Digital Master
Showing posts with label Digital Master. Show all posts
Showing posts with label Digital Master. Show all posts

What are Key Differentiators between Top Performers and the Rest in the Digital Organization?

Top performers are perceived as modern, open-minded, informative, creative digital leaders and professionals.

People are always the most invaluable assets in organizations but often the weakest link as well. Due to the fast update of technology and the accelerating speed of business changes, among the most pervasive and persistent concerns from organizational leaders are talent gaps. The true value of people, especially today’s knowledge workforce includes many tangible and intangible factors, It's a total of what the employee brings to a business (quality, creativity, and productivity), Either individually or collectively, what are the key differentiators between top performers and the rest? And how to unleash collective human potential to unlock business performance?

Strategic thinking: ”Strategic Thinking is about getting the best information you could and continuously update, uncovering options, thinking long term, not just immediate goals. To put simply, Strategic Thinking is about “keeping the end in mind. Top performers today are usually great strategic thinkers because strategic thinking means change. While most people don’t like change, but top performers often have high adaptability to thrive in the digital dynamic. Either individually or at the organizational level, the biggest mind-shift in moving from operation-driven to strategic-oriented is to switch from focusing on activities to thinking about outcomes. Top performers with strategic thinking are able to gain an understanding of the past and the perception of the future. They are able to view the complete business as an ecosystem with all its dependencies and interconnections. They are also able to tie all important things together in order to develop actionable plans and sustain actions over an extended period of time.

Digital literacy: Digital is fluid and also complex. It becomes complex if things do interact, particularly in the case of "nonlinear" interaction, you can't separate things properly, and you cannot predict the actual effect of interaction straightforwardly. The top performers present multidimensional intelligence, interdisciplinary knowledge and show the digital literacy to understand business context, read between the lines, and demonstrate the ability to effectively navigate, evaluate, and create information using a range of digital technologies and abundant information. At an enterprise level, the linear business perception needs to be replaced by the adaptive digital system viewpoint. Digital literacy requires cross-functional communication, collaboration and interdisciplinary knowledge sharing. It requires information management capabilities, business learning, growth, and innovation competencies, etc, of the company to manage their strategy smoothly.

Collaborative problem-solving and team-working: Many of today’s business problems are complex, and solving complex business problems requires deep thinking, multidisciplinary knowledge, and collaborating. Top performers have both open and growth mindset, enjoy both independent thinking and teamwork, keep updating their knowledge, have intellectual curiosity to dig into the root cause, also show the flexibility to pursue alternative solutions. Complex problem-solving requires collaboration. Collaboration is at its essence, the intellectual harmony between humans. Collaboration is a fundamental part of what ultimately fuels inspiration, imagination, and innovation, and create a sense of belonging enjoys understanding the complexity and guides people through it. Top performers have a collaborative spirit to initiate digital dialogues, brainstorm ideas, turn around the tough situations, and skillfully assign their talent, resource and time carefully to solve problems really matter.

Entrepreneurship: Top performers demonstrate entrepreneurial traits such as open-mindedness, creativity, self-adaptation, flexibility, and resilience, etc.They can break down outdated rules, present accountability which is a type of cognitive fitness to show the ownership mentality, deploy new ideas, new processes, new adventures to adapt to change, doing things innovatively and wish to make great achievement as well. Top performers with entrepreneurial traits can bring optimism to influence the organization’s culture, break down the negative thinking box, linear knowledge, and mono-color culture. At the organizational level, entrepreneurship has been recognized as a potentially viable means for promoting and sustaining organizational performance, renewal and corporate competitiveness. Corporate Entrepreneurship is embodying risk taking, proactiveness and radical changes.

Customer-centricity: Top performers won’t just wait for the customers’ requests to solve their issues; but work closely and proactively with users and customers, to identify the real problems and solve them effectively. They are willing to listen, ask questions, and probe to identify the goal of the customer experience improvement, constantly looking at the business through the lens of a target customers. At the business level, it is very easy for an organization to become inwardly focused and fall into an operational mindset, get so focused on internal components and forget about the very reason a business exists in the first place. Top performers sincerely care about customers, and keep building differentiated business competencies to create value for them and build a customer-centric business.

Top performers are perceived as modern, open-minded, informative, creative digital leaders and professionals. They can broaden their outlook, envision the bigger picture, build differentiated professional competencies, inspire creativity, improve professionalism, and unleash their full talent potential.
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The Organizational Fragility Caused by Imbalance

Growth, balance, and harmony are not fixed, they are flowing. 

The black and white boundaries continue to diminish in the 21st century due to the occurrence of increased economic integration, hyperconnected and interdependent nature of digital organization. Ad hoc business change is doomed to fail. The digital transformation is radical change, with all sorts of ups and downs, bumps and curves. It brings both opportunities for business growth and risks as pitfalls. From a business management perspective, the imbalance of any sort will cause change fatigue, decision ineffectiveness or business fragility, To lead change smoothly, how to identify problems and fix them smoothly?

Imbalanced cognitive skills: Hyperdiversity and superfluidity are the characteristics of the digital era. Change is a team effort, to harmonize and move forward, it’s important to embrace cognitive difference, be open to diverse viewpoints, enforce empathetic communication, and harness cross-functional or cross-regional collaboration. The imbalanced cognitive skills often create cognitive gaps, cause groupthinking, generate blindspots, and lead to ineffective decision-making. Therefore, cognitive performance is important for both problem-solving and creativity development. Individually, to develop multidimensional intelligence and sharpen cognitive skills, it’s critical to frame a bigger box of thinking, let the "out of the box" thought coming into your own thinking box, to think both broader and deeper, critically and creatively in order to make sound judgments and effective decisions. Collectively, talented people with the cognitive difference can understand things from different angles and bring new perspectives to the table. It’s important to set up a heterogeneous team with balanced cognitive skills, and its team members can proactively stimulate the creative energy and their collective psychology shapes the culture of innovation.

Imbalanced business priority: Nowadays there are so many things going on in the business, with so many distractions or disruptions. the organization has limited resources and they can’t chase all emerging opportunities or capture everything looks shiny. The imbalanced business priority will perhaps get the business stuck and make the business fragile, and cause the business falling into the “busyness” cycle without going anywhere. The high mature digital organization gives a balanced focus on achieving both short term and long term objectives. Therefore, the toughest part of the strategy is the trade-offs, organizations need to keep one eye on today’s performance and the other eye on the future performance of the business. It has to strike a right balance of exploration (planning, designing, developing, investing, innovating, monetizing and orchestrating) for pursuing growth opportunities and exploitation (consolidating, rationalizing, modernizing, integrating, securing, or optimizing) for achieving operational excellence. In practice, sometimes business managers focus on improving the processes or implementation of performance management or evaluation but fail to look into the system holistically or think long term to shape the future. Thus, the business leaders today must be able to prioritize well, switch confidently between strategic and tactical, transformational and transitional in order to run a high-performance digital business for the long run.

Imbalance of speed: Companies adapt to the “VUCA” digital new normal with varying speed. On one side, driving too slow will leave the business irrelevant and cause the business losing the game as the competitors will take over the market and win over customers. On the other side, driving too fast perhaps fail the business as well due to the unprecedented level of risks and uncertainty if the company is not well prepared for challenges. We live in an era in which every piece of information has the potential to plunge a company into a falling spiral or a global reputational crisis. The imbalance of speed will cause the business fragile and decrease their business effectiveness. Forward-looking organizations explore the new arena to speed up, but silo mentality, overly restrictive hierarchy or functional segmentation often create barriers that surface between different departments within a company, and limit the pace of their digital transformation. To strike the right balance of acceleration and stability, flexibility and standardization, creativity and process, some organizations run with a hybrid speed, separate the exploitation of the existing technologies, methods, and practices from the exploration of new ways to do things. Highly intelligent organizations can capture business insight almost at the real-time, in order to respond to changes promptly and run the business at the premium speed.

It’s important to understand that digital management is multifaceted and holistic. Striking the right digital balance is a never-ending business life cycle. Growth, balance, and harmony are not fixed, they are flowing. The digital organizations need to get away from letting things fall through, start creating “integrated wholes,” strike the multitude of digital balances which impact with each other in order to achieve such a state of dynamic equilibrium.
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The Monthly Learning Summary: Developing a Learning Organization Sep. 2019

At the individual level, learning agility differentiates high potential from mediocre; at the organizational level, learning agility directly impacts on the top line business growth and the strategic competency.

High organizational learning relates to high response in recognizing and addressing system constraints, adapt to the ever-changing environment. With the increasing pace of changes and the cutting-throat competitions, to effectively respond to the digital dynamics, either individually or collectively, continuous learning becomes an important skill for skill building and prerequisite of developing changeability.

                

Developing a Learning Organization 


Five Building Blocks to Shape a Learning Organization With the exponential growth of data and the mixed bag of new information and outdated knowledge, digital organizations and their people must learn through their interactions with the business environment continually, infuse digital into every aspect of the business, and keep information and knowledge flow frictionlessly. High organizational learning relates to high response in recognizing and addressing system constraints, unleashing business potential, improving organizational changeability and innovation capacity. Here are five building blocks to shape a learning organization.

How to Fine Tune a Digital Learning Organization Digital means the increasing speed of change and hyper-connected, always-on businesses. Change Management in high mature organizations are no longer just a one-time business initiative, but an ongoing business capability. Change Management and Strategy Management need to go hand-in-hand. But more specifically, how to manage change effectively to improve its success rate, and how to fine-tune a digital learning organization?

Closing the Gaps of Enterprise’s Learning Capability Information abundance is one of the most important characteristics of the digital era. Being learning agile becomes one of the most important qualities for today’s digital leaders and professionals due to the abundance of information and shortened knowledge life cycle. In digital leading organizations, the division between 'working' and 'learning' is replaced by combining and integrating 'working, thinking and learning at the operational level, where people do the real work by unifying mind, heart, and hands. At the individual level, learning agility differentiates high potential from mediocre; at the organizational level, learning agility directly impacts on the top line business growth and the strategic capabilities such as change and innovation. So, how to close the gaps for improving the enterprise’s learning capability

Knowledge as the Business Consciousness and Intangible Asset of the Organization Knowledge is power; knowledge is more intangible, complex and dynamic compared to the physical asset. Due to the exponential growth of information, the multitude of information format, and risk/compliance concerns; managing knowledge becomes more challenging but critical for running a smart business. Knowledge Management should take a holistic approach by thinking knowledge as the business consciousness and treating knowledge as an intangible asset of the organization.

Develop Digital Literacy Across the Enterprise With evolutionary digital technologies and overwhelming growth of information, digital literacy is the ability to effectively navigate, create, and evaluate information by leveraging a range of digital technologies for gaining business insight and making leadership influence. From a management perspective, it is a strategic imperative to develop digital literacy across the enterprise, and know how to amplify the multitude of digital effects for making the seamless digital paradigm shift.

The “Future of CIO” Blog has reached 3 million page views with about 6000+ 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.
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Master IT to Lead Digital Transformation

IT faces an unprecedented opportunities to refine its reputation, also needs to take more responsibility as a true business partner and build the good credibility and reputation as a change agent. 

Today, the emerging technological trends and overwhelming growth of information make significant impact on how we think, live, and work; disrupt not only the business boundary but also the industrial boundary and geographical boundary. IT matters more not only because it’s pervasive but also because it continues to advance and its nature of the "constructive disruption.” To run a high performance business for the long term, companies must learn how to master information technology, make proactive preparation for dealing with continuous digital disruptions and adapting to the digital new normal with high velocity and fierce competitions.

IT-based forecast allows the business to capture the emerging digital trends and respond to changes promptly: We are living in an information abundant world with rapid changes and unprecedented business complexity today, envisioning and foresight are critical to navigating the organization into the uncharted water or blurred digital territories. In a business scope, there are some of the important bits and bytes of information needed to forecast a new market, an emerging technology trend, or a business growth opportunity. Forward-thinking companies leverage IT to provide the business foresight and customer insight about upcoming opportunities or risks, understand what customers want even before they know themselves. Some trends are more significant than others in their impact on business growth. Digital leaders today have to keep evolving and gaining fresh views, leverage information for discovering unexpected connections between the business and its rich environment, and shape the future together. The goal of the business foresight and forecast is to predict what will happen and take a step further - what shall you do upon it. It’s a scientific management discipline of business orientation. IT-led forecast precision helps the company respond to changes promptly and prepare the journey for digital transformation confidently.

IT-driven products/services/business model innovation development & management to shape unique business competency: Innovation often has a lot to do with external circumstances, such as the macroeconomic environment or technology trend. The fast growth of information and the disruptive nature of technology brings abundant opportunities to innovate business across vertical sectors. The highly innovative organizations depend more heavily on its technological knowledge and market capabilities to develop and commercialize innovation. IT can drive all sorts of innovation, proactively pushing ideas on how to leverage technology to catalyze revenue growth, increase business productivity, flexibility, and agility. Thus, IT leaders need to break down the IT thinking box and clarify innovation management goals from outside in business perspectives. IT should go out and talk with varying shareholders, business executives and customers to know their pains and gains and understand their tastes as well as current and future needs, for sparking more innovative ideas and managing a balanced innovation portfolio with products/services/business model innovation development from the business lenses .In fact,  IT is the linchpin to integrate all crucial elements into differentiated innovation competency.

IT-led ecosystem alliance to accelerate digital transformation: There is no doubt we are moving from a static and linear business world to a dynamic, hyper-connected, and interdependent digital era,The enterprise digital platforms enabled by information technology break down functional silos, business silos, geographical silos, and even industrial silos, allowing people across the business ecosystem to share knowledge, brainstorm ideas, overcome common challenges, and co-solve business problems creatively and collaboratively. Collaboration is at its essence, the intellectual harmony between humans. The dynamic digital ecosystem can be perceived through the lenses of sociology, psychology, anthropology, the economics of education, economics, organizational and communication sciences, poetical science, etc. Many companies have never been better positioned to engage in multi-industry collaborations. It is excellent to bring digital technologies to this realm, to urge a sense of connection. Digital organizations are like the switches, and IT is the fabric to connect them all together in the digital ecosystem and enforce ecosystem alliance to accelerate digital transformation.


IT faces an unprecedented opportunities to refine its reputation, also needs to take more responsibility as a true business partner and build the good credibility and reputation as a change agent. Contemporary companies must master IT as a trendsetter of the organization advancement; as an innovation hub to create new ideas and generate business value; and as the catalyst of the digital transformation.


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Three Perspectives to Improve Corporate Board Adaptability

Board of Directors with digital acumen can both drive and adapt to changes effortlessly.

Digital means rapid change, the unprecedented level of uncertainty and ambiguity, the expanded spectrum of innovation, and the theme of people centricity. All of these changes bring significant opportunities and responsibilities for the new breed of digital BoDs to lead differently. The digital corporate board leadership today needs to be future-oriented, highly adaptive, steer the organization towards the digital journey with a clear vision, a highly effective board agenda and a set of best and next practices.

Addressing emerging issues and co-designing digital landscape: The modern corporations are living systems. In systems theory, a system is conceived as a process whereby larger entities, patterns, and regularities arise through interactions among smaller or simpler entities that themselves do not exhibit such properties. From a broader systems perspective, synergy is the business term for a desirable emergent property. It’s about understanding of relationships, ecosystems, market dynamics, and the connections between business units, To improve business agility and maturity, the corporate board and top management team need to focus on the emergent organizational system properties and enable the desirable emergent property being built via certain business activities or process tuning to create business synergy.

Systems Thinking helps digital leaders such as board directors discover the interconnectivity and interdependence of the digital business ecosystem, and ensure that the digital business as an organic system growing and evolving with its environment in harmony. To gain the “zoom out” business views, board directors as senior business leaders are like the telescope, they are good at seeing the big picture, determine what the future needs to look like, understand the interconnectivity, synthesize information to capture the full cycle of seasonal changes and then, co-design digital landscape, take a strategic approach to make the vision rolling into reality.

Moving the needle in diversity and shaping an inclusive culture: Contemporary organizations are diversified with a multigenerational and multicultural stakeholders. To keep business dynamic and creative, the composition of the corporate board should reflect the diverse nature of its shareholders. The corporate board composition needs to embrace cognitive difference, functional difference, and other experience/capability difference. The corporate board is responsible for ensuring an appropriate mix of thought processes, capabilities, skills, knowledge, and experience are present or available for it to fulfill its fiduciary functions and improve governance effectiveness.

We are idea-rich and vision clear through inclusiveness. Businesses are stronger through diversity, it allows them to explore options that one individual or a homogeneous group might not have uncovered. In order to lead today’s hyper-connected digital organization with the hyper-diverse workforce, the corporate board composition should be synchronized with the digital perspective of the business. From top down, inclusiveness needs to be well embedded in the business culture in shaping a truly global organization.


Leading change and improving creative agility: Change is the new normal with increasing speed. It is important to bring the change wave to the boardroom as well. The  board  of directors as a top leadership team should contemplate the big "WHY" and know the dynamic of change and adapt to the ever-evolving business circumstances.

Board of Directors with digital acumen can both drive and adapt to changes effortlessly, setting the top leadership tone to rejuvenate the culture of creativity and run a highly innovative digital organization. Change leadership at the board level is important because change management is an interdependent ecosystem that includes many business factors such as the company goals, policies, internal control requirements, customer experience improvements/customer satisfaction, etc.

A change agent board has the advantage of pulling enough resources and pushing the business model of technology, trustworthiness, prepare and launch change, innovation, and master with digital fluency to make profound leadership influence. Directors of the board with the change mind are more skillful to ask ‘right’ questions for governing changes so that the directors would be able to quickly assess any numbers and facts they are given, against applicable benchmarks and detect relevant hints for further questioning or confirmation.

Due to the complexity, uncertainty, ambiguity, and volatility of the digital era, the directorship in any organization must envision the future boldly, influence changes proactively, have the agility to adapt to the dynamic digital new normal, reinforce digital principles and practices, and lead the organization towards its future confidently.
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The Best “Inflection Point” Quotes of “Digital Master” Sep. 2019

 Inflection point is the moment when the way business is being conducted changes more radically, it creates new opportunities for businesses that adept at executing.

"Digital Master” is a series of guidebooks (28 + books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.” It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Inflection Point” quotes in “Digital Master.”




1 A strategic inflection point is a time in the life cycle of a business when its fundamentals (Talent skills, process, and technologies) are about to change.

2 Inflection is a bend, fold, a curve, a turn, a twist; such change can mean an opportunity to rise to new heights, or a risk to hit the uncertainty. But it may just as likely signal the beginning of the end.

3 Inflection point is the moment when the way business is being conducted changes more radically, it creates new opportunities for businesses that adept at executing and operation.

4 Inflection point is the moment to be ‘paranoid’-as it’s the act of inflecting or the state of being inflected.

5 Change reaches the inflection point when change leaders master both the psychological and technical processes behind changes.

6 Change reaches the inflection point when the disruption allows for "new" energy to flow and bring with it something that would not be born without it

7 When reaching the inflection point of change, organizations can stretch out in every business dimension for driving the full-fledged digital transformation with all essential dimensions to adapt to the new world of business.

8 When IT becomes more people centric to delight customers, engage employees and evolve business partners, it is reaching the inflection point for digital transformation.

9 When the organization has put a stronger emphasis on empowering people, the source of knowledge, innovation, business adaptation, and people-centricity, it is reaching the inflection point to achieve the next level of organizational maturity.
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The Best “Digital Fluency” Quotes of “Digital Master” Sep. 2019

 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.

"Digital Master” is a series of guidebooks (28 + books) to perceive the multi-faceted impact digital is making to the businesses and society, help forward-thinking organizations navigate through the journey in a systematic way, and avoid “rogue digital.” It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Digital Fluency” quotes in “Digital Master.”




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.
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The Monthly “Digital Fit” Book Tuning: The Characteristics of Digital Fit Organization Sep. 2019

Organizations have to stretch out in every business dimension for driving the full-fledged digital transformation.

The purpose of “Digital Fit: Manifest Future of Business with Multidimensional Fit“ is to share insight about multidimensional enterprise fit from digital characteristics, organizational structure, change, knowledge, and talent perspectives; evoke critical and paradoxical thinking about digital “fit vs. misfit,” spark healthy debates on how to define and develop true digital fit, and build a fitting working environment to inspire creativity and accelerate digital transformation.

                  

The Characteristics of Digital Fit Organization 


The Characteristics of “Digital Fit” Organization The digital organization has the very characteristics of velocity, complexity, hyper-connectivity, interdependence, and diversification, etc. It’s a living thing which needs to keep evolving and strike the delicate balance of growth and stability. Different organizations perhaps set varying criteria to evaluate “digital fit.” Here are five characteristics of digital fit organization.

Three Aspects of Organizational Digital Fit The digital business dynamic is full of uncertainty, velocity, complexity, ambiguity, information overloading, fierce competitions, and continuous disruptions, etc. The companies today have to move fast; the functional, geographical, organizational, and even industrial border are blurred, marketing, finance, technology, leadership, and talent are all intertwined. It’s important to work out a smooth strategy and business transformation by assessing the digital fit of the organization objectively and utilizing collective knowledge and experience to build competitive business advantage.

Three "A"ttributes of High-Mature Digital Organizations With the exponential growth of information and increasing pace of changes, the world keeps on turning, spinning, and innovating around you, and there will be new technologies, new perspectives, new approaches, new tools, new people that will have an impact on your team and your organization almost every day. What are important attributes and characteristics of high-mature digital organizations, and how to develop unique business competency to groom more digital masters?
Three Fitting Characteristics to Make the Business Stand out as a Digital Master With rapid changes and exponential growth of information, companies large or small are brainstorming the digital ways to think and experiment the better way to solve either old business issues or emergent problems, delight customers, improve employees’ engagement, increase productivity, and inspire creativity across the enterprise ecosystem. Organizations have to stretch out in every business dimension for driving the full-fledged digital transformation. So, what are fitting characteristics to make the business stand out as a digital leader and reach a high level of business maturity?

The New Book “Digital Fit - Manifest Future of Business with Multidimensional Fit” Chapter 1 Introduction: The Characteristics of Digital Fit Digital organizations are increasingly exhibiting digital characteristics in various shades and intensity. They are hyper-connected 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 “Future of CIO” Blog has reached 3 million page views with about #6000+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. blog posting. The content richness is not for its own sake, but to convey the vision and share the wisdom, to inspire critical thinking and spur healthy debates. Blogging is not about writing, but about thinking and innovating 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.
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Apply Gestalt Principles to Design a Self-Adaptive Digital Organization

Gestalt theories, psychology, and principles provide an invaluable angle for the management to understand perceptions & cognitions, business patterns or interconnectivity, etc.

Gestalt psychology or gestaltism is interpreted in psychology as a "pattern" or "configuration." Gestalt Principles describe how the human eye perceives visual elements. it’s known as the "Law of Simplicity," which states that every stimulus is perceived in its most simple form. Gestalt theories followed the basic principle that the whole is greater than the sum of its parts. From a business management perspective, how to apply Gestalt principles to design a self-adaptive and learning digital organization by discovering patterns and understanding the intrinsic interconnectivity between parts and whole,

Come up with meaningful perceptions in an apparently chaotic world: Variety, complexity, diversification, nonlinearity, and interdependence, etc, are the very characteristics of the digital era. Gestalt psychology tries to understand the laws of our ability to acquire meaningful perceptions in an apparently chaotic world, to discover useful patterns and detect signals, to manage order from chaos. In the world with high velocity and uncertainty, there is known known, known unknown, and unknown unknown, it’s no surprise that once a while, the chaos swallows the order in a moment, and the digital seems to go wild. Be paranoid to think forward, but don't panic. The creative mind continues to discover useful patterns and understand the underlying configurations, apply Gestalt principles to come up with meaningful perceptions from the seemingly chaotic circumstances, and actively seek out fresh ideas wherever you can discover them. If you look at patterns, you will find that they are containers for articulating relationships. You can navigate from patterns to patterns to learn about a problem space, peel back the layers to figure out the root causes and solve the problem systematically.

The mind forms a “whole” with self-organizing tendencies: The central principle of Gestalt psychology addresses that the human mind considers objects in their entirety before, or in parallel with the perception of their individual parts; suggesting the whole other than the sum of its parts. Digital organizations are people-centric living systems with the tendency to be self-organizing for improving adaptability and self-renewal. From the economic and organizational point of view, people follow Gestalt principle to perceive the “whole,” are able to adapt themselves and their organization through a collaborative and peer to peer approach. Self-organization will occur naturally and most of the time without, or in spite of, external direction. Teams naturally gravitate towards self-organization, if not interfered with. The two fundamental system elements -structure and behavior co-working in every organism in nature and in every system designed by humans. The behavior points out the relations (actions/reactions) between the system and the environment; and the organizational structure points out the impacts (changes/ transformation) of environment condition on the business system. Digital organizations and their people must learn through their interactions with the business environment and make an adaptation for the future actions.

The part-processes are themselves determined by the intrinsic nature of the whole: The fundamental "formula" of Gestalt theory could be expressed as "there are whole, the behavior of which is not determined by that of the individual elements, but where the part-processes are themselves determined by the intrinsic nature of the whole.” The digital paradigm is associated with deep ecology. Consider the nature and organizations as self-organized but interlaced system which have their own purpose, and the processes are determined by the intrinsic nature of the whole. In reality, the problems of many traditional organizations are silo functions, incoherent processes, overly rigid hierarchy, fractal structure, or bureaucratic management style. Thus, to design a self-adaptive digital organization, the management needs to apply Gestalt principles to understand cohesive relationship between parts and the whole, to fine tune the fundamental business elements such as process, structure, technology, culture, capability, etc, and to ensure that the digital organization can strike the delicate balance between solid and flow, standardization and flexibility, and to improve business responsiveness and coherence.

Gestalt theories, psychology, and principles provide an invaluable angle for the management to understand perceptions & cognitions, business patterns or interconnectivity, etc. The digital organization of the future should be designed openly for unleashing collective human potential based on the comprehensive understanding of how human organizations ought to be contrived in the face of challenges and strategic imperatives of the 21st century, with the goal to unlock performance and drive progress.
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Take a Mixed Change Management Approach to Go Digital

Change unfolds into a wider multi-dimensionally systemic business continuum, to improve business fluidity and people-centricity.

Due to the “VUCA” digital new normal, today’s business is often operational in crisis and conflict environments. It requires the organizations of all shapes and sizes to reinvent themselves and become highly adaptive, flexible, and responsive. Digital transformation is radical change, communication has to flow via all different directions and organizational hierarchy.  It’s critical to take mixed top-down, bottom-up, inside-out, outside-in, middle-out, and cross-functional system wide approaches to go digital in a multidimensional way.


Top-down: Top down approach usually results in holistic thinking and planning. Digital transformation is the large scale of changes. It’s like a gigantic puzzle with many misplaced pieces. It takes strategic thinking to perceive the big picture with a clear business vision, objectives, and value streams and shape the top-down oversight. Without the inclusion of a “top down” framework, there is no consensus on which pieces to look for, which pieces are more critical, and how to come up with a holistic solution, In fact, the top down leadership guidance and executive sponsorship is critical for Change Management success. Change needs to be inspired from top-down, as the top leadership team’s commitment will reassure those who have doubts, make sure that the business moves in the right direction and the strategy time horizon. Top-down change approach is beneficial when the organization maintains coherence while allowing autonomy and managing a right balance between exploration and exploitation.

Bottom-up: With emerging digital technologies, many organizations cross vertical sectors are breaking down the overly rigid hierarchy, moving towards open structures and more freedom to those who are linked with the front line. Bottom up approach to change is important because people fell more engaged in providing feedback, taking initiatives to identify problems and solve them. It’s about leveraging collective knowledge and creativity to develop the business change climate and drive change success. If people don’t feel that they are valued, it’s often difficult to bring around changes and sustain changes later on. Make sure business processes and people are integrated to ensure a consistent ability to deliver change results. In practice, the right mix of bottom-up and top-down change management practices are crucial to both embed change into business DNA and integrate change management into strategy management for driving the long term business transformation success.

Inside-out: When a business becomes so complicated with outdated rules or overly rigid processes or procedures, people get frustrated and annoyed by not being able to accomplish work easily, “Inside-Out” approach to change can be understood as a search for simpler concepts and methodologies to improve operational targets and process goals. If looking at it from a business management perspective, it requires some kind of rethinking and reinventing corporate processes, re-tuning the organizational structures, and recombining the differentiated business competency. It’s important to keep trimming wastes and redundancy, set priorities to bring transparency and ensure the business continually moves up to the next level of organizational maturity.

Outside-in: Digital becomes the very fabric of high performing business, being outside-in and customer-centric is the new mantra for operating a high mature digital organization. The outside-in approach to change is about focusing on customer perceptions and experiences, with the goal to transform the company's culture and be dedicated to creating value for their customers. The customer's experience is about how they encounter, observe, or undergo a company's events or stages. Companies lay out an outside-in digital transformation journey which is helpful, positive, and sharing experiences with customers, and evolve the ecosystem for changing and innovating.

System-wide: Digital organizations are hyperconnected, interdependent, always-on and people-centric. The key elements in Change Management include vision, values, cultures, goals, processes, and measurement, etc. To change an organizational system, you must understand the concept of the true meaning of the nonlinear organizational dynamic. Without a system-wide perspective, a single-dimensional change approach perhaps leads to silo or unwanted complication. Radical change often needs to restructure the root of the company such as values, beliefs, and objectives, It's critical to account for cross-cutting concerns, putting a puzzle together requires trying different pieces, being flexible and willing to put a piece aside to find another more appropriate piece. Thus, it’s important to communicate within the spiral of conscious awareness and apply systems thinking and interdisciplinary approach to manage changes in a structural way.

Change unfolds into a wider multi-dimensionally systemic business continuum, to improve business fluidity and people-centricity. It’s important to take a mixed approach to go digital, make proactive change within the expanded digital ecosystem, and improve business maturity from functioning to firm to delight.
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Fair Reasons to Fine-Tune the Organizational Structure

Fine-tuning underlying business structure and processes is a critical step for improving digital business fluidity, flexibility, and overall digital fit,

The digital organization is an integral business system with policies, cultures, work climates, people (employees, customers, partners, etc.) and processes. To keep digital fit, the organization has to keep optimizing its functional or structural design and management pyramid to achieve a high level of autonomy and the state of digital equilibrium. The whole business ecosystem needs to communicate, negotiate and cooperate with each other for catalyzing changes and harnessing innovation. Here are some fair reasons to fine-tune the organizational structure for streamlining digital flow and improving the organizational maturity.

Change in a strategy requires realignment of resources and fine tuning the organizational structure: With increasing speed of changes, the degree of business responsiveness depends on how business systems and subsystems interact with each other, flatter organizational structures will help to speed up the organizational response to changing markets. In the industrial age, many organizations are running in silos, with the top down organizational structure and overly restricted hierarchy which slows down the speed of changes. Limited hierarchy works best in a creative environment where the free flow of ideas and their prompt implementation is a key element of business success. Forward-looking organizations work proactively to dismantle business bureaucracy, experiment with different types of organizational structures to enforce business alignment, enablement, communication, and collaboration, design for trust, and improve the adaptability and maturity of the organization.

Disappointing customer satisfaction results give the management a sense of urgency to fine-tune the organizational structures or processes: The digital era upon us is the age of customer centricity. The challenge for the business across vertical sectors is to fine-tune a successful organizational structure that delivers what customers what and architect an organization to bring value to customers while also creating value for the business itself. To fine tune a customer-centric organization, they need to break down silos, keep information and ideas flow frictionlessly, and manage knowledge holistically so that they can capture almost real time customer insight, tailor customers need, meet their expectations, and adapt to changes with faster speed.

The adoption of new technologies provide companies great opportunities to fine-tune the organizational structure and reinvent the business: In a world that has been transformed by technology, many old and powerful hierarchies became “commoditized.” The latest digital technologies and collaborative tools provide great opportunities for the business to optimize business design, fine tune organizational structures, and improve business maturity. New generations of digital technologies are highly powerful but nimble and lightweight to bridge functional silos and provide omnichannel communications, enabling not only the structured processes of the past but also the unstructured processes of the hyperconnected digital enterprise. Thus, any organizational restructure effort should leverage the emerging digital technologies and platforms for improving cross-functional communication, mass collaboration, and harnessing innovation.

The organizational structure tuning helps to create the chemistry that has a significant impact on productivity, performance and creativity: Organization structure and its impact on business culture could play either a positive or negative impact. The digital workplace needs to be designed to help employees at all levels within an organization, from top leaders to front-line employees, understand and develop their creative capacity to solve problems and explore opportunities in innovative ways. An organization can approach the flow zone when positions in its hierarchy have clear and accountable tasks. Thus, the challenge for any business is to fine-tune a successful structure that helps to empower people and enforce business relationships to unleash the collective potential. The management should do their best to make sure that their personnel is educated, accepting, and eventually investing in that change themselves.

Restructure organization to drive digital transformation: Leading digital transformation is like navigating a ship on the sea, you have to make the timely adjustment for adapting to the changing climate, otherwise, it perhaps causes fatal damages. It’s about setting out goals and working at them in a systematic way for proactively disrupting outdated mindsets, organizational structures, processes, technologies, or cultures. Traditional organizations are often silo-based and strictly hierarchical. The large scale business transformation often requires to fine tune the underlying organizational structures, functions, or culture, etc. Digital leaders are eager to set stages, fine-tune organizational structures that allow the growth mindset and digital culture to bloom so that the business can stretch out in every business dimension for driving a full-fledged digital transformation.

Fine-tuning underlying business structure and processes is a critical step for improving digital business fluidity, flexibility, and overall digital fit, and drive a frictionless, immersive, and relentless digital transformation. The ultimate business goal is to unlock latent expertise, scale innovation, amplify digital impact, and streamline business flow across the organizational ecosystem. Ideally, the digital organizational structure needs to be solid enough to “keep things in order,” but also fluid enough to interact with the expanded digital ecosystem seamlessly.
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The Monthly “Digital Maturity” Book Tuning: The Multidimensional Digital Maturity Sep. 2019

The high mature digital organization today needs to be sophisticated enough to act intelligently and nimble enough to adapt to changes promptly.

Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. The digitalization flattens the organizational hierarchy and blurs the functional, organizational and geographical borders in the business ecosystem. It is like a gigantic puzzle with many misplaced pieces, you have to put them all in the right places to discover the real meaning and unleash its full potential. You cannot make a true digital paradigm shift without an in-depth understanding of the digital interconnectivity and embracing the multitude of digital maturity.


The Multidimensional Digital Maturity


Five Pillars of Organizational Maturity Today’s business world is dynamic, volatile, uncertain, and hyper-competitive. Every business is different, they are at varying stages of its business life cycle and different level of organizational maturity. Many companies may be in business for many years but has not matured its management disciplines. But surviving and thriving in today’s business dynamic requires structural flexibility, cross-functional collaboration, inter-relational process to reduce business fricitions and deal with conflicts or disruptions that arise, to shape a people-centric organization from functioning to delight. Here are five pillars of organizational maturity. 
Five Characteristics of IT Maturity With rapid changes, exponential growth of information and often technology led disruptions, the role of IT in the current business environment should enable business outcomes, catalyze enterprise growth, and build organizational competency. Many companies are reaching the inflection point of digital transformation. IT plays a critical role in the digital paradigm shift. Here are five characteristics of IT maturity.

Five Aspects of Innovation Management Maturity? Innovation is the differentiated business capability enabling the organization to ride on emerging trends and beat down competitions effortlessly. How well the organization manages innovation is based on varying factors such as how effective of the allocation of resources; how efficient of the innovation process or lack thereof; how fast they can make decisions, how consistently they are able to deliver the business result; how much risk they can afford to take and how big is the innovation impact, etc. Here are five aspects of innovation management maturity.

Three Refinement to Shape High-Mature Digital Organization Change is multifaceted with increasing speed and velocity. Digitalization is the radical change, Change Management is all about balancing the main elements impacting change such as people, strategies, processes/procedures and IT, refining business success factors to practice digital management disciplines relentlessly.

The Characteristics of Digital Management With very nature of hyperconnectivity and interdependence, the exponential growth of information and frequent changes, the digital business today is not just working within the industry, but also permeating cross-ecosystem which is dynamic, continuous and interactive. Perhaps we need to consider the digital organization as the self-organized but interlaced and hyper-connected ecosystem. The traditional management discipline based on linear logic and reductionist thinking is outdated somehow. Because the high mature digital organization today needs to be sophisticated enough to act intelligently and nimble enough to adapt to changes promptly. Organizations that thrive on consistency and predictability are excellent at maintaining business growth momentum by taking integrated digital management practices which are based on interdisciplinarity, holism, and management innovation experimenting.

The “Future of CIO” Blog has reached 3 million page views with about #6000th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The “Digital Master” book series includes 25 books to share insight from the multidimensional digital lens and perceive the multi-faceted impact the digital era upon us is making to the businesses and society. 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 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.
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Drive “Change Success” via Multiple Dimensions

The company with high changeability pushes people out of the comfort zone, get the maximum motivation to unlock the performance and unleash their full potential. 

Change becomes the new normal. Digital transformation is to create organizations where change is the norm and happens the whole time thereby delivering faster and increasing market share. Closer to reality is that “change” is continuously happening in such a dynamic environment. To run a dynamic digital business means constantly fine-tuning the uncontrollable factors acting on the business and driving change success via multidimensional directions.




Breadth: There are all sorts of changes and there are different attitudes to changes. More specifically, there are transformative changes and incremental changes; there are organizational change, technological change, and behavioral change; there are changes as a response to dynamic external conditions and changes that are initiated because of external factors. There are all kinds of problems about changes as well. Sometimes the problem is inability to perceive a change in the environment or lack of the ability to plan and make necessary adjustments of adapting to the dynamic environment; more often the problem is at the mindset level, people resist changes and the organization suffers from the change inertia. Transformative change starts with the realization that you currently can no longer deliver the vision of success for the company and it takes a structural approach to make change happening and bring up impact at the business scope with less side impact. Because too often, transformative change is acted on the basis of improving one part of an organization at the expense of other parts of the company. Understanding the breadth of change enables change management to keep information and interaction flow in all directions and build up trust by bonding people around clear and benevolent intentions.

Depth: Change, especially radical change often means that the company reinvents itself,” and needs to restructure the root of the company such as beliefs, objectives, processes, functions, culture, or business model, etc. Change is chaotic, but change management needs to be structural. Change is never for its own sake, it starts with leveraging critical thinking to figure out the “Big Why” about change, dig through the very reason for change and how to manage it for achieving tangible business results. "Why" concerns should not just precede "How" elaboration, but should be reaffirmed at each step in the "How." Every change is about fixing problems large or small, understanding the depth of problem helps to not just fixing the symptoms, but curing the root causes. Every process, every expenditure of time, money, or energy, and every assignment of resources should directly relate back to the "Why." Change mechanism needs to be woven into communication, process, and action of the organization to dig through and solve problems radically.

Length: With today’s business dynamic, change shouldn’t be just a few random business initiatives, but an ongoing organizational capability and business continuum. Digital transformation is a long-term journey, either individually or collectively, the success factor to the “transformative change,” has been the endless self-exploration in material, emotional, or intellectual dimensions. Thus, a change road-map should be prepared, which lays out the specific steps needed to accomplish the longer term goals and objectives, establishes timelines, assigns responsibilities, and looks at potential obstacles, etc, for leading change confidently. It has to be clearly understood in the map's vision to satisfy both short-term gratification and long-term strategic goals for transformative change. Change is continuously happening and spiraling up in such a dynamic environment. Thus, Change Management could be a never ending journey and it requires step-function changes in tools, culture, leadership, and process to make continuous improvement and deliveries.

Height: Change management often needs to go hand in hand with strategic management. The height of change management needs to be compatible with the height of strategy. The ‘height’ of strategy depends on how clear the business vision is; and a good strategy identifies its contribution to accomplishing the organization's vision, helping to achieve the organizational end-goal and overall mission. The height of Change Management is related to how ambitious the change objectives are. It is important that businesses get the best out of the people. The company with high changeability pushes people out of the comfort zone, get the maximum motivation to unlock the performance and unleash their full potential. Change can be an opportunity, at the end of the day, it needs to be all about expediting strategy management, unlocking business performance by moving the business number upwards and achieving calculable business results.

Time: Today’s digital business ecosystem has become more complex and dynamic, change itself changes. Thus, Change Management also turns out to be more complex. Can change managers spot the right time for change? How well organizations can strike the right balance of change and stability, implement changes time after time and develop it as a differentiated business competency. It's time for changes when you see the negative emotions (ONR - Objections, Negativity or Resistance) permeating into the business culture and diminish creativity, mediocrity pops up and drag down the business speed. It’s time for change when the business seemingly goes nowhere, the top feels the urgency and the bottom feels the pain. It is only when the management has a sense of urgency, change occurs at different levels of the business and the majority of people are on the journey, the real results start to emerge.

The businesses, and the world as a whole become over-complex, uncertain, and ambiguous, the digital business dynamic allows the organization to morph as the business conditions and organizational capacities for change to allow a better fit, absorb and accept changes in all its forms, gain an in-depth understanding of the breadth, depth, length, height, and pace of changes, eliminate redundancy and complication, and take a systematic approach to drive change with multidimensional disciplines and continuous disciplines.
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Five Leverage Points to Run a High Performance Digital Organization

Digital transformation is the change, but on a grand level, at the level of the system.

Today’s digital dynamic enables companies adapting to their various environments or ecosystems to pursue growth opportunities and accelerate business performance. Many forward-looking organizations are able to identify some critical leverage points for changing the right things to make a larger impact and make a leap of digital transformation which represents the next stage of business maturity.





Information flow: Organizations like individuals, need to keep their energy flow and stay in a healthy cycle of movement to operate smoothly. Information does not live alone but permeates into everywhere in the businesses. Information or knowledge flow helps to unlock latent expertise, collaborate through communities with geographically-distributed teams or cross-functional communication and interactions. It’s important to identify how information is associated with the tangible value of the business, products, and resources; and then, refine information to capture business insight for exploring growth opportunities and preventing risks. Information flow is, in fact, a leverage point to synchronize business functions and create organizational synergy. An organization can approach the flow zone when the positions in its hierarchy have clear and accountable tasks. The ultimate goal of leveraging information flow is to get the mass collaboration and multiply business performance through less hierarchy and highly integrated processes designed for running a hyper-connected and interdependent digital business.

Prioritization techniques: A company has finite resources to apply for getting the best yield possible to meet stakeholders’ expectations. Many organizations today are inundated with overwhelming growth of information and overloaded with urgent issues or daily “busyness,” they are transaction driven and short-term focused. To survive and thrive in today’s “VUCA” digital new normal, companies need to understand  prioritization technique is a critical leverage point that enables them to spend time and energy on strategic goals and result-driven activities, bring up transparency and force people to become more effective and creative for solving problems really matter and drive changes smoothly. Continuously try to improve, develop, change everything in a prioritized order as long as it creates a long-term business advantage. From a management perspective, have a respected intra-organizational agreement of priorities and resources to keep the organization healthy and fit, laser focus on strategic management, and unlock business performance.

Competency identification: Running a high performance business is all about setting the right policies, identifying the right people and doing the right things in the right way to solve the right problems timely. Thus, competency identification either individually or collectively is an important leverage point for maximizing business potential. In reality, business risks include talent-related risks, it’s important to identify the skill gaps, define the technical/functional competencies required to achieve business goals, put the right people with the right capabilities in the right position to solve right problems timely. In practice, it is much easier to say than doing because it involves the multiple intelligence assessment processes to evaluate people and problems. Hence, organizations must address their common and unique skills requirements and map that out through some sort of skills/competency matrix within their organization, gain foresight about human potential, and treat people not just as cost or asset, but as the capital to invest in.

Feedback-feedforward cycle: Feedback is the information gained from experience or lessons learned from the past. Feedback should always be genuinely precise, proper and substantive. It tells you what is happening so that you can adapt and make continuous progress. Therefore, feedback is a leverage point to speed up learning and accelerate performance. If you want your team to create a great future, they need to be responsive to feedback. Such feedback helps not only to act but also aid to feedforward. Organizations are destined to look forward and step into the future, and in doing so, leveraging feedback-forward is about seeing both the past and the future, and the past is blended into the draw of the future. It means that the feedback forms have to be creative as to focus on both past performance and future changes to achieve the required goals.


Governance mechanism: Corporate governance is where resources are allocated to turning the strategy into a reality. Corporate governance needs to be part of strategic planning to ensure accountability. Effective governance mechanism is a critical leverage point for the business to facilitate the successful functioning of an organization while ensuring there are adequate controls in place to operate responsibly in accordance with its business values and strategic goals. The governance mechanism needs to be well embedded in business processes to encourage desirable behavior. If it isn’t, the strategic planning of the business perhaps becomes a synonym for wishful thinking. If organizations feel stifled by effective governance discipline, it means they have not reached the high level of business maturity yet, or put another way, they are undisciplined. The effective GRC effort shouldn’t stifle change or innovation. Rather, they have built the right mechanism to lead transformative changes and take a balanced growth cycle with premium speed.

Digital transformation is the change, but on a grand level, at the level of the system. It’s important to transform the company's underlying functions, processes, and cultures. identify effective leverage points for expanding in all directions horizontally and vertically and make significant impact on different aspects of the business. Up to the next level, businesses not only need to adapt faster, but orchestrate a full-fledged digital transformation.
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The Monthly “Digital Master” Book Tuning: Reinvent Digital Business with Multifaceted Management Shift Sep. 2019

A digital organization is a living business in the relationship with its environments, customers, suppliers, and different shareholders by proactively connecting, discovering, and experimenting. 

Digital makes a significant impact on every aspect of the business from people, process to technology, both horizontally and vertically. Digital becomes the very fabric of high performing business, being outside-in and customer-centric is the new mantra for forward-looking and high mature digital organizations today. Digital Master refers to those high-performing, highly innovative and high-mature (less than 15%) digital organizations; they have both clear digital vision and well-crafted digital strategy; they are courageous to be in the vanguard of digital transformation with a quantum lead. Digital leaders must realize that you cannot wait until there is an immediate pressing task, continuous adaptability is necessary in an ever-changing world, in order to run a future-driven digital organization.


 Reinvent Business with Multifaceted Management Shift  


Reinvent Future of Business with Multifaceted Management Shift Digital transformation isn’t just an extension of continuous improvement of the current business but a multidimensional exploration and expansion with radical change on a grand level. A digital organization is a living business in the relationship with its environments, customers, suppliers, and different shareholders by proactively connecting, discovering, and experimenting. That requires organizations to explore new ways to do things and make radical shift from multifaceted perspectives in order to reinvent the business to get digital ready,

Leverage Digital Framework to Address Business Perspectives and Practicalities The digital world is so information-intensive and the digital transformation is multidimensional. A solid framework is needed to address the mechanics of getting the work done and varying business factors associated with the digital paradigm shift that must take place within the organization at all levels. The framework enables the organization exploring the digital way to run the business by providing the following perspectives and practicalities.

Building Three Solid Digital Management Umbrellas to “Keep Business Cool” The shift to digital cuts across sectors, geographies, and leadership roles. The digital transformation is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves. Businesses today are not just working within the industry, but also permeating cross business ecosystem. It is important to apply the holistic management approach to build the following three giant management umbrellas solidly in order to “keep their businesses cool” and lead digital transformation effortlessly.

Three Aspects of Building a Digital Savvy Organization Digital reality is a flexible blend of the physical and virtual world. Many organizations are moving from doing digital by experimenting with some emerging technologies to going digital by expanding to all dimensions of the business transformation. Organizations have to keep evolving, improving, collaborating, and innovating for becoming digital savvy and reaching the next level of organizational maturity.

Reinvent Digital Organizations from Five Aspects The exponential growth of information and continuous disruptions bring both opportunities and risks, unique scenes and hidden pitfalls. There are competitions, conflicts, and controversies all over the place. A digital organization can bring greater awareness of the intricacies and the systemic value of organizational systems, business process, people dynamics, resource alignment, information abundance, and technological touches. But reinventing business to get digital ready is an evolutionary journey which requires much more time, energy, passion, courage, experimentation, retreat, and reflection.

The “Future of CIO” Blog has reached 3 million page views with about 6000+ 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.
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