Welcome to our blog, the digital brainyard to fine tune "Digital Master," innovate leadership, and reimagine the future of IT.

The magic “I” of CIO sparks many imaginations: Chief information officer, chief infrastructure officer , Chief Integration Officer, chief International officer, Chief Inspiration Officer, Chief Innovation Officer, Chief Influence Office etc. The future of CIO is entrepreneur driven, situation oriented, value-added,she or he will take many paradoxical roles: both as business strategist and technology visionary,talent master and effective communicator,savvy business enabler and relentless cost cutter, and transform the business into "Digital Master"!

The future of CIO is digital strategist, global thought leader, and talent master: leading IT to enlighten the customers; enable business success via influence.

Monday, February 27, 2017

The CIO as “Chief Inquisitive Officer” Monthly Debates Collection: Feb. 2017

Debating is not for stimulating conflicts, but for brainstorming better ways to do things.

Due to the changing nature of technology, IT leadership role also continues to involve & shift the focus, to move up the maturity level. More and more CIOs are requested to take more responsibility and many CIOs present the breadth of leadership competency. The proactive IT debates help IT leaders to brainstorm innovative and better ways to do things and improve management capabilities. Here are the monthly CIO debates collections for Feb. 2017

  • CIOs as “Chief Inquisitive Officer: A set of Q&As on Bridging IT-Business Chasm? The “gap” between business and IT is always a hot debate, and the conclusion is also controversial, some say, the gap is definitely shrinking, as IT is gradually becoming engrained into every aspect of business these days due to the internet, technology developments etc. The clear cut divide that used to be there between IT and business in the olden days is vanishing fast; the opposite opinion is that indeed the gap is deepened because the “shadow IT”-business bypassing IT oversight to order SAAS service on their own, causes serious governance issue and communication gaps.

  • CIOs as “Chief Inquisitive Officer: A set of Q&As on Bridging IT-Business Chasm Historically, IT has been perceived as a back office and a cost center, a technology controller, not an enabler. Now, with the accelerating speed of change and the consumerization of IT, IT organization has to improve its maturity, from being a reactive helpdesk to a proactive business partner; from a cost center to a value creator; and, more importantly, it needs to become an innovation engine and the driver of business growth. But more specifically, how can IT get more engaged in revenue generating initiatives?

  • CIOs as “Chief Inquisitive Officer: A set of Q&As (XI) to Run IT as the Business Rain Maker? Even though IT permeates to almost every corner of the business, many traditional IT organizations are still perceived as an invisible back office maintenance function, without sufficient knowledge about the business model of the organization. Although technology is often the disruptive force behind changes and digital transformation, most IT organizations get stuck at the lower level of maturity, running as a reactive service provider. CIOs as business strategists: How to pursue the art of possible - make a shift from a mechanical IT to innovative IT? From reactive IT to accelerating IT? And from transactional IT to transformational IT?  
  • CIOs as “Chief Inquisitive Officer: A set of Q&As (IX) for IT Talent Innovation People are always the most invaluable asset in businesses. “Hiring the right person for the right position at the right time,” is the mantra of many forward-thinking organizations. The question is how would you define the right people? How do you define wrong, average, mediocre, good, great or extraordinary person? Or put simply, for what should they be right? How do you define “Digital Fit”?

  • CIOs as “Chief Inquisitive Officer: A set of Q&As (IX) for Dealing with IT Management Dilemmas? IT plays a more important role in the digital transformation of the organization. It is the superglue to connect both the hard elements of the business such as processes, platforms, technologies and soft elements of the organization such as information, knowledge, culture and integrate them into a set of business capabilities, which underpin the business strategy. However, there is the perception gap between IT looks at itself and the business perceives IT. IT is often seen itself as a business enabler and change agent, but business often thinks that IT is slower to change and even be one of the “weakest links” for the business transformation. So why is IT not getting enough respect despite all good work and huge efforts were undertaken? Where does it link to improve IT brand? To deal with such a "He said, she said" dilemma: What are the different perspectives from each party, how to integrate them into a holistic IT view and reinvent the tarnished IT reputation?

The “Future of CIO” Blog has reached 1.7 million page views with 3500+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting. The content richness is not for its own sake, but to convey the vision and share the wisdom. 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.

Accelerate Digital Transformation via Reducing Unnecessary Pains

As many organizations are at an inflection point in digital transformation, that transformation represents a break with the past, with a high level of impact and complexity. The goal of the digital paradigm shift should look beyond immediate problem fixing, the focus should include the mind shift and actions designed to sustain performance improvement and anchor change as a new opportunity. Some say, no pains, no gains; on the other side, as there are so many obstacles need to overcome, and numerous pitfalls on the way; it is also important to accelerate digital transformation via reducing unnecessary pains, and keep focusing on the most critical things, and tuning the business to get it digital ready.

Break down bureaucracy to reduce unnecessary pains: Due to the “VUCA” (Velocity, Uncertainty, Complexity, Ambiguity) characteristics of the digital new normal, digital organization has to improve its responsiveness in adaptation to changes and accelerate its speed for grasping the business growth opportunities. It is the time to break down the organizational bureaucracy inherited from the traditional management discipline, and develop the holistic digital management practices to harness cross-functional communication and collaboration. It is also the time to break down silo thinking which creates blind spots, and often causes unnecessary complication to slow down information flow and stifle innovation; it is the time to rebuild the trust based on a clear leadership vision, in-depth understanding, insightful communication and fresh management style. Because, often the roadblocks to change and business transformation include, but not limited to: Lack of direction, internal politics, current culture/blame, not aligned systems/processes, too much hierarchy or mistrust. At the emerging digital age with the nature of hyperconnectivity, nonlinearity, and interdependence, overly rigid hierarchy becomes the very obstacle to stifle changes and drag down the business speed. It is the time to make things as simple as possible, not simpler, to inspire positive thinking, let talent grow, keep knowledge flow, and accelerate the business performance.

Enforcing contextual understanding via multidimensional thinking, interdisciplinary knowledge, and structural management practice to reduce unnecessary pains: The business system is complex and the organization is contextual, without contextual understanding about people, process, and technology, the blind spots and gaps are inevitable. Hence, to manage a high-performing business as a whole, business managers need to have a contextual understanding about the interconnectivity of the business success factors underlying the surface and focus on building cohesive business capabilities. Knowledge is no doubt important but more than that is complete awareness of what is happening in the business, not just based on the visual part on the surface, but also know-how underneath, to both improve business effectiveness and efficiency, frame the right problems to solve and solve them in the right way. Otherwise, many lagging organizations keep doing things to increase unnecessary pains or keep doing things the old way and have their business get stuck in the lower level of maturity.  In fact, there are so many pitfalls on the way to fail the change - fear of unknown, unhealthy competition, comfort with the status quo, complacency, poor judgment, lack of big picture, or blind to a need or a path.  Hence, it is the time to reduce the unnecessary pains, 'seeing' the context you are 'part' of, allows one to identify the leverage points of the system and then 'choose' the 'decisive' factors, in the attempt to achieve the set goals and make a smooth digital transformation.

It is the time to keep eyes open for the emergent digital trend, keep the mind flow via learning and equipped with a positive mentality to reduce unnecessary pains: Change is not for its sake, it is for advancement and progression, to keep the tempo of the digital pulse. The negative reactions to the problems come from a state of distrust, disengagement, and disempowerment. People must first be open to seeing and understanding that their status quo is probably anything but positives. It is only then that there is any real potential to change anything, such as processes, business models, or technology, to open some people's minds. The digital management focuses on cultivating the positive attitude with a problem-solving mindset. Just think of the time/energy/money wasted by focusing on keeping busy with the wrong causes and solving the wrong problems, etc. Hence, to embrace change requires a change of mindset at every level and an understanding that things cannot stay the same. This is the groundwork that has to be done at all levels prior to initiating major change. In today's work environment. It takes a lot of energy to break habits and outdated thought processes, but change is happening at a more rapid pace.

It is important to understand the psychology behind changes and lead change at the mentality level. It is the time to accelerate digital transformation via reducing unnecessary pains and lubricating the process to keep change going smoothly. It is important for riding ahead of the change curve, and it takes strategy and methodology. People are the weakest link, also the best reason for any changes, so make people as your CORE focal point for the digital transformation.



Sunday, February 26, 2017

The Popular Quotes Collection XII of “Digital Master” Book Series

“Digital Master” is the series of guidebooks (13+ books) with five pillars to perceive the multifaceted impact digital is making to the business and our society, help forward-thinking organizations navigate through the digital journey in a systematic way, and avoid “rogue digital.” Here is the set of popular quotes for conveying the digital vision and sharing the unique insight about the digital transformation.



Though technology is often complex in nature, IT needs to be a business simplifier and optimizer to improve organizational agility.


The versatile IT can only be run by versatile IT leaders and talented IT professionals.


Running a “future-proof” IT organization is really about being strategic, capable, innovative, differentiated, accelerated, and learning agile.


A digital IT organization with highly cognitive connectivity is like the nerve system of the business to collect, process and update information.


A digital-ready IT organization is a threshold competency of the business.



Innovation is a discipline that, if understood fully, read more like a blueprint than science fiction.


Creativity is not a “thing,” it’s a process that happens as a proactive mental activity to a problem.


Creativity is fueled via a combination of intrinsic and extrinsic factors.


The foundation for innovation has to be grounded in the “vision” which is linked to “hope” and seeking justice or truth.


There is an emotional life cycle in an innovativeness process.

“The organizational fit is the good balance of the fitting attitude and misfit thinking.”  
Managing change is no longer a one-time project, but an ongoing business capability.
Perhaps the difficulty in measuring Change Management is that the very thing we are measuring is changing.
It’s probably better and more accessible to measure change readiness rather than change progress.
Organizational maturity is not just about technical excellence or process efficiency, but also about business effectiveness, agility, innovation intelligence, and people-centricity.
One of the good reasons for change is to keep the organization fit, and a fitting business has better changeability and higher agility as well.
Pearl Zhu, Change Insight: Change as an Ongoing Capability to Fuel Digital Transformation

Five Dimensions of Digital Capability

The right set of scalable, coherent and impactful capabilities directly contribute to the business maturity and success for both gaining the short term benefits and the long-term winning proposition.

Business Capabilities are the abilities to produce specific goods or services for serving customers, gaining market shares, and building business competency. They are essentially underpinned by business processes that are embodied in the knowledge capital of a digital organization. Organization’s capabilities are business competency to execute its strategy and deliver value to its customers. There are both utility capability and differentiated capability which make the different level of impact on the business growth and maturity. Here are five dimensions of digital capability.


Scale: Digital is about hyperconnectivity and interdependence. The digital ecosystem expands when the digital business territories blur and the business communities broaden their scope and consume all sorts of resources. The emergence of potential opportunities for exploiting digitization is likely to follow a nonlinear pattern as the pervasiveness of an organization's digitization journey increases. Hence, to effectively respond to the digital dynamics, companies must begin thinking about ways with strategic planning to broaden their ecosystems and revenue streams while becoming more responsive and scalable. Thus, the scalability of the digital capability directly impacts on how effective the business adapt to the digital paradigm shift. From the organizational design, capability building, and structure tuning perspectives, it is important to align the different parts of the digital ecosystem to adopt more points of integration with the digital loosely coupled modular capabilities and processes, for managing a smooth digital transformation.


Scope: The digital ecosystem expands when the business community broadens its scope and consumes all sorts of resources. A digital organization is an organic system. It will be organized as an organic system, with cells that have a function, an infrastructure for input and output and for signaling, a “brain” to process information, generate ideas, and make decisions. How these ideas are recognized, filtered and dealt with will become a crucial factor in an organization's success in producing digitized products and services, enhancing the scope of its competitive business capabilities, and expanding the influence with the ability to co-create in a digital ecosystem -treats customers, employees, channel partners, suppliers, and industry ecosystem participants as active agents who have a permission to combine the modular capabilities exposed in a platform to create new experiences and expand its impact.


Coherence: The most successful organizations have a very clear vision and understanding of why they exist, the value they bring to customers and the very reason for digital transformation. They also have a coherent set of business capabilities to enable strategy and reach the well-defined vision. Digital strategy execution is a dynamic continuum. How effective the strategy execution is directly dependent on how coherent of business capabilities is.The organization’s competency is based on the set of differentiated and cohesive capabilities and how fast and effective they can be built upon. The digital organization’s capabilities can be categorized into both competitive necessity and competitive uniqueness. The company needs to take the logical steps to truly understand its capabilities and build blocks, and continually refine them for improving its agility and maturity.


Impact: Companies operate within ecosystems to deliver value to their customers. To improve business maturity, it is important to having a good understanding of current and future capabilities as well as their impact on implementing the strategic business goals. There is a case for only allowing changes that have a direct impact on these capabilities. One of the beauties of working with capabilities is that it keeps you from being dragged into all the detail of the processes involved too early. Clearly, the processes and then procedures need to be understood as well in order to understand the full impact of changes on roles, staff, and applications but put the focus on building the unique set of capabilities to make and proportional impact on the strategy management in order to compete for today and future.


Maturity: Every organization has some capabilities, the capability maturity will decide which companies are digital leaders, and which one are digital laggards. The maturity of a business capability would be based on the ability to deliver on customer needs or to achieve the desired capability outcome, with maturity attributes, such as "quality," “agility,” “flexibility,” "value," ”measurability.”  Capabilities have outcomes; they collaborate with each other and are enabled by processes. Since a capability is made up of people, processes, and technology, you can use overall process maturity as one part. To improving digital maturity, the processes have to be fine-tuned to adapt to change and capabilities need to be optimized to achieve efficiency.


Due to the increasing speed of changes, digital capabilities also need to be more dynamic and diverse, with the recombinant nature and involving many building blocks, so you don’t need to reinvent the wheel all the time. And the right set of scalable, coherent and impactful capabilities directly contribute to the business maturity and success for both gaining the short term benefits and the long term winning proposition.

Three Traits of Digital CIOs

Today’s CIOs have multiple roles to play and take broader leadership responsibilities in transforming their organizations.

The digital CIO role is multifaceted. CIOs today need to have both business acumen and technology know-how; They have to understand the business drivers, and speak in business terms; but also they need to know technology, how that technology relates to business drivers and what is and is not possible. In short, CIOs have to have a leg in both worlds, be the business strategist and technological visionary to look further, and be the IT managers to dive into technical know-how, and deliver IT-enabled business solutions. Here are three traits of digital CIOs to improve IT leadership effectiveness and achieve IT management excellence.  


The digital CIO needs to be an insightful communicator: The CIO is the peer to other C-level executives, not subordinate, and are involved in most business decisions, as they all speak the same language. IT strategy is integral to the corporate strategy effort, IT strategy explicitly linked to corporate strategy through defined business initiatives, and is key enablers of corporate strategy. The CIO needs to understand the needs of the different business units, but their needs /vision would be spelled out by their leaders. The CIO needs to take those needs and translate them into an IT investment to support that vision. Ideally, there are no  "us vs. them" - no business-IT alignment issues, as IT is integral to the business. The CIO is one of the most paradoxical and sophisticated leadership roles, as he or she must master all sort of thinking, creativity is one of the most important thinking processes to connect the dots between IT and business, strategy and execution, management and governance, information, insight, and innovation as well. A CIO not only needs to be a multidimensional thinker, but also a business polyglot who can communicate effectively to bridge the IT-business gap and contribute to the strategic conversation without “Lost in Translation.” Digital businesses today need insightful interpreters that have the interdisciplinary knowledge and the comprehension/synthesis level understanding of the business enterprise (not just fact based information), it is a commanding knowledge of missions, policies, processes and human capital towards a level of technical agility and informational relevance. CIOs should understand the focus / goals of the company to ensure IT is focused on those goals as well.


The digital CIO needs to be a highly capable problem-solver: Capability = Capacity + Ability. High mature CIOs have strong capabilities to solve critical business problems skillfully; high mature IT organizations have strong capacity to leverage resources, time, and human capital to solve business problems efficiently. It involves breaking down complexity into logical steps to streamline business execution, also contribute to business profitability. Many IT organizations get stuck at the lower level of maturity, because they still spend the high proportion of time on keeping the lights on, fixing the symptom floating on the surface, and running IT in a reactive mode wit the lagging speed. However, to become the highly capable problem-solver, digital CIOs and high performance talent teams should bring the right digital fit mindset, skillset, and toolset, to diagnose the root causes of problems, frame the right questions for both problem identification and problem solving, and take the step-wise approach to solve them in the structural and cost-effective way timely, and running IT in a proactive way.


The digital CIO also needs to become the highly innovative digital conductor: The CIO is in a unique position to align process, technology, and people, from generating ideas on applying technology and data assets to drive value, the oversight is needed in managing the full innovation lifecycle. Technology by itself is the means to the end, not the end itself. Applying technical capabilities to business opportunities is where the magic happens. CIOs could be the perfect role to help manage innovation with disciplines and the right tools (such as collaborative platform, analytics tools., etc) at the organizational scope. Hence, the digital CIOs today also need to become the digital conductor who can conduct the digital music sheet which hasn’t been completely written yet. Their key focus area should include (1) Effectively manage existing and new technology. (2) Help innovate business (Process + Scope) (3) Apply technology in new and innovative ways to stay ahead of the competition and industry. Also, share those ideas with business colleagues in a non-threatening manner that will resonate with them to achieve the common business goals. Digital CIOs need to be both the intrapreneur IT leader to break the outdated rules, think out of the box to inspire innovation, present resilience; and the professional IT managers to set the digital principles, keep focusing on winning business results, and manage organizational elasticity. In order to embrace and adapt to today’s digital dynamic, such two set of leadership characteristics can complement with each other more seamlessly, also integrate each other’s viewpoints to move leadership into the next level.


Today’s CIOs have multiple roles to play and take broader leadership responsibilities in transforming their organizations. There’re many key traits in CIO leadership, there is versatility presented by modern CIOs, there’re many professional capability CIOs should cultivate, and the most important thing is: CIOs need to practice the situation leadership and play different role effortlessly for getting their organization digital ready.

Saturday, February 25, 2017

Bridging the Potential Gap

Organizations today need both performance and potential. Performance keeps your business running, churning numbers etc, whereas potential looks at an employee that can bring your company to the next level, and the collective human potential in the organization is the greatest thing the organization should ever invest in, because it is the driving force to catalyze the business growth and build the unique organizational advantage the competitors cannot beat. So, how to understand both potential and performance at the deeper level, bridge the gap to unleash the collective potential and accelerate business performance to the next level?


Performance vs. Potential: Performance keeps the business moving, and the potential makes the business grow and mature. The potential is the ability and interest to take on more responsibilities in the future which is displayed by their thought leadership or exemplified behavior. Performance is well done of current assignments and demonstrated the capacity of doing great work. However, do not assume though the top performers are the “top talent” for the future. The management should continue making talent assessment: How well does the individual continue to perform and grow in their current roles? And how likely are they to take on new challenges at work, rapidly learn and grow into next-level roles, or roles that are expanded and redefined as business changes? The difference between senior leadership and middle management is not just about sharpening more linear skillset, it often needs the radical mind shift and nonlinear capability building. Because there is a significant difference between strategy management (discovering and realizing the business potential) and operational management (keeping the lights on and managing business performance). Hence, high performers may be at the top of their game at the moment, but the question is how well will they adapt to changes, having learning agility or their innate capability to keep advancing their career. When the rule is fair, high capable professionals with high potential should be put in the right position to solve the right problems and expedite digital transformation. Potential is about future performance, not past performance. Individuals showing potential are distinguished usually by their mastery of new roles quickly and effectively, learning more rapidly than their peers, more innovate. The potential is the ability and interest to take on more responsibilities in the future which is displayed by their advanced mindset to lead forward; digital capability portfolio to lead effectively and exemplified behavior to walk the talk.


Closing the MIND gap between talent and mediocrity: The high performers and high potential are both needed to lead the team towards a new reality. The one thing to differentiate talented people (either high performance or high potential) from mediocrity is MINDSET, which further drives attitude. The worst mediocrity is not “the mediocre result,” but a complacent mind, negative mentality, and mediocre attitude. High performer keeps engaging in current position with a perfecting mind, high potential keeps learning for expanding the horizon with a growth mind, and they either demonstrate the positive attitude or constructive criticism to build a healthy or even creative workplace.But mediocrity often brings negative attitude, sometimes compete via unprofessionalism or lower team morality. Hence, it is important to close the talent gap at the mindset level, If you want to create a truly high-performance team, you have to understand your people at the deep level, and build the culture to encourage creativity, learning, and well align the employee’s professional goal with the strategic business goal, to discourage mediocrity which is often the root cause of negative vibes in the workplace, and encourage talent to unleash their potential, and therefore, the collective potential of the business.


Bridging the gap in performance management: With the digital paradigm shift, many management practices across the business disciplines should also be updated accordingly. From performance management perspective, there are many things need to think through and the next digital practices should be developed and experimented for adapting to the dynamic digital workforce today. There is a need to evaluate the performance of employees in more objective and continuous way. There is a danger of not having a process to "develop and nurture" potential and performance. The thought process, behavior, and outcome need to be assessed cohesively, to truly understand the talented employee as a whole consistently, not just the human cost or the human resource to fill a specific spot mechanically; but the living cell needs to keep growing and blossom. That is the significant difference between the silo industrial age and the dynamic digital era.



Always keep the end in mind. The goal of bridging the potential gap is to achieve business excellence,  improving employee satisfaction and accelerating digital transformation. Digital is the age of people, and one of the critical management goals is to build a positive, innovative, and high-performance culture for achieving a better return on capital (including human capital- the critical business success factor) investment to boost the long-term business prosperity.

CIOs as Chief Insight Officer: The “IN & OUTs” Viewpoint of Digital Transformation

The refusal to be bound by the industrial constraints and limitations and a pursuit of possibilities rather than impossibilities seems to be a hallmark of the significant human progress.

The business and the world are experiencing the major societal TRANSFORMATION from the industrial age with the scarcity of information to the digital era with the abundance of information/ knowledge (but often insight is still scarce). These changes and transformations are reshaping our thinking and recasting the way we view the organization, the digital ecosystem of which we are the part of. In order to broaden the changing perspective and deepen the understanding of the digital business as a living thing, here are set of “IN& OUTs” viewpoint of digital transformation.


INsightful OUTlook: Over the last couple of decades, businesses have been faced with increasingly more complex and pressing problem-situations, embedded in interconnected business ecosystems operating in dynamically changing environments. In addressing these problem situations and working with their relevant systems, business leaders and managers have learned to recognize the limitations of the perspectives, methods, and tools of the traditional scientific orientation, the reductionistic management methodology often puts too much focus on the mechanical side of the business, to assume the business is just the sum of its multiple functions; thus, there is silo thinking spreading in the different layer of the organization; there are gaps existing across functional, industrial and geographical borders; there are overly rigid processes and organizational pyramid which cause bureaucratic management redundancy. Therefore, it is the time to provide an insightful outlook about what the future of the digital organization should be. Insight is the ability to perceive clearly with deep penetration. The more complex the situation (in this case, digital transformation) is, the more different approaches and role gaming is needed to reach for understanding. Because digital is not just about a pretty online presence or a set of fancy digital gadgets, it needs to expand into every direction and dimension. Hence, an insightful outlook helps to gain an in-depth understanding of cause and effect based on the identification of relationships and behaviors within a model, context, or scenario of digital transformation. It is about an understanding of one’s possibilities, adversaries, environments, and people. A collective insight is superior, because a highly dynamic team with cognitive differences and complementary skill set, can identify and bridge gaps effectively and accelerate change effortlessly.


INnovative OUTlier: Digital leaders and visionaries are innovative outliers. Outlier digital leaders today are the one who can step out of a conventional thinking box, or linear patterns. Therefore, they could see things further or deeper. An outlier leader is creatively disruptive, because digital is the age of innovation, and innovation is an important business capability to decide the business's long-term prosperity. The innovation journey can be traced at the rocky road with all sorts of ups and downs, bumps and curves, but with clear goals to delight customers and run a refreshing digital organization with zeal. An innovative outlier practices out-of-the-box thinking all the time, because in today’s competitive environment, what was outside of box yesterday may not be today. Our thinking has to continuously evolve, adapt, and prepare for changes. For real creativity, take a look outside your industry, far outside, if you have to, pull the whole team out of the box. There are no such things as too much outside the box thinking, but it’s also important to shape the newer box to stay focused, to manage innovation in a structural way.


INvolving OUTside-IN customer viewpoint: Digital is the age of the customers.  It is also important to perceive things from the outside-in customers’ perspective. Innovation is all about leveraging the better way to do things or meet the higher customer expectation. The customer, including prospects, should be studied and observed and gain the insight upon. Deep understanding of the user through empathy and observation with the innovator using a more inductive approach as to what the customer wants to accomplish "next." Customers become an important link in the innovation process of the business. This involves gaining a deep understanding of the motivational construct of the customer, in order that the innovator can become "anticipatory" of what the customer will likely "want next.”  A digital organization can bring greater awareness of intricacies and the systemic value of organizational systems, business process, people dynamics, resource alignment, or technological touches. The difficult challenge is not just launching a successful team, but maintaining their motivation and focus, from inside-out operation driven to outside-in customer focus. Digital is the age of people-centricity. Customer-centric thinking is a type of professional and progressive thinking to drive radical digital, to put customers at the center of what you do, to expand the thinking angle and to keep the end in mind.


A digital paradigm is an emerging digital ecosystem of principles, policies, and practices that set boundaries to frame the smooth business transformation with the focus; and also offer the guidance for problem-solving or creating something new via practicing the digital philosophy and principles. The refusal to be bound by the industrial constraints and limitations and a pursuit of possibilities rather than impossibilities seems to be a hallmark of great digital leadership achievements and the significant human progress. Hence, is the time to look further and look deep, practice the “Ins & Outs” view of the digital transformation, in order to lead change more confidently.


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