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, November 21, 2017

The Monthly “Digital Boardroom: 100 Q&As” Book Tuning: The Digital Board’s IT Inquiries Nov. 2017

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 the monthly “Digital Boardroom” summary about innovative inquiries in the boardroom.


The Digital Board’s IT Inquiries

  • The Digital Board’s IT Inquiries Information is the lifeblood of the business and technology is the disruptive force behind the digital transformation. Nowadays, information technology can either lift or fail the business even overnight. Therefore, an IT-friendly board should change the perspective to understand the power of information and the potential of technology. Companies can leverage IT to improve the top line business growth and build the long-term business advantage if it always has IT-literate board director to participate in the conversation
  • The Digital Board’s IT Inquiries As technologies permeate into every corner of the organization and information provides invaluable foresight to enable business growth, IT is no longer just as an isolated function or back office utility only. Nowadays, IT has to add more business value and delight both internal and end customers to improve both the top line business growth and bottom line efficiency.

  • The Digital Board’s IT Inquiries Nowadays, information is the lifeblood, and technology is the disruptive force behind the digital transformation. Thus, today’s digital board need to become more technology savvy and information friendly. The IT-savvy board should gain an in-depth understanding of IT, set the right digital principles, leverage technological visions, and pull all necessary resources for strengthening the weakest links. The digital board’s IT inquiries help to clarify the strategic role of IT in maximizing the digital potential of the company.

  • The New Book “Digital Boardroom: 100 Q&As” Chapter IV: The Digital Board’s IT Inquiries The digital new normal means that the change is inevitable and the speed of change is increasing due to the exponential growth of information and robust digital technologies. Digital board directors today need to become information friendly and technology savvy. The board's oversight of information management agenda helps to highlight the strategic perspective of IT and improve its differentiated value. An IT-savvy board will keep curious to ask insightful questions, have the advantage of pulling enough resources and pushing the business model of technology. Here is a set of digital board’s IT inquiries.

  • The Digital Board’s IT Inquiries (II) The contemporary boards play the directory role in driving changes, overseeing business strategy,  and monitoring business performance. They are also the “mastermind” behind the digital transformation. The matter of fact is that the change is inevitable and the speed of change is increasing due to the exponential growth of information and robust digital technologies. Given how applying IT is becoming so intrinsically important to so many different enterprises across industrial sectors, digital BoDs need to become information friendly and technology-savvy. While directors bring many competencies to the table, most do not have access to information about technology-driven innovation and its potential related to the businesses they oversee.y?

The “Future of CIO” Blog has reached 2 million page views with 4200+ 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 to human progression.

The "Digital Boardroom: 100 Q&As" Slideshare Presentation

CIOs as “Chief Innovation Officer”: Three Management in Innovation Management

The definition of innovation is simple, it is about transforming novel idea and achieving its business value. It is about gaining benefit by doing something different. Innovations in the digital era are coming at seemingly much fast space, with changes and potential disruptions, and therefore, innovation management also becomes more complex and dynamic. Here are three management in innovation management.

Observation Management: Today’s business become hyper-competitive, also super-complex, and the world has also become more interconnected and interdependent than ever. The first step for innovation is always observation, following by questioning, experimenting, and networking. The progressive enterprise needs to learn and grow through observation; by observation, you recognize the pattern, by observation, you connect the things; by observation, you associate the best services cross the industrial or geographic boundary. The "Observe" phase is all about the 'sensors' that you can deploy. There are three stages of “Observation”: The best observations come from staying still and trying to understand what you're observing is all about. Secondly, what you see depends very much on what you are familiar with and on the parading, your personal perception. Thirdly, cognitive science confirms that what you see depends very much on your goals and on what you concentrate on given the limited amount of working memory available. Before taking actions, start a deep observation to understand your business, and assess the business stage in an innovation life cycle of the business. To fuel innovation, staying a novice of some sort, keep fresh eyes, with the beginner’s mind, to observe deeper: By observing the industry and emerging technology trend, the business can adjust the strategy, capture the business innovation opportunities,  set the right priority to strike the right balance of functioning well today and prepare for the future. By observing people - either customers or employees deeper, the business can understand their pain points, and figure out how to provide innovative products/services to delight them. Therefore, observation is not just some “nice to have” activities, but needs to become the management discipline which can fuel innovation.

Resource Management: Organizations have limited resources, many businesses took a big bite of resource to keep the lights on, only left very little for doing innovation. Thus, resource management becomes an important management discipline to improve innovation success rate. In fact, the essence of innovation is about how to manage people, assets, and resource to meet the business goals for innovation. You need to make sure the right people are put in the right position with the right talent to manage innovation. You need to make sure the management is forward-looking enough for “doing more with innovation.” The resource is assigned scientifically, to make sure that your company has a steady flow of fresh ideas floating in your innovation pipeline, and you need a methodological platform that allows you to do that in an efficient way. Innovation needs to be the collective habit of the business, you have to live it and breathe it every day, otherwise, you don’t feel accomplished. Innovation is a management process and business competency. It requires much more time, energy, passion, courage, experimentation, retreat, and reflection to get clear and focused on the innovative idea, business model, process or solution, and to then enact, embody and execute in a disciplined way.

Metrics Management: You can only manage what you measure. There is no exception for innovation. Thus, metrics management is a crucial component of innovation management. Metrics provide feedback. Metrics are part of transparent visual management allowing pulling all resources for orchestrating innovation. It’s important to set guidelines for developing customized innovation metrics. Normally organizations look for metrics for measuring business results generated by innovation efforts. There are good reasons to focus on top line vs bottom line benefit from innovation. You choose the Key Performance Indicators by deciding which are seen as critical to making progress in order to deliver more innovations. Often, poor-defined metrics can mislead, create the other layer of complications, cause confusion or suck the energy. Innovation performance indicators need to focus on measuring quality, quantity, time, cost, revenue growth, profit improvement, margin targets, product variety for stability, turnover, shareholder/owner return and talent sustainability, etc.

Innovation means something new and valuable. Innovation is relative and has a context.
But innovation is not serendipity. There is the multitude of management disciplines to get it right. Innovation Management needs to take a balanced approach to provide maximal freedom for ideators, and then set straightforward process for converting an idea into an implementable innovation, to achieve its commercial value and bring high-performance business results.

Monday, November 20, 2017

The Monthly “Digital Gaps” Book Tuning: How to Bridge Digital Communication Gaps Nov. 2017

“Digital Gaps -Bridging Multiple Gaps to Run Cohesive Business” is a guidebook 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, it is important to bridge communication, knowledge and insight gaps and take a stepwise approach to make a leap of digital transformation.

How to Close Communication Gaps? Communication is key to improve leadership effectiveness and modern management efficiency. However, communication is not just the soft discipline, it’s both art and science. For example, there are communication gaps between management and employees, there’s “lost in translation” syndrome in cross-functional conversations, there are all sorts of miscommunication at the different level of the organization, how to close communication gaps and overcome such challenges?  
CIOs as “Chief Interpretation Officer”: How to Improve Communication Effectiveness?  The magic “I” in the title of CIO has many indications, such as Chief Information Officer,” “Chief Innovation Officer,” “Chief Influence Officer,” etc. Communications sometimes seem like an oxymoron. As we move from applying technology as a vehicle to maximize efficiency and minimize costs to leveraging technology as an enabler and catalyzer of totally new business models, to maximize business potential, forward-thinking organizations empower their IT to lead the digital transformation proactively. Therefore, CIOs need to become “Chief Interpretation Officer,” to bridge the communication gap between business and IT and improve digital leadership maturity.
How to Communicate Effectively in Digital Dynamic? The speed of change is significantly increasing. Decentralization, globalization, and diversified workforces can all be practical reasons for communicating barriers. How do you communicate a common message across the globe with empathy, and, in particular, make sure the message you want to communicate resonates effectively?
Three Missing Links in Digital Transformation? Digital Paradigm means holism, hyper-connectivity, interdependence, and integration. Digital transformation is not just one-dimensional stretch, but a multi-dimensional expansion. The digital ecosystem expands when the digital business territories blur and the business communities broaden their scope and consume all sorts of resources. However, for those digital lagging organizations, the ecosystems have evolved without much attention of planning and having multiple missing links. So, to shift from "Doing Digital" to "Being Digital," the real challenge is to understand what are exactly those missing links, where and how you can and should connect all important dots, improve to get the biggest effect and scale up across the digital ecosystem effortlessly?

The New Book “Digital Gaps” Chapter 5 Introduction: Digital Professional Gaps Generally speaking, a professional is an individual with the expertise of some specific area, who earns his/her livings from that expertise. Being professional also means that the individual not only has the skill but also presents the high-quality professionalism such as positive mentality, fair judgment, and good behaviors. So, how to identify digital professional gaps, and improve the workforce quality, creativity, collaboration, productivity, and engagement?

The “Future of CIO” Blog has reached 2 million page views with about #4200th 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 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 “A” Factors in Creativity

We all have unlimited creative potential and intrinsic ability to think outside of the box and come out novel ideas via connecting unusual dots. But we need to learn how to unlock it. Creativity is a function of imagination, high-level thinking, knowledge, psychology, activities, and motivation. Here are three “A” factors in creativity.

Abstraction: Creative leap is the way to resolve any paradox via going up a level of abstraction. Simplicity is an aspect of “appropriate” abstraction. Abstraction is the cognitive skills which help to clarify and simplify, to capture the substance from style, essence from details, patterns from random things. The ability to abstract and simplify means to eliminate the unnecessary hassles so that the necessary can speak out. Creativity is about connecting dots. Abstraction and simplicity are important skills to reveal in-obvious or hidden connections. The matter of fact is that, often, the simplest abstractions are the hardest to perceive or devise, to capture the unique insight. Because you need complexity to understand and appreciate the simplicity and vice versa. Abstraction is an innate intelligence, the foundation of insight and the key element of creativity.

Analogy: Analogies have been used in the artistic design, literature, engineering, and science, etc., cross-disciplinarily, to discover the patterns, explore fresh ideas, and make vivid communication. Analogy is not just about similarity. Analogies recognize a correspondence of interconnectivity of functions between two or more different phenomenon. Analogy makes tedious theory alive and illustrates the fact with colors and shapes. Analogizing is a creative thinking and communication skill to both help us learn with fun and connect dots vividly. Creativity is an innate process to generate novel ideas. Making analogies between what you could sense and what you could not become an important process in acquiring a wide range of information to which ideas you want to shape, to clarify your thought process and transform your imagination to the reality. Analogizing is one of the most important tools to help people generate creative ideas, enhance creative communication, and build an innovative state of mind for making the creative mental leap.

Audacity: Innovators present creatively disruptive traits, disrupt old ways, and inspire better ways to do things. It takes courage. Audacity is an important factor in creativity, because by  nature of creativity, it’s about discovering the new way to do things, and it often means to break the old rules or the “old way to do things.” Rule-breaking or rule-making demands insight, understanding, patience, persistence, and courage, among other things. 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 concept or the little box which restricts your thinking or limit your imagination. Failure is part of innovation; it is very much an intrinsic part of innovating. The innovative attitude should be fearless to change and experiment, but be paranoid to avoid unnecessary mistakes or take a calculated risk.

True creativity has an inner origin. It keeps surfacing from within and keeps expressing. Creativity has many forms and manifestations. And by manifesting creativity via different angles and understanding many important ingredients in creativity, we can develop creative ability effortlessly.

Look Back and Look Forward for Leading Digital Transformation Confidently

Organizational change and digital transformation are inevitable. As the matter of fact, the life cycle of business today grows shorter and shorter because of increasing pace of changes, overwhelming growth of information, and demanding of shareholders.  The business transformation journey is full of velocity and uncertainty, thus, a clear vision is in demand. Vision is the ability to see beyond what is to what could be. It is the synthetic view of ‘looking forward,” and “looking behind,” “looking beyond,” and “looking around.” But more specifically, how can digital leaders today look back and look forward to leading digital transformation?

Back view mirror is very important to learn from previous mistakes or errors: People always say you shouldn't live in the past. But there are valuable lessons to draw on in the past from time to time to gain “lesson learned.” Lack of change review, reflection, and recognition is one of the biggest pitfalls in change management and business transformation effort. In practice, often when change initiative is completed, often the team walks away without checking to see if it adds value or evaluating if additional work is required. The lack of breathing space between change initiatives is an issue as well. The lack of recognition of change impacts individuals and businesses’ willingness to extend themselves again for the next change. Without taking a breath to look back, plowing on to the next big thing before completely embedding the change into business as usual or running multiple simultaneous changes can leave a workforce reeling and exhausted. Therefore, the change leaders should have a solid grasp on what has been tried before and analyze why those initiatives didn’t succeed. Successful transformations require leaders to communicate a clear vision, change must be adopted by all first-line managers, take the courage for experimenting, and then scale the best and next change management practices. Do not be afraid to make fine adjustments as implementation is underway. Historical lessons are important as well, those who fail to learn from history are doomed.

The positive and forward-looking view is more about thinking ahead, to prepare and face the challenges and uncertainty on the way to the future: 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. Looking back can teach you valuable lessons and become well-prepared for the journey ahead. Be careful though, there are still some blind spots on the way. It is the forward-looking view you need to focus on for steering in the right direction. Therefore, they say your windshield is larger than your rearview mirror for a reason. When we jump into the digital future of “VUCA” new normal –Volatility, Uncertainty, Complexity, and Ambiguity, by focusing forward we are able to more accurately judge the coming curves and obstacles in our path. The forward-looking view of the organization is to determine what the future needs to look like, what the transformation must look like, how to overcome the roadblocks, close the blind spots, and deal with change inertia. Looking forward is not always so easy, often it’s cloudy. 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 isn’t just an extension of continuous improvement of the current business, but a quantum leap with radical change. It’s important to know when to look back and when to look forward. If you focus too long, too much on the past, you will not be prepared to react when potential obstacles enter your path ahead. Thinking outside the current constraints and comfort zones requires a different vision and the courage to pursue it. The great leaders stand up as high as they can and look in every direction they could view the landscape from the different angle and steer digital transformation holistically.

Sunday, November 19, 2017

Three Characteristics of Strategic Thinking

Spot strategic thinkers and tap digital leadership strength.

Strategic thinking is about starting the end in mind. Statistically, only 5% of the population is nature strategic thinker. Being able to think strategically is an invaluable digital thinking skill that perhaps not everyone has, but it is critical to be future-oriented and make a progressive movement. Given that, the importance of diversity and formulating a team that has complementing skills cannot be understated. So, how to spot strategic thinkers and discover their talent and potential to build a solid leadership talent pool. Here are three characteristics of strategic thinking.

A strategic thinker is a big picture person and set the direction: Strategic thinking is specified as being conceptual, systems-oriented, directional, linking the future with the past and opportunistic. The strategic leaders or professionals gain the understanding of the past and the perception of the future so far as knowledge permits; they have the ability to view the complete business system as an ecosystem with all its dependencies and interconnections. They are able to tie all these important things together in order to develop actionable plans. They have the ability to identify key leverage points where the non-proportional impact can be made. And they have the ability to hypothesize interventions and iterate them till the right fit is made. Strategic practitioners can think multi-dimensionally and do not get lost in mundane detail. They can leverage different lenses, such as: Mathematics or probability -you build the best strategy based on the circumstances that will allow the highest probability of success and controls risk. Psychology -They understand people, you need to know both the strength of your team and your competition, so it’s important to build a strategy that includes consideration of competitive forces, with the long-term perspective you play to win over. Process -you need to digitalize the key business process and build a set of competitive capabilities to enable the business competing for the future.

A strategic thinker creates or grasp new opportunities and strikes the delicate balance in the dynamics of the business enterprise: A strategy is the organization's competitive "logic" manifested through organizational actions. This logic is acquired through a learning process involving discourse within the context of an organization's culture. For example, a strategic IT leader creates IT and leverage information to create the long-term sustainable competitive advantage for organizations. Most organizations create a sense of internal competition that can easily make the C-level participants lose sight of the end game. A strategic leader or professional has a role to play in balancing, not just leveling the internal playing field. Knowledge is power and it depends whether that power is used for the good purpose of the organization or political point scoring, a strategic leader can well balance a positive internal relationship via systematic strategy management and multidisciplinary business approach.

A strategic thinker has an inquisitive mindset that is always curious and keeps learning: Strategy is not the mirage, but the executable plan which can be achieved. Thus, a strategist has to keep knowledge valid; have experience, but must be up to date with business trends and essential technologies. Strategic and tactical planning all lead to the vision. The vision is built for the people and organizations. A strategic leader needs to be more people-centric as well, create both employee growth strategies and customer experience strategy. It would be great if strategic leaders can mix people, departments and organizations strategy together. Indeed, all strategies are made for growth. The difference between the tactical manager and strategic leader is that the first one thinks about the business from transactional perspective while the second one is thinking business from a transformational perspective, and how to gain an advantage over competitors. In this way, strategic leaders will create a blue ocean for his/her organization which will provide a competitive advantage in the long run.

Strategic minds can think further, bigger and broader. The key is to understand who the strategic thinkers are and provide them the ability to utilize these skills to help in brainstorming the direction and various options a company can go. They are your navigators.

CIOs as “Chief Improvement Officer”: How to Run IT as the “Digital Energizer” of the Business?

Running IT as the digital energizer is about accelerating business performance, unleashing business potential, and nurturing collective creativity.

Digital is about hyperconnectivity, change, fierce competition, and people-centricity. A digital business ecosystem is open, fluid, dynamic and energetic because the speed of change is exponentially increasing, and closer to reality is that 'change' is continuously happening in such a dynamic environment of a company. IT plays a crucial role in digital paradigm shift because IT can weave all important business factors into differentiated organizational competency, information is intangible and becomes the most precious business asset in digital businesses. Traditional IT organizations are often perceived as a cost center, money sucker, and change laggard, but modern digital IT organizations today can streamline digital flow, refine, energize, and innovate business to reach the high level of business maturity.

Keep positive energy flow: The classic organizational management usually enhances silos and overly rigid hierarchy, thus, businesses get stuck in stagnation, lack of responsiveness and changeability. Digital means flow, information flow, knowledge flow, mind flow, and business flow. Organizations, like individuals, need to be in flow to operate smoothly, to exercise for keeping energized. It is important to create positive change for tomorrow as well as the moment. IT can digitize the enterprise platform for idea brainstorming, fostering collaborative relationship, and harnessing cross-functional communication. Keep an open mind and keep positive energy flow, cool down stressed people before they stress others. Organizational structure and processes should be optimized continually to enable digital flow. People need to be developed and grown so the positive energy can flow and collective human capabilities can really be transformed. IT plays a critical role in energizing digital business, to make sure information and interaction flow in every direction, helping to build up trust by bonding people around clear and benevolent intentions. When there is an interchange of thoughts, we begin accepting and opening to newness and transforming to innovate together.

Be allergic to “comfort zone”: Many IT organizations still get stuck in the old comfort zone to “Keep the lights on” only. Change inertia is one of the biggest challenges in business management for many companies. Some say change is not a problem, the primary reason for change failure is resistance to change while the second reason is the inability of leaders to deal with resistance. In fact, resistance is a natural phenomenon. In science, resistance takes different forms based on what is affected. For solid objects, it is usually friction or external force. For electricity, it is ohms. Look at resistance to change as a source of energy and where there is energy there is still passion and potential. It takes courage, motivation, discipline, and persistence to get out of comfort zone. Due to the changing nature of technology and exponentially increasing information, the velocity of IT is more frequent than some other areas of the organization. It requires IT leaders to proactively listen to customers and do more with innovation. Change or innovation cannot be just another thing that needs to be accomplished. It has to be woven into communication, process, and action of the organization. The digital organization of the future is designed openly for anyone with ideas on how human organizations ought to be contrived in the face of challenges, to break down silos, and overcome complacency. It also requires IT leaders and professionals to constantly reappraise their skills, knowledge, and management approach to tailor organizational needs, get out of the comfort zone, enforce innovate IT management practices to produce valuable, sustainable, and adaptable services and products.

Running IT in the fast lane: Traditional IT organization are often perceived as the part of the company slow to change. Running IT in the fast lane means to speed up the organizational vehicle, not just IT. IT has to reinvent itself via evolving change proactively and retool the business via optimizing the underlying business functions and processes. The latest digital technologies and collaborative tools provide great opportunities for the business to optimize the organizational design for improving cross-functional communication, mass collaboration, and harness innovation. A changeable organization is to creating organizations where change is the norm and happens the whole time thereby delivering faster and increasing market share. Information brings about business ideas and insight; business ideas generate lots of information. It is so critical to streamlining information flow across functional boundaries because fundamentally, information management is to make sure that the right information is in the right place at the right time and shared to the right persons, to make the right decisions, and further lead effective business execution to deliver tailored business solutions for catalyzing business growth and make a leap of digital transformation

Running IT as the digital energizer is about accelerating business performance, unleashing business potential, and nurturing collective creativity. A digital organization is a living business in the relationship with its environments, customers, suppliers, shareholders, and above all enhances and supports the creative human spirit via connecting, discovery, and experimentation.

Saturday, November 18, 2017

The Monthly Digital CIO Spotlight: CIOs as Chief Instrument Officer Nov. 2017

Modern CIOs have many personas and face great challenges.

Modern CIOs have many personas and face great challenges. It is not sufficient to only keep the light on. Regardless of which industry or the nature of organization you are in, being a digital leader will need to master the art of creating unique, differentiating value from piles of commoditized technologies. What are the digital CIO’s next digital practices for leading changes and drive digital transformation effortlessly? Here is the monthly spotlight of the CIO as “Chief Instrument Officer.”      
 CIOs as Chief Instrument Officer

  • The CIO as “Chief Instrument Officer”: How to Lead Changes and Orchestrate Digital Transformation Effortlessly? Every forward-thinking organization claim they are in the information management business, nowadays IT plays a critical role in the business growth and digital transformation. Within a mature organization, the CIO is a leadership role which requires the breadth of the business knowledge and the depth of technical insight. What determines the level of the CIO position is the impact they have made across the company and even industry, and hence their reputation, their reporting line, their title, hopefully further to their achievements, rather than their mere contribution for the company bottom line that helped them reach the current level. At the digital era, high mature CIOs are “Chief Instrument Officers,” who can lead changes and orchestrate digital transformation effortlessly
  • CIOs as “Chief Instrument Officer” How to Define, Refine, and Scale IT Digital Transformation? Due to fast-paced changes and exponential growth of information. IT becomes more critical in leading business innovation and transformation. IT has to reinvent itself to exemplify proficiency in planning, designing, innovating, and building the new business model, as well as refining or scaling IT digital transformation. At today’s information-driven business dynamic, there’s no shortage of problems to tackle, it’s all about to be able to get all the way to the task, to see it from all interests. CIOs need to be bold and innovative, define and refine IT to get digital ready.
  • CIOs as "Chief Instrument Officer": Embracing the Creative Side of IT to Make Digital Leap? Many traditional IT organizations are perceived as a support center or an isolated function with “geeky image,” equipped with monolithic hardware, led via command and control management style, suffered from overloading tasks and even experienced the “brain drain.” Nowadays, IT is impacting every business unit and is becoming the driver of the business change and digital transformation. Besides scientific nature, how to embrace the creative side of IT to reinvent its contemporary image and make the digital leap?

  • CIOs as "Chief Instrument Officer": Three Aspects to Run IT with Digital Balance: Organizations large and small are heading to digital transformation; IT has been pushed out of its comfort zone as back office and become a frontrunner in such a business transformation. Thus, IT cannot just keep “We always do things like that” mentality, and explore the new possibilities. IT has to strike the right balance of achieving operational excellence from the transactional perspective and making a leap of digitalization from the transformational lens

  • CIOs as "Chief Instrument Officer": How to Run Digital IT Effortlessly? IT organization is making a shift from transactional mode to transformational mode. It goes beyond the stage of IT-business alignment and moves up to the level of integration and engagement. Nowadays, a digital-ready IT organization is a threshold business competency and catalyzer of business changes. CIOs should also shift their leadership mentality from “struggling to keep the lights on” to “thriving to run digital IT effortlessly.”

The “Future of CIO” Blog has reached 2.2 million page views with about #4200th 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 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.