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.

Saturday, October 21, 2017

The Monthly “Digital Fit” Book Tuning: The Multidimensional Digital Fit Oct. 2017

At the heart of digital, it is people and how to build a customer-centric organization.

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. At the heart of digital, it is people and how to build a customer-centric organization. But how to take a structural approach for digital transformation?

                  The Multidimensional Digital Fit



  • The New Book “Digital Fit: Manifest Future of Business with Multidimensional Fit” Chapter 3 Introduction: Change Fit Closer to reality is that change is continuously happening in the dynamic environment of a company. Change is inevitable, and the speed of change is accelerating. The desires of stakeholders, clients, and employees are evolving naturally. However, changeability and resourcefulness - the response to change are woefully underrated by many businesses as keys to success. How do you assess an organization that is ready for change? How can you engage with today’s management and make them change themselves into the role needed today for modern Change Management? What is needed to be done in order to execute a successful change? And what are the further aspects of managing change successfully?

  • The New Book “Digital Fit: Manifest Future of Business with Multidimensional FIt” Chapter IV Introduction: Knowledge Fit: Knowledge is power, it couldn’t be truer in the digital era. On one hand, the fresh knowledge can be captured from the abundance of information, on the other hand, it doesn’t take long for the knowledge to become a commodity and even outdated soon. Thus the only sustainable competitive advantage is the people's learning agility and how quickly they can keep updating knowledge to capture insight through it, and how well businesses can adapt to changes via managing their information and knowledge effectively.


The “Future of CIO” Blog has reached 2+million page views with about #4200+ 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 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.

CIOs as “Digital Master” How to Define, Refine, and Scale IT Digital Transformation

IT continues to grow in importance to organizations, both operationally and as a competitive advantage.

Due to fast-paced changes and exponential growth of information. IT becomes more critical in leading business innovation and transformation. IT has to reinvent itself to exemplify proficiency in planning, designing, innovating, and building the new business model, as well as refining or scaling IT digital transformation. At today’s information-driven business dynamic, there’s no shortage of problems to tackle, it’s all about to be able to get all the way around the task, to see it from all interests. CIOs need to be bold and innovative, define and refine IT to get digital ready.


Define digital IT core competency: IT can no longer just be run as a commodity service provider to keep the lights on only. CIOs have to define the set of IT competency to tailor the organizational needs. IT needs to be value-added, the aggressive role of IT today for many organizations is an automation solutionary, information steward, innovation hub, and a digital transformer. How IT should define its core competency also depends on the company culture, business requirement, and types of industry the company works for. The core competencies are such deep proficiency that enables a company to deliver the unique value to customers and gain competitive business advantage. Generally speaking, digital IT needs to shift from “T”- the technology-based organization to “I”- information-driven business, because information is the gold mine all forward-thinking organizations dig to capture business foresight and customer insight, to differentiate winners from laggards, digital leaders from mediocre companies. Digital CIOs should build their IT competency based on their organization’s innate strength and growth potential, business strategy and long-term vision of their companies.


Refine IT reputation as the trustful business partner: Traditional IT organizations were run as the support function, often get stuck at the lower level of maturity, and their IT leaders do not have a seat at the big table. Thus, IT is perceived as a cost center which cannot get real respect from the business. To refine IT reputation as the trustful business partner, CIOs need to spend more time on understanding the business issues enough to push back on what they asked for and explain how alternatives can provide more value. IT should strive to be a revenue contributor to the business. Thus, CIOs should invite the business customers to provide feedback for IT to improve, also, IT needs to spend significant time on learning the business in order to renovate IT operation and innovate IT products and services. Because nowadays digital customers and employees are more selective and expect applications to be as intuitive and task-oriented. Thus, highly innovative IT needs to be like the startup to keep growth mindset and manage a shorter products/services delivery cycle, do sustainable innovation which means products and services need to be improved via continuous conversation, integration, and optimization. The more important thing is to work on the activities and considerations that need to be addressed to enhance the IT-business relationship. IT plays an important role in interpreting business issues into a technology solution, also, leverage necessary resources to solve them. Running IT as a trustful business partner means that CIOs should help to bridge business and technology, information and wisdom, company and digital ecosystem, move up from IT-business alignment, to integration to engagement to reach the high-level business maturity.


Scale IT as digital ecosystem linchpin: Digital means the increasing speed of changes, hyperconnectivity, and always-on business dynamic. Digital technologies blur the functional, business, and geographical territories so information can flow more freely across business ecosystem. Organizations can build a highly integrated business platform, fine-tune organizational structure to enable business flow and innovation. IT plays as a linchpin to weave a seamless digital ecosystem. Scaling IT means that digital CIOs should run IT both in the business and on the business to evolve customers, channel partners, suppliers, and industry ecosystem participants as active agents who have permission to combine the modular capabilities exposed in a platform to create new experiences and expand its impact with faster speed. Transforming IT from the "weakest link" to "digital linchpin" takes vision, innovation, strategy, and practices. It's about creating a structure that continually delivers what the business needs and maximize the digital potential of the company. The digital business ecosystem is open, fluid, dynamic and energetic. To scale IT influence, it is important for IT to look for providing business solutions which will directly benefit the external end customers and improve business competency.


IT continues to grow in importance to organizations, both operationally and as a competitive advantage. The priority for CIOs is to genuinely position IT as an integral and inseparable part of the business, define core IT competency, refine IT reputation as the business partner, and scale IT influence in driving changes and leading digital transformation.




Friday, October 20, 2017

The Monthly “Digital Master” Book Tuning: How to Manage a Seamless Digital Transformation Oct. 2017

Digital means flow; digital organizations have to adapt to the continuous changes and business dynamic to get digital ready.
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. At the heart of digital, it is people and how to build a customer-centric organization. But how to take a structural approach for digital transformation?

       How to Manage a Seamless Digital Transformation

  • Setting Digital Credos to Guide Through Digital Transformation? Credo is a Latin word that means "a set of fundamental beliefs or a guiding principle." For a company, a credo is a set of well-defined principles based on its management philosophy. Principles are general rules and guidelines, intended to be enduring and seldom amended. Philosophy is the history of ideas and an ongoing inquiry into the nature of things based on abstract reasoning rather than empirical method. Digital means flow; digital organizations have to adapt to the continuous changes and business dynamic to get digital ready. The challenge is to prioritize what you know about and keep an eye open for signs of things you don't know about. Therefore, it is important to develop your own company tailored credos to inspire change mentality, motivate positive attitude and good behaviors, and to generate winning concepts for digital transformation on the consistent basis.


  • CIOs as Digital Leaders: How to Manage a Seamless Digital Continuum? Digital is about the rapid change and continuous business flow, IT becomes a changing organization to driving business transformation. CIOs as digital leaders are expected to constantly propose new ideas and drive the digital paradigm shift in strategic-making, role, responsibility, and attitude. Digital transformation is more as a journey than a destination. Digital transformation efforts need to be undertaken as the means of getting to a designated different capability to accomplish a defined goal and manage a seamless digital continuum.
  • Build Digital Transformation Framework with Three Components Organizations are transforming from doing digital to being digital. There are systemic consequences and impacts of thinking and actions in terms of digital interconnections and interdependency. At the higher maturity level, companies need to embed digital into the very fabric of the business, explore digital in a structural way. It is critical to build a comprehensive transformation roadmap and do the routine checkup in the journey of digital transformation to ensure they are moving in the right direction with steadfast speed.

  • Brainstorm to stimulate Digital Mining: Many say digital opens the new chapter of innovation because digital technologies and social platforms provide unprecedented opportunities and convenience for people to brainstorm and collaborate. Brainstorming is a creativity technique by which a group of people can come up with multiple solutions to solve the problem creatively. Brainstorming can be made much more powerful with knowledge. There are "Stimulus Mining" areas that can help to fill the minds with information and then- individuals can start to explore from a much stronger point of view and create fresh ideas.

  • How Can Digital Characteristics Brighten the Shadow of Bureaucracy? Traditional organizations have a pyramidal hierarchy and overly rigid organizational structure and processes, which often enforce silo thinking and business bureaucracy. Generally speaking, bureaucracy is a system based on a hierarchy of authority and division of workforce functioning in a routine manner. Bureaucracy is criticized by its inflexibility, inefficiency, silo, stagnation, unresponsiveness, lack of creativity, etc. It is correlated with a mechanistic view of the organization and reductionistic management discipline. With increasing rate of changes and fast growing information, the organization needs to be adapted in a digital way that it can respond effectively to the dynamic changes and to the variety in the environment. But more specifically, how can emergent digital characteristics brighten the shadow of bureaucracy to improve management effectiveness and organizational maturity?

The “Future of CIO” Blog has reached 2+million page views with about #4200+ 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 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.

Digital Thinking Manifesto

Talent can always be developed by those who keep growth in mind.

The race of human against the machine is ongoing. The knowledge life cycle is significantly shortened, and the pace of information technology is so rapid that no one can rest on a static mindset, past accomplishments, or the wishful thought that everything is perfect the way it is.

Indeed, the mindset is far more important than talent. Digital mindset needs to be shaped
From fixed to growth to Accelerated Mindset.
From closed to Open to Innovative Mindset.      
From silo to Holistic to Multidimensional Thinking.

Mindset is the most valuable thing to shape every progress, but also the root cause of all mankind problems.

  Shape Bigger Box of Thinking over conventional wisdom.
   Sow Positive Thoughts over negativity.
   Encourage Imagination & Creativity over static mindset.
    Apply Nonlinear Thinking over linear logic.
     Leverage Holistic Thinking over silo mentality.
         Practice Critical Thinking over prejudgment.

Thinking, in general, is more about discovery for either understanding things or creating new things
    Dispassionately Analyze over emotionally decide.
Mind Cognitive Gaps over group thinking.
 Think Strategically over short-term mentality.
  Practice Deep Thinking over shallow reasoning.
 Think Forward and Progressively over Thought stagnation.
 Inspire Original Thinking and Independent Thinking over “me too” mentality.
 Think both hard and smart, fast and slow, be mindful, nonlinear, multidimensional, and holistic to Make a Leap of Digital Transformation.
The quality of your life is given via the quality of the thinking you have done. In other words, what you are experiencing is the continuous flow of your thoughts and the total sum of decisions you have made.

Three “DO”s and “DON’T” in IT Digital Transformation

Digital transformation should not be undertaken lightly because it must align diverse and divergent stakeholders' interests toward a common goal, and practice many “DOs,” and “Don’ts” fluently.

Digitalization is about the rapid changes and continuous business flow, The purpose of such radical digitalization is to make a significant difference in the overall levels of customer delight and achieve high performing business result and build a people-centric organization. IT has to not only transform itself but become a changing organization to drive business transformation. Here are three “DOs and “Don’ts” in IT digital transformation.


Don’t “Just do it,” DO think it through first: IT needs to shift from transactional to transformational mode. Therefore, IT leaders should also shift from being an operational manager “just do it,” to a business strategist to think things through beforehand. Transformation needs to be led by transformational leaders. Find those who thrive on change, that's a good start. Running digital IT needs to work both in the business and on the business, cross boxes instead of within the box. IT must build a close relationship with the business. IT transformation means rationalizing current IT department and planning to partner with the business to provide tailored services and solutions in new ways. Because one of the pitfalls is that too often transformational change is acted on the basis of improving one part of an organization at the expense of other parts of the organization. If IT leaders don’t think things through, they might only fix the symptom rather than real issues or they put too much emphasis on the short-term gain without long-term perspectives. IT should always think ahead and leverage the advanced digital technologies, to build the 'right' bridge between IT and business. Digital transformation is a journey, businesses need to understand the change and complexity nature of IT, while IT can lead the charge by simply not taking their customer for granted and focusing on customers as if they were in a competitive market. IT leaders need to keep doing self-check: (1) Planning - are we doing the right things - Make business effectiveness assessment. Because, if you have a process that is "wrong," the application of technology will simply make getting "wrong" quicker. (2) Are we doing them the right way - Processes, people, and business efficiency evaluation. (3) People - Are we getting them done well? Manage a healthy cycle of Planning, Action, and Adjusting.


Don’t panic, DO keep focus:  Digital transformation involves risks. There are many reasons to be panic. Great opportunity, danger, digital convenience, and disruption are around every corner. Digital transformation is not for the fainted heart. IT leadership needs to shift their management orientation and begin thinking like entrepreneurs. Digital leaders must be able to look forward and actively position the business in the right place to take full advantage of opportunities. IT will not "be the business" if it does not focus on the top prioritized business initiatives. IT transformation focuses on goals of business innovation. To manage innovation in a structural way, you need to frame the creative processes and leverage limited resources to keep focus, set time limits, apply varying thinking techniques for managing innovation portfolios in a more productive and sustainable way. The risk is part of innovation. When IT leaders shift from “risk-avoidance,” to “risk management and risk intelligence” mentality, they can stop the panic, stay focus, weigh risks and rewards, take prudent risks and discover better ways to mitigate risks rather than eliminate it and embrace business growth opportunities proactively.


Don’t get stuck, DO adapt and promote: Most IT organizations get stuck at the lower level of maturity for so long, only be comfortable as a support function. However, with the fast pace of changes and continuous digital disruptions, IT is at the crossroad to either become irrelevant or move up to the next level the digital maturity. At the individual level, people resist change because "they don’t get it, they don’t like it, or they don’t like the person creating it.” When senior management allows ineffective management practices to become the norm, people at all levels often become complacent and ineffective. After all, most people have come to believe it's easier and safer to adapt to a culture rather than promote or initiate change. Thus, it is important to build the working environment, make implementing change welcome, not fearful. You need problem solvers, change agents, customer champions and innovators, and those who can think forward, dig deeper, see through the issues, look around and beneath the corner, and work smarter. Empower change leaders and recognize change agent as the lightning rod in the thorny change journey and advocate the culture of continuous improvement.


Digital transformation should not be undertaken lightly because it must align diverse and divergent stakeholders' interests toward a common goal, and practice many “DOs,” and “Don’ts,” to transform an order-taker IT to change agent IT, and from a transactional IT to innovative IT.

Thursday, October 19, 2017

The Weekly Insight of the “Future of CIO” 10/19/2017

Blogging is not about writing, but about thinking, brainstorming, innovating and sharing.
The “Future of CIO” Blog has reached 2 million page views with 4100+ 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.

  • Three Stages to Reach The Maturity of IT Digital Transformation  IT continues to grow in importance to organizations, both operationally and as a competitive advantage. IT also plays a critical role in driving changes and leading digital transformation. IT has to reinvent itself to exemplify proficiency in planning, designing, innovating, and building a new business model or optimizing information management. Digital CIOs need to take the risk above the status quo, take on a new set of activities that are involved in defining, developing, and differentiating their organization to reach the high level of digital maturity.

  • How Can Digital Characteristics Brighten the Shadow of Bureaucracy Traditional organizations have a pyramidal hierarchy and overly rigid organizational structure and processes, which often enforce silo thinking and business bureaucracy. Generally speaking, bureaucracy is a system based on a hierarchy of authority and division of workforce functioning in a routine manner. Bureaucracy is criticized by its inflexibility, inefficiency, silo, stagnation, unresponsiveness, lack of creativity, etc. It is correlated with a mechanistic view of the organization and reductionistic management discipline. With increasing rate of changes and fast growing information, the organization needs to be adapted in a digital way that it can respond effectively to the dynamic changes and to the variety in the environment. But more specifically, how can emergent digital characteristics brighten the shadow of bureaucracy to improve management effectiveness and organizational maturity

  • Board Directors as the Digital Provocateur Digital transformation represents a break from the past, with a high level of impact and complexity. In order to lead today’s hyper-connected digital organizations with the hyper-diverse workforce, board directors should become the digital provocateur to drive changes and set the leadership tone for digital transformation; and the board composition should be synchronized with the digital perspective of the business, to advance its leadership maturity.

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

  • How to Spot your Innovators? Creativity is an essential building block for innovation in business. And innovation is the light every business is pursuing. Everyone possesses a certain level of creativity, but how does creativity manifest itself in the workplace? What's the best work environment to stimulate creativity? And how can digital leaders spot their true innovators and improve innovation success rate

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.

Digital CIOs' Skill Matrix

The digital CIO's skills matrix is based on their leadership competency and IT expertise upon understanding business as a whole

Due to the disruptive nature of technology and overwhelming growth of information, the role of CIO has to be reinvented for adapting to changes and re-energized for harnessing innovation. Digital CIOs need to develop a broad set of skills beyond technology and have differentiated competency and re-combinant professional capabilities and skills to lead the organization up to the next level of the business maturity. Here is the digital CIO’s skill matrix.


Leadership competency: Digital CIO is the top leadership role, and leadership is about future and direction. Hence, the skills CIOs should exercise including technological vision, strategic thinking, execution and innovation capability, etc. Like all digital leaders today, CIOs need to discover WHO they are and WHY they want to lead. Although the title is not as essential as responsibility, empowered CIOs can amplify their leadership influence more effectively. Forward-looking organizations should invite their CIOs with the seat at the big table and have the voice in strategy setting and business innovation, help to set digital standard and priority. The top CIOs today should be the specialized generalist to practice expert power. They must develop a broad set of skills, capabilities, and build a comprehensive leadership portfolio with differentiated leadership competency and hardcore leadership substances. The digital CIO’s leadership competency is based on their breadth of business knowledge and the depth of IT insight. Practicing expert power can deepen the CIO's leadership influence via connecting the minds and touching hearts, improve leadership empathy, effectiveness, and profundity.


Management proficiency: Digital CIOs are business leaders first, and IT managers second. IT management is a scientific management discipline and a set of practices that all of the information technology resources of the organization are managed in accordance with its priorities and needs. CIOs must be able to develop and optimize the IT operational function within itself and scale the best practice to the company scope. The business goals of IT is about leveraging information and technology to lower costs, improve operations, and increase revenue. CIOs need to encourage their teams to spend more time with customers, to improve the top-line business growth by maximize ROI to add up overall business value in the second dimension. Thus, to improve their management proficiency, CIOs need to have the strategic understanding of the business goals, as well as the business acumen to implement them, make the strenuous effort on IT management effectiveness and operational excellence.  It is also important to have IT resources and talent aligned with the business strategies/objectives for doing the right things; refined to the point that they are nimble, can adapt to changing business demands in a timely fashion, can be reapplied to altering business priorities and be effective with little down curve. Or put simply, run IT as the business.


Innovative problem-solving: IT is neither an order taker nor a controller only, IT needs to become a business solutionary and trustful business partner. Business management is essentially a continuous process to solve business problems big or small, CIOs need to become innovative problem solvers because often IT plays a critical role in interpreting business issues into a technological solution, leverage necessary resources to solve well-defined business problems. IT also needs to be innovative and influential enough to impact and provide customers with better solutions, in a right manner, and at a reasonable cost. Being innovative means that IT can break down the old ways to do things, and discover the art of possible. This requires an in-depth understanding of the business and connect the wider dots for creative problem-solving, and help the entire business solve critical issues with long-term perspectives.


Multi-dialect digital fluency: Digital IT becomes the change agent of their company and is empowered to lead the digital transformation. The digital CIO should have both broad business acumen and deep technical expertise, with the capability to be fluent with digital dialect as well. Digital CIOs must be able to translate business issues and technical matters back and forth without “lost in translation.” Modern CIOs also need to become digital ambassadors for sharing the technological vision and be able to communicate with other business executives to demonstrate IT capabilities as a strategic enabler of the company. The CIO must be able to translate technical expertise into business opportunities. It starts with building strong and value-creating relationships with C-suites, between IT and vendors or suppliers; and build a strong team with a strong bench. There needs to be the constant voice and presence of a modern digital leader at the Executive Table who understands both technology and business intimately and interpret things intellectually. The digital CIO is in the unique position to not only ensure he/she communicates with empathy but also to streamline the organization’s digital communication channel and delivery.


There is now a greater need for a CIO to understand business drivers and equip with digital mindsets, apply digital technology to speed up IT and build business competency. IT leaders must stretch out, make the necessary role shift to get digital ready. The digital CIO's skills matrix is based on their leadership competency and IT expertise upon understanding business as a whole. They have to wear different hats and play multiple roles accordingly.

Wednesday, October 18, 2017

Mastering Changes from Multiple Dimensions

Change Management is a multidimensional management discipline and ongoing business capability.

The very characteristics of digital transformation are the increasing speed of change and hyperconnectivity. But change is difficult and has a very high failure rate. So, how to capture the signals of change readiness, how to improve change effectiveness, and how to manage and sustain change efforts multidimensionally?


Psychological dimension: Change is supposed to happen, with high frequency and continuous digital disruptions. There are both hard processes and soft emotions impacting change management effectiveness. Resistance is supposed to happen. People look for “What’s In It For Me.” Thus, it is important to understand the change from the psychological dimension. It is all about perspective. What is more interesting is what drives people’s perspectives. Are they just get stuck at “this is the way we do things here” mentality, or are they motivated to change for better with the longer term perspective? It is about individual mental set-up too, how can they move up from “FUD - Fear, Uncertainty, and Doubt” emotional stages towards the stage of emotional maturity for changes? Given this, Change Management needs to craft and most importantly deliver the clear messages at both the individual and group level, and most importantly reinforce these statements through consistent communication and action. Digital means the increasing speed of changes, it means that the management needs to challenge convention and break down people’s natural resistance to change or to new ideas; helping to deliver incremental improvements over time.


Structural dimension: Digital means the accelerating speed, organizations must become highly responsive to change and disruptions. Digital organizations have to adapt to the continuous changes via self-adaptability, self-renewal, and maintain the digital balance.Then, the new organic, self-organizing system approach to organizational structure could become a reality. And that will be a true evolution for digital transformation.  It's worthwhile to explore new organizational structure models and be congruent with the words "change management"; and actually consider changing the model to meet what the future may be bringing. Generally speaking, the overly rigid organizational hierarchy will stifle innovation and decelerate business flow. Flatter organizational structures will help to speed up organizational response to change markets. The digital balance to performance management will need to have some combinations of structural design and incentive. Understanding the people and the organization through a common lens then makes it possible to turn organizational “theories” into tangible management processes that use “relations between people” to create robust management structures and processes that support self-adaptive problem-solving and build business competency.


Behavior dimension: Change Management needs to strike the right balance of “push” and “pull.” You can certainly change behaviors with the right push, however, bigger changes come with inspiring the mind and challenging winning attitudes. Change becomes necessary when an organization fails to meet its performance goals, probably as a result of behavior following a path of self-interest. Short-term behavior changes are common under pressure, but it breeds discontent and, in the long run, people revert to their original habits, most of the time. Thus, inspiration and motivation are both important to make change sustain. Change Management intends to change employees’ behavior. Behaviors are driven by attitude. Attitude results from thoughts, assumptions, and preferences. Those are the result of years of habits and reinforcement. Depending on the nature and complexity of change effort, behavior can be changed either through operational adjustment (updated processes or tools, etc.) or through transformation (adaptive shifts in thoughts or beliefs that result from looking inward and reflecting). Though you can’t change anyone’s attitude or behavior directly, they have to be the ones that change. Management, in fact, can set the right policies for motivating and rewarding good behaviors and discouraging bad ones because people’s behavior usually responds to how they are measured.


It is nevertheless true that the change itself has become unpredictable and evolutionary, as compared to treading through carefully laid down road-map. Change cannot be just another thing that needs to be accomplished. Change Management is a multidimensional management discipline and ongoing business capability, it has to be woven into action, process and communication of the organization, it needs to become a healthy habit for organizations to adapt, grow, and innovate.