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.

Wednesday, September 20, 2017

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

Innovation is the art in the eyes of artists, the science in the eyes of scientists, innovation is the bridge between art and science.

“Digital Master” is the series of guidebooks (19+ books) to perceive the multifaceted impact digital is making to the business and our society, help forward-thinking organizations navigate through the digital journey in a systematic way, and avoid “rogue digital.” Here is the set of popular quotes about digital innovation, for conveying the digital vision and sharing the unique insight about the digital transformation.




“Innovation is to connect the dots - synthesizing that goes in one mind, and teamwork through collective insight.”


“Innovation journey is like taking a hiking trip at the trail very few or even no people ever went before, it takes courage and emotional maturity.”


“The innovation classification is not just based on the required investments, or on the potential market, but on its evolution abilities.”


“Innovation is a question of ambition, and imagination, not a question of investment only.”


“The very nature of open innovation is to take advantage of all sources of creativity in a more open way and make a leap of innovation management to the next level.”




“To strengthen the IT-business link, it takes more resources to doing innovation, not just IT innovation, but business innovation.”


“As a CIO, you need to understand what the organization’s expectation from IT through innovation lenses.”


“For IT, information management is fundamental, and innovation management is value-added.”


“IT has to continue to evolve the digital dynamic and reinvent itself as an innovative game changer.”


“A CIO as “Chief Intrapreneur Officer” has creative, logical, hybrid, and abstract thinking traits.”




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


“Many creative minds, just like many light bulbs, lit up simultaneously, could lead to brainstorming and breakthrough innovation.”


“The ultimate aim of assimilating knowledge is to create new ideas or gain wisdom.”


“Dissatisfaction with status quo is the psychology behind creative disruptions.”


“Creativity is a higher level of thinking because it often imposes a higher cognitive load as you think “harder” via different thought processes.”

The New Book “Digital Fit: Manifest Future of Business with Multidimensional Fit” Chapter 3 Introduction: Change Fit

Change is a continuum and once you accept that life will be a constant shift going on around us, then you are able to seek ways and means of adjusting your perspective and those around you.

Closer to reality is that change is continuously happening in the dynamic environment of a company. Change is inevitable, and the speed of change is accelerating. The desires of stakeholders, clients, and employees are evolving naturally. However, changeability and resourcefulness - the response to change are woefully underrated by many businesses as keys to success. How do you assess an organization that is ready for change? How can you engage with today’s management and make them change themselves into the role needed today for modern Change Management? What is needed to be done in order to execute a successful change? And what are the further aspects of managing change successfully?


An organization is on the road to success when change is part of its nature: Too many organizations are mechanistic, control and command hierarchies, and thus, they are rigid to change. Overcoming silo thinking and change inertia in an organizational culture is key to streamline business execution and accelerate digital transformation. Sometimes it is not the change that needs management, it’s management that has to change its paternalistic view and give space to what the people in the organization think about the change, or understand the psychology behind changes. Dynamic and changing organizations cannot operate with stable unchanging people. Successful organizations see the changes coming and with pre-planning and strategy, and most importantly, execution. Well-planned execution will greatly reduce and practically eliminate the fear of change that derails good or even great intentions. An organization is on the road to success when change is part of its nature.


Change Management is an ongoing business capability: Either for individuals or organizations, change is not a few random initiatives, but a cohesive and strategic ongoing capability to keep moving forward. Change Management capability which often not goes alone but integrates with other management capabilities such as strategy management, talent management, innovation management, performance management, etc. Fundamentally, change is about solving problems to lead progression. Problems that arise in organizations are almost always the product of interactions of parts, never the action of single parts. Thus, Change Management is a complex management discipline. Tactically, it helps to take a complex issue that needs to be changed and break it down into easy parts and then allocate them, then it can be easy to implement to create the overall change. Change cannot be just another thing needs to be accomplished, it has to be woven into communication, process, and action of the organization and make it an ongoing critical business capability and differentiated business competency.


The term “Change Fit” can be interpreted with a degree of variability: At the individual level, change fit starts with digital mindsets and a set of digital skills and capabilities. At the business level, the digital fit is about operational excellence, high-innovativeness, high-effectiveness, and high-maturity. Fit doesn’t mean that everyone needs to have the same thought process, the same personalities, the same preferences, the same experiences or take the same approach for changes. Where you want to look for fit is in relation to the collective capability you want to build or maintain within your team or organization, the kinds of attitude or behavior that you would expect to see as a result of, or in alignment with. What is important is that everyone feels committed to the common goals, and are comfortable with the behavioral expectations associated with those goals.

Change is a continuum and once you accept that life will be a constant shift going on around us, then you are able to seek ways and means of adjusting your perspective and those around you. A changeable organization is to creating organizations where change is the norm and happens the whole time thereby delivering with faster speed. That requires the right people, the effective processes, and productive tools fine-tuned to make it happen.

Three Aspects to Scale Digital

Digitalization implies the full-scale changes in the way business is conducted so that simply adopting a new digital technology isn’t insufficient.

Organizations’ digitalization is surely a transformation journey, it has to permeate into business vision, strategy, culture, communication, and processes. etc. It represents the next stage of business maturity which will improve how the enterprise works and interacts with its ecosystem. During the journey, there are many accumulated steps from doing digital to going digital to being digital. Here are three aspects to scale digitization and make a leap of digital transformation.  



Scale digital ecosystem: Digitalization is about hyperconnectivity and interdependence, always-on and information savvy. The digital ecosystem expands when the digital business territories blur and the business communities broaden their scope and consume all sorts of resources. The 'reach and range' flexibility that now exists removes barriers that have existed in the past. If businesses can recognize the barriers to reach the next level of high performance, it can empower employees to apply technologies to perform their work in a way that benefits the enterprise. Nowadays, organizations can easily invite their business partners or customers to participate the strategic conversations and provide invaluable feedback on how to run a high-effective digital organization. With the advance of the digital technologies and fast growing information, organizations can build integrated business platforms, capture real-time business insight, and integrate organizational processes into differentiated business competency seamlessly, to shape products, services, and customer engagement dynamically. It's about creating a structure that continually delivers what the business needs and takes further steps for maximizing business potential. The most successful organizations have a very clear vision and understanding of why they exist and the value they bring to customers and the very reason for digital transformation. So, they not only survive the fierce competition but thrive in the expanded digital ecosystem. For those lagging organizations, the ecosystems have evolved without much attention or planning.  The real challenge is to understand where and how you can and should improve to get the biggest effect and scale up across the digital ecosystem effortlessly.


Scale digital innovation: Innovation is about transforming the novel ideas to achieve its business value. It’s about figuring out the new way to do things. At the digital age, innovation is not “nice to have,” but must have business competency. With “VUCA” business new normal, the pervasive digitization requires digital professionals to rethink how things are done in organizations, and brainstorm better ways to do things. Every organization needs to develop the tailored innovation practices via leveraging effective tools or methodologies and use them wisely with the expertise to really add value or drive innovation. More and more firms are learning and implementing best practices for improving the success rate of innovation. The highly innovative organization can expand and amplify its influence with the ability to co-create and scale innovation practices in a digital ecosystem. These innovation business champions treat customers, channel partners, suppliers, and industry ecosystem participants as active agents who have permission to combine the modular capabilities exposed in a platform to create new experiences and expand its impact with faster speed. Hence, the innovation best practices are not for making static or rigid processes, but for setting the principles and standards to achieve innovation management excellence.


Scale Information Management: With fast-paced changes, IT is no longer just the tangible hardware boxes which are heading into the commodity, it must shift from an isolated function to important or even significant business partner; from functioning to firm to delight. The pervasive digitization requires both business and technology professionals to rethink how things are done in organizations. IT organizations have to step out of the traditional technology box, to understand the business and customers better via the longer time frame and different angles. IT has to spend more time and resources on strategic management and innovation, spotting the opportunities to increase revenues. At today’s information-driven business dynamic, there’s no shortage of problems to tackle. It's about to be able to get all the way around the task, to see it from all interests. CIOs need to be bold and innovative, and take IT to the next level of the business maturity, for increasing the significance of the digital IT. Scaling the power of information is about creating a structure that continually delivers what the business needs and takes further steps for maximizing business potential. To scale IT influence, it is important for IT to look for providing business solutions which will directly benefit the external end customers and improve the competitive business advantage, and in-turn brings in increased revenue. The significance of IT is about having a purpose such as staying ahead of the competition and become the business differentiator.


Digitalization implies the full-scale changes in the way business is conducted so that simply adopting a new digital technology isn’t insufficient. You have to scale up and dig underneath. To effectively respond to the digital dynamics, companies must begin thinking about ways with strategic planning to broaden their ecosystems and revenue streams while becoming more responsive and scalable. It also needs to transform the underlying business functions and structures to ensure the business as a whole running with digital speed.

Tuesday, September 19, 2017

The New Book “Digital Fit: Manifest Future of Business with Multidimensional Fit” Chapter 2 Introduction: Organizational Structure Fit

The digital dimension of organizational structure is enjoying a powerful tailwind.

Digital transformation represents the next stage of business maturity which will improve how the enterprise works and interacts with its ecosystem, with people at the center of its focus. From an organizational structure perspective, what is it comprised of, and what is the future of the organizational structure? In fact, tuning the organizational design and structure to achieve the high level of autonomy is the symbol of the digital maturity.



The digital dimension of organizational structure is enjoying a powerful tailwind: In traditional organizational structure, the business processes and structure are formal and even overly rigid, it is perhaps OK in the considerably static industry age. However, with increasing speed of change, the organizational evolution needs business catalysts for change. Otherwise, well-established enterprises are at risk of being defeated by smaller, nimbler competitors. It is for their own benefit to collaborate and build “horizontal” interdependence to achieve better time to market for business products and services, deploy knowledge from one subsidiary to another, or gain competitive advantage with speed. Thanks for the emergent digital technologies, many organizations today adopt the hybrid organizational structure that creatively blends structured and unstructured processes to run with bi-modal speed, for both “keeping the lights on,” and speed up digital transformation. The future of the digital organization is complex enough to act intelligently and nimble enough to adapt to the change promptly. The new organic, self-organizing system approach to organizational structure could become a reality, and that will be a true evolution of digital transformation.


High level of autonomy is the symbol of the digital organization: With rapid changes and continuous disruptions, a self-adaptive capability or functionality is generally a requirement within digital business systems. A key element in a self-adaptive organism is people. Consider nature and culture as to self-organized but interlaced environments, and humans are vehicles of the natural and cultural solution. A self-disciplined and autonomous team is often composed of many self-motivated people who can adapt to personal drive and focus on performing well in new and changing context. Discipline means following digital principles and develop some guidelines and policies, take a structural approach to manage the business in an autonomous way.  High level of autonomy is the symbol of the digital maturity. Running a self-autonomous organization is to improve business efficiency, effectiveness, and maturity, so they can stretch out in every business dimension for driving the full-fledged digital transformation.

An organizational structure carries inherent capabilities as to what can be achieved within its frame: It’s no surprise that in many organizations, the official structure and unofficial structure co-exist The point is that whether the official structure and unofficial structure co-exist antagonistically or harmoniously. So, the issue is that, given the opportunity, establish a formal and enabling organizational structure in line with your desired direction and organizational ambition. It is also important to identify the unofficial structures and take them along on the journey of innovation and change. Ideally, the unofficial structure that has emerged over time is the formal structure you should have. Also, establishing some of the more advanced models will certainly require top management awareness, involvement, dedication. The right mixed structure is one that allows the right mentality and culture to bloom. Within a well-aligned structure, that dedication and effort may be spent on innovation efforts rather than overcoming organizational hurdles and pushing against structural boundaries. Companies that strive for innovation must experiment and learn to organize for both breakthrough innovation and continuous improvement and build innovation capability cohesively.


Organizations need to have an in-depth understanding of gains and pains of organizational development: Organizational development is part of the digital strategy, and digital strategy equals to business strategy with digital new normal. Very few organizations understand all the gains they could enjoy from organizational structure tuning. Gains in profitability, new learning, growth and market domination. Gains in culture change, in innovation rate and employee retention for the second level of gains. Organizational development needs to manage the conflict between classic styles and digital styles of management. Limited hierarchy works best in a creative environment where the free flow of ideas and their prompt implementation is a key element of success. The bottom line is how well the organizational structure is being influenced by factors such as: Does the chain of communication flow easily or does it stop at one level? Can the right people get the right information to make right decisions timely? Does management endorse open source knowledge and mindset? Does innovation take the top down or bottom up, inside-out or outside-in approach? Flatter structure will help to speed up the organizational response to changing markets.

Tuning organizational structure - either managerial hierarchy or information flow structure is an easy part. Digital transformation is a natural process and rather effortless to maintain. The transformation has to go a step further and involves internalization of the conceptual model so that the newly required behaviors don’t require the same kind of effort and vigilance. It won’t happen overnight, it takes planning, experimenting and scaling up with a new culture, business model, and organizational structure.

Running a Real Time Digital Organization

To survive the fierce competition and thrive with the long-term business advantage involve more real-time planning, adjustment, and speed.

Digital means the fast pace of changes, overwhelming growth of information, and fierce competitions. In the digital dynamic where innovation threatens to tear down legacy systems and practices just as it generates new opportunities, it's natural to fear the unknown, question the unproven, be skeptical of the latest digital trends, and be hesitant to take action. Still, the key differentiator between the digital leaders and laggards is the speed to change and how they respond to the dynamic business environment. The high mature digital organizations are highly conscious about what’s happening in their environment, with the ability to adapt to change timely, grasp opportunities, and prevent risks effectively. Here are three aspects to run a real-time digital organization.


Practice real-time information/knowledge management: Information is the blood of the digital organization, information management capability directly impacts the business effectiveness, performance, and maturity of the organization. Information Management is a structural process of aligning the usage of information through the management discipline (what data you have, in what format and the location and method it is held), ASSURANCE (accessibility, reliability, etc.) and EXPLOITATION (collaboratively enabled and fully support the business objectives ) So, running a real-time digital organization starts with providing real-time information management solutions to conquer dynamic digital management challenge. It means that IT can provide seamless information accessibility and availability, transparency and visibility, and ensure the right people getting the right information to make the right decision at the right time. Digital information management cycle evolves managing data, information, knowledge, insight life cycle smoothly. Knowledge is the power, real-time Knowledge Management involves the use of technologies and processes of capturing, developing, sharing, and effectively using organizational knowledge timely, with the aim of optimizing the value that is generated. It is a multidisciplinary approach to achieving organizational objectives by making the best use of its knowledge.


Run a high-responsive, real-time digital organization: With “VUCA” digital new normal, to survive the fierce competition and thrive with the long-term business advantage involve more planning, adjustment, and speed. Digital transformation is not just about leveraging the latest technologies or design a fancy web portal only. Digitization has triggered a transformation across each of the business areas such as strategic planning, operation, innovation, change management, talent management, and customer relationship management, etc, resulting in benefits as well as transformational challenges. Running a real-time digital organization means high-responsiveness with speed. A high-responsive digital organization should lead the way to lift one foot and shift the organizational structure more into participative models that better support the quantum leap in speed we are experiencing. The speed of digital transformation is also dependent on how fast the business can ride ahead of the change curves. The power of information is to empower the business with real-time insight across the organization in ways never possible before. With these business insights, organizations acquire the ability to reshape products, services, and customer engagement, with the help of digital technologies.


Real-time collaboration: Thanks for the emergent digital technologies, the era of face-to-face, hierarchical management, and top-down communication, something that is reassuring for many traditional managers, is beginning to change. Cross-functional and real-time collaboration become the new normal. Collaboration, today, is less about mere information and document sharing and more about brainstorming and leveraging collective intelligence. The increasingly virtual and dispersed nature of organizations and the growing workforce of employees receptive to the emergent technologies are two factors redefining collaboration practices both within the enterprise and with external stakeholders. Real-time collaboration is now all about real-time sharing, transparency, active listening, two-way trust in the wisdom of the team, giving proper credit where it is due and constant experimentation. Real-time collaboration as an important perspective of Change Management, is empowered by digital tools and relying on a winning combination of face-to-face and virtual platforms. It involves the creation of an interactive multi-channel communication and sharing processes to generate awareness about new digital reality and accelerate the speed of changes.


Timing is always important, change is inevitable. But the challenge of managing change and adoption is tough, and those firms that can accomplish this feat will have the ability to tackle other challenges, put an emphasis on speed, strategic responsiveness, and structural flexibility, to run a real-time, high performance and always-on digital business.

Monday, September 18, 2017

The Monthly “100 Creativity Ingredients” Book Tuning: Creativity Credos Sep., 2017

All humans are born with raw creativity ability. Creativity has many dimensions, with multi-faceted truth and myth, manifold knowledge and multidimensional insight. Creativity is wings of our mind and tempo of our heartbeat. Creativity is a constructive disruption, not so bad addiction, and a sensational phenomenon. The purpose of “100 Creativity Ingredients - Everyone’s Playbook to Unlock Creativity “is to classify, scrutinize, articulate, and share insight about one hundred special creativity ingredients, to paint the picture with them, to add colors on them, to embed the music into them, and to make the story via them, in order to unleash our collective creativity potential.       

                         Creativity Credos

Five Creativity Credos? Either working in the science like STEM or art like painting, writing or acting, the content of creativity is different, but contextually, it’s all about connecting the dots to create something fresh or figure out the better way to do things. To put simply, regardless of which discipline you take, art or science, creativity is about having the novel ideas or a new way to do things. Creative people are both nature and nurtured. The environment is like a catalyzer, which can inspire imagination and trigger creativity by stimulating one’s brain to connect the dots and synchronizing one’s mind and heart to concentrate and transcend for novel ideas to emerge.

Five Innovation Credos The importance of innovation has increased as digital businesses today have the pressure to get more and better innovation. Innovation is to connect the dots, synthesizing that goes in one mind, and teamwork through collective insight. High-innovative organizations can fine-tune innovation management as a differentiated business capability and master innovation in a structural way. Here are five innovation credos to improve digital innovation success rate and build a highly-innovative digital organization.

The Creativity Credos Creativity is an innate ability to generate novel ideas. If in the past the creativity was considered as a rare phenomenon and mysterious, it is now thought that, although with different gradation, is the heritage of all individuals, even some present more creative traits than others. It is the ability that can be developed. Therefore, it is important to create conditions so that the creative potential can manifest.

Three Principles in Building a Creative Digital Workplace? Digital is the age of people, and digital work environment needs to embrace the abundance of information and the culture of innovation, put people at the center of business, and to both engage employees and delight customers. How can digital leaders set principles to encourage creativity, build creative digital workplaces and open the new chapter of digital innovations?


The “PEARL” Principles to Spark Creativity? Creativity is the high level of thinking and innovation is the light businesses are pursuing, We all just fumble around from the dark to pursue creativity and chase new ideas. Is there such a magic formula to double or triple of your innovative ability, what’s your principle to follow for living with creativity?

The “Future of CIO” Blog has reached 2 million page views with about 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.

The New Book “Digital Fit - Manifest Future of Business with Multidimensional Fit” Chapter 1 Introduction: The Characteristics of Digital Fit

Like people, every organization has its own personality and digital fit characteristics.

Digital organizations are increasingly exhibiting digital characteristics in various shades and intensity. They are hyperconnected and over-complex, with well-mixed physical workplace and virtual team setting. Like people, every organization has its own personality and digital fit characteristics, how do you define organizational fit, in order to build innovative and high-performing teams and transform the whole organization into the digital master?


The autonomy of the digital organization: Digital is all about the exponential growth of information and rapid speed of changes. Therefore, today’s digital organizations need to be self-adaptive to the dynamic business environment. Because the business responsiveness and changeability based on self-adaptation are the capabilities to adapt to changes and make conscious business choices seamlessly. And self-adaptation is a phenomenon strictly linked to see learning and knowledge increases if shared and consumed. The new digital paradigm shift is that the organizations are becoming more responsive, holistic, vibrant, self-driving, innovative, and above all enhances and nurtures the living organization. Self-organizing is about empowerment and trust. It’s about building a work atmosphere to encourage creativity, autonomy, and mastery. The high degree of the team’s self-management capability reflects its maturity to be disciplined enough to do the work well in a dynamic and highly innovative environment. In fact, autonomy becomes one of the most critical characteristics for digital organizations to thrive as well as the symbol of achieving high-level digital maturity.


Organizational plasticity as the digital trait: The neuroplasticity is the brain’s ability to rewire, connect, and adapt; the business plasticity is the organization’s capability to change, adapt and innovate with speed. Organizational adaptation is the ability to be highly responsive to the fast-changing business environment. From the economic and organizational point of view, the business with high organizational plasticity can keep a clear focus on the end results. Changing, adapting to or mitigation is a practical way for the existing change plan to bring about the goals of tomorrow. Self-adaptation is faster if made with the full involvement of people in organizational change with the consciousness to change. Organizational plasticity is an important digital trait to keep the business competitive and improve its maturity. There is no single path that will raise the plasticity of a company or business functions or individuals. The key is not to choose one path over the other but to tailor your own path, practice more for accelerating change and digital transformation.

Nonlinearity as the characteristic of digital ecosystem: Digital is fluid, digital is also complex. It becomes complex if things do interact, particularly in the case of “nonlinear” interaction. You can’t separate things properly or you cannot predict the actual effect of interactions straightforwardly. The problem with setting all of your boundaries in a linear way or black and white is that others don’t and it can lead to limited learning and tunnel vision. It just turns out that, the business world and human society get more and more complex. In fact, nonlinearity is one of the most significant characteristics of the digital business ecosystem. Therefore, it is important to applying of nonlinear thinking for complex problem-solving. Nonlinear thinking is a type of circular thinking or out-of-the-box thinking, to dig deeper, it is an emerging type of systems thinking to understand the interconnectivity of things. From linear to nonlinear thinking could be evolutionary. Bridging the gaps between linear and nonlinear thinking can significantly help to improve business effectiveness and maturity.

There are many emergent digital characteristics of modern organizations. Consider digital organization as the self-organized but interlaced environments, and humans are vehicles of natural and cultural solutions. Doing digital is about taking a few initiatives or actions, and being digital is the fundamental shift from the mindset to behavior.