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.

Tuesday, April 25, 2017

The New Book “Digital IT - 100 Q&As” Quote Collection III

Silos build the wall in people’s minds and tie the knots in their hearts.

The purpose of “Digital IT-100 Q&As “ is to summarize 100+ classic and emergent digital debates about digital IT leadership and management, brainstorm how to run a holistic digital business from multidimensional lens, share digital holism and strategic insight, keep IT digital fit, deal with both IT management dilemmas and innovation paradoxes effortlessly, guide today’s digital leaders and professionals to learn the valuable lessons across industrial and geographical boundaries, develop the best and next digital practices to tailor their needs, set the right priorities to achieve high performance, and build a solid digital brand, with the goal to accelerate digital transformation.


56 Organizations today are inundated with the sea of information. Prioritization starts with a right mindset.
57 The requirement management is a good starting point and one of the significant step in managing IT initiatives effectively to achieve its business value.
58 By setting the right priority and focusing resources and budget on the most critical areas, IT has the opportunity to not only be responsive but ultimately be the strategic business partner.
59 Reimagine IT via doing more with innovation, and rebrand IT via building the solid IT value proposition.
60 The challenge for the IT leader si to set the right priority, manage the limited budget and resource, to “Do more with innovation.”
61 A value driven IT needs to understand stakeholder’s expectation and propose a service/solution portfolio that corresponds to both demand and cost drivers with a focus on business priority.
62 Setting priorities to leverage limited resources and talent to maximizing business value is an important step in climbing the organizational maturity.
63 The priority has to be set for lifting IT and overall business maturity from efficiency to effectiveness to agility.
64 It is time to “align IT to the customer” rather than “align IT with the business.”
65 Building a digital-ready IT roadmap is a proactive approach to well prepare for the digital transformation.
66 A digital-ready CIO is a visionary and transformational leader, not just a transactional manager, for the long term.
67 Bridging the gap between IT and the business are really issues of all about change.
68 The “artificial gap” between business and IT can be bridged via effective leadership, profound understanding, continuous learning, and improvement.
69 Silos build the wall in people’s minds and tie the knots in their hearts.
70 More transparency in the IT value proposition to the business plus more engagement partnership with the business is needed for running a high mature digital organization.
71 IT and business must be partners, must be able to speak the same language, finish each other’s sentences, to solve the well-defined business problems.
72 The “disconnect” is the single largest problem in the business-IT world today.
73 IT is part of business, and business is becoming IT.
74 Metaphorically, IT is the nervous system of the enterprise body.
75 Organizational success comes when IT and business act from “IT vs. business” to IT is business” - a true partnership.
76 People tend to have a high expectation of digital flow, very little patience with technology issues.
77 The true IT-business partnership is not only possible but the “most have” goal for building the high-performance organization.

78 Trust means how to strike the right balance upon what IT can give up control, and what IT needs to control.

The Multifaceted Creativity

Creativity converges with the concept of innovation that is the management discipline to transform innate ideas and achieve its business value.

Creativity is the most needed skill in the 21st century, because digital is the era of innovation. Creativity is both innate and a skill. Developing creativity requires both internal motivation and self-awareness. Being original and being yourself is the first step, breaking down the convention thinking box, and practicing out-of-the-box thinking are the mental activities to stimulate creativity as well. Here is the further understanding about the multifaceted creativity.



Creativity is all about change: To be creative, you must do something different, To be creative, to re-frame, first, you need to embrace the unknown (think outside the box). Second, you need to challenge the known (probe the paradoxes). Many people always live with the conventional wisdom - the box they are familiar with. But being creative requires you to break down the outdated rules or concept, or the little box which restricts your thinking. Fundamentally, the "box" is the set of "rules" you are abiding by at any moment in time. There are likely multiple "boxes" that you try to stay within. Working within multiple sets would create an "intersection of sets." The complexity of life comes from the myriad of intersecting boxes you try to live within. Fundamentally creativity is about changes, to pursue a progress or discover the better way to do things. Thinking outside the box is all about "rule breaking"; the more "unruly" you are, the more creative you become. After breaking the outdated rules, you are "outside the box." Or more precisely, creating a new box that could be used for thinking inside the new box, but out of the old box (for one or more class of problems). 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, to stimulate creativity, and reach the “Aha” moment, like the switch is on to turn on the light bulb.


Creativity is a process: Creativity is a thinking activity. Most creativity theories, see creativity as a process through which the individual finds a relationship with the environment. The reason creativity is serendipitous because it is the nonlinear multidimensional thought processes, and it evolves conscious, subconscious, and even superconscious brain activities. There are interdisciplinary approaches to articulate creativity: For psychoanalysis, this is a neurotic function; for humanistic psychology, it is a sign of health. Creativity needs a balance of divergent and convergent thinking, the latter isn't valued enough. Creativity encounter with, and merging of divergent information. Without divergent thinking, perhaps your box is just not big enough to connect all important dots. With this wide divergence, the only seemingly obvious conclusion is that the substance and source of creativity still elude discovery. Creativity is a talent and learning activities which help to shape up creative ideas; creative process fusion. Creativity process could be sophisticated, but creativity is never for making things complicated, the opposite is actually true, creativity is to advance, but also simplify things. When pioneering and solving problems, initial solutions are often more complex than required, and then adoption and progress come with simplification and intuitiveness. Progress is in simplification, which often follows complexity. We are able to see creativity's effects, feel its inspiration, and use it in a myriad of ways.


Being creative is about how to solve a problem in an intelligent manner: So, every person has the ability to be creative, just tearing down the mental barriers they have and tapping in their inherent abilities. There are times when we feel driven by forces that we don't understand, creativity is just like the fountain flow from the within.  The ideas come and go and, above all, we must instead leave them free, do not be afraid to say what we think or make a fool, do not let that stop, be fooled if we must. But ultimately, creativity needs a problem to solve, and creative people need a purpose. To nurture creativity, it is important to get out of the "fear" that blocks our own genius, learn how to liberate the imagination and come up with a new approach to the world. Therefore, it is important to create conditions so that the creative potential can manifest and being creative is about how to solve a problem in a fresh way and an intelligent manner.


Digital is the age of innovation. Organizations starve for creativity. Creativity converges with the concept of innovation that is the management discipline to transform innate ideas and achieve its business value.
Creativity has many forms and manifestations. And by manifesting creativity from an individual endeavor to a team activity and a collective effort, the horizon of creativity is expanded and the collective creativity potential can be unleashed to solve complex problems or overcome the common human challenges.



CIOs as: “Chief Insight Officer”: What are the Digital Aims of the Organizations?

To manage a seamless digital transformation, it is important to define your digital aim and determine what the future needs to look like.

Digital makes a profound impact from the specific function to the business as a whole. Transformation is a leapfrogging change when the final result is not fully defined at the beginning of it and with the expectation to reach the next level of progression. IT plays a crucial role in digital transformation because it is in the unique position to oversee the underlying business processes and functions. Hence, in order to clarify the digital aim and lead change more effectively, CIOs as “Chief Insight Officer” should continue asking: “Why do you need to change?” “What is your digital aims of the organization?” “Who are your change agents?” “Have you reached the inflection point of change yet?” And“How to get the destination with faster speed?”


The purpose of such radical digitalization is to make a significant difference in the overall levels of achieving high performing business result: Digital transformation is a long-term journey, it has to be clearly understood in the map's vision to satisfy both short term gratification and long term high performance result. Digital transformation starts with the realization that where you are currently no longer can deliver the business goals and reach the long term vision of success for your company and your shareholders. The digital aims of the organization are to determine what the future needs to look like (what the transformation must look like), how to overcome the roadblocks, and deal with change inertia. if you want meaningful change in an organization, it will not really happen until you get buy-in and sponsorship from senior management and participation from bottom up. Without this, you will get chaos and some temporary change, not nature and smooth digital transformation which can make a leap of the business forward!


Digital transformation is not a single dimensional technology adoption only, but a multidimensional expansion to make a leap of the business maturity: Digital transformation isn’t just an extension of continuous improvement of the current business, but a quantum leap with radical change. So thinking outside the current constraints and comfort zones requires a different vision and the courage to pursue it. From the business management perspective, it is the journey to expand toward all different directions. The first best factors to the “transformational change” and its further “championing” have been the endless self-exploration and self-transformation in the material, emotional, intellectual dimensions that need to co-evolve together.  Hence, setting achievable goals and measurable objectives help the business management keep focus, and ensure the business transformation is on the right track. The objectives of digital transformation are basic tools that underlie all planning and strategic activities. They serve as the basis for creating right policies and evaluating performance and changes effectively.


The digital aims of organizations are to take the holistic approach for problem-solving, and build an innovation ecosystem for thriving: Transformation takes a holistic approach, to leverage their various environments, or ecosystems, to manage innovation and accelerate performance. The dynamic digital organization needs to be an innovation powerhouse in which creativity is encouraged, and innovative problem-solving via cross-functional collaboration becomes the new normal. A solution is nothing if the problem is not perceived. Therefore, creating the awareness of the problem is the first step to making an innovative solution being understood and accepted. The hyper-connecting nature of digital offers particularly fertile ground for cross-functional communication and collaboration, developing cross-industry ecosystems and innovation opportunities, in part because ways of doing business and customer expectations both tend to be more flexible than the siloed industrial age, and companies need new ecosystem partners to pursue them, via focusing on discovering the better way to do things.


To manage a seamless digital transformation, it is important to define your digital aim and determine what the future needs to look like. Doing digital is about taking a few actions, and being digital is the fundamental shift from the mindset to behavior. Consider digital organization as the self-organized but interlaced environments, and humans are vehicles of natural and cultural solutions. At the high maturity level, organizations have to stretch out in every business dimension for driving the full-fledged digital transformation, in order to adapt to the new world of the business: Fast, always “on,” highly connected ultra-competitive and innovative.

Monday, April 24, 2017

The Monthly Performance Insight: Take a Holistic Approach to Performance Management Apr. 2017

Managing performance means understanding results, setting metrics, fixing plans, and making decisions to ensure it happens.

Corporate Performance Management is a management control from strategy till shop floor. "If you can't measure, you can't manage," legendary management guru Peter Drucker once asserted. He was right. Managing performance means understanding results, setting metrics, fixing plans, and making decisions to ensure it happens. It takes multifaceted approaches from multidimensional perspectives.


Take a Holistic Approach to Performance Management



Business Performance Measurement: How to Take a Holistic Approach? As Drucker wisely pointed out, “you can only manage what you measure.” The purpose of defining performance metrics is to monitor the business progress and performance. But there are two levels of performance measurement: at the strategic level, organizations concern about the long-term business result, business capability building, customer satisfaction and employee engagement; at the operational level, business needs to take care of quarterly financial result, employees’ weekly report, customers’ purchasing transaction and more. So how shall you not only measure right but measure the right things right??


The Performance Quadrants of Running the Digital Organization Forward-looking organizations are on the journey of digital transformation. Digitalization is not a single dimensional effort to using the cool digital technologies, but a multi-dimensional pursuit to embed digital into the very fabric of the business, and run a high-effective, high-responsive, and high mature digital organization.  The dynamic digital organizations today need to get away from letting things fall through and start creating an “integrated wholes” by utilizing the dynamic processes to build the differentiated business competency, bridging the chasm between strategy and execution, and achieve the high-performance business result. If you can only manage what you measure, here are the principles to set performance quadrants for assessing the status of the digital transformation of the business?


Three Aspects of Measuring Organizational Maturity Organizations today are over-complex and hyper-competitive, management continues to keep the business running, but the lack of insight on how well their organization is doing for the long term. Is it functioning well or dysfunctional? Which management metrics shall you apply to measure organizational overall health and maturity? Who and what tools are being applied to measure if an organization is healthy or sick? Proactive or reactive? Intelligent or dumb? Customer-centric or operational driven?


What are the Characteristics of a Robust Performance Management System (PMS) Although almost all organizations understand how crucial their people factors are for the ultimate business success. Still, many of them treat their talent as cost and resource only, their performance management is process driven and out of dated to assess, motivate and measure staff performance objectively. What are the characteristics of robust performance management system (PMS) more specifically?


Going Digital Systematically Going digital is a no brainer. If so, then why are so many companies still hesitated to go radical digital? Why are there so many companies not taking advantage of customer-facing opportunities to digitize interactions with digital technologies? Even during the journey, shall you continuous check: Are you doing the right things? Are you doing them the right way? Are you doing them well? Are you achieving the desired outcomes? Are you transforming to be ready for the future? Are you shaping the good digital strategy about the future and positioning appropriately for your place within it? Do you have enough resource to implement the digital strategy? Are the assumptions and risks understood and manageable


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 1.7 million page views with about #3500 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 New Book “Digital IT - 100 Q&As” Quote Collection II

IT leadership needs to shift their management orientation and begin thinking like entrepreneurs.

The purpose of “Digital IT-100 Q&As “ is to summarize 100+ classic and emergent digital debates about digital IT leadership and management, brainstorm how to run a holistic digital business from multidimensional lens, share digital holism and strategic insight, keep IT digital fit, deal with both IT management dilemmas and innovation paradoxes effortlessly, guide today’s digital leaders and professionals to learn the valuable lessons across industrial and geographical boundaries, develop the best and next digital practices to tailor their needs, set the right priorities to achieve high performance, and build a solid digital brand, with the goal to accelerate digital transformation.

39 Running, growth and transformation are all important stages for the business’s survival and thriving.
40 IT value proposition is multi-layered, multi-dimensional, and situation-driven.
41 IT leaders need to get both sides of IT right and communicate the value and potential of their organization.
42 IT and businesses should share the blame and glory by working as a whole.
43 Diagnose the current problems holistically, recognize quick win and long term optimization.
44 If IT wants to contribute to the business at high maturity level, IT must “lead.”
45 The payoff of IT digital transformation is not just for the quick win, but to build the long-term business competency.
46 IT leadership needs to shift their management orientation and begin thinking like entrepreneurs.
47 Bringing IT as an enabler or revenue growth engine creates more interesting conversations around the business.
48 Communication, collaboration, and creativity are the keys to run IT as a better business partner.
49 Compelling business cases describe the initiative’s benefits and costs flow.
50 It is IT and non-IT working together as partners that will derive the most appropriate strategy and deployment.
51 The future-driven IT organizations step out of the traditional IT box, to understand the business and customers better via longer time frame.
52 Digital IT should do profitable things for the organization, otherwise, it can’t do.
53 IT is the business’s competitive differentiator to customer acquisition and retention.
54 These are undoubtedly dynamic times, with increasing speed of changes and high expectation of customers.

55 IT as a business multiplier can improve organizational agility, accelerate speed, and catalyze growth.

Exploring the Boardroom Fundamentals via Inquiries

Good boards advise and get all those fundamentals right.

The contemporary corporate board as the top leadership and directorial role plays a significant role in advising and monitoring the organizational management, overseeing the business strategy, guiding businesses toward the right direction and achieving expected business results. Due to the “VUCA” characteristics -complexity, uncertainty, ambiguity and velocity of the digital era, the directorship in any organization becomes more critical and challenging. However, many BoDs are undereducated about their role and responsibility while the business change is accelerated across global scope and knowledge life cycle is shortened. How to explore the boardroom fundamental via the set of inquiries in order to improve its effectiveness and directorship maturity?

What is the ultimate purpose of the Board of Directors (BoD)? The purpose of the governing body, or board of directors, is to direct the organization to the right direction and monitor its performance. Corporate governance is to make sure that management is doing its job properly. According to the laws of the jurisdictions in which the organization is domiciled and in which it operates. This purpose is generally known as “corporate governance.”  While “corporate governance” can be modeled in general terms, and while certain aspects of corporate governance are heavily regulated in some jurisdictions. There is no standard model for corporate governance because the context for corporate governance includes a wide range of circumstances and capabilities which are subject to constant variability. So the governing body (BoD) must define the management’s job, which is embraced in the purpose, objectives, strategy and policy of the organization, and must monitor the management’s performance and conformance in order to verify that what was specified is what is actually happening. So the governing body needs to develop a good sense of the appropriate scope of decisions, and what are pertinent to its role versus what are really the purview of management.  


How effectively do the boards engage with management on the company’s strategy? The Board's role is to pull management out of the trees to see the forest. They see the development of strategy as a collective effort between themselves and management, rather than a question of “us versus them.” Management generates and shares ideas that stimulate debate among directors who are there to make positive, valuable contributions to strategy development, to ensure there is a strong context for establishing the tactical choices when the surprises that will invariably show up. Great boards consist of independent directors who are “rowing together in the boat,” not just to provide a critique of the ideas they are presented with. The challenge also includes converting vision to clear marketing and executable management processes. This implies that Boards of the future will need to work much more closely and collaboratively. Given the short amount of time they spend together, this could be one of the biggest challenges.  Board is to fulfill its fiduciary responsibilities to its stakeholders, it needs to be more than a rubber stamp.

How to solve the paradox of management vs. governance in the boardroom?The paradox is “a situation, person, or thing that combines contradictory features or qualities.” Strategy management and business governance are complementary functions. Strategy manifests the ‘AS IS” & “TO BE’ state of the organization. The complementary point is: Strategic planning is part of the strategy development process that starts with strategic thinking, then goes to strategy formation and ends with strategic planning. In these processes, you often meet many paradoxes, such as logic vs. creativity in strategic thinking or revolution vs. evolution in strategic planning. That is why the strategic planning is usually left out of corporate governance, as you would not like to either have your future strategy constrained by the current corporate governance or the corporate governance weakened by too much creativity. Corporate governance could be part of strategic planning because if it isn't, strategic planning becomes a synonym for wishful thinking - corporate governance is where resources are allocated to turning the strategy into a reality.  Though there are other dimensions to corporate governance that aren't associated with strategy, just as there are dimensions of strategy that never have anything to do with corporate governance.


Is the Board of Directors directing management effectively and appropriately by establishing objectives and defining operational and management parameters limiting management authority? Ideally, no manager should govern their own function, each function should have a governance group. Corporate governance operates by the Boards of Directors delegating authority downward to a series of governance committees and boards with responsibility for investment, risk, compliance, finance, compensation, architecture, policy, etc. If the board is effective and efficient by results and by how well the organization is connecting all the right dots (people dots, awareness dots, policy dots, regulatory dots, lessons-learned dots, information dots, process and capability dots. etc.).  Connecting all the right dots is critical because strong evidence from business studies revealed these organizations had handbooks, policies, incident reporting, annual/general training, threat assessment teams, but they failed to prevent preventable incidents because their organization was not equipped to connect all the right dots and their people were not equipped to do the right things and not equipped to do all the things their policies, obligations, and regulations say they should do.


Is the Board of Directors monitoring and evaluating management and operational performance to ensure efficient and effective progress toward objectives and compliance with operational and management parameters? Ultimately the board’s performance is reflected in the performance of the organization. However, there are shorter-term perspectives through which one can assess whether the board is effective. Because if the board is effective then so too should be management and the activities of the organization. Going a little deeper though it is the effectiveness of the Board of Directors in delegating to the senior management team and holding them accountable that supports the management team in achieving outcomes. Digital boards need to focus more on: (a) an integral and increasingly important aspect of business strategy development; (b) an integral and increasingly important aspect of ongoing business viability; and(c) business capability development. They should monitor and evaluate management and operational performance to ensure efficient and effective progress toward objectives and compliance with operational management parameters.

Good boards advise and get all those fundamentals right. They take compliance lens to ensure nothing is broken; great boards set the digital principles, accelerate business performance, and improve organizational maturity.  In a world of well-defined problems, directors are required to exercise leadership influence over volatility, manage uncertainty, simplify complexity, resolve ambiguity, and to direct the organization to the long-term prosperity.

Sunday, April 23, 2017

The New Book “Digital IT - 100 Q&As” Quote Collection I

Healthy debating enforces critical thinking principles - looking at things from the different angles, with increased perspective and less prejudgment.

The purpose of “Digital IT-100 Q&As “ is to summarize 100+ classic and emergent digital debates about digital IT leadership and management, brainstorm how to run a holistic digital business from multidimensional lens, share digital holism and strategic insight, keep IT digital fit, deal with both IT management dilemmas and innovation paradoxes effortlessly, guide today’s digital leaders and professionals to learn the valuable lessons across industrial and geographical boundaries, develop the best and next digital practices to tailor their needs, set the right priorities to achieve high performance, and build a solid digital brand, with the goal to accelerate digital transformation.


1 Healthy debating enforces critical thinking principles - looking at things from the different angles, with increased perspective and less prejudgment.
2 The digital CIO role is like the spinal cord for the organization.
3 Ultimate CIO success is about vision, leadership, business acumen, creativity and innovation, strategic insight and beyond.
4 A bridge-like CIO has the mind to think via the multidimensional lens, the gut to innovate fearlessly; the strategy to lead wisely and the skill to move progressively.
5 The CIO must now wear many hats, and see the forest through the trees.
6 The difference between an “Atypical CIO” and a “Stereotypical CIO” is not about the physical identity but at the mindset level.
7 Should a CIO be a general manager of IT or a subject matter expert of all IT domain?
8 The tough choice facing CIOs is not about only picking one identity as either being strategic or tactical, but about - when acting as a strategic leader, when playing as a tactical manager.
9 Either as a leader or a coder, dedication and “continuing learning” are important regardless of the CIO’s expertise.
10 From average to great is a leadership journey; it takes vision, passion, confidence, problem-solving skills, and teamwork to match up.
11 “Outlier” CIOs have better capabilities to connect innovation dots.
12 Digital-savvy CIOs can envision the upcoming business trends and have both “sense and sensitivity” to understand people and lead effortlessly.
13 The digital paradigm shift is inevitable. Keeping digital fit means the fitting mindset, fitting attitude, fitting structure, and fitting speed.
14 IT needs to transform from a big fact silo to the digital fit brain of a modern organization.
15 A responsive IT means a lot of things for the digital transformation: Speed, innovation, agility, integration, modernization, intelligence, value creation, and maturity, etc.
16 Structure and behavior are two elements co-working in every organism in nature and in every stem designed by human culture.
17 The digital revolution means that channels o customers.
18 The role of IT today for many organizations is solutionary for information management, operation automation, and digital orchestration.
19 IT can weave all crucial business elements such as people, process, and technology into organizational competencies for running a living and fluid digital organization.
20 Organization changes should be built into strong management practices.
21 A digital IT organization is a forerunner of running a high-performing digital business.
22 Ultimately, what the forward-looking CIO and digital fit IT, in general, must truly understand the business visions and goals.
23 The innovation management can be iterative, evolutionary, revolutionary, or disruptive, but it must be marketable and implementable.
24 The purpose of innovation management is to prepare everything to maximize the transformation of an idea to innovation, through well-prepared processes and structures.
25 As a CIO, you need to understand what the organization's expectation from IT through the innovation lenses.
26 A CIO needs to be better-rounded than to have a title of “logical” or “creative.”
27 Often old IT thinking cannot move fast enough in the age of the digitalization.
28 Creativity is the core of what makes IT strategic in any company.
29 IT has to provide both business and technological insight into how they bring success to the company as a whole transparently, holistically, and continually.
30 The is the rich context of innovation and unstoppable fountain of creativity.
31 Innovation happens at the intersection of people, process, technology, customers, and business ecosystem.
32 Innovation becomes possible only if people can step out of their comfort zone.
33 Re-imaging the future of business is exciting, but investigating the different path for unleashing business potential needs to take a systematic approach and develop it into a more solid form.
34 The wisdom and goal of innovative CIOs are to help the organization think clearly about the two horizons of future, the short-term gain, and the long term win.
35 Self-evaluation is hard due to ego, culture, process, budget, and other management issues.
36 back to fundamental, IT is not the weakest link in the organization, it’s people.
37 The focus of the CIO’s role has changed from product-oriented to client-oriented.

The Monthly “Digital Gaps” Book Tuning Apr. 2017

Bridging the 'gap of opportunity' between where you are and want to become is a welcomed challenge and a step-wise approach to making a leap of digital transformation.

“Digital Gaps -Bridging Multiple Gaps to Run Cohesive Business” is a guide book to help digital leaders and professionals today identify, analyze, and mind multiple gaps with multidisciplinary insight and holistic understanding. Today’s digital organization simply just can’t stand still. Bridging the 'gap of opportunity' between where you are and want to become is a welcomed challenge and a step-wise approach to making a leap of digital transformation.

Bridging Three Gaps to Make the Business “Digital ReadyAlthough developing and implementing a digital strategy is at the top list of business executives’ agenda, Being digital ready goes beyond just applying the latest technologies, or playing the latest gadget. There are still many gaps need to be close, and there are also a lot of pitfalls on the way. Therefore, truly forward-thinking organizations are taking a holistic approach to making the business “Digital Ready” via bridging the following three gaps in order to implement digital strategy seamlessly.
How to Breakdown Bureaucracies in Digital Transformation? Digital is about changes, closer to reality is that 'change' is continuously happening in such a dynamic environment of a company. The desires of stakeholders, clients, and employees are evolving naturally, not to mention that many of organizations today are facing a more radical digital transformation. What is the digital leadership all about, how to cultivate digital attitudes to break down bureaucracies in accelerating digital transformation in organizations or our society?
Why does Silo Happen and How to Bridge It? There are different definitions of the silo, by its nature, it’s about isolation. The segmenting or sectioning of work by skill, knowledge, type, etc, is a necessary component of complex work or large workplaces. But silo mentality is fundamentally about keeping the mind static and keeping the people separate rather than keeping work separate.
How to Mind the Gap between Strategy and Execution? As companies around the world transform themselves into digital business that is based on ‎information, innovation, and intelligence, their ability to well align the strategy and execution, for delivering the solid result; their capability to explore intangible assets (leadership, culture, innovation, knowledge etc) has become far more decisive than their ‎ability to invest in and manage physical assets. In order to build a solid strategy and execute it smoothly, more specifically, how to mind the strategy-execution gap? Do you think there should be a specialized strategy department for strategy ‎analysis and formulation? What about strategy implementation and how to measure it effectively??

How to Bridge the Innovation Execution Gap? Although innovation is at every forward-looking organization’s agenda, there are at least two gaps existing in innovation management: idea gap and execution gap. More often than not, companies seem to continue to have more ideas than execution expertise. If you have an idea, you gain only if you have the right methodology to implement the idea. However, there’re gaps between innovation strategy and innovation execution, how to mind it?

The “Future of CIO” Blog has reached 1.8 million page views with about #3700th 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 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.