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, September 25, 2017

The New Book “Digital Fit - Manifest Future of Business with Multidimensional FIt” Quote Collection II

The multidimensional digital transformation provides impressive advantages in terms of the speed of delivering business solutions and ability to adapt to changes. Either be a disrupter or being disrupted, the effects of an increasingly digitalized world are now reaching into every corner of the organization and making significant impacts on every aspect of the business from people, processes, to technology and capability both horizontally and vertically. Digital Fit doesn't mean that everyone needs to have the same thought processes, the same personalities, the same preferences, or the same experiences. What is digital fit, and how do you define digital fit?

13 Digital transformation represents the next stage of business maturity which will improve how the enterprise works and interacts with its ecosystem, with the people at the center of its focus.

14 The future of digital organizations is complex enough to act intelligently and nimble enough to adapt to the change promptly.

15 The future of the organization is more organic than mechanic.

16 It is important to weave all crucial business elements such as people, process, and technology into organizational competencies for running a living and fluid digital organization.

17 High level of autonomy is the symbol of the digital maturity.

18 Digital organizations are like the living systems that can self-renew in thriving as the high performance businesses.

19 The future belongs to those fast learners who can test and run, walk the talk, and ultimately become a digital master.

20 An organizational structure carries inherent capabilities as to what can be achieved within its frame.

21 Being flexible means to explore the alternative ways to solve problems. Never think there is a short list of solutions you can pick from

22 Humans progress is made through three stages: Dependent, independent, and interdependent.

23 Organizational development is part of the digital strategy, and digital strategy equals to business strategy with digital new normal.

Three “B” Factors in Innovators

Being innovative is a state of openness where you set aside what you think you know. You keep being curious with a beginner’s mind, you step out of your logical thinking minds to create something new; or more often, you blend different types of thinking processes to see things differently. There are many traits to be an innovator, here are three “B” elements for being innovative.

Brightness: “Being bright” is the view looking for the best, coming with a positive mentality, your behavior, the way you showcase your attitude and mood others to put on their thinking cap. We are all part of social systems with both individual and collective mindsets. Innovation is doing something better than it currently is. It's a mindset. Being innovative is about figuring out better ways to do things or solving old or emergent problems creatively, or simply brightening your environment. So, being bright is simply not just about “Look bright,” but think the bright side and come up with more bright ideas. The bright people with the positive and growth mindset can brighten the surroundings, be the innovator and change agent to overcome the shadows in people’s minds, build the culture of learning and innovation. When the color of your aura shows bright colors, it often reflects the positive mentality, unique personality, innate strength, fresh viewpoints, and influential leadership traits. The bright mind with optimistic thinking can overcome shadows, break down silo thinking and conventional wisdom, and bring new perspectives to spark fresh ideas and transform inward driven creativity into outward driven innovation. The long-lasting brightness needs to be charged with knowledge, innovativeness, intelligence, and wisdom.

Belief: Being innovative takes courage to step out of the comfort zone and step into uncertainty and discover the path perhaps nobody ever takes before or creating new ideas others think nonsense. Thus, it is important to hold a strong belief, believe in self, in change, in direction, in innovation, and in the desired outcomes. With belief, you have the grit mindset which is a critical trait as an innovator. An innovative mind holding strong belief has the raw endurance, passion, and perseverance that keep you motivated despite obstacles, with single-mindedness to stay focus and resilience to fail forward. Too often, we operate on autopilot, with our thoughts, emotions, and decisions coming from a subconscious level. While most beliefs are learned and ingrained in our minds at a very young age. Some of these beliefs develop from our misinterpretation of what we see, hear and experience. Unfortunately, these learned beliefs are oftentimes limiting your mind, and lock your creativity. Therefore, people should take the time to listen to your inner voice, and create some space for realigning what is important to you? What do you value? What is your purpose in life? Still, the strong belief in yourself and being innovative is a state of mind which can be developed via continuous learning and practices.

Balance: Creativity is like the fountain flow out of you. The deeper you dig, the more abundant it becomes. As the ability to work and produce, creativity then requires a certain degree of independence and mental balance, the proper psychological level of inner security and genuine autonomy. Creativity is perhaps the mental balance of conscious thinking and subconscious thinking, the logic, and intuition. Imagine yourself rising above the thinking continuum, and look down upon the balance between the in-box thinking and out-of-the-box thinking. What you've just done is to raise your consciousness of that balance, and that, in and of itself, makes a world of difference, to shape a valuable innovator. To become creative, one would have to break down some old rules. After breaking the outdated rules, you are "outside the box." in practice, you need to build some updated rules or shape a bigger box for framing your thinking and stay focus, and make innovation a fair game to invite all great talent in. The innovation challenges the status quo and that is important in a healthy, innovative organization. Rules are about safeguarding the status quo. Consequently, too rigid rules, will stifle creativity and thus innovation. However, being "unruly" incurs risk, thus, you need to set the updated principles for managing the innovation and mitigating the risks. From innovation management perspective, the limited hierarchy works best in a creative environment where the free flow of ideas and their prompt implementation is a key element of success. The high mature digital organizations that can strike the delicate balance between solid and flow have a flexible structure, with the attributes such as “full open communication,” “integration,” “ownership,” “digital readiness,” “self-adaptation,” and "resilience," can reach the high success rate of innovation management.

Let creativity flow and build your creative muscle. The creativity naturally presents in a few people, for some it needs to be nurtured more! Just release yourself, appreciate your surroundings with an awe, the creativity will come out....simple but tough.

CIOs as “Chief Improvement Officer”: How to Run a “Structural” IT

Due to the “VUCA”  nature of digital transformation, CIOs have to deal with constant ambiguity, increasing complexity, rapid change, and unprecedented uncertainty, either IT transformation or the organization’s overall digital transformation is a journey, IT should practice scientific engineering discipline and run a “structural” digital IT to improve its performance, responsiveness, and maturity.

Leverage Structural Thinking to understand digital ecosystem: A structural thinking is a type of Systems Thinking which gets to the heart of problems from a structural lens, take a structural framing for solving complex problems. When organizations orchestrate a broader digital ecosystem beyond functional or business borders, Structural thinking is critical to understanding how things actually work. Structural thinking is not equal to linear thinking. In fact, a structural thinking process often includes a cohesive set of multidimensional thought processes such as logical thinking, analysis, and synthesis, critical thinking, systems thinking skills, etc. When looking at the problems or the world through a structural lens, it helps to align the different parts of the ecosystem to adopt more points of integration and incorporate modular, layered, industrial designs topped by a peering community, and interconnected digital nature of the organization. Leveraging a structural thinking helps to understand the business problems at the macro level and explore the breadth of knowledge about the issues.  To effectively respond to the new digital dynamics, companies must begin thinking about ways to broaden their ecosystems and revenue streams while becoming more responsive. By practicing structural thinking, the dynamic digital leaders can bridge the difference and connect the dots, more tolerate ambiguity and uncertainty, and swim in the dynamic ecosystems skillfully.

Structural IT management disciplines: IT is an engineering discipline as always, IT engineering practices and disciplines require structural approaches and problem-solving capabilities. Hence, an effective CIO’s job is to take the structural approach to improve operations via reducing the waste and burden on the company, take a stepwise approach for improving systems, streamlining processes, scale best practices,  and providing continually expanding business solutions while trying to stay current and riding the learning curve with ever-changing technologies. IT management is not the business of the IT, but the responsibility of the entire company. Thus, a structural IT management discipline helps to bridge IT-business gaps, improve business processes and integrate businesses to ensure the seamless business execution. That also requires IT leaders and professionals have an in-depth understanding of the business. If you cannot talk business to the business, or cannot communicate effectively about execution, you will leave others with no choice, IT staff at all levels needs to understand how the business makes and loses money, and it needs to articulate solutions around this with business language, to truly reinvent IT as the strategic enhancer.

The forward-thinking organizations have to take a structural approach to building organizational level changeability and managing digital transformation: Digital disruptions are inevitable, and digital transformation is unstoppable. Organizations shouldn’t just respond to them in a reactive way. It has to be managed in a structural way interactively and iteratively. Change Management also turns to be more complex and has to be managed systematically because Change management" encompasses extensive planning, outreach, communications, developing a shared vision, communicating valid and compelling reasons for cooperation,  discovery of concerns, objections, and potential points of failure, addressing fears and resistance, measuring outcomes in a shared and mutually understood and agreed upon fashion, being able to declare an end-point and successful conclusion. A company or organization wanting to become more customer-centric, the harder component of change will be the positive shift in the culture both during the transformation and also after. Many highly responsive organizations apply a structural transformation framework which will contain the "people" considerations and organizational change components. An investment transformation framework that exponentially reduces future transformation effort to reinvent the wheels. By leveraging structural thinking and taking structural approaches, the change is highly predictable and, therefore, less chaotic, and it can be managed effectively.

Without a doubt, IT is the most difficult and challenging part of a company due to its change nature. IT Management has a very wide scope and interdisciplinary knowledge base.Thus, digital IT leaders need to leverage structural thinking, build a systematic framework, focus on coordination and facilitation, follow the right set of principles and take the structural management approach for managing changes improving the management effectiveness and maturity.

Sunday, September 24, 2017

The New Book “Digital Fit - Manifest Future of Business with Multidimensional FIt” Quote Collection I

The digital paradigm shift is inevitable, keep digital fit means the fitting mindset, fitting attitude, fitting structure, and fitting speed.

The multidimensional digital transformation provides impressive advantages in terms of the speed of delivering business solutions and ability to adapt to changes. Either be a disrupter or being disrupted, the effects of an increasingly digitalized world are now reaching into every corner of the organization and making significant impacts on every aspect of the business from people, processes, to technology and capability both horizontally and vertically. Digital Fit doesn't mean that everyone needs to have the same thought processes, the same personalities, the same preferences, or the same experiences. What is digital fit, and how do you define digital fit?

1 The digital paradigm shift is inevitable, keep digital fit means the fitting mindset, fitting attitude, fitting structure, and fitting speed.
2 The organizational fit is the good balance of the fitting attitude and “misfit” thinking.
3 Autonomy becomes one of the most critical characteristics for digital organizations to thrive as well as the symbol of achieving high-level digital maturity.
4 Connectivity is the “nature” of today’s organization, and hyperconnectivity is the symbol of the digital maturity.  
5 The challenge for organizations is to manage its portfolio of relevant cross-border strategic synergies and organizational interdependence and achieve the digital equilibrium via delicate balance.
6 Business will be more successful when they realize that one of their greatest strengths will be their multifaceted digital proficiency to scale up and shift from “doing digital” to “being digital.”
7 Digital sophistication implies intelligence, profundity, uniqueness, urban fit, and multidimensional understanding.
8 The business plasticity is the organization’s capability to change, adapt, and innovate with speed.
9 The high mature digital masters are highly conscious about what’s happening in their environment, with the ability to adapt to change, grasp opportunities, and prevent risks effectively.
10 It becomes complex if things do interact, particularly in the case of “nonlinear” interaction.
11 Digital transformation is to optimize the whole via bridging the gaps between separate silos.

12 Doing digital is about taking a few actions, and being digital is the fundamental shift from the mindset to behavior.

Five Questions to Evaluate The QUALITY of Thinking?

The quality of your life is given via the quality of the thinking you have done.

Thinking, in general, is more about discovery for either understanding things or creating new things. The thought does not precede the thinker; the thinker precedes the thought and the consciousness of the thinker precedes the fact of his/her being a thinker.  Digital professionals today need to learn how to explore and evaluate the variety of thinking in their mind. Here are five questions to assess the QUALITY of your thinking.

How positive is your thinking? Positive mental attitude is focused on strength, opportunities, and inspired actions. People with positive thinking convey strong will to make changes and have a future orientation that makes them more prone to overcome barriers and handle adversities. They show a positive mindset about their circumstances to make the positive influence in their surrounding. Positive thinking is the high thinking capability with capacity (inward strength) and ability (outward action) to reframe the experience of adversity. The amount of energy expends to both positive and negative thinking is the same, but the results from the two are so different. Knowledge is neutral and can be used for good and become beautiful -- or it can be used to harm others and becomes ugly. Thus, the positive mentality is a crucial element for deciding the QUALITY of thinking, because fundamentally positive thinking is the driving factors to lead progress either individually or collectively.

How creative is your thinking? Creativity is an innate thought process to create novel ideas. Creativity is the one which deals with any sort of idea necessary to solve a situation. Creativity is a high-level quality thinking because it evolves different thought processes for connecting dots and thinking differently. Questions, doubts, uncertainty surely do trigger creative thinking because the human mind is made to want to find better solutions to problems. Creativity is high QUALITY because it often imposes a higher cognitive load as you think 'harder' and consciously uses different kinds of thought actions and thinking tools like association, perspective shifting, opposites etc. Creative thinking is high quality, not just because it is often complex, the QUALITY of thinking is about how it can help to simplify complicated things through intuition. In fact, positive thinking + creativity is an intimidating pair of thought processes to push the world forward.

How deep is your thinking? Back to the root of the word “profundity,” it means insightful and understanding. Climbing Knowledge-Insight-Wisdom pyramid is important steps in thinking deeply and gaining profundity. it requires a person's ability to grasp or comprehend information, Assumptions and prejudices are due to lack of deeper understanding. It reflects superficial understanding and knowledge that has happened to the ego and neither deep understanding nor wisdom. Without deep thinking and true understanding, the real problems cannot be diagnosed and the complex problems cannot be solved in a structural way. Thus, it is the responsibility of each individual to examine themselves and to make sure they are open to true understanding. The deep thinking occurs when you look for internal understanding in order to find a way to contribute something of value, that is an expression of your understanding based on your internal review of personal understanding and experience.

How progressive is your thinking? The advanced mind is the brainpower and driving force behind any kind of progress. A progressive mind is all about the desire to learn, grow and make the progress with scalability. If it’s done right, learning should provide a lot of fun and enjoyment, as well as a sense of achievement and a growing bonus of self-worth and human advancement. The modern society is a dynamic continuum with collective human progress. Real societal progress is made through the work of progressive and foreseeable minds.  The progressive thinking in a collective setting can sustain a balance of diversified viewpoints, forward thinking, creativity, discipline; opportunities and risk; individualism and teamwork, democracy and unification; science and art, and intuition. The progressive thinking is high QUALITY because the most ADVANCING things in the world is an advanced mindset and the progress it drives from one generation to the other generation.

How sophisticated is your thinking? Every intelligent thing has a certain level of sophistication in it. Real thinking is a sophisticated thinking process which combines many different thought processes. it diverges and converges; it comes consciously, subconsciously, or super-consciously. The sophisticated thinking is high QUALITY when the thinkers can think both hard and smart, fast and slow, be mindful, nonlinear, multidimensional, and holistic. They can master different thought processes skillfully because often you need complexity to understand and appreciate simplicity, and vice versa. It’s all about balance and perception. Thinking is wider than decision-making and deduction. For those who are trying to solve problems, it is important to apply diverse and quality thought processes in a recursive way for both problem identification and problem-solving.

At the individual level, as the saying is going: The quality of your life is given via the quality of the thinking you have done. In other words, what you are experiencing is the continuous flow of your thoughts and the total sum of decisions you have made. It requires that we move from mind SET to mind FLOW, from fixed mind to growth mind. Making an objective assessment of your thinking is perhaps the first step to improve digital fit and professional competency at the dawn of the digital age.

Three Aspects IT Can Build Business Competitive Advantage

IT needs to shift from the “surviving mode” to “thriving mode,” to focus on information management, innovation management, and make continuous improvement.

IT organization is at the crossroad, either take a proactive approach to become a strategic business partner or just react to the business request as a commodity service provider and gradually become irrelevant. History reveals that IT needs to be understood and harnessed by all stakeholders to fulfill its potential and gain the strategic importance as a differentiator of companies. Thus, IT leaders should continue to ask themselves: Does IT have the vision necessary for the business to succeed and continuously grow? Is IT system just a commodity with a standardized usage of technologies, or is IT system the core and key differentiator of your business? Here are three aspects IT can help to build a business competitive advantage.

Information Management: Information Management means that the business now has an abundance of information as an invaluable business asset, that information has the right quality, information is used effectively with proper risk management, to ensure the right people can get the right information at the right time to make right decisions. IT does not add value by simply storing, maintaining, and securing information. That is necessary and a given. The tricky bit with information is that, depending on the level of granularity and aggregation, you can use it for multiple purposes. The approach depends on the company's business and the role that IT plays in defining its positioning in the market. When IT helps the organization harness and understand the information to capture the real-time business insight, provide ways to better recognize and act on that information for gaining competitive advantage, it will achieve high business value and build a competitive business advantage. From the digital business ecosystem perspective, Information Management has the expansive impact on the economy, politics, culture, and human behavior. Besides people, information is the most invaluable asset in businesses today. Digital IT needs to provide an integrated information lifecycle management solution to conquer information management challenges, such as information accessibility, availability, transparency, visibility, enable trust and reliability.

The culture of Innovation: Information abundance can bring new ideas; ideas have always driven business success. The transcendence from information management to innovation management enables IT to help the business build competitive advantage. The lightweight digital technologies and hyperconnected enterprise social platforms are the catalysts to develop the culture of innovation which is a strategic organizational asset as well. Because innovation culture and innovation management underpin an organization’s innovation capability which enables the business to manage innovation in a systematic way and improve the success rate of innovation. The three managerial tools for creating a culture of innovation are policies, programs, and structures. IT is the linchpin to integrate them seamlessly and leverage a systematic approach for managing a balanced innovation portfolio, with a good mix of incremental innovation, evolutionary innovation, and breakthrough innovation. And the logical scenario to drive innovation within an organization is to commit it, develop the differentiated business capability to innovation, from discovery to development and deployment. Running IT as an innovation hub is about setting a cultural adjustment and understanding within the organization that innovation is embraced and expected, including the acceptance of failure along the path to innovation and ensuring the culture supports innovative efforts, recognize and encourage innovators to think different and take bold actions. That means you should rather reward taking risks, fail fast & forward, and learn from failures to innovate effectively.

Customer Experience Management: IT is the business, and digital IT is outward and customer-centric. This should be the focus of forward-thinking CIOs. Running a customer-centric IT would follow the principle to gain customer empathy and build a competitive business advantage. Building customer-facing applications are strategic to delight customers with new solutions. Customer-facing applications are critical as at the end of the day they generate revenue for the business. Customer Experience is also the differentiator of brands. IT takes charge of information, and information can be captured into customer insight. When you really understand or attempt to capture the insight about what the customer actually want, that is when you can really develop an experience that fits them and their needs or desires. When customers are "highly satisfied," they have more opportunities to be loyal. There are so many things that contribute to being "in the age of the customer, " customers have multiple shopping channels, and now all types of experiences are shared in their internet community, social media, online reviews. What the customers and clients generally want is a no-nonsense, fit-for-purpose, and hassle-free solution to their needs, combined with as little interaction with the seller as possible. IT plays a crucial role in digitizing every touch point of customer experience to engage internal customers and delight end customers. Improvement and achieving the right balance in any truly customer-centric organization requires all team members to believe that things can be improved.

IT needs to shift from the “surviving mode” to “thriving mode,” to focus on information management, innovation management, and make continuous improvement. IT maturity is not based on how many years IT organizations have been around and keep running to support the business; but about how well IT can provide innovative solutions to meet business needs and delight customers, and help the business build competitive advantage.

Saturday, September 23, 2017

The Monthly “Digital Master” Book Tuning: Take a Structural Approach for Digital Transformation Sep. 2017

Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. Digital becomes the very fabric of high-performing business, being outside-in and customer-centric is the new mantra for forward-looking and high mature digital organizations today. At the heart of digital, it is people and how to build a customer-centric organization. But how to take a structural approach for digital transformation?

        Take a Structural Approach for Digital Transformation

  • Build a Comprehensive Digital Framework with Principles, Processes, and Practices to Accelerate Digital Transformation? Digitalization is not just about adopting the latest technologies or cool gadget only, it has to expand into every dimension of the organization with a structural approach. The digital framework provides guidelines, checklist, standard, processes, do & don't practices, as well as tools and building blocks to define or develop business competencies and manage a holistic digital transformation. The digital frameworks add value as they are implementations of the patterns to avoid having to reinvent the wheel, it helps the organization embed digital culture into the very fabric of the business, explore digital in a structural way and laser focus on the most important things to get business digital ready.

  • Three Aspects of Scale Digital: Organizations’ digitalization is surely a transformation journey, it has to permeate into business vision, strategy, culture, communication, and processes. etc. It represents the next stage of business maturity which will improve how the enterprise works and interacts with its ecosystem. During the journey, there are many accumulated steps from doing digital to going digital to being digital. Here are three aspects to scale digitization and make a leap of digital transformation.
  • Stretch Out to Reach the Stage of Digital Renaissance Organizations large or small are on the journey of digital transformation. Digital is not a single dimensional technology adoption, but a multi-dimensional business expansion and optimization. Transformation efforts need to be undertaken as the means of getting to a defined different capability to accomplish a set of defined business goals. Digital transformation represents a break with the past, with a high level of impact and complexity. To reach this stage of the digital renaissance,  organizations have to stretch out in every business dimension, strengthen organizational capacity and build business competency for driving the full-fledged digital transformation.   

  • Three Perspectives Why is Digital Transformation Worth its Weight: Digital means flow; digital organizations have to adapt to the continuous changes and business dynamic to get digital ready. However, for many organizations, digitalization is still the unsolved puzzle with some or many missing pieces. The organizational management short-sightedness and running the business in a transactional mode can only cause digital ineffectiveness for the long run. A digital transformation is an overarching approach that has to dig underneath of the surface of businesses and take a holistic approach to integrate both hard and soft business elements to improve the long-term organizational competency. Here are three perspectives why digital transformation worths its weight.

  • Accelerate Digital Transformation via both Hard and Soft Way? Organizations large or small are on their digital transformation journey, although there is no one size fits all solutions to ensure the change success, it is important to take a systematic approach, strike the right balance of “push” and “pull” from multiple directions, and accelerate digital transformation via both hard and soft way.

The “Future of CIO” Blog has reached 2+million page views with about #4100+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting. The content richness is not for its own sake, but to convey the vision and share the wisdom, to inspire critical thinking and spur healthy debates. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes 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.

The New Book “Digital Fit - Manifest Future of Business with Multidimensional FIt” Conclusion: The Fittest Thriving in the Digital Era

Digital fit should be defined as “mind fit,” and then following with attitude fit and behavior fit.

The business today can no longer be running as a static organization which keeps silo thinking and extremely hierarchical structure, with command-control management style and order-taking type of employees only. Successful companies with multidimensional fit understand and lead with emergent digital trends either from the technological perspective or progressive perspective, they commit to transforming themselves into a fully digital business powerhouse. They are the fittest thriving in the Digital Era.

Strategic fit: A strategic fit company has a deliberately close alignment among the company’s strategic directions. Its most distinctive capabilities, and its products or services. These organizations have a prescriptive strategy to outline the areas where possible conflicting priorities might lie and outline how they are able to be handled in the organization in terms of resource allocation such as time, budget, people, etc. Strategies need to be first and foremost long-term, specifically because they are directional and need to allow for the organization to knock the rust off and move coherently in the described direction. The differentiated strategies need to be game changers, They are not just the organizations keep the wheel spinning, they are the business who is “playing to win,” not just trying not to lose.

Structure fit: In industrial business setting, functional silos are generally constant barriers to business advancement and maturity. The best way to remove these silos and problematic handoffs are to replace them with a flat structure and shift overly rigid hierarchical structures into “network structures.” Organization design is the vehicle through which business strategy is executed and defines the environment in which the talent can unleash the potential and organizational democracy can be achieved. It is about engaging talented people to collaborate and achieve the goals they cannot achieve on their own. This process should be intensive and highly effective, enabling an organization to get all the right people in tackling a challenge from all the right angles all at once, which in turn results in the optimal solution.

Growth fit: Organizational digital fit means to well balance the fit (growth mindset, learning agility, differentiated capabilities, and accepted behavior) and misfit. (breakdown old rules or “old way to do things.”) Forward-looking organizations are also shifting focus from inside-out operation driven to outside-in people focus. Keeping digital fit means you need to do consolidation, integration, modernization, automation, innovation, optimization and manage digital transformation in a systematic way. Organizational fit, manifested in accepted and expected behavior, has a way of neutralizing differences. Customer-led business growth can truly create the momentum for catalyzing business innovation and bringing high-performance business results.

The digital fit is contextual and multidimensional. At the high maturity level, organizations with digital fit have to stretch out in every business dimension for driving the full-fledged digital transformation in order to adapt to the world of business: Always “on,” volatile, fast, highly connected and ultra-competitive.

CIOs as Change Agent: Cultivate Healthy Habits to Adapt to Changes

It takes a lot of energy to break old habits and outdated thought processes, but change is happening at a more rapid pace.

Change - big or small is inevitable. You can’t step into the same river twice, meaning that everything is always in a state of flow with increasing speed. Change agents are the leaders, change champions, change specialists, team players who orchestrate and collaborate to accomplish the desired changes and transformations. The change agent is not a title, but the game-changing mindset and the fine-tuned skillsets. More specifically, how to cultivate healthy habits to adapt to changes?

Change is a mindset: Are change agents born or created? Understanding the psychology behind the change is the first step for building change as a habit either at the individual or organizational level. Developing change as a mindset is challenging, often if people have been in an organization for a long period of time, their mindset may be one of "I don't want to change, and why should I." Mindset is at the heart of our belief system. These are beliefs that we all hold and have formed over time and hard experience. If we agree with this then we would have to say that we can not change someone's mindset, only they can. There will be bumps and roadblocks along the way, mainly they are those static mindsets, such as silo thinking (refuse to have cross-functional collaboration); non-critical thinking (reflexive, not reflective), small thinking (locally right, globally wrong) or simply that 'resistance to change' mind. At the business environment, in order to develop change mindset, There is a critical mindset that needs to change and that is the mindset of management. You need leaders with the changing mentality and right attitude as well. The change leaders must have an open mind where they constantly seek the better way to do things, they can encourage and support their team to go further on things that are important for the business and its customers. They understand how to influence the emotions of employees and instill positive psychology, so people are empowered, intrinsically motivated, be creative to take initiative and self-confident because they are well trained and supported. By having an empowered workforce that is able to respond to changing conditions, using its own initiative can truly make a business nimble.
Dig into big “WHY”: Change is not for its own sake, it’s for improvement and innovation. It is the key to present the WHY first. Primarily, it provides a way to inject enthusiasm, which is infectious and spurs the concept forward. The successful change agent, either individuals or businesses, are the ones that have learned WHY should change, WHEN change is called for and how to decide WHAT to change. Every process, every expenditure of time, money, or energy, and every assignment of resources should directly relate back to the "Why." The enemy is not changing per se, it's the change without focus or purpose. Once people agree with the WHY, they can develop their own level or means of participating, even offering what you didn't think to ask for, thereby re-injecting further excitement in their being part of it. "Why" should not only precede "How," but should be reaffirmed at each step in the "How." Many organizations focus so heavily on the "doing" (the "how"), they lose sight of the "purpose" (the "why"), the "HOW" was originally designed to achieve. The big WHY of change should always about betterment, problem-solving or innovation.

Whoever the sponsor is, it has to be okay for the change agents to fail, but fail forward and learn from failures: There is always a risk in changes, to accelerate changes, you want people to be able to and dare to take risks. It is important to create a safe environment that change is the new normal, and calculated risk is tolerant. It the working environment both encourages success and also failures (when tried their best), but discourages inaction, change becomes the new normal. So, the empowered change agents can take bold steps to drive changes, from incremental improvement to radical innovation to leapfrog digital transformation.  Change Agent cannot achieve effective transformation without motivation. What a Change Agent most often does is harness the skills, talent, drive, passion and enthusiasm for the whole organization and direct that to a unifying and shared goal. The real skill of a Change Agent is the ability to play any role and know which to play, and when. And the organizational change management team should be OK for the change agents to fail, but fail forward and learn from failures.

Change should be viewed as an "opportunity”: Change is clearly not just one thing. There is disruptive change and incremental change. There is a positive change, negative change, and change as a response to changing external conditions and changes that are initiated because of external factors. There is the change you want and change that is forced upon you. Some change is inevitable and another change is purely elective. Generally speaking, the change should be viewed as an opportunity. It’s the opportunity for either solving business problems or improving productivity or cutting costs, improving products/services or stimulating innovation. Change itself is an acceptable concept in organizations and acknowledged by people. To achieve desired change, an organization must create an environment that enables effective communication and collaboration, share and promote ideas, and provide necessary incentives for employees. Change brings both opportunities and risks, it is important to manage them well and get in the way of accepting the business facts that change is inevitable and needs to become an ongoing capability of either individuals or organizations.

Enjoy the challenges about complex problem-solving: Change is never for its own sake, a change agent is a problem-solver, enjoy understanding the complexity and guide people through it; finding common ground and initiative dialogues, or turn around the tough situations. Often problem-solving is associated with human nature. Thus, Change Management needs to be people-centric and goal driven, shouldn’t just put emphasis on change tools. The implementation of any significant change process usually succeeds or fails because of the leadership of that change process. With effective change leadership and efficient change management, Change Agents are encouraged to solve complex problems. These are people who have optimistic change mindset, the organizational knowledge, have built relationships, and have established their credibility. Because of their insider know-how, they will be the ones to see the need for change, often first to realize the threats and appreciate the opportunities, and have the passion for making things happen.

Change needs to be cultivated as a business habit and ongoing organizational capabilities. Riding ahead of the change curve takes strategy and methodology. In today's work environment. It takes a lot of energy to break old habits and outdated thought processes, but change is happening at a more rapid pace. If you make change part of your routine, then change becomes easier to deal with.

Friday, September 22, 2017

Three “W” Factors in Innovators

Creativity is infused with an inner cohesiveness and comes from a vision of uniqueness.

Creativity is everything that people dream, see, feel, touch. All our experiences are completely reconfigured in a way that mixes up all of the important elements to spark creativity. Creativity is as much defined by the problem as by the capacity of the individual to connect things to resolve that problem in new and sometimes unexpected ways. Here are three “W” factors in innovations.

WHY: Creativity needs a problem. It is the key to present the WHY first. “Why things are the way they are” does challenge the assumptions and the “old way doing things,” it’s the good start pointing to see beyond the surface and identify the root causes of the problem. Innovation is never for its sake, innovation is coming up with something of value by applying it to a product or process, to either delight customers or engage employees. As humans, we have a natural curiosity to ask the big WHYs. The “why” factor provides a way to inject enthusiasm, which is infectious and spurs creativity forward. It also helps to streamline the pre-planning stage of innovation scenario. Are the innovations you are trying to promote actually relevant to the business now, or in the future, or at all? People's knowledge of ourselves and the world increases over time through a process of change and co-creative, an evolutionary adaptation to change. The big WHY about innovation helps to clarify the noble business purpose behind innovation initiatives, understand the context, and capture the insight for human progress.

Wholeness: Innovation leads us to understand the wholeness. The interaction between what is within us (the self), and how we project to the exterior world is the bridge to achieving wholeness. Since innovation, the practical application of creativity is essentially about problem-solving at various levels, and to solve a problem implies a wish to make something, or everything, perfect. That, in itself, seems to lead to a wish for understanding the wholeness. Creativity to some extent is the nature of seeing the patterns that already exist, and then being able to predict how they change, and sometimes manipulate them in a direction that fits our needs or that of our objective. Creative thinking, critical thinking, and systems thinking are often go hand in hand. Because critical thinking help us figure out why creativity is necessary to come out better ideas for doing things, and systems thinking helps us connect wider dots and understand patterns for fueling creativity. All these thought processes are  all interlinked attributes we bring to our respective crafts in varying degrees depending on our mental models, perspectives, distinctions, etc, but how these thought processes manifest themselves in each of us is unique, and then such interlinks often fuels new thoughts, perspectives, creativity and the imagination to spark into the fountain of new ideas and keep creativity flow.

Wisdom: Creativity has many dimensions, with multifaceted truth and myth, manifold knowledge and incredible imagination. Creativity is applied in many spheres of human activity. An essential aspect of creativity is the ability to challenge assumptions, beliefs, conclusions, and to be able to contemplate multiple, even conflicting views of situations and come out fresh perspectives, new ideas and shape creative wisdom. Creativity happens in both unconscious and conscious level. Creativity is a flow, an abstract, and an imagination. Creativity is infused with an inner cohesiveness and comes from a vision of uniqueness. Intelligence is knowledge. Wisdom is understanding. Knowing others is intelligence; knowing yourself is true wisdom. Wisdom leads to putting more thought into things and searching for truth and that widens the possibility of coming up with alternative solutions- the creativity spurs. Creativity is a complex, multidimensional thought process, a high level of thinking. And creative wisdom can bridge the old with new and mind the gap in the digital paradigm shift.

Creativity isn't far off, it's usually right under your noses, start with the big WHY, you need to master the variety of thinking capabilities, and clarify thought process so that creativity can give their best. When you are courageous enough to follow the gut and curious enough to understand the surroundings, you learn how to liberate the imagination, unlock creative wisdom, understand the whole, and come up with a new approach to the world.