ABC NET

1 Sophistication is an interesting word which is different from complexity. Complexity which often describes the things or systems, can be managed and optimized from a technical perspective. And sophistication which describes either a person or a thing via the multidisciplinary lens needs to be cultivated with both soft touches and hard disciplines.

2 In today’s “VUCA” digital new normal, leadership and management practices are sophisticated. Sophistication often implies intelligence, profundity, uniqueness, urban fit, and multidimensional understanding.

3 From survival instincts to thriving sophistication, it’s not a quantitative accumulation, but a digital quantum leap.

4 Digital leadership sophistication is crucial in complex problem solving, understanding context is often the first and important step in leadership perception, create the relevant context to make a more lasting solution, not just fixing the symptoms.

5 The emphasis of leadership sophistication is on trying to determine which competencies or capabilities should be used in which combinations, and with what level of weight for each, for every different situation, in order to improve leadership effectiveness

6 Sophistication is also about the multi-dimensional competencies to formulate creative, unconventional alternatives or solutions to resolve problems, to show versatility and flexibility in response to unpredictable or unanticipated circumstances.

7 All businesses have certain capabilities, what matters is digital capability sophistication (hard to copy, uniqueness, complexity) and maturity (efficiency, effectiveness, and agility).

8 Decision making is one of the most important and sophisticated activities for business leaders and professionals today, and at the strategic level, the outcome of decision making will directly make an impact on the survival or thriving of the business.

9 Digital Ecosystems generally do not ‘think’ in the way we understand thinking; ecosystems are complex systems, behaving by way of interactions among the various constituents, it follows from this hypothesis that sophistication appeared rather suddenly within the history of human evolution.

1 Sometimes organizations go stale and need the so-called outlier - the "shot in the arm" of someone who can think differently, see things from different angles; read between the lines, tell the fresh stories.

2 An outlier’s view is upon how to see things from different angles, keep a certain distance from the environment you observe or experience.

3 Visionary is often an outlier - the one who steps out of a conventional thinking box, or linear patterns. Therefore, they can see things further or deeper.

4 An outlier’s mind is magnetic to attract even “polar opposite” viewpoint as every wise thought always has an opposite thought not less wise.

5 Outliers have an open mind that holds onto its beliefs while being prepared to consider other perspectives should they make sense.

6 An outlier’s mind is skeptical with good reasons: A skeptical mind dares to ask tough questions, is able to assess the value of new evidence and act accordingly.

7 Outliers do not follow rules blindly, they are confident to keep asking, "why? why? why?" Outliers have the interdisciplinary knowledge, and their imagination is not constrained by the knowledge, they have a growth mind, leverage critical thinking, and creativity.

8 We all have our own bias, some have more, some have less. Thus, we all should desire to become the “outlier” in a certain area, broaden our points of interest and try new things to extend our thinking box.

9 An outlier is creatively disruptive, break down silos, update digital rules, and create new knowledge. They refuse to be bound by constraints and limitations, or conventional wisdom and a pursuit of possibilities rather than impossibilities.

1 Being digital fluent in contextual intelligence aids us in understanding what’s relevant and what’s not.

2 Digital fluency is the business capability to skillfully manage information lifecycle, to create fresh content enlightening customers; to gain contextual intelligence for solving complex problems; and more importantly to be fluent in innovation management for catalyzing business growth.

3 Digital fluency does not mean you only master one language, but multiple; only be skillful in one domain, but interdisciplinarity; not just see things from a single dimension but through different angles.

4 In the digital era, we will be confronting a number of high-complex problems in the hyper-connected world, the business solutions will require an integration of different sets of knowledge and digital fluency across multiple disciplines.

5 An organization with digital fluency means to break down silos, create the information savvy environment that encourages the utilization and the flow of information and knowledge.

6 Innovation fluency means that organizations today have a better ability for connecting dots across functional, industrial, geographical, or generational boundaries.

7 At the high maturity level, companies need to embed digital into the very fabric of the business, explore digital in a structural way, to avoid digital traps for achieving digital fluency.

8 Running a digital organization with information fluency means that the business has the rich flow of information, information has the right quality; information is applied properly, and information has been refined into business insight or customer foresight with the aim of solving tough business problems and improving organizational responsiveness and performance intellectually.

9 A leading digital organization with innovation fluency can handle innovation streams for different goals and different time frames and manage a balanced portfolio including both radical innovation and incremental innovation, hard innovation and soft innovation.

1 Mentorship motivates people by allowing them to learn by giving them the time and the confidence to work out for themselves what needs to be done in certain situations.

2 Great leaders should be ideal mentors, If the leaders are not willing to mentor the next generation of leaders, it will lead to reduced competitiveness and effectiveness and suboptimal business results.

3 By mentoring you are showing that you value others, and in order to add value to others, you need to hold people in high regard, not only for who they are but for the potential that lies inside of them.

4 Mentorship is about guiding, advising, interpreting, and influencing: This is radically different from the command-and-control style of leadership.

5 Learning, coaching, and practicing leadership are the iterative continuum that is improved by constant learning and practice.

6 A well established and functioning mentoring process is invaluable for an organization to develop its next-generation leaders and for the current leadership to stay attuned to the realities of their ecosystem

7 Mentorship inspires the culture of learning. There should be a balance between the organization and the individual where the responsibility for learning is concerned

8 Mentoring and talent development can be well embedded in organizational innovation management lifecycle, it's the practice based on mutual interest and encourages close collaboration.

9 Mentorship is both art & science, it inspires the culture of learning, build the effective leadership team, improve agility in the organization,

1 Peace is more than just a “feeling good” factor. Peace is the ability to connect with, and be in sync with creation.

1 Self-discipline is about disciplined thoughts. Thoughts are single pointed and focused to whatever you do.

2 Self-discipline is what supports that moral courage and allows us to act in the right manner. Self-disciplined people have better clarity of thoughts and, therefore, do not get carried away by the herd mentality.

3 A self-disciplined mind has more awareness of thoughts and actions. Awareness is at the level of the energetic connection between Heart and Mind.

4 Without self-discipline, you do not manage to transform negative habits and you do not create a new state of awareness where the self is nourished through the experience of positivity.

5 A self-disciplined mind is good with some flexibility and fine-tuned to the circumstances. If self-disciplined people start expecting others to be like them, they no longer remain "self" discipline.

6 Self-disciplined people are more influential because more often they can harmonize their mind, their heart, and their action, to put simply, walk the talk.

7 Self-organizing teams means knowledge workers have to manage themselves with self-discipline.

8 Letting people explore where their energy is and then align the energy to work at hand. A sustained motivation will further enforce self-discipline. Success requires determination, persistence, discipline, dedication and practice in the present and a continuum.

9 The high performing and high potential digital professionals are self-motivated, self-directed, self-disciplined. Self-discipline is nothing but self-consciousness.

1 Transparency, as used in science, engineering, business, the humanities and in a social context more generally, implies openness, communication, and accountability. Transparency is operating in such a way that it is easy for others to see what actions are performed.

2 Transparency is a fundamental factor for performance. A prerequisite for transparency is trust.

3 The transparency is to transform the organization into the system approach,not through command-control hierarchy only. It has to be implemented systematically and communicate democratically.

4 Transparency doesn’t mean to be compliant only, or being too “direct,” too straight, or even too “rude,” lack of strategy or profundity.

5 If transparency is the wind under performance’s wing, then, the effective way to transparency is through communicating, communicating and communicating.

6 Transparency can help leaders tell a story of the journey from current state to future state, of improvements, of accomplishments, of enablement with business strategies, etc. It's definitely a great core competency to leverage

7 Organizational transparency will enable effective communication, build trust, enforce collaboration, manage change smoothly and integrate the loosely coupled functions into integrated business competency.

8 Generally speaking, transparency enforces trust in the organization. You could supervise with control of every move. But to build trust, it is really important for teams as every member is always aware of how the whole process is going on, what results have already been achieved.

9 Digital technology makes the world more open and transparent than ever, at the organizational level, businesses are always on and hyperconnected, there is no shortcut, transparency is a must. But the word of caution: transparency can be a double edged sword if the audience doesn't understand and embrace the intent in the right spirit.

1 There’s knowing unknown, and here’s unknowing unknown, so it's not a new topic about “Blind Spots. The blind spots are perhaps inevitable, the point is how business leaders or managers should learn to deal with them seamlessly.

2 The root causes of blinds port are often the people’s mentality such as ego or bias, thought processes such as lack of “whole brain” thinking, or lack of knowledge or insight.

3 It’s important to build high-performance teams with the heterogeneous group setting, complementary skills, and distinctive capabilities in order to fill blind spots, clear business vision, and spur creativity

4 To close blind spots, you have to be humble to realize there are many things you know you don’t know and perhaps even more which you don't know what you don't know. Until that happens, you will continue in the lives of blindness

5 Continue to see the importance of dealing with blind spots by learning how to be quick to listen, slow to speak, and slow to anger.

6 Many teams operate with an incomplete and relative small view of the business and take linear management discipline. It’s no surprise that such silo mentalities will create numerous blind spots in talent, resource, process, capacity, and capability management, and further cause failures in strategy execution.

7 To close blind spots, be humble to learn; be hungry for the insight, be skillful to frame the right questions and behold to the metrics.

8 You need to listen, accept, and act on the blind spot, whatever it is and check the "mirrors" that you appreciate the huge favor and gift they have provided you.

9 The company's reputation and success today are founded on innovation and to a very large extent, innovation closes blind spots. The productivity is higher in an innovative organization, and an innovative organization has less blind spots because people do not fear to provide feedback.