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.

Thursday, July 27, 2017

The Weekly Insight of the “Future of CIO” 7/28/2017

Blogging is not about writing, but about thinking, brainstorming, innovating and sharing.
The “Future of CIO” Blog has reached 2 million page views with 3900+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Here is the weekly insight about digital leadership, IT Management, and Talent Management.

  The Weekly Insight of the “Future of CIO” 7/28/2017
  • CIOs as “Chief Innovation Officer”: How to Improve Organizational Innovation Maturity  Many say digital is the age of innovation. Today, innovation can happen anywhere, anytime; it expands both horizontally and vertically. It’s the business’s unique capability to gain a competitive advantage in the face of fierce competitions and business dynamic. More fundamentally, it’s the state of mind to think and do things from a new angle. Innovation is no longer “nice to have,” but “Must Have” differentiated capability of the organizations who want to stay competitive on the market. However, innovation management has a very low success rate, how to manage innovation effectively and improve the organizational innovation maturity?

  • Discover Three Hidden Gems to Shine Through Digital Transformation Journey: We are in a time of tremendous change, the dawn of digital age, the path to next level of innovation, also the era of confusion and information overload. Digital businesses nowadays are fast, always “on,” highly connected, interdependent, and ultra-competitive. They have to continue to discover their strengths, build differentiated capabilities and unleash their collective potential in order to build the competitive business advantage. Here are three hidden gems to help them shine through the journey of digital transformation.

  • The “Talk the Walk” in the Boardroom: How to Communicate Well and Make Good Policies The purpose of the board of directors is to direct the organization in the right direction and monitor its performance. The modern digital board has many responsibilities, such as leadership advising, strategy oversight, governance practices, performance monitor, and resource provision. The board directors as senior directorial roles have both privilege and responsibility to “talk the walk,” communicate thoroughly via multiple channels, abstract the insight from the variety of experiences, multidisciplinary knowledge and all sorts of feedback, set digital principles and make good policies to guide digital transformation smoothly.

  • Three “P” Factors for Assessing Digital Fitness: Digital fit starts with people fit. People are always the weakest link in organizations. So, part of the digital transformation journey is to prepare people for the new paradigm shift and to recognize this is a crucial step. The point is that how you know for sure that people being called “talent,” are really fit, how do you know you are putting the right people in the right position to solve the right problems? Here are three “P” factors for evaluating digital fitness.

  • The Digital CIO’s Scoreboard Due to the overwhelming growth of information and disruptive nature of technology, IT becomes more and more significant in driving organizational changes and catalyzing business transformation. Digital IT leaders today must have the right mindset, skillset, and toolset to lead change in a structural way. From IT performance management perspective, You can only manage what you measure, IT Executive scoreboard is an effective tool to enable executives and leadership team to improve management of IT via quantifiable and qualitative data. IT Executive Scorecard should have pre-built key performance indicators that reflect best practice measurement areas across IT holistically. But more specifically, how to build an effective IT management scoreboard and set the right performance indicators for evaluating overall IT management health and improving IT organization maturity?

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.

The “Change Agent” Board of Directors

Change is the only constant, and the speed of change is increasing rapidly. The board directors should become interactive change agents that represent the organization, stockholders, and senior management, make a significant influence on setting digital tones and shaping the digital mindset of the organization, both walk the talk and talk the walk and set the digital tone for others to follow.

The board of directors set policies and principles for changes and digital transformation: Change is the new normal, and the speed of change is increasing, without well-preparation, major changes in an organization’s ecosystem can have unforeseen consequences that negatively impact the company’s productivity and performance. More than 70% of Change Management effort fails to achieve the expected result. Thus, it is important to bring the CHANGE wave to the boardroom as well. Digital leaders including board directors should contemplate the big "WHY" and know the dynamic of change and adapt to the ever evolving business circumstances. Change leadership at the board level is important because change management is an interdependent ecosystem that includes many business factors such as, the company goals, policies, internal control requirements, customer experience improvements/customer satisfaction, etc., all should be synchronized without compromising the need for any item. The well-setting policies and procedures for managing changes should help to track every process, every expenditure of time, money, or energy, and every assignment of resources directly relate back to the "Why," to ensure change is not for its own sake, or add the new layer of complexity, but improve business effectiveness and performance.

Strike the right balance of “Push” and “Pull” in Change Management:  Change is the new norm and happens the whole time thereby delivering faster and increasing market share. Change is a dance between the top management and the affected parts of the organization. Change Management goes hand-in-hand with Strategy Management, the board oversee strategy, and it should also evolve change oversight to ensure the smooth strategy management, to enhance the effective communication and deep engagement around change. Change is driven by a combination of the “pull” of the leadership and the “push” of the self-managed teams. There is the distinction between types of organizational change - incremental and transformative. An organization can be observed to have a predominant change culture that is inherent in their approaches, tools, and resourcing. To achieve that, the change agent BoDs need deep insight into how things work just by analyzing the aggregates (not necessary to dive into the details). Change cannot be just another thing that needs to be accomplished. It has to be woven into communication, process, and action of the organization, with the guideline from top leadership and policy setting via the board directorship.

Directors of the board with the change mind are more skillful to ask ‘right’ questions:  Asking good and pertinent questions are critical for governing changes so the directors would have to be able to quickly assess any numbers and facts they are given, against applicable benchmarks and detect relevant hints for further questioning or confirmation.  The board directors as “change agent” can ask more skillful questions to scrutinize change effectiveness, especially for large scale business transformation:  Do the senior leaders truly understand the time and impact on the organization, do they have the intestinal fortitude to hold up to corrections in the face of quarterly earnings report pressure? Do the business possess the ability, will, and discipline to cope with change along the way, no matter what happens? Do businesses build change as an ongoing capability? A change agent board has the advantage of pulling enough resources and pushing the business model of technology, trustworthiness, prepare and launch change, innovation, and mastering with digital fluency to make profound leadership influence.

Leadership or directorship is about setting directions and inspiring changes. Change Management has a very wide scope and is a relatively new area of expertise, it needs to focus on coordination and facilitation, follow the right set of principles and take the best or next digital practices.




The Digital Traits of Digital CIOs

Digital becomes the very fabric of high performing businesses, To stay competitive, companies must go beyond just experimenting with some digital technologies and commit to transforming themselves into a fully digital business powerhouse. Due to the exponential growth of information and frequent technology update, IT plays a pivotal role in leading a digital transformation in their organizations. Traditional CIOs who act as the tactical IT managers and controller’s mentality can no longer fit in the digital dynamic today, Digital CIOs should have digital traits and wide range skill set to become the top business leader and lead digital transformation smoothly.

The CIO’s business acumen on the rise: The role of modern CIO is to identify and blend the ways that information and technology can assist and shape the business by linking all digital aspects together to enforce the business value creation. CIOs tend to have a unique overview of the organization that can only be an advantage. Unfortunately, too many CIOs are seen as just techies by the business side of the house, and the business partners see CIOs as a tactical IT managers who speak different languages and don't have enough hands-on business experience. If CIOs only talk about 'features' rather than 'benefits,' focus on IT efficiency rather than on business effectiveness, and don't invest in learning the business and advocate innovation, you are just the support managers running a cost center. Hence, in order to be an effective Digital CIO, you must understand every aspect of the business. Especially for those IT ranked CIOs, it is important to learn the business and gain an in-depth understanding of end customers as well. CIO must find the connection with the business in order to deliver the tailored business solution. Setup idea forums to engage the business and build business liaisons proactively to help shape the problem or opportunity. Make IT more shared, integrated, lightweight, responsive, flexible, reliable, and fast. Communicate with common business language to bridge the gap between business talks and IT talks and digital CIOs are responsible for making sure that the IT meets the business requirements, works as the strategic partner of the business and makes the continuous delivery with faster speed.

The magic “I” in CIO’s title represents as INNOVATION: Nowadays, due to fierce competitions and rapid changes, business don't have a choice on innovation. They can choose to direct it rather than just let it happen. Innovation becomes the “must have” differentiated business capability to gain the business advantage for the long term. IT should move the mantra from “doing more with less,” to “doing more with innovation.” Businesses are looking for IT to introduce new practices for innovation management because information is the gold mine of the business and technology is often the digital disruptor. IT is, in fact, one of the most critical ingredients in building the business’s differentiate capabilities and improving organizational level maturity. When looking at business/organizations, the most powerful of these processes involves tapping the organization's ecosystem (people-centricity) for the collective perspectives/insights of those who makeup and know intimately their parts of the system. Either Information & Technology or innovation as a general concept is the means to the end, it should either benefit your customers or your employees. Innovation is certainly messy but would you agree that it is a key requirement in IT given all the moving parts and strategic changes that happen in business. Being innovative is a state of mind, IT leaders need to be equipped with such a mindset to cultivate the culture of creativity and manage a healthy “run, growth, and transform” IT portfolio, enable the business to adapt, improve, grow and integrate,  assess problems and come to solutions in novel ways

Every CIO is unique: Like all digital leaders today, CIOs should discover WHO they are and WHY they want to lead.  Each of the senior managers has a different view of the job, what it will take to be successful, and how the goals are measured. How CIOs provide the appropriate leadership and how they convey to leverage IT for business value depends on CIOs' vision and leadership strength and style. Do not just blindly follow others or the industrial best practices only, build your own unique mindset, skillset, and toolset for practicing situational leadership. Every CIO is different and whatever the management team needs or wants at the time out of the CIO will also be different, and by type of business needs will be different as well. It’s whether you can be what is needed at the time and execute to those expectations. Unique CIOs are often outlier visionaries who are good at the perception of technology trend, business solution or alternative talent pipeline. Every CIO is unique, every leader is also unique, the leadership roles such as CIO need to share the unique point of view, to break down conventional wisdom and lead their organization up toward the next growth cycle and catalyze business transformation.

Digital organizations as the information hub can become the hotbed to nurture and incubate great ideas, to design robust, but not overly rigid processes and dynamic capability for digital transformation. CIOs need to be strategic business leaders first, and tactical IT managers second.
Modern CIOs with digital traits can lead  more as conductors than constructors, with the ability to connect IT capabilities to business strategy, focus on integration and orchestration,

Wednesday, July 26, 2017

Can You Explore the “Blue Ocean” in Your Mind?

The profound mind is like the deep ocean.

Our mind is a complex system of complex systems and many of them are very difficult to understand and grasp. Like the blue ocean, often hard to predict, but full of treasures and mysteries. The thoughts piled with thoughts also like the waves cascaded with waves to push forward on the sea. On a bigger scale, there is the thought that we are creating our experience moment to moment, bringing our reality into existence as we go, just like those thinking rivers and thought streams merging into the sea. It evolves all sort of thought processes and creates strong brainstorms. The point is that, as the digital professional today, can you explore the blue ocean in your mind?


Creativity flourishes in solitude: Just like the ocean, our mind can be calm and beautiful, but it is never still, creativity flourishes in such a solitude. With quietness, you can hear your thoughts, you can reach deep within yourself, you can stay focus. Human creativity has a quintessential facet with the integration of multiple thought processes. Thinking things differently and making imagination roll into reality is creativity. Creativity is not just about being knowledgeable because creativity is at the intersection of knowledge and imagination, and it is able to expand the boundaries of knowledge. Creativity happens in both unconscious and conscious level as well. Creativity is sparked by an implicit rather than explicit underbelly of knowledge. Creativity is all about change. Creativity is a higher level of communicating or perceiving the beauty and balance of natural creation, or what being called the law and source of the natural phenomena. Creativity can start on an unconscious level (just like many miracles happens under the sea), and then when ideas start shaping, it is brought into our conscious awareness. Therefore, it is important to create conditions so that the creative potential can manifest, and innovative ideas can be incubated. It is surely not about “boiling the ocean,” but creating a healthy ecosystem for nurturing creativity and making innovation blossom.


Systems thinking, and thinking, in general, is more about discovery: Digital professionals today need to learn how to explore the variety of thinking in their mind, just like taking the adventurous journey to explore the blue ocean. You can dive into the underneath ocean for discovering unique creatures or precious treasures. Systems Thinking or thinking, in general, is about discovery, to understand things with widely different perspectives and what the holistic system looks like. It is the thinking process to understand the interconnectivity of parts and the whole and see the connections around us. It allows us to embrace uncertainty, identify interconnections and interdependencies, understand flows or the lack of them, and identify emergent business opportunities. It encourages looking at the wider aspects around any problem space and then understanding the effect of imposing boundaries within that space, in order to frame the right problem and solve it in a systematic way. Just like the journey to discover the deep ocean, System thinking provides better and more accurate understanding of the overall situation and problems, and hence better defining the problems and subsequently how you should go about solving them and in what sequence!


From linear to nonlinear thinking could be evolutionary: The concept of "non-linear" thinking as a concept is representative of what you term emergent properties. The digital world today with “VUCA” new normal is just like the blue ocean, not always calm, but full of turbulence and unpredictability. The reason linear thinking is in many cases, not so effective for solving the complex problem because there is always a temptation to use simple linear models to understand highly complex, nonlinear scenarios. So many people do not know how to connect the dots within complex systems, nor think dynamically, inclusively, and holistically. The route from linear to nonlinear thinking could be evolutionary. At the beginning, you often make a one-dimensional, linear, arithmetic concept of accumulation, but at the end, when you have gone through the mufti-dimensional analysis or process, nonlinear thinking helps you understand things systematically, to embrace the emergent changes or properties, comprehend dynamics, inductions or deductions, understand variables, interfaces, and interaction. One characteristic of nonlinear systems is that small changes can have large impacts. There is flexibility, abstract, and pliability in the concept of a system and system of systems.


The profound mind is like the deep ocean. Digital thinking is like the running river, or live steam, keep flowing, keep open, keep cleansing; keep touching, to prepare for merging into the sea. It allows the mind to seek new possibility or emergent trends. It requires that we move from mind SET to mind FLOW, from fixed mind to growth mind. What is needed right now is continuous change and flexibility of our mind, completely away from being set in a fixed way, to put another way, we have to learn how to explore the blue ocean of the mind, adapt to the changes and take the journey of digital transformation as a discovery journey.






Changeability as the Digital Characteristics

The effective Change Management effort should help to cultivate the culture of innovation and encourage the risk-taking attitude.

The digital organization starts with a changing nature. Uncertainty, ambiguity, unpredictability, velocity etc., are the digital new normal. 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.  The digital business dynamic allows the organization to morph as the business conditions and organizational capacities change to allow a better fit. But change is never for its own sake, one of the good reasons for the change is to keep the organization fit, and a fitting business has better changeability and higher business maturity as well.


Change Management in top management: At the enterprise level, successful changes are often linked to the DNA of the organization itself, the spirit of change starts from the top. It requires the top management to support for Change Management. But more importantly, it requires Change Management in top management itself. Sometimes, their management disciplines and practices through the process itself become a barrier for Change Management, because the transformative changes need to deprogram old mindsets, let go of the “voices from the past,” reprogramming the collective minds with new perspectives, norms, and attitudes. It is like to recode the DNA of the business, challenging, but establishing a new blueprint for how top management should create the digital future reality. It's the tough call to communicate and bring change management in the top. The sponsorship and involvement from the top are critical for Change Management success, especially for strategic change in the long run. Because the goal of change and improvement should look beyond immediate problem resolution. The focus should include actions designed to sustain performance improvement and anchor change as a new opportunity. It's about getting into actions in creative, positive, productive ways that educate, support and celebrate every emotional step of the change curve and collective transformation journey.


Strike the right balance between orders (standardization) and ‘chaos’ (change): Change is the new normal, and the speed of change is increasing, major changes in an organization’s ecosystem can have unforeseen consequences that negatively impact the company’s productivity and performance. Thus, Change Management shouldn’t be just a couple of random business initiatives, it has to be embedded into the multitude of digital management processes and become an ongoing business capability, to improve organizational effectiveness, responsiveness, flexibility, and maturity. Digital transformation is all about balancing all major business elements impacting change: People, process, procedures and IT. Digital organizations especially have to be more nimble about updating technology due to continuous business disruptions. And you have to maintain and fix any imbalance in those elements by managing them in a holistic way. Business frictions often stifle innovation and decrease organizational efficiency and productivity. Organizations and their people learn through their interactions with the environment. They act, observe the consequences of their action, make inferences about those consequences, and draw implications for future action. Workforce and workplace changes are a top priority in strategic planning initiatives in all companies: it can be difficult to find the right allocation of resources and talent to the implementation of the plan while simultaneously monitoring feedback, managing risks, and meeting obligations to staff and customers. The challenge for organizations is to manage its portfolio of relevant cross-border strategic business competency and organizational interdependence with the appropriate mix of enabling organizational elements, to adapt to rapid changes frictionlessly.


Running a real-time digital organization means high-responsiveness with speed: With today’s “VUCA” new normal, to survive the fierce competitions and thrive with the long term business advantage involve more planning, adjustment, and speed. Digital means the accelerating speed. Due to the high frequency of changes and digital disruptions, organizational change management has a strong role in business transformation, benefits realization, and strategy execution. The goal to run a real-time digital organization is to create synergy and achieve digital synchronization of the entire organization. Change cannot be just another thing that needs to be accomplished, it has to be woven into the collective communication, mentality, process, and action of the organization. It is important to understand what really matters and then put real horsepower behind these things, set the right priority to achieve well-defining goals. It is also important to leverage tools (systems/solutions) for Change Management, which are capable of increasing speed and consistency.


The effective Change Management effort should help to cultivate the culture of innovation and encourage the risk-taking attitude. It goes head-in-head with strategy management, to encourage people getting out of their comfort zone, reward innovative way to solve the old problems, build the differentiated business competency, and improve both individuals and overall organizational “Changeability.”



Tuesday, July 25, 2017

The Monthly “IT Innovation” Book Tuning: Running IT with Digital Theme July 2017

Today, innovation can happen anywhere, anytime; it expands both horizontally and vertically.

Within abundant information and emergent digital technologies, IT is a key component of holistic business mindset to reimagine “what is possible” - unleashing business potentials and improving business efficiency, effectiveness, agility, and maturity. The art of possible to reinvent IT for the digital age is to deliver the value of information in helping businesses grow, delight customers and doing more with innovation.

Running IT with Digital Theme



CIOs as “Chief Innovation Officer”: Re-imagine IT with Digital Themes? IT is in the middle of a sea change because of the exponential growth of information and emergent lightweight digital technologies. Traditional IT organization is monolithic, isolated, stereotypical, and slow to change. Embracing digital is inevitable as that is now part of the reality. CIOs as “Chief Innovation Officer”: How to reimagine IT with digital themes and reinvent IT to get digital ready?


CIOs as “Chief Innovation Officer”: How to Improve Organizational Innovation Maturity Many say digital is the age of innovation. Today, innovation can happen anywhere, anytime; it expands both horizontally and vertically. It’s the business’s unique capability to gain a competitive advantage in the face of fierce competitions and business dynamic. More fundamentally, it’s the state of mind to think and do things from a new angle. Innovation is no longer “nice to have,” but “Must Have” differentiated capability of the organizations who want to stay competitive on the market. However, innovation management has a very low success rate, how to manage innovation effectively and improve the organizational innovation maturity?


 Three Aspects to Enforce IT Innovation? Innovation, as an individual process or collective processes, is about figuring out the better way to do things; it helps us adapt, improve, grow and integrate. From the business perspective, innovation is the mechanism through which you grow and evolve something to something great with higher value-add or ever breakthrough or something new or better based on a combination or modification of previous attributes or approaches. Businesses, especially the well-established large corporations and within that environment, innovations can range from small to game changers. As more often than not, information technology is the disruptive force behind digital innovations, and thus, forward-thinking IT organizations strive to become the innovation hub of the business. Here are three aspects of enforcing IT innovation and building it into the business competency.  


CIOs as Chief Innovation Officer: Take a Step wise Approach to Manage Innovation In essence, innovation is the use of something that is new and unique, and you are able to create its business value. Isn't that what innovation is all about: Do it better, differentiate yourself from your completion, run, grow and transform the business. For forward-thinking organizations today, innovation is not just nice to have but must have core business capability to compete for the future. Innovation is not just about technology as well, it's about people, culture, partnership, processes, etc. Innovation Management is an overarching management discipline which needs to weave many key business factors into an innovation playbook and take a stepwise approach for achieving its business value. ?


CIOs as Chief Innovation Officer: How to Deal with Those Innovation Paradoxes: From conventional wisdom, innovation is the serendipity. In the majority of companies, innovations management has a very low success rate. But innovation does not just accidentally happen, it can be managed in a more systematic way. Innovation is a differentiated core business capability. Exploring innovation starts with leadership, strategies, and culture, it can then naturally flow through to the customer's needs. Design then follows. Innovation leaders face dilemmas and have to deal with innovation paradox well. And the focus & rewards of innovation playbook is the core management discipline for riding innovation curve and achieving the business results.


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 2 million page views with about #3900 blog posting. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. 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.

The Digital CIO’s Scoreboard

IT Executive scoreboard needs to be information rich for helping IT leaders make effective decisions and enhance data-based communication.

Due to the overwhelming growth of information and disruptive nature of technology, IT becomes more and more significant in driving organizational changes and catalyzing business transformation. Digital IT leaders today must have the right mindset, skillset, and toolset to lead change in a structural way. From IT performance management perspective, You can only manage what you measure, IT Executive scoreboard is an effective tool to enable executives and leadership team to improve management of IT via quantifiable and qualitative data. IT Executive Scorecard should have pre-built key performance indicators that reflect best practice measurement areas across IT holistically. But more specifically, how to build an effective IT management scoreboard and set the right performance indicators for evaluating overall IT management health and improving IT organization maturity?


Operational excellence: “Keeping the lights on” is still fundamental. Achieving IT operational excellence helps IT build the credibility for doing things right, and improving business efficiency. Every new technology adopted must facilitate the business but also bring down the incremental cost of growth and the time to market. IT needs to expand the capacity and capability by improving operational efficiency and effectiveness with the performance indicators to resolve incidents and problems, increase in the number of problems successfully resolved and an increase in the number of IT products/services delivered without increased staff. IT cost optimization is also on the top priority list of the CIO's agenda.IT has to deliver the business solutions that provide the business competency in the marketplace with minimum cost and on time. Through a well-designed IT Executive Scoreboard, IT leaders can capture both quantitative hard number about cost savings and qualitative perspective of IT management health. Another reason to leverage IT executive scoreboard is to help IT leaders improve strategic communication because the well-defined metrics help stakeholders understand what is going on. Without measurements, it can be hard to tell whether attempted improvements make the situation better or worse. An effective IT executive scorecard helps IT leaders make effective decisions based on data, not just guts feeling, and improve overall IT manageability.


IT Innovation: At the higher maturity level, IT has to go beyond just keeping the lights on. IT leaders should put more effort on managing innovation beyond just commodity management and show high-level strategic value and dedicate more resources on innovation. A well-designed IT executive scorecard should include IT innovation performance indicators which include measuring IT innovation capacity vs. innovation performance. Innovation performance measurement focuses on measuring the quantitative business benefit and profitability from IT innovation and optimization. It helps IT management make effective decisions about innovation, change or digital transformation. It is also important to evaluate the soft variables (such as risk tolerance level, ideation, and creative capacity) which impact innovation capacity and help to build the innovation capability of business for their long term success.


Customer satisfaction: Digital is the age of customer-centricity. IT needs to transform from an operationally driven support function into an outside-in, customer-focused business partner. Hence, the IT executive’s scorecard should also showcase the customer (both business users and end users) satisfaction scores. (Retention, Efficiency, Acquisition, and Penetration) metrics are a powerful way to manage the business REAP dashboard which provides four core measures applicable to the entire customer base. Besides using standard metrics, you can build your own custom metrics that suit your organization. The overall customer satisfaction is based on information from multiple sources, departments or markets. Business needs to understand the maturity of customer-centric practices at the overall organizational scope (quantified across ALL measures) and at specific section levels, with the objective to develop the related business capability to improve customer satisfaction across all areas.


Future orientation: IT investment and management are crucial for the business’s future success as well. Thus, it is important to define the strategic level performance indicators which take into consideration the possible implication on the organization as a whole and the future orientation. The balanced score board is a concise report about strategy execution. A scorecard with well-defined performance indicators assesses the progress to strategic goals. It provides the business management a holistic view about the progress of digital transformation, and it offers a way for a corporation to gain a wider perspective on its strategic decisions about the future performance of the business. A well-defined scorecard should contain a good mix of outcome measures, or the long-term strategic value along with performance drivers to track the progress in the short term (operational value) in spite of capturing multiple perspectives, the balanced scorecard must still retain a strong emphasis on financial outcomes.


IT Executive scoreboard needs to be information rich for helping IT leaders make effective decisions and enhance data-based communication. It should also have an intuitive graphical display that is well laid-out and easy to navigate and to display the information that can be customized and categorized to meet the CIO’s specific needs. KPIs are grouped into the different buckets to reflect financial, service level agreement,  people centricity, and innovation measurements. It is an important tool inside IT leaders’ toolbox to improve their management efficiency and leadership effectiveness.


Monday, July 24, 2017

The Monthly “Digitizing Boardroom” Book Tuning: The Digital Boardroom Digital Inquiries July 2017


The contemporary boards play the directorial role in driving changes, overseeing strategies, monitoring business performance, and they are the “mastermind” behind the digital transformation.


Modern corporate boards play significant roles in guiding businesses toward the right direction and achieve expected business results. Due to the “VUCA” characteristics -Complexity, Uncertainty, Ambiguity, and Velocity of the Digital Era, the directorship in any organization must have the agility to adapt to changes and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals. Here is a set of Digital Board’s Digital Inquiries.


          The Digital Boardroom Digital Inquiries  



  • The Digital Board’s IT Inquiries The contemporary boards play the directorial role in driving changes, overseeing the business strategy, and monitoring business performance. They are also the “mastermind” behind the digital transformation. They should continue to ask insightful questions about IT to get digital ready.



  • The Digital Board’s Digital Inquiries All forward-looking organizations across the industrial sectors are on the journey of digital transformations. An effective board provides the guidance about what core to preserve and what future to stimulate progress toward. The board with digital savvy BoDs understand what's required and how as a high-level basis of going digital mean to the business, so they can make a significant impact on accelerating digital transformation with a premium speed. Here is a set of digital boards’ strategy inquiries.


  • Digital Board’s Digital Leadership Inquiries At today’s “VUCA” digital dynamic, organizations face both unprecedented opportunities to grow and hyper-competition or great risks to survive. Corporate board as the top directorial role plays a significant role in business advising, leadership exemplarity, policy setting, performance monitoring, and governance practices. Board directors as top decision makers require multidimensional thinking and bring different viewpoints to improve business effectiveness and maturity.


  • The Digital Board’s Digital Innovation inquiries The board with digital savvy BoDs understand what's required and how as a high-level basis of going digital mean to the business. So, they can make a significant impact on accelerating digital transformation with a premium speed. Vision is the destiny, it is basically a qualitative statement defining the "perception" of the organization, the strategy is the roadmap to get there. And innovation strategy is an integral component of the strategy. The effective board as a directorial role oversee the business strategy and provides the guidance about what core to preserve and what future to stimulate progress toward.


  • The “Talk the Walk” in the Boardroom: How to Communicate Well and Make Good Policies: The purpose of the board of directors is to direct the organization in the right direction and monitor its performance. The modern digital board has many responsibilities, such as leadership advising, strategy oversight, governance practices, performance monitor, and resource provision. The board directors as senior directorial roles have both privilege and responsibility to “talk the walk,” communicate thoroughly via multiple channels, abstract the insight from the variety of experiences, multidisciplinary knowledge and all sorts of feedback, set digital principles and make good policies to guide digital transformation smoothly.

The “Future of CIO” Blog has reached 2 million page views with 3900+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.