LifeCycle Management (Data-Information-Knowledge-Insight-Wisdom) is to build a high intelligent organization via capturing business insight and foresight in making the right decisions timely, bringing table innovative solutions to delight customers and achieve the high-performance business result for the long term prosperity.
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
Information Management as a Thresholding Competency of Digital IT
The value of information management must be qualitative, measurable, and defined uniquely by an organization.
Nowadays information is the lifeblood of the organization, all forward-looking organizations claim they are in the information management business, managing information and the information position of an organization is what ought to be called Information Management. Information Management is to make sure that the right information is in the right place at the right time and shared to the right persons for making the right decisions. IT is often the information steward of the business, and information management is a thresholding competency for running a digital IT.IT stands out as a value-added function by managing information effectively and efficiently: Information Management entails organizing, retrieving, acquiring, securing, maintaining, updating, distributing, sharing, publishing and finally archiving information. It can abstract business and customer insight from explosive information, and bring to the table tailored solutions that meet customers’ needs, while reducing the cost to market, without the sacrifice of strategic goals and strategies invoked on it by its business partners. If IT does it well, it will achieve high business value. Information Management means that the business has the information, that the information has the right quality, that the information is used properly, but also that managing information (the information provisioning) is a strategic imperative. But often the poor information management most organizations have are caused by (a) not understanding what raw data they have to play with. (b) not applying worthwhile evaluation to it to reveal the inherent value, but mostly (c) not understanding why they should do these things in the first priority. Today the recognition of information management is maturing with boards being educated on the power of information adding to the bottom line and top line business growth, and, of course, the increasing cost as there's more of it.
From information management to innovation management: The abundance of data and information bring both significant opportunities and enormous risks in business today, as organizations can harness the power of data to provide the business insight with a more fact-based vision of where to aim and how to get there, through identifying the right data, validating it and communicating it to right people at the right time. Information abundance can bring new ideas; ideas have always driven business success. From information management to innovation management, IT must bring to the table innovative solutions that meet customers’ needs, also digitize the touch point of customer experience via innovative service and products. IT has the thresholding competency to build an information savvy and high-innovative organization. If IT can do this, it will achieve unique value for business’s long-term success.
From information to insight: Information is the foundation of creating the insight, the insight perceive the new business opportunities and risks. However, the organizational modern data environment is fraught with inconsistency, redundancy, and multiple data and knowledge platforms, the modern IT need more integrated data lifecycle management solutions to conquer information management challenges, to provide information accessibility and availability, ensure transparency and visibility, enable trust and reliability. Organizations need to have Information Management strategy as an integral element in the business strategy. It determines the strategic objectives, their risk appetite for achieving them, identify and assess the risks and make sure it’s all joined up. Information is a key enabler to help you achieve your strategic business objectives – having the right information to make an informed management decision to develop the right products for serving the right customers.The value of information management must be qualitative, measurable, and defined uniquely by an organization. Information Management is the thresholding competency in running digital IT because the eco-information LifeCycle Management (Data-Information-Knowledge-Insight-Wisdom) is to build a high intelligent organization via capturing business insight and foresight in making the right decisions timely, bringing table innovative solutions to delight customers and achieve the high-performance business result for the long term perspective. Follow us at: @Pearl_Zhu
May 5, 2016
The Weekly Insight of the “Future of CIO” 5/5/2016
The “Future of CIO” Blog has reached 1.3 million page views with 2700+ 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. Here is the weekly insight about digital leadership, IT Management, and Talent Management. The Weekly Insight of the “Future of CIO” 5/5/2016Three Aspects of Practicing Intrapreneurship in the Enterprise : If entrepreneurship is to look for changes, deploy it as an opportunity, then, intrapreneurship is about creating new venture from within an established organizations to leverage the startup culture for catalyzing changes and improving IT agility. But more specifically, how to practice intrapreneurship to innovate business and accelerate digital transformation?
Three Qualities of Change Leaders Fundamentally leadership is about change and influencing people to change. Leadership is moving you and others, and evolving to what is needed next. The speed of change is accelerating, Change Leadership becomes a more critical capacity to influence others through inspiration, motivated by a passion, birthed by a conviction of a sense of purpose of why you were created. Leadership is all about the ability to take initiative and the ability to influence with or without authority. It is the power of example that frees people to do willingly and well that needs to be done. What are important qualities in change leadership?
Three Core Competencies in Global Mindset The business world has become hyperconnected and interdependent. Global leaders of the future sense, feel, read, imagine and intuit possibilities in the journey of digital transformation. Global leaders articulate strategic visions, interactive designs, and navigating directions where networks of management informally communicate the possibility of generative behavior changes in structure, patterns, and processes. With unprecedented digital technology advances, the knowledge brainstorming is happening in real time with people and plays spontaneous networks of human and business operational concerns. Organizations not only need good managers to take care of today’s business; but also have to grow the world class leaders with a global mindset to leapfrog their companies for long-term prosperity. What are the core competencies in global mindset?
Three Questions to Assess a Person’s Systems Thinking Wisdom System Intelligence (SI) and System Thinking (ST) are well be considered emergent properties of the complex adaptive system we call the human mind. Systems Thinking seeks to observe a system such as the organizations from outside. It encourages the observer to see himself or herself as part of the system, to put it simply, Systems Thinking is to understand the relationship between the parts and the whole, it is an outside-in perspective of interconnectivity and interdependence within a system or even cross systems. Digital organization today is a hyperconnected and interdependent system, thus, ST becomes a more critical thought process to make effective decisions and solve complex business problems. It is still an only small percentage of the population who are equipped with a “Systems Mind” to applying Systems Intelligence for problems solving or decision making, is it possible for 'anyone' to "think systems"? Which questions should you ask to assess a person’s Systems Thinking ability?
Running a Balanced IT Portfolio: To reinvent IT management and maximize IT value, IT needs to become the strategic partner of the business, and it’s important to map and translate business strategy into technology projects, fundamentally every IT project should be business initiatives. Because IT is a key enabler of business capabilities underpinned by IT-glued business processes. Therefore, in order to implement strategy successfully, it is important to manage a balanced IT project portfolio to achieve business efficiency, effectiveness, and agility. 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.
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Three Traits in Innovative Leadership
Digital leadership must be extremely visionary, mindful, creative empathetic, generous, conscious, passionate, and humble.
Creativity is the most wanted skill for digital professionals today, and innovative leadership is also in strong demand to bridge cognitive gaps, amplify collective creativity, inspire the culture of learning, and accelerate digital transformation. What are the top traits in innovative leadership, and how to cultivate more world-class innovative leaders?
Explorable mind: Creative leadership is the capacity to think and act beyond the boundaries that limit human potential. Open-mindedness is a significant characteristic of innovative leadership. The leader views the whole picture and applies creativity in areas not explored yet. Innovation leaders face a complex reality, environment plays an important role, every business is different, every industry is different, enterprise culture is unique, innovation leaders must be at the right moment, with an explorable mind to catch great opportunities, develop skills and knowledge, and use the right information available, to take effective decisions, with the right people, using the right methods, to give the best results. Creative leadership is essentially anchored on the leader's overall multifaceted resourcefulness. That is, the multidimensional (including introspection) competencies to formulate creative, unconventional alternatives or solutions to resolve problems, to show versatility and flexibility in response to unpredictable or unanticipated circumstances. Leaders who are open, collaborative and willing to listen to employees are more likely to be successful innovators. Create a culture where sharing of ideas is welcome and innovation is rewarded.
Envisioning the future: Leadership is about future, and creative leadership is to make future brighter than today via innovativeness. It's true that leaders must have a clear vision, not a vision clouded and distorted by rosy colored glasses or narrow-minded perspectives. Clarify vision and objectives. Vision is more than a destination, it is also the way people envision change and look at things. A leader's vision is coherent with his/her organization's vision. Leadership has the foresight to see the future needs of an organization, the commitment to provide whatever effort is necessary to move the organization in the right direction and the grace to do so because it is best for the organization. A visionary is often an outlier - the one who steps out of a conventional thinking box, or linear patterns, to look at things from different angles and connect dots with interdisciplinarity. A passionate connection to vision doesn't mean you will always be excited about it, it means you will be willing to suffer for it as you realize you are responsible for the life-changing effects of its realization to do things in better way. So the vision and intention of becoming a leader are to facilitate and encourage, as change is often an uncomfortable, yet necessary part of reaching and maintaining success.
Following simplicity principles: Innovation is to simplify the way to do things, not the other way around. Innovative leadership sees how bureaucracy can stiffen innovation, strangle understanding, process and action. Innovative leadership is transformative because it goes beyond transactional management practices, it is all about change, in pursuit of changing things for better at large scale and scope, "the company reinvented itself," on a grand level, at the level of the system, differentiate in terms of the end result on a systemic level. Creative leadership follows simplicity principle and avoids unnecessary process and bureaucracy. Hence, innovative leaders can advocate culture of creativity: build up a positive emotional climate, foster positive relationships, communicate relentlessly, cool down stressed people before they stress others, be there at the crossroad of the transformation to make sure information and interaction flow in every direction, streamline processes, build up trust by bonding people around clear and benevolent intentions.
The ultimate criterion of "creative leadership," is to envision the future trends in business, technology and society, explore business opportunities and unleash human potentials, build the ability to create more authentic and creative leaders, to spread leadership and amplify positive influence. Digital leadership must be extremely visionary, mindful, creative empathetic, generous, conscious, passionate, and humble. The impact of innovative leadership both on followers' creativity at the individual level and on innovation at the organizational level is significant. The more "creative leaders" we have, the better for the world. Follow us at: @Pearl_Zhu
Creativity is the most wanted skill for digital professionals today, and innovative leadership is also in strong demand to bridge cognitive gaps, amplify collective creativity, inspire the culture of learning, and accelerate digital transformation. What are the top traits in innovative leadership, and how to cultivate more world-class innovative leaders?
Explorable mind: Creative leadership is the capacity to think and act beyond the boundaries that limit human potential. Open-mindedness is a significant characteristic of innovative leadership. The leader views the whole picture and applies creativity in areas not explored yet. Innovation leaders face a complex reality, environment plays an important role, every business is different, every industry is different, enterprise culture is unique, innovation leaders must be at the right moment, with an explorable mind to catch great opportunities, develop skills and knowledge, and use the right information available, to take effective decisions, with the right people, using the right methods, to give the best results. Creative leadership is essentially anchored on the leader's overall multifaceted resourcefulness. That is, the multidimensional (including introspection) competencies to formulate creative, unconventional alternatives or solutions to resolve problems, to show versatility and flexibility in response to unpredictable or unanticipated circumstances. Leaders who are open, collaborative and willing to listen to employees are more likely to be successful innovators. Create a culture where sharing of ideas is welcome and innovation is rewarded.
Envisioning the future: Leadership is about future, and creative leadership is to make future brighter than today via innovativeness. It's true that leaders must have a clear vision, not a vision clouded and distorted by rosy colored glasses or narrow-minded perspectives. Clarify vision and objectives. Vision is more than a destination, it is also the way people envision change and look at things. A leader's vision is coherent with his/her organization's vision. Leadership has the foresight to see the future needs of an organization, the commitment to provide whatever effort is necessary to move the organization in the right direction and the grace to do so because it is best for the organization. A visionary is often an outlier - the one who steps out of a conventional thinking box, or linear patterns, to look at things from different angles and connect dots with interdisciplinarity. A passionate connection to vision doesn't mean you will always be excited about it, it means you will be willing to suffer for it as you realize you are responsible for the life-changing effects of its realization to do things in better way. So the vision and intention of becoming a leader are to facilitate and encourage, as change is often an uncomfortable, yet necessary part of reaching and maintaining success.
Following simplicity principles: Innovation is to simplify the way to do things, not the other way around. Innovative leadership sees how bureaucracy can stiffen innovation, strangle understanding, process and action. Innovative leadership is transformative because it goes beyond transactional management practices, it is all about change, in pursuit of changing things for better at large scale and scope, "the company reinvented itself," on a grand level, at the level of the system, differentiate in terms of the end result on a systemic level. Creative leadership follows simplicity principle and avoids unnecessary process and bureaucracy. Hence, innovative leaders can advocate culture of creativity: build up a positive emotional climate, foster positive relationships, communicate relentlessly, cool down stressed people before they stress others, be there at the crossroad of the transformation to make sure information and interaction flow in every direction, streamline processes, build up trust by bonding people around clear and benevolent intentions.The ultimate criterion of "creative leadership," is to envision the future trends in business, technology and society, explore business opportunities and unleash human potentials, build the ability to create more authentic and creative leaders, to spread leadership and amplify positive influence. Digital leadership must be extremely visionary, mindful, creative empathetic, generous, conscious, passionate, and humble. The impact of innovative leadership both on followers' creativity at the individual level and on innovation at the organizational level is significant. The more "creative leaders" we have, the better for the world. Follow us at: @Pearl_Zhu
Running IT as Digital Catalyzer
IT is on the big shift to transform from a cost center to a business growth engine; IT can devote more attention to what organizations really care about -- putting technology to business advantage. However, there is the gap between the aspirations of what IT could do to the business versus what the current IT “mentality” and capability within the respective IT department is capable of providing and enabling. What is the focal point to run IT as the digital catalyzer and improve its effectiveness, agility, and innovativeness?
Running IT as a software business: In order to run IT as a business catalyzer, besides building the good products and solutions, the business needs to know what IT can deliver and enter a dialogue about what best serves the goals of the business. Getting to this stage can take many years, but in order to get there, IT needs to be telling business about the opportunities and possibilities and that means IT needs to really understand the goals of the business. IT needs to know how to promote its products and services, and solutions, like any software company with a product or a service to sell. Running IT as a business means IT understands what’s the customers’ true need, help to solve their problems, but also transform from a cost center into a value center. IT as a ‘Solutionary’ to understand how the organization works and then give solutions that will increase the functionality to lower cost and, if applicable, increase output. This means a higher profit. IT should help to make products/services better, faster and cheaper.
Capture business insight from effective information management: Information Management is to connect people with the right information at the right time & location, to ensure that accurate information is accessible and shared within relevant business units. IT still stands for "Information Technology," the mission of IT is to get the right information to the right people at the right time. While the mission may sound simple, execution of the mission may be challenging. In many businesses, it is not enough to provide users with access to the information, they need information to be consumable, summarized, aggregated, and presented in a meaningful and usable way. This information is open to interpretation accordance to the level of knowledge one has. Information Management is about the process, organizing and access. Information Management makes information available and useful. In many organizations, IT is the custodian of solutions and data assets that can be applied in new and different ways to generate massive business value that far exceeds what other functions can incrementally bring to the table. IT as a business enabler and catalyzer should achieve such business objectives: gain a pervasive appreciation throughout the enterprise, particularly executive-level management, for adequate, accurate and timely knowledge as the basis for the decision. Digital IT should have (1) the ability to evolve the IT system at the pace of business need to provide such knowledge while reducing the cost of the IT asset. (2) do profitable things for the organization otherwise, it can't do.(3) the ability to capture the latest digital technology trends for catalyzing business innovation.
Leverage IT to explore new business models: Enterprise leaders are increasingly looking to the IT function to introduce beneficial change into their business models to improve strategic performance, achieve and improve operational excellence, enforce customer intelligence and to position the enterprise for future industry leadership, etc. IT should be more integration focused rather than re-inventing the wheel with most custom development that takes place; IT can no longer feel like it has a monopoly on delivering solutions to the business. With the vendors offering cloud and hosted solutions that business can utilize directly with almost no IT support, IT should feel a competitive pressure. It can drive IT to run more like business as well as understand the business strategies more comprehensively. It can become an internal cloud broker to orchestrate business solutions more smoothly. Fortunately, there's a fundamental shift happening with the emergence of converging technologies that impact the business through cross-departmental collaboration.CIOs are expected to constantly propose new ideas and challenging the status quo. A confident CIO need to keep asking, "why? why? why?” to manage incremental innovation in optimizing business processes, also, hunt for disruptive innovation with structure in renovating business model and upcoming business expansion.
By building a strategic partnership with business, IT can improve every critical process of business, as well as digitalize the touch point of customer experience. The true IT-business partner relationship can move both business and IT forward, and delivery high-performance result. Some leading companies already move beyond the IT/business alignment stage, jumpstart to IT engagement era, in order to better adapt to today's fast-change and dynamic digital ecosystem.
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May 4, 2016
Three Questions to Assess a Person’s Paradoxical Intelligence
The test of a first-rate intelligence is the ability to hold two opposed ideas in mind at the same time and still retain the ability to function. -F. Scott Fitzgerald
The paradox is “a situation, person, or thing that combines contradictory features or qualities.” The paradox is the result of two opposing truths existing side by side, which can be both right. The paradox is also like the two sides of the coin, they are not just opposite, but also complementary, to make it a whole. At today’s digital world with complexity, uncertainty, and ambiguity, digital leaders or professionals with high paradoxical intelligence can see things from different angles and understand the situation profoundly in order to make effective decisions or craft better strategies. Which questions shall you ask to assess a person’s Paradoxical Intelligence (PI)?
Is Paradoxical Intelligence the type of wisdom which can be applied to break down the silo, overcome bias, and understand things more profoundly? All wisdom has some paradoxical theme. Digital now is just like the new window, provides a multidimensional view with hyperconnected nature to see things differently and gain in-depth understanding. To cure superficiality, the old cliche comes to mind: two sides to a coin; one complements the other. At a silo, perhaps you only see or understand one side, believe it’s right, and then assume the other side must be wrong. But if you stand at the right angle to see the both sides, you know even they are different, but both hold part of truth in it. The critical thinking (constructive “negativity”) followed by positivity is necessary, to point out blind spots. The eyes with circular vision can fill the blind spots and see things via different dimensions, and the mind with high PI can understand things thoroughly without pre-conceptual judgment.
Can you apply PI to practice balanced thinking, not extremes of any kind? Nature is the perfect example of balance. Only a balanced mind with a strong experience of illumination and insight can take the tough decision and make better choices. Without the inner balance of energies, one cannot achieve a perfect balance of emotions and logic. So how can you strike the right balance when it is difficult to tell the two apart, as when entities change slowly but utterly, or when their boundaries as indistinct. Are the vague objects only vague language? Whether you are vague about identity, or identity with vagueness, there is a multitude of issues that afflict decision-making and action, some of which have spawned whole new fields of inquiry. That pertain to motivation, preference, knowledge, insight, wisdom as well as morality, positivity, and responsibility. Therefore, the mind with high PI means to gain understanding in more objective, empathetic, and systematic way. Acceptance is the key. Acceptance of others as they are, without prejudice or destructive criticism, acceptance of self as an authentic being, acceptance that paradoxes are two sides of the same coin and that complexities are the spice of life.
Are the mind with high PI more inquisitive and innovative? Interdisciplinarity and paradox are the rare and precious dots to spark the next level of innovation because often creative outcomes come from recombining ideas in different ways to create the fresh ideas or the new ways to solve the old problems. Creativity is a divergent-convergent, dot-connecting scenario. PI is the multidimensional intelligence, without broad knowledge, profound insight, and ultimate wisdom, you can not understand both sides of coin cohesively or discern multifacet truth confidently; PI is also a high level of EQ because emotional excellence can only be achieved via balancing of confidence and humbleness; logic and intuition, orders and chaos.
Digital leaders with high PI can orchestrate and harmonize via their circular vision and distinctive abilities to navigate uncharted water and lead in a mature way. Digital professional with high PI can participate and collaborate, with the ability to listen, discern, analyze & synthesize, and make a fair judgment in order to make the right decisions based on the often overloaded information with contrary qualities, or paradoxical and ambiguous circumstances. The mind with high paradoxical intelligence can think more creatively and critically, but also, balance well, without any type of silo, or extreme thinking, to keep wisdom flow.
Follow us at: @Pearl_Zhu
The paradox is “a situation, person, or thing that combines contradictory features or qualities.” The paradox is the result of two opposing truths existing side by side, which can be both right. The paradox is also like the two sides of the coin, they are not just opposite, but also complementary, to make it a whole. At today’s digital world with complexity, uncertainty, and ambiguity, digital leaders or professionals with high paradoxical intelligence can see things from different angles and understand the situation profoundly in order to make effective decisions or craft better strategies. Which questions shall you ask to assess a person’s Paradoxical Intelligence (PI)?
Is Paradoxical Intelligence the type of wisdom which can be applied to break down the silo, overcome bias, and understand things more profoundly? All wisdom has some paradoxical theme. Digital now is just like the new window, provides a multidimensional view with hyperconnected nature to see things differently and gain in-depth understanding. To cure superficiality, the old cliche comes to mind: two sides to a coin; one complements the other. At a silo, perhaps you only see or understand one side, believe it’s right, and then assume the other side must be wrong. But if you stand at the right angle to see the both sides, you know even they are different, but both hold part of truth in it. The critical thinking (constructive “negativity”) followed by positivity is necessary, to point out blind spots. The eyes with circular vision can fill the blind spots and see things via different dimensions, and the mind with high PI can understand things thoroughly without pre-conceptual judgment.
Can you apply PI to practice balanced thinking, not extremes of any kind? Nature is the perfect example of balance. Only a balanced mind with a strong experience of illumination and insight can take the tough decision and make better choices. Without the inner balance of energies, one cannot achieve a perfect balance of emotions and logic. So how can you strike the right balance when it is difficult to tell the two apart, as when entities change slowly but utterly, or when their boundaries as indistinct. Are the vague objects only vague language? Whether you are vague about identity, or identity with vagueness, there is a multitude of issues that afflict decision-making and action, some of which have spawned whole new fields of inquiry. That pertain to motivation, preference, knowledge, insight, wisdom as well as morality, positivity, and responsibility. Therefore, the mind with high PI means to gain understanding in more objective, empathetic, and systematic way. Acceptance is the key. Acceptance of others as they are, without prejudice or destructive criticism, acceptance of self as an authentic being, acceptance that paradoxes are two sides of the same coin and that complexities are the spice of life.
Are the mind with high PI more inquisitive and innovative? Interdisciplinarity and paradox are the rare and precious dots to spark the next level of innovation because often creative outcomes come from recombining ideas in different ways to create the fresh ideas or the new ways to solve the old problems. Creativity is a divergent-convergent, dot-connecting scenario. PI is the multidimensional intelligence, without broad knowledge, profound insight, and ultimate wisdom, you can not understand both sides of coin cohesively or discern multifacet truth confidently; PI is also a high level of EQ because emotional excellence can only be achieved via balancing of confidence and humbleness; logic and intuition, orders and chaos.
Digital leaders with high PI can orchestrate and harmonize via their circular vision and distinctive abilities to navigate uncharted water and lead in a mature way. Digital professional with high PI can participate and collaborate, with the ability to listen, discern, analyze & synthesize, and make a fair judgment in order to make the right decisions based on the often overloaded information with contrary qualities, or paradoxical and ambiguous circumstances. The mind with high paradoxical intelligence can think more creatively and critically, but also, balance well, without any type of silo, or extreme thinking, to keep wisdom flow.
Follow us at: @Pearl_Zhu
CIO Master Book Tuning XXV: Change Management with Three Focal Point
The transformative change needs to inspire mind shift.
Change is inevitable. The speed of change is increasing, the digital ecosystem has become more complex and dynamic, often Change Management needs to be changed in order to adapt to the digital new normal. Because the successful Change Management is an ongoing business capability, not just one-time project. How effective the change would be will depend on a change leader’s perspective of view about the right mix and relative importance of ingredients. But more specifically, what are the focal point in transformative changes, and how to improve the success rate of Change Management?
The transformative change needs to inspire mind shift: Organizations are a huge melting pot of various personalities and depending on the generations the comprised employees belong to, 'change' is probably the last thing on their minds, regardless of how enthusiastic the management team is, you can certainly change behaviors with the right push. Short term changes are common under pressure to change, but it breeds discontent and, in the long run, people revert to their original habits, most of the time. Hence, bigger changes come with inspiring the mind and challenging winning attitudes. People change for a reason, it is a mind which manipulates the reasoning and logic behind the change. Think of behavior change as acting into a new way of thinking and believing. The question to be asked is why are you wanting the change? What do you expect to gain from adopting the change? You can't change anyone's attitude or behavior. They have to be the ones that change. And most won’t in the long run. Dig into the mind level, people love to change but fear loss. People do feel very uncomfortable and vulnerable in the face of "uncertainty" (their perception at any moment in time) - it is essentially this feeling inside them that they are resisting - they do not want to experience it within themselves and so they push back on their own reality in the best way they know how. It is directly proportional to the perception of the potential impact and your ability to control the change. Therefore, it needs a solid organizational culture that is built on foundations of “accepting change.” During the whole process, make sure that all staff is aware of the plan and process, timely updated, and responsible for something. Make your plan flexible and implement changes based on staff feedback. Because people are always at the center of changes.
Transformative change takes a holistic approach: Too often transformational change is acted on the basis of improving one part of an organization at the expense of other parts of the organization. The main reason is that up to this point in time, most leaders have been silo managers and don't really have the business skills or personality traits to lead change and transformation. Change Management is all about balancing the following main elements impacting change: People ( most important one), Strategies, Process and IT. And you have to maintain and fix any imbalance in those elements by establishing a cross-functional change management team to involving the management in the HR, IT and operations. Secondly, you want to emphasize on the talent management role in the change management because people is always considered as the real axle for the organizational movement. IT can help to weave all these important business elements such as process and digital technology & tools into the building blocks of change capability and highlight the characteristics of “Changeable Organization” such as flexibility, agility, and innovation. It’s important to weigh in different variables and manage change via a holistic approach.
"Metrics" is important, first, measure the right things, and then measure them right: If you can't measure it, quantify it, it’s difficult to change and "improve" it. Not only must there be a way to measure and quantify a condition; there must be a willingness to want to improve the condition. In the business world, if the change doesn't translate to the bottom line, it’s doomed. Quantitative measures do play a valuable part in assessing, measuring, and quantifying anything. However, quantifying is only part of the pie. Many times, in the business world, the metrics do show a pretty pie chart and that is what management want to see the numbers add up. Ultimately the success of the change program is measured by results that are important values to the organization, and the cultural adoption of these goals is part of that measure. If these values have not been clearly identified at the outset, you cannot get the true alignment of your organization and all working toward the same goals and outcomes, you lack clarity and purpose of direction. The trick is to recognize negative trends early enough to change direction. Hence, ensure measuring the right things qualitatively, and then measure them in a quantitative way.
Real change and creativity are deprogramming old mindsets, letting go of outdated traditions or the voices from the past, reprogramming collective minds with new values, norms, and attitudes. To make change sustainable, engage people in the design of change solutions so that critical issues can be surfaced and addressed early, make change cascade, take a holistic approach, set up and align change goals with business processes, and measure change result qualitatively and quantitatively.
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
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Change is inevitable. The speed of change is increasing, the digital ecosystem has become more complex and dynamic, often Change Management needs to be changed in order to adapt to the digital new normal. Because the successful Change Management is an ongoing business capability, not just one-time project. How effective the change would be will depend on a change leader’s perspective of view about the right mix and relative importance of ingredients. But more specifically, what are the focal point in transformative changes, and how to improve the success rate of Change Management?
The transformative change needs to inspire mind shift: Organizations are a huge melting pot of various personalities and depending on the generations the comprised employees belong to, 'change' is probably the last thing on their minds, regardless of how enthusiastic the management team is, you can certainly change behaviors with the right push. Short term changes are common under pressure to change, but it breeds discontent and, in the long run, people revert to their original habits, most of the time. Hence, bigger changes come with inspiring the mind and challenging winning attitudes. People change for a reason, it is a mind which manipulates the reasoning and logic behind the change. Think of behavior change as acting into a new way of thinking and believing. The question to be asked is why are you wanting the change? What do you expect to gain from adopting the change? You can't change anyone's attitude or behavior. They have to be the ones that change. And most won’t in the long run. Dig into the mind level, people love to change but fear loss. People do feel very uncomfortable and vulnerable in the face of "uncertainty" (their perception at any moment in time) - it is essentially this feeling inside them that they are resisting - they do not want to experience it within themselves and so they push back on their own reality in the best way they know how. It is directly proportional to the perception of the potential impact and your ability to control the change. Therefore, it needs a solid organizational culture that is built on foundations of “accepting change.” During the whole process, make sure that all staff is aware of the plan and process, timely updated, and responsible for something. Make your plan flexible and implement changes based on staff feedback. Because people are always at the center of changes.
Transformative change takes a holistic approach: Too often transformational change is acted on the basis of improving one part of an organization at the expense of other parts of the organization. The main reason is that up to this point in time, most leaders have been silo managers and don't really have the business skills or personality traits to lead change and transformation. Change Management is all about balancing the following main elements impacting change: People ( most important one), Strategies, Process and IT. And you have to maintain and fix any imbalance in those elements by establishing a cross-functional change management team to involving the management in the HR, IT and operations. Secondly, you want to emphasize on the talent management role in the change management because people is always considered as the real axle for the organizational movement. IT can help to weave all these important business elements such as process and digital technology & tools into the building blocks of change capability and highlight the characteristics of “Changeable Organization” such as flexibility, agility, and innovation. It’s important to weigh in different variables and manage change via a holistic approach.
"Metrics" is important, first, measure the right things, and then measure them right: If you can't measure it, quantify it, it’s difficult to change and "improve" it. Not only must there be a way to measure and quantify a condition; there must be a willingness to want to improve the condition. In the business world, if the change doesn't translate to the bottom line, it’s doomed. Quantitative measures do play a valuable part in assessing, measuring, and quantifying anything. However, quantifying is only part of the pie. Many times, in the business world, the metrics do show a pretty pie chart and that is what management want to see the numbers add up. Ultimately the success of the change program is measured by results that are important values to the organization, and the cultural adoption of these goals is part of that measure. If these values have not been clearly identified at the outset, you cannot get the true alignment of your organization and all working toward the same goals and outcomes, you lack clarity and purpose of direction. The trick is to recognize negative trends early enough to change direction. Hence, ensure measuring the right things qualitatively, and then measure them in a quantitative way. Real change and creativity are deprogramming old mindsets, letting go of outdated traditions or the voices from the past, reprogramming collective minds with new values, norms, and attitudes. To make change sustainable, engage people in the design of change solutions so that critical issues can be surfaced and addressed early, make change cascade, take a holistic approach, set up and align change goals with business processes, and measure change result qualitatively and quantitatively.
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
Change Management with Three Focal Point
Change is inevitable The speed of change is increasing, and the successful Change Management is an ongoing business capability. However, the digital ecosystem has become more complex and dynamic, often Change Management needs to be changed in order to adapt to the digital new normal. As with all Change Management, whether this might be a successful mix or otherwise will depend on a change leader’s perspective of view about the right mix and relative importance of ingredients. More specifically, what are the focal point in transformative changes, and how to manage them effectively?
The transformative change needs to inspire mind shift: Short term changes are common under pressure to change, but it breeds discontent and, in the long run, people revert to their original habits, most of the time. Organizations are a huge melting pot of various personalities and depending on the generations the comprised employees belong to, 'change' is probably the last thing on their minds, regardless of how enthusiastic the management team is, you can certainly change behaviors with the right push, however, bigger changes come with inspiring the mind and challenging winning attitudes. People change for a reason, it is a mind which manipulates the reasoning and logic behind the change. Think of behavior change as acting into a new way of thinking and believing. The question to be asked is why are you wanting the change? What do you expect to gain from adopting the change? You can't change anyone's attitude or behavior. They have to be the ones that change. And most won’t in the long run. Dig into the mind level, people love to change but fear loss. People do feel very uncomfortable and vulnerable in the face of "uncertainty" (their perception at any moment in time) - it is essentially this feeling inside them that they are resisting - they do not want to experience it within themselves and so they push back on their own reality in the best way they know how. It is directly proportional to the perception of the potential impact and your ability to control the change. Therefore, it needs a solid organizational culture that is built on foundations of “accepting change.” During the whole process, make sure that all staff is aware of the plan and process, timely updated, and responsible for something. Make your plan flexible and implement changes based on staff feedback. Because people are always at the center of changes.
Transformation takes a holistic approach: Too often transformational change is acted on the basis of improving one part of an organization at the expense of other parts of the organization. The main reason is that up to this point in time, most leaders have been silo managers and don't really have the business skills or personality traits to lead change and transformation. Change Management is all about balancing the following main elements impacting change: People ( most important one), Strategies, Process and IT. And you have to maintain and fix any imbalance in those elements by establishing a cross-functional change management team to involving the management in the HR, IT and operations. Secondly, you want to emphasize on the talent management role in the change management because people is always considered as the real axle for the organizational movement. IT can help to weave all these important business elements such as process and digital technology & tools into the building blocks of change capability and highlight the characteristics of “Changeable Organization” such as flexibility, agility, and innovation. It’s important to weigh in different variables and manage change via a holistic approach.
"Metrics" is important, first, measure the right things, and then measure them right: If you can't measure it, quantify it, it’s difficult to change and "improve" it. Not only must there be a way to measure and quantify a condition; there must be a willingness to want to improve the condition. In the business world, if the change doesn't translate to the bottom line, it’s doomed. Although quantitative measures do play a valuable part in assessing, measuring, and quantifying anything. However, quantifying is only part of the pie. Many times, in the business world, the metrics do show a pretty pie chart and that is what management want to see the numbers add up. Ultimately the success of the change program is measured by results that are important values to the organization, and the cultural adoption of these goals is part of that measure. If these values have not been clearly identified at the outset, you cannot get the true alignment of your organization and all working toward the same goals and outcomes, you lack clarity and purpose of direction. The trick is to recognize negative trends early enough to change direction. Hence, ensure measuring the right things qualitatively, and measure them right quantitatively. Real change and creativity are deprogramming old mindsets, letting go of outdated traditions or the voices from the past, reprogramming collective minds with new values, norms, and attitudes. To make change sustainable, engage people in the design of change solutions so that critical issues can be surfaced and addressed early, make change cascade, take a holistic approach, set up and align change goals with business processes, and measure change result qualitatively and quantitatively.
Follow us at: @Pearl_Zhu
May 3, 2016
Talent Management Monthly Brief: See Through Talent from Different Angles VIII May. 2016
The right people have the right mindset, the right set of capabilities, and the right attitude to think differently and do things in the better way.
People are always the most invaluable asset in businesses. “Hiring the right person to the right position at the right time,” is the mantra of many forward-thinking organizations. The question is how would you define the right people? How do you define wrong, average, mediocre, good, great or extraordinary person? Or put simply, for what should they be right? Traditional Performance Management focusing on measuring what an employee does (mainly being told to do) in a quantitative way is not sufficient to identify high performance or high potential, should we see through talent from different angles?
See Through Talent from Different Angles Three Questions to Assess a Person’s Vision Vision is about having a positive outlook on the future that is not predicated on the past or present. The vision needs to be a good metaphor - 'the guiding light,' so that people can see themselves and their work reflected in it. It is through identifying the "destination" for all, charting the route for all from their own respective positions toward the destination, and then guiding along the way when some for a time deviate or supporting the ones who are lagging behind. There is also a passionate connection to a vision. When a vision is realized, people live with change. Which questions should you ask to assess a person’s vision?
Three Questions to Assess a Person’s Professional Uniqueness The digital dynamic continues to evolve with increasing speed of change and rapid integration of the business across the globe. Talent Management is throwing fresh challenges and calls for radical change to be embraced as well. If the talent philosophy in the industrial age is about setting the cookie-cutting standard to find human resource filling the square hole, keep the business wheel spinning; and then, in the Digital Age, with increasing speed of change and continuous disruption, innovation is not just “nice to have,” but “must have” business capability, how would you discover the right people with creative talent? How do you define wrong, average, mediocre, good, great or extraordinary person? Or put simply, for what should they be right? Which questions shall you ask to discover a person’s professional uniqueness in order to assess his/her creativity potential?
Three Questions to Assess a Person’s Positive Thinking & Attitude: Positive Thinking evokes betterment and leads to the brighter future. What is Positive Thinking? It’s an idealistic realism, also the cautious optimism. It’s the value thinking and strategic thinking; it helps you conquer the current barriers in order to embrace the brighter future; it creates the energy and synergy in pursuit of the long-term vision and growth. What are great questions to assess a person’s “positive thinking & attitude”?
Three Questions to Assess a Person’s Time Management Skill We are experiencing unprecedented digital convenience - information only clicks away, there are omnipresent technologies, multi-channel communication, and seamless shopping experiences. Perhaps we also face the digital dilemma, shall you always keep the hands busy, or keep your mind full? Do you always keep “busyness” or continue improving? It seems that there is never enough time in the day. But, since we all get the same 24 hours per day, why is it that some people achieve so much more with their time than others? The answer lies in good "TIME MANAGEMENT." So what are good questions to assess a person’s Time Management skill?
Three Questions to Assess a Person’s Persuasiveness Skill? There are different languages for leadership and business communication, one of which is "persuasion," the capability of a person or argument to convince someone to accept a desired way of thinking. It becomes an important skill because today’s workforce is multi-generational, multicultural, people bring up different viewpoint to the table which is great, but in order to make an agreement with certain important issues and move things forward, being persuasive is crucial to solving problems and driving innovation more frictionlessly and harmonically. What’re the good questions to assess a person’s “persuasiveness” skill?The “Future of CIO” Blog has reached 1.3+million page views with about #2700+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting. The content richness is not for its own sake, but to convey the vision and share the wisdom, to inspire critical thinking and spur healthy debates. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes 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.
See Through Talent from Different Angles VII Apr. 2016 See Through Talent from Different Angles VI Apr. 2016 See through talent from different angles Feb. 2016 See through talent from different angles Jan. 2016 See through talent from different angles Dec. 2015 See through talent from different angles Nov. 2015 Follow us at: @Pearl_Zhu
People are always the most invaluable asset in businesses. “Hiring the right person to the right position at the right time,” is the mantra of many forward-thinking organizations. The question is how would you define the right people? How do you define wrong, average, mediocre, good, great or extraordinary person? Or put simply, for what should they be right? Traditional Performance Management focusing on measuring what an employee does (mainly being told to do) in a quantitative way is not sufficient to identify high performance or high potential, should we see through talent from different angles?
See Through Talent from Different Angles Three Questions to Assess a Person’s Vision Vision is about having a positive outlook on the future that is not predicated on the past or present. The vision needs to be a good metaphor - 'the guiding light,' so that people can see themselves and their work reflected in it. It is through identifying the "destination" for all, charting the route for all from their own respective positions toward the destination, and then guiding along the way when some for a time deviate or supporting the ones who are lagging behind. There is also a passionate connection to a vision. When a vision is realized, people live with change. Which questions should you ask to assess a person’s vision?
Three Questions to Assess a Person’s Professional Uniqueness The digital dynamic continues to evolve with increasing speed of change and rapid integration of the business across the globe. Talent Management is throwing fresh challenges and calls for radical change to be embraced as well. If the talent philosophy in the industrial age is about setting the cookie-cutting standard to find human resource filling the square hole, keep the business wheel spinning; and then, in the Digital Age, with increasing speed of change and continuous disruption, innovation is not just “nice to have,” but “must have” business capability, how would you discover the right people with creative talent? How do you define wrong, average, mediocre, good, great or extraordinary person? Or put simply, for what should they be right? Which questions shall you ask to discover a person’s professional uniqueness in order to assess his/her creativity potential?
Three Questions to Assess a Person’s Positive Thinking & Attitude: Positive Thinking evokes betterment and leads to the brighter future. What is Positive Thinking? It’s an idealistic realism, also the cautious optimism. It’s the value thinking and strategic thinking; it helps you conquer the current barriers in order to embrace the brighter future; it creates the energy and synergy in pursuit of the long-term vision and growth. What are great questions to assess a person’s “positive thinking & attitude”?
Three Questions to Assess a Person’s Time Management Skill We are experiencing unprecedented digital convenience - information only clicks away, there are omnipresent technologies, multi-channel communication, and seamless shopping experiences. Perhaps we also face the digital dilemma, shall you always keep the hands busy, or keep your mind full? Do you always keep “busyness” or continue improving? It seems that there is never enough time in the day. But, since we all get the same 24 hours per day, why is it that some people achieve so much more with their time than others? The answer lies in good "TIME MANAGEMENT." So what are good questions to assess a person’s Time Management skill?
Three Questions to Assess a Person’s Persuasiveness Skill? There are different languages for leadership and business communication, one of which is "persuasion," the capability of a person or argument to convince someone to accept a desired way of thinking. It becomes an important skill because today’s workforce is multi-generational, multicultural, people bring up different viewpoint to the table which is great, but in order to make an agreement with certain important issues and move things forward, being persuasive is crucial to solving problems and driving innovation more frictionlessly and harmonically. What’re the good questions to assess a person’s “persuasiveness” skill?The “Future of CIO” Blog has reached 1.3+million page views with about #2700+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting. The content richness is not for its own sake, but to convey the vision and share the wisdom, to inspire critical thinking and spur healthy debates. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes 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.See Through Talent from Different Angles VII Apr. 2016 See Through Talent from Different Angles VI Apr. 2016 See through talent from different angles Feb. 2016 See through talent from different angles Jan. 2016 See through talent from different angles Dec. 2015 See through talent from different angles Nov. 2015 Follow us at: @Pearl_Zhu
