Welcome to our blog, the digital brainyard to fine tune "Digital Master," innovate leadership, and reimagine the future of IT.

The magic “I” of CIO sparks many imaginations: Chief information officer, chief infrastructure officer , Chief Integration Officer, chief International officer, Chief Inspiration Officer, Chief Innovation Officer, Chief Influence Office etc. The future of CIO is entrepreneur driven, situation oriented, value-added,she or he will take many paradoxical roles: both as business strategist and technology visionary,talent master and effective communicator,savvy business enabler and relentless cost cutter, and transform the business into "Digital Master"!

The future of CIO is digital strategist, global thought leader, and talent master: leading IT to enlighten the customers; enable business success via influence.

Thursday, May 25, 2017

The Weekly Insight of the “Future of CIO” 5/25/ 2017

Blogging is not about writing, but about thinking, brainstorming, innovating and sharing.
The “Future of CIO” Blog has reached 1.8 million page views with 3700+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Here is the weekly insight about digital leadership, IT Management, and Talent Management.

  The Weekly Insight of the “Future of CIO” 5/25/2017
  • CIOs as Linchpin to Strengthen Digital Transformation: At the industrial age, IT is often one of the weakest links in the companies, running in a controller’s mode, slow to change. At the dawn of the digital era, leading businesses across industrial sectors claim they are in the information management business. The highly effective corporations need to embed the power of information in its fiber to weave agility and other business competencies, to ensure it is part of its mechanism and process to improve business responsiveness and decision effectiveness. They also have to leverage the power of the latest digital technologies to improve productivity and efficiency. Hence, CIOs as IT leaders should reinvent IT to strengthen the weakest links and catalyze digital transformation.

  • 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 and improve both the top line business growth and bottom line efficiency. Here are a set of digital board's IT inquiries.

  • Setting Principles for Managing Digital Innovation  The blurring border of the digital organization and its business ecosystem make the world hyper-connected, but also over-complex. Organizations today can no longer rely on a single individual or team to drive innovation, or still think innovation as a serendipity. Digital is the age of innovation, and innovation is what leads to differentiation. There are many ways to differentiate and, therefore, there are many ways to pursue innovation. But it’s also important to set principles and manage innovation in a structured way across the organizational scope and digital ecosystem.

  • Three Open Questions to Catalyze IT Innovation? In the considerably static industrial environment, many IT organizations only focus on the commodity level of services to “keep the lights on.” However, with rapidly changes, fast-growing information, and continuous digital disruptions, “Doing more with innovation” is the mantra to run a high-performance digital IT organization. Here are three open questions CIOs should keep asking themselves, their teams, their business partners, to brainstorm better ways to do things, catalyze IT innovation and drive digital transformation proactively.

  • The Structural Elegance of Digital Organization  Digital makes a profound impact from the specific function to the business as a whole and the entire digital ecosystem. Digital transformation is the scalable expansion toward multiple directions. Digital transformation is to optimize the whole, not the separate silos. Digital is the gigantic puzzle with many misplaced pieces, you have to put them all in the right places to discover the true meaning and unleash its full potential. The structural elegance of digital organization can further enforce its strategic responsiveness, operational excellence, and organizational maturity.

Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes the time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.


The Digital Board’s IT Inquiries

The digital world is so information-intensive, organizations rely more and more on technology,  IT becomes so critical to the success of the organization. Many times, it is a determining success factor for your business strategy to achieve fast growth and long-term sustainability. Further, IT is not a function that can be handled only inside the IT department or by IT managers, it takes the collective effort from the boardroom to cross-functional collaboration to run a high effective digital IT and improve IT overall manageability and maturity. Here is a set of IT inquiries in the boardroom.

How tech-savvy are corporate boards these days? Information is growing exponentially and technology needs will only expand. IT investment of the organization can either lift or break a business easily, IT strategy is an integral component of the business strategy, IT becomes a decisive factor for the business’s long-term prosperity. Hence, the board today needs to become more IT-friendly and technology savvy. In many traditional organizations, while directors bring enriched experiences and many competencies to the table, most do not have access to information about innovation and its potential related to the businesses they oversee. Through frequently brainstorming IT impact on the business, and leveraging technological vision to the business’s strategic planning, a tech-savvy board will have the advantage of pulling enough resources and pushing the business model of technology, trustworthiness, prepare, and launch change, innovation, and ensure what happens next. Companies should establish on-going avenues to information which will regularly feed BoDs understanding about trends and potential innovation for their businesses. IT friendly boards are more innovative because innovation is increasingly technology dependent, technology is evaluated in concert with customers, channels, products, and markets, serving as a catalyst to drive strategic innovation. So the board oversight of information-driven innovation agenda will directly impact business growth and organizational competency for the long run. How tech-savvy the board is will also decide how the business perceive IT, as an equal business partner or just a support function, when IT leaders are invited to the big table, and information agenda has been review thoroughly, organizations take a big leap at the journey of digital transformation.

How best to evaluate the Board's performance in utilizing IT to achieve the business purpose?
The modern boards play a critical role in overseeing the business strategy in which IT is a crucial component. So it is important to have both board and the top executive team understands that technology is not a separate entity which exists just to keep the lights on, and it’s linchpin to build the digital competency. From IT investment perspective, there are three choices organizations make: Ignore new technology, jump on the bandwagon even if you don't know what you are doing, and embrace the new technology finding ways to create strategic value. Only an IT savvy board can select the third option as the right choice and figure out the link of the company growth in relationship to their technology investments. But how deep they can dig and which questions shall they ask will directly impact on the success rate of IT investment and the boardroom governance effectiveness. That is not the act of rubber stamping!  In the end, it’s not about how much IT costs, it’s about how much IT is contributing to both bottom line efficiency or top line business growth either by increased sales or increased agility in adapting the changing business processes. Digital BoDs are the directorial role, it’s crucial to appreciate the value of alternative perspectives and insights which say nothing of not trusting - simply looking from a different stance, and asking the different question, and improve the boardroom effectiveness.

How Important an Information System can be in the digital business success? Though the importance of information and technology is well known as all forward-looking organizations across the vertical sectors claim they are in the information management businesses. However, considering many businesses spend money on sophisticated technology tools that are greatly wasted because the appropriate processes to leverage those tools are not well designed, implemented, or adopted, therefore, the board’s IT investment review and strategy oversight helps to fill the blind spots and bring the new perspective on improving information system effectiveness and efficiency. Generally speaking, information management is all about collecting, processing, refining information, and capturing insight to ensure the right people getting the right information to make the right business decisions timely. Information brings about business ideas; business ideas generate lots of information. Information Systems are the backbone and provide valuable information for key decision making. The board’s oversight helps to build an information-based decision-making culture, and ensure the value of IT is qualitative, measurable and defined uniquely by an organization and become its core competency. The information-based business foresight and customer insight can bring emergent business growth opportunity, prevent risks, lead innovative solutions that meet customers’ needs while reducing the cost to market and achieve unique value for the business’s long-term success.

Digital is the age of information abundance and innovation. The IT management effectiveness needs to be driven like seamless collaboration, collective advantage, and multi-layer ROIs. And surely the board’s oversight of information management agenda helps to highlight the strategic perspective of IT and improve its differentiated value. The wheel of IT in the dynamic digital business environment should keep spinning to enable high-than-expected business achievement and accelerate digital transformation.



Wednesday, May 24, 2017

The Monthly “Dot Connections Connect the Dots to Build Creative Workplace & Workforce May 2017

Digital is the age of creativity and innovation, and creativity is all about connecting the dots.


The effects of an increasingly digitalized world are now reaching into every corner of businesses and every aspect of organizations. Digital is the age of creativity and innovation, creativity is the most wanted trait for digital leaders and professionals today, and innovation is the light every organization is pursuing. Creativity is all about connecting the dots. Which dots shall you connect to improve digital professional quality and accelerate digital transformation?
       
 Connect the Dots to Build Creative Workplace & Workforce
Confidence vs. Arrogance Confidence is one of the most important leadership qualities to overcome challenges and deal with criticisms. Confidence is about having the right dose of ego to show self-respect, self-worth, self-esteem, self-awareness or self-actualization; but not about the overdose of ego showing arrogance or egotism. The management guru Peter Drucker has pointed out the greatest impedance to organizational success is too much ego or arrogance. This can be seen to encompass hubris. So, from the leadership perspective: What are the difference between confidence and arrogance? And how to become confident, not arrogant though??
Likability vs. Respect vs. Trust? Respect is based on being trustworthy and authentic. Likeability is subjective, people often like people who are similar to themselves, or have a certain charisma. Being likable or popular does not always earn you the respect. Trust starts with respecting. There are differences between likeability vs. respect. vs. trust?
High-Performance vs. High-Potential vs. Mediocrity ? Modern talent management is both art and science. However, most of the HR organizations still use static mechanisms to measure talent performance, mainly based on quantitative delivery, with ignorance of qualitative perspective, talent potential assessment, intangible culture effect, and lack of tailored solutions to reach the next level of talent management maturity. For example, as a talent manager, how do you differentiate High-Performance vs. High-Potential vs. Mediocrity, and how shall you treat them same by treating them differently?
Persuasion vs. Manipulation? As Drucker well pointed out: “You can only manage what you're measured.” Benchmarking and measuring are both science and art. There are many practical metrics and KPIs, but not every metric is created equal. The concept of leading and lagging indicators, as applied to the Balanced Scorecard, relies on an understanding of the cause-effect relationships between KPIs in the different perspectives. But what’re the differences between leading indicators vs. lagging indicators?
Complimentary Team vs. Competitive Team - How to Build a High-Performing Team? Digital businesses are hyper-connected and interdependent; the nature of team is also shifting from homogeneous setting into heterogeneous characteristic; the further debate is: Complimentary team or competitive team, which can build more trust and achieve the high-performing result? What's the strategy and tactics to shape a high mature digital master?
The “Future of CIO” Blog has reached 1.8 million page views with about #3600th 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.


Setting Digital Performance Measurement/Management Principles

The real purpose of performance management is to provide business insight and monitor the progress of strategy management.

Enterprise performance management is about how organizations manage performance at both strategic and operational level to achieve the setting business goals and objectives. Selecting performance metrics is the main challenge in establishing a performance management framework. It is vital that there is a shared consistent understanding of performance measurement and how to set common digital performance principles for improving enterprise performance management effectiveness.

Selecting the right set of performance indicators is one of the most important steps in performance measurement: As the old saying goes, you can only manage what you measure. The process to select the right set of performance indicator includes to answering why you are choosing that, how you will use them and whether you have enough resources to manage information and capture the business insight via them. The big "WHY" behind your selection is critical because the indicators will differ based on the reason/underlying purpose for measuring performance. If the big WHY is not clarified, and decision is not made correctly, it will not contribute or help in improving the business result and overall performance management effectiveness, and it will lead to KPI calculation and presentation only. Often you can see problems in using metrics when people aren't clear about what information they want to collect and how they intend to use the information to support decisions. This can lead to people trying to measure everything they can think of and display the information in every way possible, with no apparent reason for any of it. So to put simply, you can measure everything, but it’s crucial to measure what really matters, and measure them right.

The Key Performance Indicators need to be aligned with strategic and operational priorities:
The struggle for performance measurement or key performance indicator selection is that they sometimes need a number of measures around the same issue to gain a complete picture (Triangulation - use varying sources, measures, and methods of collection/analysis for each.) And then the other pitfall could be that the volume of metrics become unmanageable, turns to be the end itself. The performance metrics are suppose to be the means to the end, and the end is how well the business achieve its goals. Otherwise, they will distract the business from laser focusing on the most critical business issues. Hence, it is critical to map metrics clearly to a strategic goal or object. It shouldn’t create ambiguity or conflict in the mind of the accountable party. And don’t forget to drill down the priorities into all of the business units so they can be aligned to business purpose through workflow, technology/systems, people, measurement as well.

Metrics shouldn’t motivate a team to game the data: One of the biggest problems with metrics, in general, is that, once you have them, The effective performance measurement approach should enable business managers or professionals keep track of the progress made toward the predefined set of goals, in a consistent matter. It is important to complementing qualitative insight with quantitative insight which can sometimes give you a better picture of reality so they can make better decisions and get better outcomes. The metrics shouldn’t motivate a team to game the data, or they filter and even distort qualitative result and prevent the business from seeing a real holistic picture. Hence, the well-selected performance indicators should be based on the alignment of strategy management and performance management as well as the comprehension of decision-management and performance management continuum.

Keep in mind, measurement is not just numbers, but stories: Selecting the right KPIs is one of the most important steps in measurement because this process includes to answering why you are choosing that, how you will use them and whether you have enough resources to manage data. And who are accountable to improve those performance results. Hence, it should tell an information-based comprehensive story. It tells you how well you implement business strategy; how smooth you manage changes; how fair your talent management is; how effective you make decisions, how bold you manage innovations, how productive your staff is, and how mature is the overall business manageability.

Enterprise Performance Management is an overarching umbrella for other management disciplines: Corporate Performance Management is a management control from strategy till shop floor. Performance management is not isolated management practices, managing performance means to translating strategy into operational terms, and mapping collective goals to individual tasks, to make the  strategy everyone’s everyday job and a continual process. It needs to be accompanied by an agreed standard, defining tolerances (upper and lower) for variation.  It needs to be fully defined with specifications detailing its meaning, intent, relationships to other measures, calculation, requirements, reporting requirements and ownership. It has to be manageable -if the result or outcome it is measuring improves, it doesn’t cause another result or outcome to get worse, to ensure the business as a whole is superior to the sum of pieces.

The real purpose of performance management is to provide business insight and monitor the progress of strategy management. It can tell the vivid data-based story based on “5W+1H” business navigation. The well-selected performance indicators can provide the rational view of strategy execution & business manageability and make continuous improvement both and create synergy in the qualitative and quantitative way.


CIOs as Chief Insight Officer: How to Leverage IT to Improve Digital Maturity

Organizations must leverage the emergent digital trends and the latest technologies to design, build, scale, and optimize competency and improve business maturity continuously and systematically.

Digital make a significant impact on every aspect of the business. The multidimensional digital effects provide impressive advantages in term of the speed of delivery and unprecedented business opportunities & risks. A digital organization can bring greater awareness of business ecosystem intricacies and the systemic perspective of organizational structure, business process, people dynamics, resource alignment, or technological touches. The challenge is to have a harmonized vision about organizational strategy, capabilities, and business maturity. CIOs as Chief Insight Officer: How to leverage IT to build digital competency and improve digital maturity ?

Identify and prioritize emergent digital opportunities timely: The unprecedented opportunities brought by digital technologies and increasing speed of change can lift up a fast growing business promptly, also reinvent a well-established organization to reach the next level of the business growth. There may be many elements of digital competency that are foundational to almost any foreseeable digital strategy so implementing them could be viewed as a valid preparatory first step in readiness for a strategic opportunity when it is recognized. Because the inevitable digital disruptions can ruin the brand image of a well-established organization almost overnight. Hence, a company must leverage IT and encompass all of the relevant disciplines in place and actively monitoring opportunities & risks in order to recognize and act on them in a time frame that will yield strategic advantage. Forward-thinking digital organizations today need to constantly adapt to the ever-changing environment, improve business competency, and seeing the digital transformation as an opportunity while keeping a holistic overview of the business are the core messages of the digital transformation.

Dealing with fast paced and ongoing change effortless: A changeable organization is to creating organizations where change is the norm (though not for its own sake) and happens the whole time thereby delivering faster and increasing market share. Change cannot be just another thing that needs to be accomplished. It has to be woven into communication, process, and action of the organization. Change Management shouldn’t be just an isolated effort, but an ongoing core business competency. The issues that will prevent change from happening are likely to be the leadership vision, communication, internal politics, current culture/blame, poorly aligned systems/processes/technology, too much hierarchy or centralization. The trick is also to find the balance between change direction control and real involvement of the affected employees. Change is a dance between top management and the affected parts of the organization where it must be clear who is responsible for what part of the change. The roadblocks to change include, but not limited to lack of direction. In today's work environment, it takes a lot of energy to break habits and outdated processes, but change is happening at a more rapid pace. If you make change part of your routine, then change becomes easier to deal with.

Managing information and technology effectively: Nowadays, every organization claim they are in the information management business. IT is the core competency. Foresightful business leaders are increasingly looking to the IT function to introduce beneficial change into their business models to improve strategic performance, enforce customer intelligence and to position the enterprise for future industry leadership, etc.  In a digital business environment where change is constantly happening, that handicaps the organization, the emerging digital organizations should leverage digital technologies and tools in enforcing holistic strategic planning, cross-functional collaboration and dynamic processes management. The aim of modern Information Management has often been described as getting the right information to the right person, in the right format and medium, at the right time, in order to make right decisions. The leading IT organizations now explore the consumer based model -running faster, nimble and resilient, with digital speed.  Digital IT is a business conductor in knitting all important business factors, to improve business changeability, responsiveness, agility, flexibility, and maturity.

Building business competency systematically: Organizations today are living in the digital sea today, you have to change with the "tide," but you also have to follow the well-defined principles which would guide you in decisions and how you relate to others, with which speed can you swim in the uncharted water, what competency helps you survive and thrive, and how to laser focus on the destination without getting lost. Organizations must continue build its business competency to stay compatible and evolve in a compatible manner with its environment. The digital competency they should craft is about adapting, optimizing, innovating, and improving business maturity, to achieve the desired effect under specified performance standards and conditions through combinations of talents and resources, processes, and technologies to perform a set of activities. An accelerating digital IT separates the exploitation of the existing methods and technologies from the exploration of the new way to do things via leveraging the emergent digital trends to design, build, scale, and optimize business competency and improve business maturity continuously and systematically.

High mature organizations are moving solidly from doing digital via applying digital technologies only to going digital and being digital via expanding digital both horizontally and vertically, across all business dimensions, to optimize underlying functions and processes, building business competency, improving both organizational flexibility and strategic responsiveness, and reach the high level of digital maturity.

Tuesday, May 23, 2017

The Monthly “Digital Gaps” Book Tuning May. 2017

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.

Digital Leadership Gaps Digital means hyperconnectivity, fierce competition, and “VUCA” digital normality. Successful companies need to keep growing and innovating, and developing the next generation of leadership is one of the best ways to do that. The variety of management studies shows that there are significant leadership gaps for both innovation management and management innovation, as well as the radical digital transformation. The traditional cookie-cutting matching leadership development approach more possibly lands a homogeneous follower, cannot discover an authentic leader. And traditional talent pool is too static, limited and not dynamic enough to select authentic, creative, and energetic digital leaders who can lead more effectively in today’s complex global business environment. The change needs to come from the top to amplify its influence. If you are not taking steps now to shrink that leadership gaps, you will not be prepared to lead the digital business in the future. But more specifically, how to identify and close digital leadership gaps in order to improve leadership effectiveness and maturity.
How to Fill Three Leadership Gaps? Competition at the leading edge of business is fierce at the age of digitalization and globalization. Successful companies need to grow and innovate, investing in, and developing the next generation of leadership is one of the best ways to do that. Many studies show that there are significant leadership gaps for high potentials who will be tomorrow’s leaders. The cookie-cutting matching approach more possibly lands a homogeneous follower, not discover an authentic leader. And traditional talent pipeline is not sufficient enough to select heterogeneous, creative, and authentic leaders who can lead more effectively in today’s digital dynamic and global business setting. To put simply, there are many multinational companies around, but very few global companies; and there are many multinational business executives, but very few truly global leaders. If you are not taking steps now to shrink that leadership gaps, you will not be prepared to lead the digital business in the future. So what are the significant gaps need to be filled effectively?
Three Traits to Bridge Digital and Global Leadership Gaps? We are at the age of digital dawn, now the physical barriers can no longer be the walls to separate people from communicating and sharing knowledge and insight, are we on the way to recognize the best of the best, or simply blend the variety of perspectives into the new ideas and solutions, and more critically, what are emergent traits to bridge global leadership gaps, and develop the new generation of digital leaders and managers who can gain respect, win hearts and minds not just locally, but globally?
CIOs in the Boardroom: Which Gaps Shall you Bridge??There is no question that businesses need digital leadership in today's boardrooms, as information becomes the life blood of business, digitalization is in every forward-thinking business’s agenda, and globalization turns to be the new normal of business expansion. All of these brings the significant opportunities and responsibilities for the new breed of CIOs: Do you want a seat in the Boardroom, which gaps shall you bridge? Digital gap, information gap, innovation gap or global gap?
How Does a Senior Leader Deal With Blind spots in Decision Making? There’s knowing unknown, there’s unknowing unknown, so it's not a new topic about “Blind Spots,” everyone perhaps has some, but as a senior business leader (or any kind of leader), the blind spots will cloud your vision, trigger your negative emotion, cause your decision ineffectiveness, and screw your leadership competency. So what're the causes of the blind spot, and how to deal with them logically?

The “Future of CIO” Blog has reached 1.8 million page views with about #3600th 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.











Setting Digital Principles for Effective Decision-Making

Fundamentally, an organizational management is a decision management and performance management continuum.

A decision is arguably a choice between two or more options. The greater majority of these options are circumstantially provided. Even with the best systems and processes, there are no “magic formula” to guarantee that you will take good decisions. Therefore, it’s crucial to set digital principles that allow different people at different organizational levels to make their own decisions individually to run in the same direction and meet the same objectives in a consistent and rapid manner and improve the decision effectiveness of the business. From the business management perspective, decision principles provide a foundation for decision-making scenario throughout an enterprise and inform how the organization sets about fulfilling its vision and goals.

Decision-making is the discipline across the art and science; gut feeling and information; confidence and humility: There is no magic decision formula. Decision making is an art only until the person understands the science. The science of decision-making is to make sure there is an effective decision process in place. You need to both frame the right issues as well as decides how to deal with them in a structural way. People need to leverage both critical thinking and creative thinking to ask tough questions for framing the real issues behind decision making. If the decision-making process is well designed & well executed, you have the highest probability of getting the best outcome. An effective process does decrease the risk of the wrong choice, not eliminate it. A good process can still get adverse outcomes. The art of decision-making is based on a sound judgment, mixing feelings and reflection, inner wisdom and self-regulation.

Team (with heteregeneous setting) decision works because they bring different perspective and information to the table: Teams decision works because they bring different perspectives and information to the table. They help balance out the biases that from which we all suffer. They help to generate more of everything (viable alternatives, criteria, etc.) all of which is shown to improve the quality of decisions. An effective decision-making scenario takes the good alignment of people, process, and technology. The process organized through the software helps to organize the goals, and stimulate healthy debates. As a result, the debate in the decision-making sessions cut out the bickering about the input and more about expected outcome to meet the goals of the group, and improve decision making effectiveness.

It is often said that a wrong decision taken at the right time is better than a right decision taken at the wrong time: Fast decisions are made of necessity. But a condition of benefiting from considered decisions is having a good decision -making process to use the time effectively.  Potentially, longer time frames allow the creation of more alternatives from which to choose, using both rational and instinctive knowledge. Time also allows a decision-making process to emerge by consent. Do some systematic analysis in order to create more updated processes to smoothie the decision-making scenario. Any decision made needs to be applicable in a timely manner. The decision-making always contains a part of the risk. Deferring decision-making is an essential aspect of human factors, putting off making decisions till tomorrow that are needed today is one of the signs of dysfunctional management. There are quite a few decision-making pitfalls, such as communication/decision bottleneck, out of the dated process, procedure, practice, culture, politics or leadership style, etc. The decision effectiveness is to make sure decisions are being taken neither impulsively nor too late, in order to take actions at the right time for responding to changes.

The blind spots are perhaps inevitable, the point is how today’s decision makers learn to deal with them seamlessly: The reason decision making is often a difficult task because it is contextual and situational; it takes a unique individual to understand a situation and relates it to the present, and there is no magic formula to follow. There is fuzziness in the decision because there is fuzziness in conflicting criteria, and there are hidden barriers on the way. As the matter of fact, there are so many reasons decisions could be bad, the effort should be to focus on the most dangerous causes of bad decision-making. .There is the danger of super specialization, which can deprive people of a holistic understanding of the situation in order to make effective decisions. Many teams still operate with an incomplete and relatively small view of the world. Thus, too often in an effort to keep moving forward, they jump to the wrong conclusion. There are also many senior leaders who fail to deal with blind spots because arrogance clouds their eyes; unconscious bias causes poor judgment, or they have a very homogeneous team who always “think the same.” In reality, many poor decisions are made by very intelligent people. It is the responsibility of each individual to examine themselves and their decision-making scenario to make sure they are open to true understanding for achieving decision maturity.

Decision maturity is to ensure the right decisions have been made by the right people at the right time to solve the right problems: The key decision factor is how you frame the issue (to be decided on), another factor needing more attention is who makes the decision, in particular, why is it that in business decisions are ultimately made by that person. Decisions are still made by people, so the challenge is to get the relevant people communicating with each other more efficiently, and making the best use of the digital tools. And for the same reason, you need a sound process to frame the decision, spec out your options, weigh them appropriately with the right people, to make sure decisions are being executed and not permanently questioned. Collectively, the effective decision can be made when people looked at an organization as a whole rather than single items. That means the effective decision making is based on understanding relationships between activities inside as well as outside an organization, having the right people with the right information, following a systematic decision-making process for making the right choices timely.

One significant effect of digitization is increased velocity, complexity, unpredictability, and a need for a faster response to changes in businesses based on effective and efficient decision making. Either individually or collectively, it takes practice, practice, and practice more to improve decision effectiveness and maturity.