Pearl Zhu's Blog, page 1385
November 25, 2015
Happy Thanksgiving with “MINDFULNESS”
Be grateful to understand others and be understood.
It’s another Thanksgiving Day approaching, it’s not just the time for shopping or relaxing, but also the time to recharging and doing some introspection. It is not just the time to gain a few pounds but also doing more PONDERING. In the other word, happy Thanksgiving with mindfulness. Although you can’t control every event of your life journey, but via the power of digital mind-crafting, you can adapt to the change and cultivate the new sets of mind. Indeed, the mindset is far more important than talent. Talent can always be developed by those with an open and right mindset. In chapter II of
Digital Master
, we introduce the 15 decoded ultramodern digital mindsets, here we sum up a set of mind with holiday themes: A Gratitude Mind -Be grateful to understand others and be understood. It is another Thanksgiving day approaching, regardless of which situation you are in, there’re still plenty of things to thank for, the sunshine, the moonlight, the season of changes and the abundance of information, etc. From a leadership perspective, what’s the breadth and depth of a gratitude mind? And how does it make the positive influence upon your surroundings?
Kindness is a Mindset: Kindness often starts as a thoughtful mind and deliberate action, but enough of it, and it becomes a habit. The true value of kindness is its consistency, to convey a person’s high quality as a human, the high professionalism as an employee; and the true nature as a creature. You don’t need to be a religious person to show kindness, just like you don’t have to go to college to gain knowledge. Kindness is a state of mind. Kindness can have different styles, it could be as hot as flame, or as cool as ice water; It’s something that you commit to before it becomes second nature which overcomes the negative psychology and drive human world progress.
Happiness is a state of mind where one hunts for pastures even in a desert. Many perhaps think happiness comes from the heart: the joyful moment to cheer you up or the enchanting time to touch your soul. Happiness, according to psychologists, is a state of one's mind. You would make the time worth if you were to ask an intelligent question why feel happy at certain instances or moments and why not at other times? It is a necessity to know about oneself, about one's own individual personality, so as to think with clarity in life. It’s the moment when one looks at the flowers of roses with ignoring the thorns underneath it. And it's the journey to pursue happiness, not just a destination.
A Balanced Mind: We have come on this lovely beautiful planet, Being a human being is great. We can imagine, we can create and we can appreciate many things. We have so many faculties. It is a rainbow, full of colors and fragrances. However, the world is far away from perfect, and most of the problems are caused by miscommunication, poor decision making, or dig deeper, the unbalanced mindsets lack of Emotional Intelligence. So what’s Emotional Intelligence, and how to cultivate a balanced mind with emotional brilliance?
A Changeable Mind: We live in the era, more often the "mainstream" mind is far lagging behind the internet speed. It must be acknowledged that changing mindset can be a very long process, it takes both vision and strategy. It occurs only through a dialogical process. It requires a devotion to fairness, correctness, truth, progress and solid respect for fundamental rights. Change happens when mindset turns into mind flow.
Thanksgiving is a symbol of harvest, the spirit of giving, the celebration of hard work and the abundance of life. - so happy Thanksgiving with mindfulness.
Best of all it is to preserve everything in a pure, still heart, and let there be for every pulse a thanksgiving and for every breath a song. –Konrad von Gesner
Digital Master Featured URLs:Digital Master Author Home PageDigital Master on Future of CIO BlogGoodreads Author’s Home PageDigital Master at FlipboardDigital Master at TwitterDigital Master on LinkedinDigital Master on Google BookDigital Master Introduction, Fun Quiz on SlideshareDigital Master Introduction on Youtube
Digital Master Online Order Links:
Digital Master on AmazonDigital Master on B&NDigital Master on Apple iTunesDigital Master on LuLuDigital Master on Google BooksDigital Master on KOBODigital Master on FeedbooksDigital Master on BOLDigital Master Introduction on the BookMarketing NetworkFollow us at: @Pearl_Zhu
It’s another Thanksgiving Day approaching, it’s not just the time for shopping or relaxing, but also the time to recharging and doing some introspection. It is not just the time to gain a few pounds but also doing more PONDERING. In the other word, happy Thanksgiving with mindfulness. Although you can’t control every event of your life journey, but via the power of digital mind-crafting, you can adapt to the change and cultivate the new sets of mind. Indeed, the mindset is far more important than talent. Talent can always be developed by those with an open and right mindset. In chapter II of
Digital Master
, we introduce the 15 decoded ultramodern digital mindsets, here we sum up a set of mind with holiday themes: A Gratitude Mind -Be grateful to understand others and be understood. It is another Thanksgiving day approaching, regardless of which situation you are in, there’re still plenty of things to thank for, the sunshine, the moonlight, the season of changes and the abundance of information, etc. From a leadership perspective, what’s the breadth and depth of a gratitude mind? And how does it make the positive influence upon your surroundings?
Kindness is a Mindset: Kindness often starts as a thoughtful mind and deliberate action, but enough of it, and it becomes a habit. The true value of kindness is its consistency, to convey a person’s high quality as a human, the high professionalism as an employee; and the true nature as a creature. You don’t need to be a religious person to show kindness, just like you don’t have to go to college to gain knowledge. Kindness is a state of mind. Kindness can have different styles, it could be as hot as flame, or as cool as ice water; It’s something that you commit to before it becomes second nature which overcomes the negative psychology and drive human world progress.
Happiness is a state of mind where one hunts for pastures even in a desert. Many perhaps think happiness comes from the heart: the joyful moment to cheer you up or the enchanting time to touch your soul. Happiness, according to psychologists, is a state of one's mind. You would make the time worth if you were to ask an intelligent question why feel happy at certain instances or moments and why not at other times? It is a necessity to know about oneself, about one's own individual personality, so as to think with clarity in life. It’s the moment when one looks at the flowers of roses with ignoring the thorns underneath it. And it's the journey to pursue happiness, not just a destination.
A Balanced Mind: We have come on this lovely beautiful planet, Being a human being is great. We can imagine, we can create and we can appreciate many things. We have so many faculties. It is a rainbow, full of colors and fragrances. However, the world is far away from perfect, and most of the problems are caused by miscommunication, poor decision making, or dig deeper, the unbalanced mindsets lack of Emotional Intelligence. So what’s Emotional Intelligence, and how to cultivate a balanced mind with emotional brilliance?
A Changeable Mind: We live in the era, more often the "mainstream" mind is far lagging behind the internet speed. It must be acknowledged that changing mindset can be a very long process, it takes both vision and strategy. It occurs only through a dialogical process. It requires a devotion to fairness, correctness, truth, progress and solid respect for fundamental rights. Change happens when mindset turns into mind flow.
Thanksgiving is a symbol of harvest, the spirit of giving, the celebration of hard work and the abundance of life. - so happy Thanksgiving with mindfulness.
Best of all it is to preserve everything in a pure, still heart, and let there be for every pulse a thanksgiving and for every breath a song. –Konrad von Gesner
Digital Master Featured URLs:Digital Master Author Home PageDigital Master on Future of CIO BlogGoodreads Author’s Home PageDigital Master at FlipboardDigital Master at TwitterDigital Master on LinkedinDigital Master on Google BookDigital Master Introduction, Fun Quiz on SlideshareDigital Master Introduction on Youtube
Digital Master Online Order Links:
Digital Master on AmazonDigital Master on B&NDigital Master on Apple iTunesDigital Master on LuLuDigital Master on Google BooksDigital Master on KOBODigital Master on FeedbooksDigital Master on BOLDigital Master Introduction on the BookMarketing NetworkFollow us at: @Pearl_Zhu
Three “W”s in Running a Digital IT
IT Value is based on transforming data into intelligence and brings insight and wisdom into the workplace.
IT plays a pivotal role in digital transformation of the organization, because IT is the only entity in the organization supposed to understand business entirely and oversight organizational processes horizontally, IT needs to be able to provide innovative solutions or supply differentiated services that contribute to both top line growth and the bottom line success of the organization. IT needs to become business’s innovation engine, rather than just tools. IT is the “whole brain” of an organization to bring wisdom into the workplace. Besides triple “I”s - Information, Innovation, and Integration, triple “A”s - Automation, Analysis, and Agility, triple “C”s - Change, Collaboration, and Cloudification, triple “P”s - Principle, Process, and Performance, triple “E”s Enablement, Exploration, and Effectiveness & Efficiency, triple “V”s - Vision, Value, and Variety, triple “F”s - Fast, Flow, and Flexibility; triple "T" factors - Transformation, Transparency, and Talent Management; triple “S” factors: Strategy, Speed, and Simplicity; triple “D” factors - Data, DevOp, and Design; triple “Q”s - Quality, Quantity, and Questioning; triple “G”s - Gap minding, Governance, and Gauging Performance, here we introduce three “W” factors in running a high-intelligent digital IT.
Workforce Analytics: IT management is about having the right people to get the right information at the right time to make the right decision, and creating a work environment that helps your company meet its business goals. If people are a company’s most invaluable asset, companies cannot afford to ignore the analytics of their current or future workforce. Workforce analytics are finally starting to get some attention and should be a huge growth field in the coming years. Established workforce analytics takes time and patience while getting the collection of correct data, cleaning the data, and setting up automated feeds from the data source systems. However, the time and energy are worth the effort if it can achieve the expected result. Workforce information can be used to determine talent movements, benefits preferences, reward program acceptance, and cost - just to name a few of the benefits.There isn't any general rule on how to drive workforce performance, a process could be put in place to understand what flaws are in place, impeding a good performance and its improvement. IT needs to work closely with HR to manage people in more intellectual ways.
Water-scrum-fall Hybrid Methodology: Agile emerges as a major methodology with a set of principles to run IT projects in many IT organizations, but often, especially for large projects, the hybrid model to mix Waterfall’s structure and Agile’s iteration is practical and flexible. And“Water-Scrum-fall is a hybrid approach to application lifecycle management that combines Waterfall and Scrum development methodologies.A flexible approach that embraces both traditional and Agile development principles allows development teams to use whatever practices and techniques best meet the needs of the problem being solved. Many organizations use Agile principles and Scrum communication techniques in their day-to-day product development but employ traditional Waterfall methodologies for planning, budgeting or documenting the project’s progress. “ -whatis.com
Wisdom Management: Wisdom in workplace means to empower people with the right tools and information at the right time, in dealing with the varying situations wisely. Modern Information Management not only manage data and information but also abstract insight and wisdom via advanced analytics, it’s the full life cycle of data-information-insight-wisdom management. Wisdom in the workplace is possessing the knowledge of your workplace inside out and having the ability to pass on that knowledge to others. Knowledge life cycle is managed very effectively in such workplace; it means that raw data has been transformed into information smoothly; information has meaningful connections as facts or ideas to provide business insight, information is further refined into knowledge; knowledge is information having value in a context which flow freely in a highly intellectual organization. Employees will grow and advance in such organizations also having the patience to observe, knowing how to allow your wisdom and experience to lead your words and actions. Wisdom in the workplace is about cultivating intelligent and empathic leadership and management team, driving fully engaging employees and building a high-performing team.
Business paradigm is shifting from industrial era to information/digital era, IT value needs to reflect such shift. IT Value is based on transforming data into intelligence and brings insight and wisdom into the workplace. The solutions IT delivers to the enterprise is transforming data and information into knowledge and intelligence. The ability to incubate, grow, protect and leverage intellectual capital is the greatest value that any IT organization can provide its enterprise. Follow us at: @Pearl_Zhu
IT plays a pivotal role in digital transformation of the organization, because IT is the only entity in the organization supposed to understand business entirely and oversight organizational processes horizontally, IT needs to be able to provide innovative solutions or supply differentiated services that contribute to both top line growth and the bottom line success of the organization. IT needs to become business’s innovation engine, rather than just tools. IT is the “whole brain” of an organization to bring wisdom into the workplace. Besides triple “I”s - Information, Innovation, and Integration, triple “A”s - Automation, Analysis, and Agility, triple “C”s - Change, Collaboration, and Cloudification, triple “P”s - Principle, Process, and Performance, triple “E”s Enablement, Exploration, and Effectiveness & Efficiency, triple “V”s - Vision, Value, and Variety, triple “F”s - Fast, Flow, and Flexibility; triple "T" factors - Transformation, Transparency, and Talent Management; triple “S” factors: Strategy, Speed, and Simplicity; triple “D” factors - Data, DevOp, and Design; triple “Q”s - Quality, Quantity, and Questioning; triple “G”s - Gap minding, Governance, and Gauging Performance, here we introduce three “W” factors in running a high-intelligent digital IT.
Workforce Analytics: IT management is about having the right people to get the right information at the right time to make the right decision, and creating a work environment that helps your company meet its business goals. If people are a company’s most invaluable asset, companies cannot afford to ignore the analytics of their current or future workforce. Workforce analytics are finally starting to get some attention and should be a huge growth field in the coming years. Established workforce analytics takes time and patience while getting the collection of correct data, cleaning the data, and setting up automated feeds from the data source systems. However, the time and energy are worth the effort if it can achieve the expected result. Workforce information can be used to determine talent movements, benefits preferences, reward program acceptance, and cost - just to name a few of the benefits.There isn't any general rule on how to drive workforce performance, a process could be put in place to understand what flaws are in place, impeding a good performance and its improvement. IT needs to work closely with HR to manage people in more intellectual ways.
Water-scrum-fall Hybrid Methodology: Agile emerges as a major methodology with a set of principles to run IT projects in many IT organizations, but often, especially for large projects, the hybrid model to mix Waterfall’s structure and Agile’s iteration is practical and flexible. And“Water-Scrum-fall is a hybrid approach to application lifecycle management that combines Waterfall and Scrum development methodologies.A flexible approach that embraces both traditional and Agile development principles allows development teams to use whatever practices and techniques best meet the needs of the problem being solved. Many organizations use Agile principles and Scrum communication techniques in their day-to-day product development but employ traditional Waterfall methodologies for planning, budgeting or documenting the project’s progress. “ -whatis.com
Wisdom Management: Wisdom in workplace means to empower people with the right tools and information at the right time, in dealing with the varying situations wisely. Modern Information Management not only manage data and information but also abstract insight and wisdom via advanced analytics, it’s the full life cycle of data-information-insight-wisdom management. Wisdom in the workplace is possessing the knowledge of your workplace inside out and having the ability to pass on that knowledge to others. Knowledge life cycle is managed very effectively in such workplace; it means that raw data has been transformed into information smoothly; information has meaningful connections as facts or ideas to provide business insight, information is further refined into knowledge; knowledge is information having value in a context which flow freely in a highly intellectual organization. Employees will grow and advance in such organizations also having the patience to observe, knowing how to allow your wisdom and experience to lead your words and actions. Wisdom in the workplace is about cultivating intelligent and empathic leadership and management team, driving fully engaging employees and building a high-performing team.Business paradigm is shifting from industrial era to information/digital era, IT value needs to reflect such shift. IT Value is based on transforming data into intelligence and brings insight and wisdom into the workplace. The solutions IT delivers to the enterprise is transforming data and information into knowledge and intelligence. The ability to incubate, grow, protect and leverage intellectual capital is the greatest value that any IT organization can provide its enterprise. Follow us at: @Pearl_Zhu
November 24, 2015
Tuning a “Digital Master” in this Holiday Season
Go Digital, like a Pro!
Digital Master is only a click away now, it is not a holiday entertaining book, but if you would like to do some holiday mind crafting, strengthen strategic muscles to keep digital fit; go beyond the surface to capture multi-dimensional insight and digital foresight, then, you shall get this book, for holiday brainstorming. It is:A Guide Book to Debunk Enterprise Digital Maturity;A Bridge Book to Mind Industrial era and Digital Era;A Playbook to Shape Game-changing Digital MindsetsA Framework to Orchestrate Dynamic Digital Capabilities.An Ongoing Book to write the new chapter of Digital Innovation.
The “Digital Master” Navigation
Digital Master Introduction - Digital Master refers to those high-performing, high innovative and high-mature (less than 15%) digital organizations; they have both clear digital vision and well-crafted digital strategy; they are courageous to be in the vanguard of digital transformation with a quantum lead. But they also proactively develop more advanced and unique digital capabilities step-by-step and build a digital premium into their very foundation of business, such as digital thinking, culture, agility, intelligence, and structure, and they achieve high performing results through strong digital governance discipline and reach its zenith as the digital world continues to expand and diversify. At the individual level, Digital Masters are those cross-generational digital professionals who are equipped with the advanced digital minds and build a unique set of digital capabilities, climb to the top of Maslow’s Pyramid 2.0.
Digital Master Chapter I: The Future of Digital Organization: Digital transformation is a journey, from digital strategy crafting to organizational structure tuning, it has to permeate into business strategy and vision, mindset, and action, culture and communication, process and capability, etc. As we addressed in Digital Master, only less than 5% of organizations reach the highest level of digital maturity. From Organization Design (OD) perspective, what’re the characteristics of a digital organization, and how to improve its digital agility and overall maturity?
Digital Master Chapter II Introduction: Decode 15 Digital Mindsets: We have moved into the new digital age when information is abundant and where creativity becomes a baseline competence. The race of human against the machine is ongoing; the knowledge life cycle is significantly shortened, just as the “agricultural mind” lagged behind the industrial age earlier last century; and now, the industrial mind can also drag down the digital speed. The pace of information technology is so rapid that no one can rest on a static mind-set, past accomplishments, or the wishful thought that everything is perfect the way it is. Indeed, mind-set is far more important than talent. Talent can always be developed by those with an open and right mind-set.
Digital Master Chapter III Introduction: Digital Strategy A digital strategy is cross-functional effort and multidisciplinary, multidimensional planning; it brings up new functions, roles, and responsibilities, collaboration, demand for intuition and emergence, complementarities, philosophy, neutron sciences, and trans-disciplinary businesses. But these are not new per se. The frameworks of thoughts, consciousness and maturity assessments apply to strategy, then, now and in the future.
Digital Master Chapter IV Introduction: Digital Culture -Culture is the collective mind-set: attitude, behavior or approach to work adopted by or embedded among a group of people in the conduct of business. Every organization has a culture, whether defined or not. Actual culture is a function of leadership, starting at the top. Culture is like the “glue” that holds and binds an organization together. It is the most invisible, but powerful, fabric weaved in the organizations and surrounding the society as well.
Digital Master Chapter V Introduction: Digital Capability-A business capability is the set of abilities needed by an organization in order to deliver value. It’s the ability of an organization to do things effectively to achieve desired outcomes and measurable benefits and fulfill business demand. In today’s business dynamic, digital capabilities are a fundamental building block in digital transformations with which companies can transform customer experiences, operational processes, and business models, to reach high-level business agility and maturity. The often described business capabilities include such as robustness, speed, comprehensiveness, responsiveness, agility, improvement, sensitivity, optimization, resilience, etc. Read this chapter to figure out the characteristics of digital capabilities
Digital Master Chapter VI Introduction: Digital Innovation. Generally speaking, innovation is how to transform the novel ideas into products and services to achieve its business value. Innovation has more enriched context than ever, and there are many forms of innovation - technology, application, product, design, process, business model, communication, management, culture and customer experience - just to name a few. Each has its own unique pathways.
Digital Master Chapter VII Introduction: Digital Intelligence: A digital shift is a mind-set shift, which also comes with information shift, a shift that organizations will take advantage of information to gain knowledge and insight, a shift to drive culture and transformation toward a more intelligent enterprise, a shift from playing smart tools to being an intelligent business, it’s about building such cohesive, agile and intellectual capabilities to adapt to the continuous change and unpredictable disruptions.
Digital Master Chapter VIII Introduction: Digital Workforce: The future of work will remain “imperfect”; more stress, faster deadlines, reduced budget, etc. However, digital workplace is more flexible and productive, propelled by technology to affect where we work, how we work and at what time we choose to work. Our reach becomes global, distance disappears and connectivity increases, the future of work is indeed more fun, purposeful and intelligent.
Digital Master Chapter IX: Digital Maturity: Digital makes a profound impact from specific function to business as a whole, the purpose of such radical digitalization is to make a significant difference in the overall levels of customer delight and achieve high performing business result. High mature digital organizations have the high level digital capability not only to build digital innovations but also to drive enterprise-wide transformation. They have to stretch out in every business dimension for driving the full-fledged digital transformation, and they benefit from their actions. These high performing digital masters achieve significantly higher financial performance than their less digitally mature competitors and read this chapter to discover their key success factors. Thanks for all the comments, feedback, suggestions, and purchasing.
Digital Master Featured URLs:Digital Master Author Home PageDigital Master on Future of CIO BlogGoodreads Author’s Home PageDigital Master at FlipboardDigital Master at TwitterDigital Master on LinkedinDigital Master on Google BookDigital Master Introduction, Fun Quiz on SlideshareDigital Master Introduction on Youtube
Digital Master Online Order Links:Digital Master on AmazonDigital Master on B&NDigital Master on Apple iTunesDigital Master on LuLuDigital Master on Google BooksDigital Master on KOBODigital Master on FeedbooksDigital Master on BOLDigital Master Introduction on the BookMarketing Network
Follow us at: @Pearl_Zhu
Digital Master is only a click away now, it is not a holiday entertaining book, but if you would like to do some holiday mind crafting, strengthen strategic muscles to keep digital fit; go beyond the surface to capture multi-dimensional insight and digital foresight, then, you shall get this book, for holiday brainstorming. It is:A Guide Book to Debunk Enterprise Digital Maturity;A Bridge Book to Mind Industrial era and Digital Era;A Playbook to Shape Game-changing Digital MindsetsA Framework to Orchestrate Dynamic Digital Capabilities.An Ongoing Book to write the new chapter of Digital Innovation.The “Digital Master” Navigation
Digital Master Introduction - Digital Master refers to those high-performing, high innovative and high-mature (less than 15%) digital organizations; they have both clear digital vision and well-crafted digital strategy; they are courageous to be in the vanguard of digital transformation with a quantum lead. But they also proactively develop more advanced and unique digital capabilities step-by-step and build a digital premium into their very foundation of business, such as digital thinking, culture, agility, intelligence, and structure, and they achieve high performing results through strong digital governance discipline and reach its zenith as the digital world continues to expand and diversify. At the individual level, Digital Masters are those cross-generational digital professionals who are equipped with the advanced digital minds and build a unique set of digital capabilities, climb to the top of Maslow’s Pyramid 2.0.
Digital Master Chapter I: The Future of Digital Organization: Digital transformation is a journey, from digital strategy crafting to organizational structure tuning, it has to permeate into business strategy and vision, mindset, and action, culture and communication, process and capability, etc. As we addressed in Digital Master, only less than 5% of organizations reach the highest level of digital maturity. From Organization Design (OD) perspective, what’re the characteristics of a digital organization, and how to improve its digital agility and overall maturity?
Digital Master Chapter II Introduction: Decode 15 Digital Mindsets: We have moved into the new digital age when information is abundant and where creativity becomes a baseline competence. The race of human against the machine is ongoing; the knowledge life cycle is significantly shortened, just as the “agricultural mind” lagged behind the industrial age earlier last century; and now, the industrial mind can also drag down the digital speed. The pace of information technology is so rapid that no one can rest on a static mind-set, past accomplishments, or the wishful thought that everything is perfect the way it is. Indeed, mind-set is far more important than talent. Talent can always be developed by those with an open and right mind-set.
Digital Master Chapter III Introduction: Digital Strategy A digital strategy is cross-functional effort and multidisciplinary, multidimensional planning; it brings up new functions, roles, and responsibilities, collaboration, demand for intuition and emergence, complementarities, philosophy, neutron sciences, and trans-disciplinary businesses. But these are not new per se. The frameworks of thoughts, consciousness and maturity assessments apply to strategy, then, now and in the future.
Digital Master Chapter IV Introduction: Digital Culture -Culture is the collective mind-set: attitude, behavior or approach to work adopted by or embedded among a group of people in the conduct of business. Every organization has a culture, whether defined or not. Actual culture is a function of leadership, starting at the top. Culture is like the “glue” that holds and binds an organization together. It is the most invisible, but powerful, fabric weaved in the organizations and surrounding the society as well.
Digital Master Chapter V Introduction: Digital Capability-A business capability is the set of abilities needed by an organization in order to deliver value. It’s the ability of an organization to do things effectively to achieve desired outcomes and measurable benefits and fulfill business demand. In today’s business dynamic, digital capabilities are a fundamental building block in digital transformations with which companies can transform customer experiences, operational processes, and business models, to reach high-level business agility and maturity. The often described business capabilities include such as robustness, speed, comprehensiveness, responsiveness, agility, improvement, sensitivity, optimization, resilience, etc. Read this chapter to figure out the characteristics of digital capabilities
Digital Master Chapter VI Introduction: Digital Innovation. Generally speaking, innovation is how to transform the novel ideas into products and services to achieve its business value. Innovation has more enriched context than ever, and there are many forms of innovation - technology, application, product, design, process, business model, communication, management, culture and customer experience - just to name a few. Each has its own unique pathways.
Digital Master Chapter VII Introduction: Digital Intelligence: A digital shift is a mind-set shift, which also comes with information shift, a shift that organizations will take advantage of information to gain knowledge and insight, a shift to drive culture and transformation toward a more intelligent enterprise, a shift from playing smart tools to being an intelligent business, it’s about building such cohesive, agile and intellectual capabilities to adapt to the continuous change and unpredictable disruptions.
Digital Master Chapter VIII Introduction: Digital Workforce: The future of work will remain “imperfect”; more stress, faster deadlines, reduced budget, etc. However, digital workplace is more flexible and productive, propelled by technology to affect where we work, how we work and at what time we choose to work. Our reach becomes global, distance disappears and connectivity increases, the future of work is indeed more fun, purposeful and intelligent.
Digital Master Chapter IX: Digital Maturity: Digital makes a profound impact from specific function to business as a whole, the purpose of such radical digitalization is to make a significant difference in the overall levels of customer delight and achieve high performing business result. High mature digital organizations have the high level digital capability not only to build digital innovations but also to drive enterprise-wide transformation. They have to stretch out in every business dimension for driving the full-fledged digital transformation, and they benefit from their actions. These high performing digital masters achieve significantly higher financial performance than their less digitally mature competitors and read this chapter to discover their key success factors. Thanks for all the comments, feedback, suggestions, and purchasing.Digital Master Featured URLs:Digital Master Author Home PageDigital Master on Future of CIO BlogGoodreads Author’s Home PageDigital Master at FlipboardDigital Master at TwitterDigital Master on LinkedinDigital Master on Google BookDigital Master Introduction, Fun Quiz on SlideshareDigital Master Introduction on Youtube
Digital Master Online Order Links:Digital Master on AmazonDigital Master on B&NDigital Master on Apple iTunesDigital Master on LuLuDigital Master on Google BooksDigital Master on KOBODigital Master on FeedbooksDigital Master on BOLDigital Master Introduction on the BookMarketing Network
Follow us at: @Pearl_Zhu
CIO’s Digital Agenda V: How to Manage Innovation in a Systematic Way
CIO as "Chief Innovation Officer" is one of the most pertinent titles for modern CIOs to survive and thrive.
The “Future of CIO” Blog has reached 1.1 million page views with about 2359+ 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.
Generally speaking, innovation is how to transform the novel ideas into products and services to achieve its business value. Innovation has more enriched context than ever, and there are many forms of innovation - technology, application, product, design, process, business model, communication, management, culture and customer experience - just to name a few. Each has its own unique pathways. CIOs as business leaders: How can you manage Innovations in a systematic way?
How to Manage IT Innovation in a Systematic WayCIO as Chief Innovation Officer - Modern CIOs have many personas indicated in the magic “I” of CIO title, Chief Innovation Officer is one of the most pertinent roles, because so much business innovation these days is enabled by technology, a good CIO with their finger on the pulse of technological advancement or information insight can provide many ideas on how new tech and abundance of info could create fresh business opportunities. CIOs are uniquely positioned to drive business innovation because of their vantage point in digital transformation. But how can CIO play such a new role more effectively.
Innovation Gaps: There are many forms of innovation - technology, application, product, design, business model, process, communication, or customer experience, etc; and there’re also many ‘flavors’ of innovations, systematic innovation, customer-centric innovation, open innovation, design-driven innovation, or management innovation., etc, but fundamentally, what are the innovation gaps, the gap differentiation helps delineate the problems and opportunities for innovation, and through identifying such gaps, business can manage innovation portfolio more effectively.
Is Innovation Part of Strategy: With technological advances, businesses large or small have pressure to become more innovative in order to out-beat competition at today’s hyper-competitive business dynamic. But what’s the best scenario to practice innovation management. Does strategy include innovation or is there any additional need for a separate innovation strategy?
How to Run an Innovative IT? Modern IT continues to move up its maturity from a reactive helpdesk, back-office function into a proactive business partner and innovation engine. What are the tips and stories to create a culture of innovation? What are the innovation implications when IT leverages the Cloud model? How shall IT assess their partners for delivering innovative business solutions, should the business pay IT for being innovative thereby enabling business proactively?
IT Paradox: Should Creativity and Process go Hand in Hand? -Today, organizations have to compete on a global scale and creativity is not only valuable from a products/service standpoint, but can also add efficiency or effectiveness to IT operations, improving business-IT communication, innovate business culture, and provide for outside-the-box problem-solving capability as well.
Hybrid Innovation-Innovation is a management discipline, just like many key elements in businesses today, such as leadership, culture, process, or technology, etc, HYBRID is the digital fit style for managing innovation. From portfolio management point of view, companies need both incremental product/service innovations to thrive, but also desire large, disruptive innovations for a quantum leap. Managing innovation requires leaders, either formal or informal, to shepherd an idea through several phases of development, knowing when to move forward and when to return to an earlier phase. But more specifically, what is hybrid innovation and how to manage it effectively?
Innovation Measurement: How to Do it Right? Innovation is the light every organization must pursue now, but most of innovation initiatives fail to achieve the expected result. Druck is credited as saying: “We can only manage what we measure.” What is stopping you from measuring top line impact from innovation, how much revenue is generated by innovations launched in the last 5 years? Are innovation failures caused by the time lag, inefficiency of financial systems? Is your innovation process not so clear with limited information on what has been done, or something else for ineffective innovation management, like a fuzzy or not well-communicated strategy goals? And innovation measurement, how to do it right?
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 the 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
The “Future of CIO” Blog has reached 1.1 million page views with about 2359+ 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.
Generally speaking, innovation is how to transform the novel ideas into products and services to achieve its business value. Innovation has more enriched context than ever, and there are many forms of innovation - technology, application, product, design, process, business model, communication, management, culture and customer experience - just to name a few. Each has its own unique pathways. CIOs as business leaders: How can you manage Innovations in a systematic way?
How to Manage IT Innovation in a Systematic WayCIO as Chief Innovation Officer - Modern CIOs have many personas indicated in the magic “I” of CIO title, Chief Innovation Officer is one of the most pertinent roles, because so much business innovation these days is enabled by technology, a good CIO with their finger on the pulse of technological advancement or information insight can provide many ideas on how new tech and abundance of info could create fresh business opportunities. CIOs are uniquely positioned to drive business innovation because of their vantage point in digital transformation. But how can CIO play such a new role more effectively.
Innovation Gaps: There are many forms of innovation - technology, application, product, design, business model, process, communication, or customer experience, etc; and there’re also many ‘flavors’ of innovations, systematic innovation, customer-centric innovation, open innovation, design-driven innovation, or management innovation., etc, but fundamentally, what are the innovation gaps, the gap differentiation helps delineate the problems and opportunities for innovation, and through identifying such gaps, business can manage innovation portfolio more effectively.
Is Innovation Part of Strategy: With technological advances, businesses large or small have pressure to become more innovative in order to out-beat competition at today’s hyper-competitive business dynamic. But what’s the best scenario to practice innovation management. Does strategy include innovation or is there any additional need for a separate innovation strategy?
How to Run an Innovative IT? Modern IT continues to move up its maturity from a reactive helpdesk, back-office function into a proactive business partner and innovation engine. What are the tips and stories to create a culture of innovation? What are the innovation implications when IT leverages the Cloud model? How shall IT assess their partners for delivering innovative business solutions, should the business pay IT for being innovative thereby enabling business proactively?
IT Paradox: Should Creativity and Process go Hand in Hand? -Today, organizations have to compete on a global scale and creativity is not only valuable from a products/service standpoint, but can also add efficiency or effectiveness to IT operations, improving business-IT communication, innovate business culture, and provide for outside-the-box problem-solving capability as well.
Hybrid Innovation-Innovation is a management discipline, just like many key elements in businesses today, such as leadership, culture, process, or technology, etc, HYBRID is the digital fit style for managing innovation. From portfolio management point of view, companies need both incremental product/service innovations to thrive, but also desire large, disruptive innovations for a quantum leap. Managing innovation requires leaders, either formal or informal, to shepherd an idea through several phases of development, knowing when to move forward and when to return to an earlier phase. But more specifically, what is hybrid innovation and how to manage it effectively?
Innovation Measurement: How to Do it Right? Innovation is the light every organization must pursue now, but most of innovation initiatives fail to achieve the expected result. Druck is credited as saying: “We can only manage what we measure.” What is stopping you from measuring top line impact from innovation, how much revenue is generated by innovations launched in the last 5 years? Are innovation failures caused by the time lag, inefficiency of financial systems? Is your innovation process not so clear with limited information on what has been done, or something else for ineffective innovation management, like a fuzzy or not well-communicated strategy goals? And innovation measurement, how to do it right?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 the 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
Three Questions to Evaluate a Person’s Confidence
Confidence is a like a ray of sunshine, brighten the surroundings.
People are always the most invaluable asset in organizations, talent managers are always hunting for the best and brightest, but often the best or the brightness need to be assessed via the qualitative lenses, rather than quantitative measurement. Confidence is such an attribute to make one look brighter than others, but where does confidence come from, and how do you present confident, not arrogant?
Do you have positive mentality? Confidence is often a reflection of your innate mentality. Being positive is within yourself, reflects your personality, thought process put into action. A positive mental attitude is focused on strength, opportunities, and inspired actions. Confident people with positive attitude see the bright side, they have a special mindset that rain or shine, leads them to positive outcomes. It is about being your best, not beating another in a negative way. The attempting to beat another puts the bar just high enough to beat the other, whereas your best can put your bar far higher. Confidence is not equal to ego or self-centered or arrogant. Ego is actually another major stumbling block. Being confident means you know who you are, your limitation and what you don't know, so you communicate in a consistent way. If you feel you always need to be the smartest one in the room, you're missing out. Therefore, a truly confident person may ask more than answer; compliment more than humiliate; take more risks than avoid making mistakes, and confident people with positive attitude do positive things and make positive differences.
Can you strike the right balance between confidence and humility? Be confident means to be comfortable in your own skin. Be authentic to be true to oneself and to the world at all times -To have the ability to know that nobody is perfect but can live a dream perfectly. To constantly unlearn and fight against conditioning and to respond creatively and uniquely at all times. Digital professionals today need to have confidence, candor, and professional humility as well, especially for the new or ‘unconventional’ leaders, the challenge is perhaps how to build the trust by overcoming the potential ‘biased’ perception, to strike the right balance of confidence and humility. A confident professional is not perfect, but progressive. Confident leaders and professionals are sure enough in themselves to know what they don't know and trust their own judgment of others to empower those around them to make an organization successful.
What’s the foundation underneath your confidence? Multidimensional intelligence, versatility, or openness? Confident people usually are multi-faceted and colorful for a number of roles, not being one dimensional. To be confident, one needs to build on their intellectual abilities through experience, learning, and motivation to improve. Confident people don’t blindly follow others, let negativity or unprofessionalism tarnish the character. And thus, it is a critical characteristic to be a truly great leader, you have to be confident in your abilities, attitude, and be confident to help seek out talent better than yourselves at specific activities, and more knowledgeable in specific domains to help make positive changes to the organization. Confident leaders support others to shine and don't feel threatened by others brightness. Confidence can overcome fears. Be courageous to take risks, creative leadership is the unique combination of leadership behaviors that develops and achieves high-quality results over a sustained period of time and risk tolerance.
Being confident is to have the right dose of ego - no more, no less. Beneath the ego is the desire to have meaning. Quite often, when we feel worthless, we can manufacture our self worth by attempting to be someone we are not, thereby swinging the pendulum from one extreme to another. Checking our egos at the door, then, is made easier by figuring out how to overcome the fear of failure, the fear of going through life and having no meaning, and giving ourselves permission to make mistakes as a right of passage to gaining wisdom. Therefore, the solid foundation underneath confidence is positivity, authenticity, knowledge and wisdom.Follow us at: @Pearl_Zhu
People are always the most invaluable asset in organizations, talent managers are always hunting for the best and brightest, but often the best or the brightness need to be assessed via the qualitative lenses, rather than quantitative measurement. Confidence is such an attribute to make one look brighter than others, but where does confidence come from, and how do you present confident, not arrogant?
Do you have positive mentality? Confidence is often a reflection of your innate mentality. Being positive is within yourself, reflects your personality, thought process put into action. A positive mental attitude is focused on strength, opportunities, and inspired actions. Confident people with positive attitude see the bright side, they have a special mindset that rain or shine, leads them to positive outcomes. It is about being your best, not beating another in a negative way. The attempting to beat another puts the bar just high enough to beat the other, whereas your best can put your bar far higher. Confidence is not equal to ego or self-centered or arrogant. Ego is actually another major stumbling block. Being confident means you know who you are, your limitation and what you don't know, so you communicate in a consistent way. If you feel you always need to be the smartest one in the room, you're missing out. Therefore, a truly confident person may ask more than answer; compliment more than humiliate; take more risks than avoid making mistakes, and confident people with positive attitude do positive things and make positive differences.
Can you strike the right balance between confidence and humility? Be confident means to be comfortable in your own skin. Be authentic to be true to oneself and to the world at all times -To have the ability to know that nobody is perfect but can live a dream perfectly. To constantly unlearn and fight against conditioning and to respond creatively and uniquely at all times. Digital professionals today need to have confidence, candor, and professional humility as well, especially for the new or ‘unconventional’ leaders, the challenge is perhaps how to build the trust by overcoming the potential ‘biased’ perception, to strike the right balance of confidence and humility. A confident professional is not perfect, but progressive. Confident leaders and professionals are sure enough in themselves to know what they don't know and trust their own judgment of others to empower those around them to make an organization successful.
What’s the foundation underneath your confidence? Multidimensional intelligence, versatility, or openness? Confident people usually are multi-faceted and colorful for a number of roles, not being one dimensional. To be confident, one needs to build on their intellectual abilities through experience, learning, and motivation to improve. Confident people don’t blindly follow others, let negativity or unprofessionalism tarnish the character. And thus, it is a critical characteristic to be a truly great leader, you have to be confident in your abilities, attitude, and be confident to help seek out talent better than yourselves at specific activities, and more knowledgeable in specific domains to help make positive changes to the organization. Confident leaders support others to shine and don't feel threatened by others brightness. Confidence can overcome fears. Be courageous to take risks, creative leadership is the unique combination of leadership behaviors that develops and achieves high-quality results over a sustained period of time and risk tolerance.Being confident is to have the right dose of ego - no more, no less. Beneath the ego is the desire to have meaning. Quite often, when we feel worthless, we can manufacture our self worth by attempting to be someone we are not, thereby swinging the pendulum from one extreme to another. Checking our egos at the door, then, is made easier by figuring out how to overcome the fear of failure, the fear of going through life and having no meaning, and giving ourselves permission to make mistakes as a right of passage to gaining wisdom. Therefore, the solid foundation underneath confidence is positivity, authenticity, knowledge and wisdom.Follow us at: @Pearl_Zhu
November 23, 2015
Is Leadership Situational
A fundamental purpose of leadership is to provide vision and empower change.
In substance, leadership is all about future, about change, about progress and innovation. Leaders set principles, open for criticism, and take the risk for innovation. Leadership is composed of three characteristics: substance, skills, and styles, what are the golden ratio of leadership, though? In practice, is digital leadership “harder” or “softer”? generic or situational?
Leadership is a skill within itself and the greatest leaders are authentic to continue discovering who they are. Perhaps the greatest example of a great leader is staring right back at each of us in the mirror. Being a leader and practicing leadership is not a job title as so often we have been taught to believe; rather, becoming a leader is a process of becoming your true authentic self in all that you are today. So rather than looking for examples of leaders out there, look within yourself and ask: Why do you want to lead, and are you the person/leader you wish to see in the world?
Part of greatness is identifying and exploring one's strengths and isolating one's weaknesses. A part of being a good leader is experience and know-how. We can say that great leaders failed many times and kept getting up. Persistence, tenacity, and conviction can lead to eventual greatness and has in many cases of great leaders. These are commendable qualities in a great leader. Greatness can never be kept hidden, it just 'has to' rise up. This includes great leadership. However saying that there are some situations that can delay the rise. These include such things as social and cultural issues as well as being in the wrong place at the wrong time. Some use leadership training as a way to bring people to “see,” and harness the “flame within” so that they can use it for a subjective goal. Leadership starts on a very personal level and is communicated outward onto the followers in such a way that the followers follow the leader in achieving a goal.
As per the “circumstance” point of view, there is “situational leadership” styles and methods. Great leadership is not just situational, it is affected by context, culture, including capability and resources, and the means to an end, rather than just defined by the end result. When analyzed, some failures are typically due to a gap between current capability or resource and what is needed to accomplish the mission or achieve the immediate objective, rather than an absence of the qualities or practices which have made that individual successful in another set of circumstances. Also, the power of leaders who influence and effectively bring people with them to achieve great things might not be measurable simply by what is achieved but in the WHY (vision) and how it is achieved (strategy and implementation).
Circumstances create sets of conditions that evoke leadership in individuals who are inclined and ready to take the lead. Many great leaders can provide cases when they have failed miserably. As a matter of fact, most great leaders have situations where their results were labeled a failure. There are many examples of people who are considered successful in their fields who have, at notable times, exercised judgment resulting in undesirable results. But often those individuals learned from their mistakes, implemented strategies and changes to ensure success the next time around, and from that point on, their successes overshadowed any past failures and also, the individual may keep learning agile, have adjusted the direction, and fumble the way up to success. Either way, an ongoing process of self-reflection, the incorporation of lessons learned and the realization of "it isn't the failure that keeps you out of the game, but how you respond to it," leads to success stories being published as opposed to failures being repeated. Also, there are leadership qualities and practices which inspire effective followership no matter the circumstances.
Leadership training should be a process of empowerment through. Leadership training should focus on empowering people with a know-how, and teach them how to empower others. Often leadership training courses sound more like management training courses. Leadership training should focus on providing the participants with the “tools” to self-empowerment and the empowerment of others. Reducing leadership to title or administrative tasks might cause people to miss the point of “leadership” altogether. The management / leadership paradox is rampant and has caused many clashes between the management school of thought and the leadership schools of thought. Management is mechanical, statistical, and procedural. Leadership, on the other hand, is fluid and nature, hence it takes into account the diversity of the human element. And the managers or organizers are not necessarily a leader. As a prognosis, the first element is understanding what “leadership” is in a particular organizational setting. Once leadership has been defined in context, only then can we know which “tool” to provide to the participants.
There is a saying that there are leadership opportunities at any given point in time where one or more people congregate to achieve a goal. This would support the “circumstantiality” between leadership and achievement. Great leadership is generic to set visions and lead transformation. Ggreat leaders should also have the breadth of leadership skills and wisdom to handle many situations. It’s also important to keep the personal leadership style as well because every leader is unique. Be authentic, be influential, and be mature.
Follow us at: @Pearl_Zhu
In substance, leadership is all about future, about change, about progress and innovation. Leaders set principles, open for criticism, and take the risk for innovation. Leadership is composed of three characteristics: substance, skills, and styles, what are the golden ratio of leadership, though? In practice, is digital leadership “harder” or “softer”? generic or situational?
Leadership is a skill within itself and the greatest leaders are authentic to continue discovering who they are. Perhaps the greatest example of a great leader is staring right back at each of us in the mirror. Being a leader and practicing leadership is not a job title as so often we have been taught to believe; rather, becoming a leader is a process of becoming your true authentic self in all that you are today. So rather than looking for examples of leaders out there, look within yourself and ask: Why do you want to lead, and are you the person/leader you wish to see in the world?
Part of greatness is identifying and exploring one's strengths and isolating one's weaknesses. A part of being a good leader is experience and know-how. We can say that great leaders failed many times and kept getting up. Persistence, tenacity, and conviction can lead to eventual greatness and has in many cases of great leaders. These are commendable qualities in a great leader. Greatness can never be kept hidden, it just 'has to' rise up. This includes great leadership. However saying that there are some situations that can delay the rise. These include such things as social and cultural issues as well as being in the wrong place at the wrong time. Some use leadership training as a way to bring people to “see,” and harness the “flame within” so that they can use it for a subjective goal. Leadership starts on a very personal level and is communicated outward onto the followers in such a way that the followers follow the leader in achieving a goal.
As per the “circumstance” point of view, there is “situational leadership” styles and methods. Great leadership is not just situational, it is affected by context, culture, including capability and resources, and the means to an end, rather than just defined by the end result. When analyzed, some failures are typically due to a gap between current capability or resource and what is needed to accomplish the mission or achieve the immediate objective, rather than an absence of the qualities or practices which have made that individual successful in another set of circumstances. Also, the power of leaders who influence and effectively bring people with them to achieve great things might not be measurable simply by what is achieved but in the WHY (vision) and how it is achieved (strategy and implementation).
Circumstances create sets of conditions that evoke leadership in individuals who are inclined and ready to take the lead. Many great leaders can provide cases when they have failed miserably. As a matter of fact, most great leaders have situations where their results were labeled a failure. There are many examples of people who are considered successful in their fields who have, at notable times, exercised judgment resulting in undesirable results. But often those individuals learned from their mistakes, implemented strategies and changes to ensure success the next time around, and from that point on, their successes overshadowed any past failures and also, the individual may keep learning agile, have adjusted the direction, and fumble the way up to success. Either way, an ongoing process of self-reflection, the incorporation of lessons learned and the realization of "it isn't the failure that keeps you out of the game, but how you respond to it," leads to success stories being published as opposed to failures being repeated. Also, there are leadership qualities and practices which inspire effective followership no matter the circumstances.
Leadership training should be a process of empowerment through. Leadership training should focus on empowering people with a know-how, and teach them how to empower others. Often leadership training courses sound more like management training courses. Leadership training should focus on providing the participants with the “tools” to self-empowerment and the empowerment of others. Reducing leadership to title or administrative tasks might cause people to miss the point of “leadership” altogether. The management / leadership paradox is rampant and has caused many clashes between the management school of thought and the leadership schools of thought. Management is mechanical, statistical, and procedural. Leadership, on the other hand, is fluid and nature, hence it takes into account the diversity of the human element. And the managers or organizers are not necessarily a leader. As a prognosis, the first element is understanding what “leadership” is in a particular organizational setting. Once leadership has been defined in context, only then can we know which “tool” to provide to the participants.
There is a saying that there are leadership opportunities at any given point in time where one or more people congregate to achieve a goal. This would support the “circumstantiality” between leadership and achievement. Great leadership is generic to set visions and lead transformation. Ggreat leaders should also have the breadth of leadership skills and wisdom to handle many situations. It’s also important to keep the personal leadership style as well because every leader is unique. Be authentic, be influential, and be mature.
Follow us at: @Pearl_Zhu
Agility vs. Accountability
The beauty of agile comes in with its incremental nature and use of empiricism to focus on three “I”s - Interaction, Iteration, and Improvement.
Agile has emerged as a major methodology and a set of practices for many IT organizations for software development, it is the time that Agile also needs a serious readjustment to scale it up to a new level. Agile has to be readjusted at different organization levels. Today it is not only about doing Agile, but it is also required outside the software development where accountability really matters, and being Agile - to shape an agile mindset. Agility vs. accountability - what’s the correlation between them?
In the context of a retrospective, one might call that being accountable to practice Agile principle - Have you seen effective agile teams hindered or rendered ineffective when leadership blames instead of practicing root cause analysis to drive continuous improvement across the organization? So "You will be held accountable" is on the face of it, not a bad thing, you have the freedom to do whatever needs to be done, and the responsibility to ensure you do your best to bring about a good outcome. If "accountability" has bad connotations, it is because there is blame attached, and other consequences. The leaders and managers should be more interested in finding "causes"; not interested in assigning blame.
Agile is people-dependent! This is certainly not specific to Agile. No organizational structure or process can compensate for weak personnel. Businesses are organized by function, decompose projects into tasks and assign them out, hold people accountable by having them report status updates on tasks, and either have an inflexible business model or worse yet do not even understand the business model. Things go wrong, the management doesn't always know what is 'best. When that happens the value is in what we can learn, so we know better next time. The connotations of suspicion and blame that come along with "accountable" seriously get in the way of learning what there is to be learned from mistakes.
Agile is a set of processes, and methodologies. But in the big scheme of things, it's just another tool to get things done. Agile methodology is first and foremost about delivering early and often, and delivering the most valuable software soonest. If some agile shops have drifted from this primary value, then it's not a new methodology they need, but perhaps some serious readjustment. To follow accountable agile, one should always work in agile using the requisite structure in an organization, practicing agile requisitely makes it very powerful, It is more accountable and becomes very strong in management. An effective organization is agile in responding to environmental stimuli. Companies that fail to respond to their customers’ unique and changing needs are bound to lose to those that are able to reorganize themselves rapidly.
Agility is the ability to adapt to changes. True accountability focuses on learning as a core value in building an agile culture. It is not uncommon to confuse accountability with blame. They are actually opposites. Shared accountability or collective accountability involves shared ownership because most breakdowns stem from silo behavior where people aren't coordinating, communicating, solving problems or making decisions in a way that considers consequences to others. True accountability focuses on learning to do things differently, Accountability needs to be a two-way commitment that does need to consider real empowerment levels to get the job done. The beauty of agile comes in with its incremental nature and use of empiricism to focus on three “I”s - Interaction, Iteration, and Improvement.
Follow us at: @Pearl_Zhu
Agile has emerged as a major methodology and a set of practices for many IT organizations for software development, it is the time that Agile also needs a serious readjustment to scale it up to a new level. Agile has to be readjusted at different organization levels. Today it is not only about doing Agile, but it is also required outside the software development where accountability really matters, and being Agile - to shape an agile mindset. Agility vs. accountability - what’s the correlation between them?In the context of a retrospective, one might call that being accountable to practice Agile principle - Have you seen effective agile teams hindered or rendered ineffective when leadership blames instead of practicing root cause analysis to drive continuous improvement across the organization? So "You will be held accountable" is on the face of it, not a bad thing, you have the freedom to do whatever needs to be done, and the responsibility to ensure you do your best to bring about a good outcome. If "accountability" has bad connotations, it is because there is blame attached, and other consequences. The leaders and managers should be more interested in finding "causes"; not interested in assigning blame.
Agile is people-dependent! This is certainly not specific to Agile. No organizational structure or process can compensate for weak personnel. Businesses are organized by function, decompose projects into tasks and assign them out, hold people accountable by having them report status updates on tasks, and either have an inflexible business model or worse yet do not even understand the business model. Things go wrong, the management doesn't always know what is 'best. When that happens the value is in what we can learn, so we know better next time. The connotations of suspicion and blame that come along with "accountable" seriously get in the way of learning what there is to be learned from mistakes.
Agile is a set of processes, and methodologies. But in the big scheme of things, it's just another tool to get things done. Agile methodology is first and foremost about delivering early and often, and delivering the most valuable software soonest. If some agile shops have drifted from this primary value, then it's not a new methodology they need, but perhaps some serious readjustment. To follow accountable agile, one should always work in agile using the requisite structure in an organization, practicing agile requisitely makes it very powerful, It is more accountable and becomes very strong in management. An effective organization is agile in responding to environmental stimuli. Companies that fail to respond to their customers’ unique and changing needs are bound to lose to those that are able to reorganize themselves rapidly.
Agility is the ability to adapt to changes. True accountability focuses on learning as a core value in building an agile culture. It is not uncommon to confuse accountability with blame. They are actually opposites. Shared accountability or collective accountability involves shared ownership because most breakdowns stem from silo behavior where people aren't coordinating, communicating, solving problems or making decisions in a way that considers consequences to others. True accountability focuses on learning to do things differently, Accountability needs to be a two-way commitment that does need to consider real empowerment levels to get the job done. The beauty of agile comes in with its incremental nature and use of empiricism to focus on three “I”s - Interaction, Iteration, and Improvement.
Follow us at: @Pearl_Zhu
November 22, 2015
CIO’s Digital Agenda IV: Managing Change Life Cycle Effectively
Change is not for its own sake, but for improvement and innovation.
The “Future of CIO” blog has reached about 1.2 million page views with 2350+ 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.
Change is inevitable, and organizational change becomes a common practice within an organization, but more than two-thirds of change effort fail to achieve the expected results. What’re the barriers to cause the change failures, and how to make Change Management tangible rather than fluffy, and manage change lifecycle effectively?Managing Change Lifecycle Effectively
WHY to Change - The Symptoms of Dysfunctional Management? Change is never for its own sake. The true reason behind the change is either due to the ineffectiveness of teams/organizations or the inefficiency of processes or practices. There are many common success factors in effective team or organization; perhaps every failure has its own causes. But generally speaking, what are the symptoms of dysfunctional management?
Strategy -Which Factors should a Strategy for Change Contain? The speed of change is accelerated, either individuals or organizations spend significant time and resource to deal with the big changes such as radical digital transformation or small changes such as daily betterment. What’s the strategy behind the change, and which qualities or factors should such a strategy for change contain?
Challenges-Five Aspect in Leading Change challenges: Change is inevitable, organizations large or small spend important time and resource to deal with the big shift such as radical digital transformation or small changes such as adopting a new software tool. However, statistically, more than 70% of change management effort fail to achieve the expected result, what are the critical elements in change management to overcome challenges, and how to weave them more seamlessly to orchestrate a harmonized change symphony?
Principles-Three Change Principles: Statistically, more than two-thirds of change effort fail to achieve expected result. All efforts at having other humans act as you would like to depend in large part on circumstances, the number of actions/tactical moves, action sequence, and "action coordination" vary. Therefore, change is situational, these differences have to do with who the people are, what they plan, what and how they execute. Although there is no “one size fits all” formula for changes, you can set principles to make Change Management more effective and cohesive.
Pitfalls - Is “Pseudo-Involvement” the Pitfall of Change Management: About two third of Change Management efforts fail to achieve the expected result, the causes may vary, is “pseudo-involvement” one of the pitfalls in Change Management, though ‘pseudo’ is ambiguous itself, it implies different situations in either reasonable or negative way. "Pseudo-involvement" is a pretense of engagement that, although it may have short-lived positive impacts, over the long run this pseudo-involvement fails to engage employees and overcome resistance. However, genuine respect for those who question change for the "right reasons" is an effective approach and is needed to help managers and employees get on board.
Delivery -What does a Change Leaders/Managers actually Deliver? People change for a reason; they must have a reason to want to adopt the change. The question to be asked is why are you wanting the change? What do you expect to gain from adopting the change? That is where the change originator defines their deliverables and benefits, in real measurable, quantifiable terms. But what is “Change Management” and how can you define its value? What does a change leaders/managers actually deliver?
Measurement-How to Measure Changes? We can only manage what we measure. Is change so hard because it’s so hard to measure changes? Organizations have so much difficulty measuring change for a variety of reasons such as miscommunication, hidden agendas, unclear goals and mission, poor leadership, "doing the same things over and over and expecting different results." Change is a process with known/ controllable and unpredictable/unknowable variables. Change is ALWAYS happening around us at work and outside work. Perhaps the difficulty in measuring change management is that the very thing we are measuring is changing. There is an inherent oxymoron in the term change management. We want people to change, and manage or control at the same time. That's like trying to drive with your foot on the brake and the accelerator at the same time. So to put it simply, how to measure changes, or more precisely, the change outcomes?
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 the 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
The “Future of CIO” blog has reached about 1.2 million page views with 2350+ 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.Change is inevitable, and organizational change becomes a common practice within an organization, but more than two-thirds of change effort fail to achieve the expected results. What’re the barriers to cause the change failures, and how to make Change Management tangible rather than fluffy, and manage change lifecycle effectively?Managing Change Lifecycle Effectively
WHY to Change - The Symptoms of Dysfunctional Management? Change is never for its own sake. The true reason behind the change is either due to the ineffectiveness of teams/organizations or the inefficiency of processes or practices. There are many common success factors in effective team or organization; perhaps every failure has its own causes. But generally speaking, what are the symptoms of dysfunctional management?
Strategy -Which Factors should a Strategy for Change Contain? The speed of change is accelerated, either individuals or organizations spend significant time and resource to deal with the big changes such as radical digital transformation or small changes such as daily betterment. What’s the strategy behind the change, and which qualities or factors should such a strategy for change contain?
Challenges-Five Aspect in Leading Change challenges: Change is inevitable, organizations large or small spend important time and resource to deal with the big shift such as radical digital transformation or small changes such as adopting a new software tool. However, statistically, more than 70% of change management effort fail to achieve the expected result, what are the critical elements in change management to overcome challenges, and how to weave them more seamlessly to orchestrate a harmonized change symphony?
Principles-Three Change Principles: Statistically, more than two-thirds of change effort fail to achieve expected result. All efforts at having other humans act as you would like to depend in large part on circumstances, the number of actions/tactical moves, action sequence, and "action coordination" vary. Therefore, change is situational, these differences have to do with who the people are, what they plan, what and how they execute. Although there is no “one size fits all” formula for changes, you can set principles to make Change Management more effective and cohesive.
Pitfalls - Is “Pseudo-Involvement” the Pitfall of Change Management: About two third of Change Management efforts fail to achieve the expected result, the causes may vary, is “pseudo-involvement” one of the pitfalls in Change Management, though ‘pseudo’ is ambiguous itself, it implies different situations in either reasonable or negative way. "Pseudo-involvement" is a pretense of engagement that, although it may have short-lived positive impacts, over the long run this pseudo-involvement fails to engage employees and overcome resistance. However, genuine respect for those who question change for the "right reasons" is an effective approach and is needed to help managers and employees get on board.
Delivery -What does a Change Leaders/Managers actually Deliver? People change for a reason; they must have a reason to want to adopt the change. The question to be asked is why are you wanting the change? What do you expect to gain from adopting the change? That is where the change originator defines their deliverables and benefits, in real measurable, quantifiable terms. But what is “Change Management” and how can you define its value? What does a change leaders/managers actually deliver?
Measurement-How to Measure Changes? We can only manage what we measure. Is change so hard because it’s so hard to measure changes? Organizations have so much difficulty measuring change for a variety of reasons such as miscommunication, hidden agendas, unclear goals and mission, poor leadership, "doing the same things over and over and expecting different results." Change is a process with known/ controllable and unpredictable/unknowable variables. Change is ALWAYS happening around us at work and outside work. Perhaps the difficulty in measuring change management is that the very thing we are measuring is changing. There is an inherent oxymoron in the term change management. We want people to change, and manage or control at the same time. That's like trying to drive with your foot on the brake and the accelerator at the same time. So to put it simply, how to measure changes, or more precisely, the change outcomes?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 the 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
Three “G”s in Running a High-Performing Digital IT
Gauging IT success is about triangulating value from different lenses in building a more comprehensive IT value proposition.
Nowadays information is the lifeblood and technologies are often the innovation disruptor. The days of the invisible, back office CIO are gone - or going. The enterprise needs to see and know, what the CIO is delivering to enable business growth. IT leaders are at the unique position to oversight business processes and sees beyond the silos with an in-depth understanding about their organizations’ differentiated capabilities. Besides triple “I”s - Information, Innovation, and Integration, triple “A”s - Automation, Analysis, and Agility, triple “C”s - Change, Collaboration, and Cloudification, triple “P”s - Principle, Process, and Performance, triple “E”s Enablement, Exploration, and Effectiveness & Efficiency, triple “V”s - Vision, Value, and Variety, triple “F”s - Fast, Flow, and Flexibility; triple "T" factors - Transformation, Transparency, and Talent Management; triple “S” factors: Strategy, Speed, and Simplicity; triple “D” factors - Data, DevOp, and Design; triple “Q”s - Quality, Quantity, and Questioning, here we introduce three “G” factors in running a high-performing digital IT.
Gap Minding: IT is business, IT-business integration is strategic important for IT leaders to run a digital IT. With the increasing speed of change, many think that the gap between business and IT has actually widened. The reason is that business and IT have evolved at a different pace over the past few decades. While IT has evolved significantly in all aspects - people, process, technology - business has, and continues to evolve faster due to the “VUCA” business new normal. It is increasingly more challenging for IT to deliver to business what it wants when it wants. By the time IT is ready to deliver functionality to the business, the business needs - "needs" and not just "requirements" - have already changed. Therefore, CIOs must become true business leaders by also looking to get much closer to their company’s customers in understanding their needs, and use the 'why' to help crystallize their own companies 'what.' Few executives, if any, have the visibility across the enterprise like a CIO, to connect the dots of the business because all of those dots are internal customers of IT. And IT do the connecting with business and technology solutions. IT needs to change the emphasis to an “outside-in” approach with that vital focus on users. The world has changed and operational process efficiency needs to be on agenda to see economic prosperity return for future generations. Cutting out waste such as shrinking the gap between business and IT could make a significant contribution and the sooner it starts the better it will be for all involved. Furthermore, bridging the gap between IT and the business are really issues of all about changes: the steps, processes, tools and products that organizations use to effect the digital transformation from strategy to deployment. Bridging the gaps start with mindset. If business people really understand the issues facing the IT department and the IT people are aware of the business goals, processes, and needs., the gap could be narrowed.
Governance Practices: IT management and IT governance are interdependent disciplines. The purpose of IT management is to optimize IT resource and catalyze business growth; the goal of IT governance is to ensure making the right decisions and steering an effective and agile IT. Practically, each organization is different, hence, IT governance should be looked more holistically in an enterprise. First, understand the operating style of organization, know what view each of the CXO roles has on organizational priorities and the role they consider IT has in the organization. Then, assess IT performance. This should give a clear idea about the maturity of IT function (Sourcing Unit, Order Taker, Solution Provider, Innovation Partner, Game Changer). After that, identify IT pain point such as, delayed projects, cost overrun, no innovation, no business involvement, Rogue IT – Every organization will have some quandaries with IT. So IT governance practices are to improve the maturity of IT function and the expectations business leaders have from IT, to set immediate and long-term priorities of the organization right, to optimize decision-making approach in the organization, and to ultimately transform IT from a cost center to a value creator.
Gauging IT Success: The success of IT is not for its own sake, but to ensure the entire business success. IT organizations should be able to define and align operational KPIs to strategic KPIs of business for successful tracking of the effectiveness of strategic KPIs. The effective way to track the achievement of strategic goals is to cascade those down throughout the organization with the use of operational KPIs. It DOES mean that at the operation level, there should be some metrics that can be tied directly to achieving strategic goals so that EVERY employee knows how their role fits in, and can be freed up to do what they can to try to achieve the desired strategic outcomes. Gauging IT success has a multitude of focus such as customer satisfaction, the success rate of IT delivery, the fiscal health of IT organization, and overall IT capacity and capability. IT benchmark can also play an important role in gauging IT success via horizontal APPLE-to-APPLE comparison: same business model, same industry, and within same competition domain. But keep in mind there is no two companies are exactly alike in the same product/services/customer mix; they also vary in their investment cycle of growth and cost management. Companies have limited resources, so it is important to first measure the right things, and then measure them right. Always keep the end - business in mind, the key is context.
The strong IT governance discipline will steer IT organizations toward the journey of value-adding and high performance. Gaps filled vs. gaps open and to what degree is what you build to solve and repeatedly measure. Gauging IT success is about triangulating value from different lenses in building a more comprehensive IT value proposition. There are tangible (cost savings, efficiency, etc.) and intangible (brand equity, sales enablement, etc.) components of value. Each organization has a set of capabilities that enable it to achieve successful outcomes, whether financial, brand, or double bottom line. And more often than not, IT failure can cause the fatal failure of their business, and IT success will catalyze their organizational success from long-term strategic perspective.Follow us at: @Pearl_Zhu
Nowadays information is the lifeblood and technologies are often the innovation disruptor. The days of the invisible, back office CIO are gone - or going. The enterprise needs to see and know, what the CIO is delivering to enable business growth. IT leaders are at the unique position to oversight business processes and sees beyond the silos with an in-depth understanding about their organizations’ differentiated capabilities. Besides triple “I”s - Information, Innovation, and Integration, triple “A”s - Automation, Analysis, and Agility, triple “C”s - Change, Collaboration, and Cloudification, triple “P”s - Principle, Process, and Performance, triple “E”s Enablement, Exploration, and Effectiveness & Efficiency, triple “V”s - Vision, Value, and Variety, triple “F”s - Fast, Flow, and Flexibility; triple "T" factors - Transformation, Transparency, and Talent Management; triple “S” factors: Strategy, Speed, and Simplicity; triple “D” factors - Data, DevOp, and Design; triple “Q”s - Quality, Quantity, and Questioning, here we introduce three “G” factors in running a high-performing digital IT.
Gap Minding: IT is business, IT-business integration is strategic important for IT leaders to run a digital IT. With the increasing speed of change, many think that the gap between business and IT has actually widened. The reason is that business and IT have evolved at a different pace over the past few decades. While IT has evolved significantly in all aspects - people, process, technology - business has, and continues to evolve faster due to the “VUCA” business new normal. It is increasingly more challenging for IT to deliver to business what it wants when it wants. By the time IT is ready to deliver functionality to the business, the business needs - "needs" and not just "requirements" - have already changed. Therefore, CIOs must become true business leaders by also looking to get much closer to their company’s customers in understanding their needs, and use the 'why' to help crystallize their own companies 'what.' Few executives, if any, have the visibility across the enterprise like a CIO, to connect the dots of the business because all of those dots are internal customers of IT. And IT do the connecting with business and technology solutions. IT needs to change the emphasis to an “outside-in” approach with that vital focus on users. The world has changed and operational process efficiency needs to be on agenda to see economic prosperity return for future generations. Cutting out waste such as shrinking the gap between business and IT could make a significant contribution and the sooner it starts the better it will be for all involved. Furthermore, bridging the gap between IT and the business are really issues of all about changes: the steps, processes, tools and products that organizations use to effect the digital transformation from strategy to deployment. Bridging the gaps start with mindset. If business people really understand the issues facing the IT department and the IT people are aware of the business goals, processes, and needs., the gap could be narrowed.
Governance Practices: IT management and IT governance are interdependent disciplines. The purpose of IT management is to optimize IT resource and catalyze business growth; the goal of IT governance is to ensure making the right decisions and steering an effective and agile IT. Practically, each organization is different, hence, IT governance should be looked more holistically in an enterprise. First, understand the operating style of organization, know what view each of the CXO roles has on organizational priorities and the role they consider IT has in the organization. Then, assess IT performance. This should give a clear idea about the maturity of IT function (Sourcing Unit, Order Taker, Solution Provider, Innovation Partner, Game Changer). After that, identify IT pain point such as, delayed projects, cost overrun, no innovation, no business involvement, Rogue IT – Every organization will have some quandaries with IT. So IT governance practices are to improve the maturity of IT function and the expectations business leaders have from IT, to set immediate and long-term priorities of the organization right, to optimize decision-making approach in the organization, and to ultimately transform IT from a cost center to a value creator.
Gauging IT Success: The success of IT is not for its own sake, but to ensure the entire business success. IT organizations should be able to define and align operational KPIs to strategic KPIs of business for successful tracking of the effectiveness of strategic KPIs. The effective way to track the achievement of strategic goals is to cascade those down throughout the organization with the use of operational KPIs. It DOES mean that at the operation level, there should be some metrics that can be tied directly to achieving strategic goals so that EVERY employee knows how their role fits in, and can be freed up to do what they can to try to achieve the desired strategic outcomes. Gauging IT success has a multitude of focus such as customer satisfaction, the success rate of IT delivery, the fiscal health of IT organization, and overall IT capacity and capability. IT benchmark can also play an important role in gauging IT success via horizontal APPLE-to-APPLE comparison: same business model, same industry, and within same competition domain. But keep in mind there is no two companies are exactly alike in the same product/services/customer mix; they also vary in their investment cycle of growth and cost management. Companies have limited resources, so it is important to first measure the right things, and then measure them right. Always keep the end - business in mind, the key is context.The strong IT governance discipline will steer IT organizations toward the journey of value-adding and high performance. Gaps filled vs. gaps open and to what degree is what you build to solve and repeatedly measure. Gauging IT success is about triangulating value from different lenses in building a more comprehensive IT value proposition. There are tangible (cost savings, efficiency, etc.) and intangible (brand equity, sales enablement, etc.) components of value. Each organization has a set of capabilities that enable it to achieve successful outcomes, whether financial, brand, or double bottom line. And more often than not, IT failure can cause the fatal failure of their business, and IT success will catalyze their organizational success from long-term strategic perspective.Follow us at: @Pearl_Zhu
November 21, 2015
The Monthly Digital Leadership Brief Nov. 2015
Digital LEADERSHIP is the hidden GEM of the "Future of CIO" Blog.
The blog is a dynamic book flowing with your thought; growing through your dedication; sharing your knowledge; conveying your wisdom, and making influence through touching the hearts and connecting the minds across the globe. The “Future of CIO” Blog has reached about 1.2 million page views with about #2350 blog posting. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. Digital LEADERSHIP is the hidden GEM, Here is a set of featured digital leadership profiles:
Three “T”s in Transformational Leaders: Fundamentally there are two basic categories of leadership: transactional and transformational. Transactional (some call ordinary) managers keep their organizations on the historical track, and exchange tangible rewards for the work and loyalty of follower; but transformational leaders (or some call extraordinary) who inspire with vision, engage with teams, focus on higher order intrinsic needs and raised consciousness about the significance of specific outcomes and new ways in which those outcomes might be achieved. As many businesses are at a crossroad, facing unprecedented change and uncertainty, the significant transformation is needed to digitalization, globalization, radical management as well as innovation pursuing, transformational leaders are in higher demand, as transformational leadership is all about change.
Three "C"s In Character-Based Leaders: Many times, leadership has been classified based on the factors floating on the surface, such as gender, age, ethnics, status/title, segmentation, party, nationality., etc. However, such categorization may only divide the clear understanding about the substance of leadership, what are the critical traits in great leadership, not from outlook, but from within, not about style, but in essence, how to group leaders to well reflect the positive difference or unique influence they can make, or the synergy they can create, that also being said, how to perceive commonality in heterogeneous leaders; also see colors and cognitive difference in that seemingly homogeneous leadership team?
Triple “A”s in Adaptive Leaders: The fundamental shifts in today’s business dynamic and digital world compel organizations to rethink the essential of leadership, the nature of strategy, the power of culture, as well as the best scenario in execution. If transformational leadership is about envisioning the change; then adaptive leadership is about shifting the mindset. Adaptive leadership is given to impacting the environment. It addresses a very active or proactive form of leadership, not a passive effort taken merely to adjust to circumstances as found. Here are the three "A"s in adaptive leadership.
Three “V”s in Visionary Leaders: Great leadership takes both common sense and unconventional wisdom. Many can see, but very few can perceive the invisible; many can listen, but very few can hear the true message; many can feel, but very few can touch and connect the heart and mind thoroughly. If transformational leadership is all about Timing for change, then visionary leadership is about the insight, foresight, and blueprint for the future. With vision, the transformation has a destination; through transformation, vision reaches to reality. The world becomes so dynamic and inter-connected, the business future turns to be so obscure and uncertain, visionary leaders are needed to steer the future, as they can zoom in the future as if it were closer. Vision is leadership substance, not fashionable style. There are three “V”s in visionary leadership.
Three “N”s in Nature Leaders. From one generation to the next, the substance of leadership does not change, it's about future and change; influence and innovation; direction and dedication. However, the trends and styles have to be continually adjusted in order to lead effectively. More fundamentally, is leadership nature or nurtured? Such debates are always thought-provoking, surely there are many key leadership ingredients which can be nurtured, such as empathy, humility, influence, however, there are raw (nature) leadership ingredients which come from nature, grow upon nature, here are three “N”s in nature leaders.
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.
Read more leadership blogs here:Three "D"s in Digital LeadersThree "W"s in Wise LeadersThree "E"s in Effective LeadersThree "P"s in Purposeful LeadersThree "I"s in Insightful LeadersThree "V"s in Visionary LeadersThree "P"s in Paradoxical LeadersThree "C"s in Creative LeadersThree "A"s in Adaptive LeadersThree "T"s in Transformational LeadersThree "C"s in Character-based LeadersThree "C"s in Charismatic LeadersSeven Characteristics of Global LeadersLeadership Innovation: Compete for UniquenessCIO's Five Leadership TraitsTen Insights of Leadership Substances. vs. StylesHo, Ho, Ho of Leadership InfluenceFive Elements of Authentic LeadershipLeadership StyleThree Trends of Future of Leadership
Follow us at: @Pearl_Zhu
The blog is a dynamic book flowing with your thought; growing through your dedication; sharing your knowledge; conveying your wisdom, and making influence through touching the hearts and connecting the minds across the globe. The “Future of CIO” Blog has reached about 1.2 million page views with about #2350 blog posting. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. Digital LEADERSHIP is the hidden GEM, Here is a set of featured digital leadership profiles:
Three “T”s in Transformational Leaders: Fundamentally there are two basic categories of leadership: transactional and transformational. Transactional (some call ordinary) managers keep their organizations on the historical track, and exchange tangible rewards for the work and loyalty of follower; but transformational leaders (or some call extraordinary) who inspire with vision, engage with teams, focus on higher order intrinsic needs and raised consciousness about the significance of specific outcomes and new ways in which those outcomes might be achieved. As many businesses are at a crossroad, facing unprecedented change and uncertainty, the significant transformation is needed to digitalization, globalization, radical management as well as innovation pursuing, transformational leaders are in higher demand, as transformational leadership is all about change.
Three "C"s In Character-Based Leaders: Many times, leadership has been classified based on the factors floating on the surface, such as gender, age, ethnics, status/title, segmentation, party, nationality., etc. However, such categorization may only divide the clear understanding about the substance of leadership, what are the critical traits in great leadership, not from outlook, but from within, not about style, but in essence, how to group leaders to well reflect the positive difference or unique influence they can make, or the synergy they can create, that also being said, how to perceive commonality in heterogeneous leaders; also see colors and cognitive difference in that seemingly homogeneous leadership team?
Triple “A”s in Adaptive Leaders: The fundamental shifts in today’s business dynamic and digital world compel organizations to rethink the essential of leadership, the nature of strategy, the power of culture, as well as the best scenario in execution. If transformational leadership is about envisioning the change; then adaptive leadership is about shifting the mindset. Adaptive leadership is given to impacting the environment. It addresses a very active or proactive form of leadership, not a passive effort taken merely to adjust to circumstances as found. Here are the three "A"s in adaptive leadership.
Three “V”s in Visionary Leaders: Great leadership takes both common sense and unconventional wisdom. Many can see, but very few can perceive the invisible; many can listen, but very few can hear the true message; many can feel, but very few can touch and connect the heart and mind thoroughly. If transformational leadership is all about Timing for change, then visionary leadership is about the insight, foresight, and blueprint for the future. With vision, the transformation has a destination; through transformation, vision reaches to reality. The world becomes so dynamic and inter-connected, the business future turns to be so obscure and uncertain, visionary leaders are needed to steer the future, as they can zoom in the future as if it were closer. Vision is leadership substance, not fashionable style. There are three “V”s in visionary leadership.
Three “N”s in Nature Leaders. From one generation to the next, the substance of leadership does not change, it's about future and change; influence and innovation; direction and dedication. However, the trends and styles have to be continually adjusted in order to lead effectively. More fundamentally, is leadership nature or nurtured? Such debates are always thought-provoking, surely there are many key leadership ingredients which can be nurtured, such as empathy, humility, influence, however, there are raw (nature) leadership ingredients which come from nature, grow upon nature, here are three “N”s in nature leaders.
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.
Read more leadership blogs here:Three "D"s in Digital LeadersThree "W"s in Wise LeadersThree "E"s in Effective LeadersThree "P"s in Purposeful LeadersThree "I"s in Insightful LeadersThree "V"s in Visionary LeadersThree "P"s in Paradoxical LeadersThree "C"s in Creative LeadersThree "A"s in Adaptive LeadersThree "T"s in Transformational LeadersThree "C"s in Character-based LeadersThree "C"s in Charismatic LeadersSeven Characteristics of Global LeadersLeadership Innovation: Compete for UniquenessCIO's Five Leadership TraitsTen Insights of Leadership Substances. vs. StylesHo, Ho, Ho of Leadership InfluenceFive Elements of Authentic LeadershipLeadership StyleThree Trends of Future of Leadership
Follow us at: @Pearl_Zhu
