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.

Tuesday, April 25, 2017

CIOs as: “Chief Insight Officer”: What are the Digital Aims of the Organizations?

Digital makes a profound impact from the specific function to the business as a whole. Transformation is a leapfrogging change when the final result is not fully defined at the beginning of it and with the expectation to reach the next level of progression. IT plays a crucial role in digital transformation because it is in the unique position to oversee the underlying business processes and functions. Hence, in order to clarify the digital aim and lead change more effectively, CIOs as “Chief Insight Officer” should continue ask: “Why do you need to change?” “What is your digital aims of the organization?” “Who are your change agents?” “Have you reached the inflection point of change yet?” And“How to get there with faster speed?”

The purpose of such radical digitalization is to make a significant difference in the overall levels of achieving high performing business result: Digital transformation is a long-term journey, it has to be clearly understood in the map's vision to satisfy both short term gratification and long term high performance result. Digital transformation starts with the realization that where you are currently no long can deliver the business goals and the long term vision of success for your company and your shareholders. The digital aims of the organization are to determine what the future needs to look like (what the transformation must look like), overcome the roadblocks, and change inertia.  if you want meaningful change in an organization, it will not really happen until you get buy-in and sponsorship from senior management and participation from bottom up. Without this, you will get chaos and some temporary change, not nature and smooth digital transformation which can make a leap of the business forward!

Digital transformation is not a single dimensional technology adoption only, but a multidimensional expansion to make a leap of the business maturity: Digital transformation isn’t just an extension of continuous improvement of the current business, but a quantum leap with radical change. So thinking outside the current constraints and comfort zones requires a different vision and the courage to pursue it. From the business management perspective, it is the journey to expand toward all different directions. So the first best factors to the “transformational change” and its further “championing” have been the endless self-exploration and self-transformation in the material, emotional, intellectual dimensions that need to co-evolve together.  Hence, setting achievable goals and measurable objectives help the business management keep focus, and ensure the business transformation is on the right track. The objectives of digital transformation are basic tools that underlie all planning and strategic activities. They serve as the basis for creating policies and evaluating performance and changes.

The digital aims of organizations are to take the holistic approach for problem-solving, and build an innovation ecosystem: Transformation takes a holistic approach, to leverage their various environments, or ecosystems, to manage innovation and accelerate performance. The dynamic digital organization needs to be an innovation powerhouse in which creativity is encouraged, and innovative problem-solving via cross-functional collaboration is the new normal. A solution is nothing if the problem is not perceived. Therefore, creating the awareness of the problem is the first step to making an innovative solution being understood and accepted. The hyper-connecting nature of digital offers particularly fertile ground for cross-functional communication and collaboration, developing cross-industry ecosystems and innovation opportunities, in part because ways of doing business and customer expectations both tend to be more flexible than the siloed industrial age, and companies need new ecosystem partners to pursue them, and focusing on discovering the better way to do things.

To manage a seamless digital transformation, it is important to define your digital aim as the first step. And determining what the future needs to look like. Doing digital is about taking a few actions, and being digital is the fundamental shift from the mindset to behavior. Consider digital organization as the self-organized but interlaced environments, and humans are vehicles of natural and cultural solutions. At the high maturity level, organizations have to stretch out in every business dimension for driving the full-fledged digital transformation, in order to adapt to the new world of the business: Fast, always “on,” highly connected and ultra-competitive and innovative.

Monday, April 24, 2017

The Monthly Performance Insight: Take a Holistic Approach to Performance Management Apr. 2017

Managing performance means understanding results, setting metrics, fixing plans, and making decisions to ensure it happens.

Corporate Performance Management is a management control from strategy till shop floor. "If you can't measure, you can't manage," legendary management guru Peter Drucker once asserted. He was right. Managing performance means understanding results, setting metrics, fixing plans, and making decisions to ensure it happens. It takes multifaceted approaches from multidimensional perspectives.


Take a Holistic Approach to Performance Management



Business Performance Measurement: How to Take a Holistic Approach? As Drucker wisely pointed out, “you can only manage what you measure.” The purpose of defining performance metrics is to monitor the business progress and performance. But there are two levels of performance measurement: at the strategic level, organizations concern about the long-term business result, business capability building, customer satisfaction and employee engagement; at the operational level, business needs to take care of quarterly financial result, employees’ weekly report, customers’ purchasing transaction and more. So how shall you not only measure right but measure the right things right??


The Performance Quadrants of Running the Digital Organization Forward-looking organizations are on the journey of digital transformation. Digitalization is not a single dimensional effort to using the cool digital technologies, but a multi-dimensional pursuit to embed digital into the very fabric of the business, and run a high-effective, high-responsive, and high mature digital organization.  The dynamic digital organizations today need to get away from letting things fall through and start creating an “integrated wholes” by utilizing the dynamic processes to build the differentiated business competency, bridging the chasm between strategy and execution, and achieve the high-performance business result. If you can only manage what you measure, here are the principles to set performance quadrants for assessing the status of the digital transformation of the business?


Three Aspects of Measuring Organizational Maturity Organizations today are over-complex and hyper-competitive, management continues to keep the business running, but the lack of insight on how well their organization is doing for the long term. Is it functioning well or dysfunctional? Which management metrics shall you apply to measure organizational overall health and maturity? Who and what tools are being applied to measure if an organization is healthy or sick? Proactive or reactive? Intelligent or dumb? Customer-centric or operational driven?


What are the Characteristics of a Robust Performance Management System (PMS) Although almost all organizations understand how crucial their people factors are for the ultimate business success. Still, many of them treat their talent as cost and resource only, their performance management is process driven and out of dated to assess, motivate and measure staff performance objectively. What are the characteristics of robust performance management system (PMS) more specifically?


Going Digital Systematically Going digital is a no brainer. If so, then why are so many companies still hesitated to go radical digital? Why are there so many companies not taking advantage of customer-facing opportunities to digitize interactions with digital technologies? Even during the journey, shall you continuous check: Are you doing the right things? Are you doing them the right way? Are you doing them well? Are you achieving the desired outcomes? Are you transforming to be ready for the future? Are you shaping the good digital strategy about the future and positioning appropriately for your place within it? Do you have enough resource to implement the digital strategy? Are the assumptions and risks understood and manageable


The blog is a dynamic book flowing with your thought; growing through your dedication; sharing your knowledge; conveying your wisdom, and making influence through touching the hearts and connecting the minds across the globe. The “Future of CIO” Blog has reached 1.7 million page views with about #3500 blog posting. Among 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes the time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.

The New Book “Digital IT - 100 Q&As” Quote Collection II

IT leadership needs to shift their management orientation and begin thinking like entrepreneurs.

The purpose of “Digital IT-100 Q&As “ is to summarize 100+ classic and emergent digital debates about digital IT leadership and management, brainstorm how to run a holistic digital business from multidimensional lens, share digital holism and strategic insight, keep IT digital fit, deal with both IT management dilemmas and innovation paradoxes effortlessly, guide today’s digital leaders and professionals to learn the valuable lessons across industrial and geographical boundaries, develop the best and next digital practices to tailor their needs, set the right priorities to achieve high performance, and build a solid digital brand, with the goal to accelerate digital transformation.

39 Running, growth and transformation are all important stages for the business’s survival and thriving.
40 IT value proposition is multi-layered, multi-dimensional, and situation-driven.
41 IT leaders need to get both sides of IT right and communicate the value and potential of their organization.
42 IT and businesses should share the blame and glory by working as a whole.
43 Diagnose the current problems holistically, recognize quick win and long term optimization.
44 If IT wants to contribute to the business at high maturity level, IT must “lead.”
45 The payoff of IT digital transformation is not just for the quick win, but to build the long-term business competency.
46 IT leadership needs to shift their management orientation and begin thinking like entrepreneurs.
47 Bringing IT as an enabler or revenue growth engine creates more interesting conversations around the business.
48 Communication, collaboration, and creativity are the keys to run IT as a better business partner.
49 Compelling business cases describe the initiative’s benefits and costs flow.
50 It is IT and non-IT working together as partners that will derive the most appropriate strategy and deployment.
51 The future-driven IT organizations step out of the traditional IT box, to understand the business and customers better via longer time frame.
52 Digital IT should do profitable things for the organization, otherwise, it can’t do.
53 IT is the business’s competitive differentiator to customer acquisition and retention.
54 These are undoubtedly dynamic times, with increasing speed of changes and high expectation of customers.

55 IT as a business multiplier can improve organizational agility, accelerate speed, and catalyze growth.

Exploring the Boardroom Fundamentals via Inquiries

Good boards advise and get all those fundamentals right.

The contemporary corporate board as the top leadership and directorial role plays a significant role in advising and monitoring the organizational management, overseeing the business strategy, guiding businesses toward the right direction and achieving expected business results. Due to the “VUCA” characteristics -complexity, uncertainty, ambiguity and velocity of the digital era, the directorship in any organization becomes more critical and challenging. However, many BoDs are undereducated about their role and responsibility while the business change is accelerated across global scope and knowledge life cycle is shortened. How to explore the boardroom fundamental via the set of inquiries in order to improve its effectiveness and directorship maturity?

What is the ultimate purpose of the Board of Directors (BoD)? The purpose of the governing body, or board of directors, is to direct the organization to the right direction and monitor its performance. Corporate governance is to make sure that management is doing its job properly. According to the laws of the jurisdictions in which the organization is domiciled and in which it operates. This purpose is generally known as “corporate governance.”  While “corporate governance” can be modeled in general terms, and while certain aspects of corporate governance are heavily regulated in some jurisdictions. There is no standard model for corporate governance because the context for corporate governance includes a wide range of circumstances and capabilities which are subject to constant variability. So the governing body (BoD) must define the management’s job, which is embraced in the purpose, objectives, strategy and policy of the organization, and must monitor the management’s performance and conformance in order to verify that what was specified is what is actually happening. So the governing body needs to develop a good sense of the appropriate scope of decisions, and what are pertinent to its role versus what are really the purview of management.  


How effectively do the boards engage with management on the company’s strategy? The Board's role is to pull management out of the trees to see the forest. They see the development of strategy as a collective effort between themselves and management, rather than a question of “us versus them.” Management generates and shares ideas that stimulate debate among directors who are there to make positive, valuable contributions to strategy development, to ensure there is a strong context for establishing the tactical choices when the surprises that will invariably show up. Great boards consist of independent directors who are “rowing together in the boat,” not just to provide a critique of the ideas they are presented with. The challenge also includes converting vision to clear marketing and executable management processes. This implies that Boards of the future will need to work much more closely and collaboratively. Given the short amount of time they spend together, this could be one of the biggest challenges.  Board is to fulfill its fiduciary responsibilities to its stakeholders, it needs to be more than a rubber stamp.

How to solve the paradox of management vs. governance in the boardroom?The paradox is “a situation, person, or thing that combines contradictory features or qualities.” Strategy management and business governance are complementary functions. Strategy manifests the ‘AS IS” & “TO BE’ state of the organization. The complementary point is: Strategic planning is part of the strategy development process that starts with strategic thinking, then goes to strategy formation and ends with strategic planning. In these processes, you often meet many paradoxes, such as logic vs. creativity in strategic thinking or revolution vs. evolution in strategic planning. That is why the strategic planning is usually left out of corporate governance, as you would not like to either have your future strategy constrained by the current corporate governance or the corporate governance weakened by too much creativity. Corporate governance could be part of strategic planning because if it isn't, strategic planning becomes a synonym for wishful thinking - corporate governance is where resources are allocated to turning the strategy into a reality.  Though there are other dimensions to corporate governance that aren't associated with strategy, just as there are dimensions of strategy that never have anything to do with corporate governance.


Is the Board of Directors directing management effectively and appropriately by establishing objectives and defining operational and management parameters limiting management authority? Ideally, no manager should govern their own function, each function should have a governance group. Corporate governance operates by the Boards of Directors delegating authority downward to a series of governance committees and boards with responsibility for investment, risk, compliance, finance, compensation, architecture, policy, etc. If the board is effective and efficient by results and by how well the organization is connecting all the right dots (people dots, awareness dots, policy dots, regulatory dots, lessons-learned dots, information dots, process and capability dots. etc.).  Connecting all the right dots is critical because strong evidence from business studies revealed these organizations had handbooks, policies, incident reporting, annual/general training, threat assessment teams, but they failed to prevent preventable incidents because their organization was not equipped to connect all the right dots and their people were not equipped to do the right things and not equipped to do all the things their policies, obligations, and regulations say they should do.


Is the Board of Directors monitoring and evaluating management and operational performance to ensure efficient and effective progress toward objectives and compliance with operational and management parameters? Ultimately the board’s performance is reflected in the performance of the organization. However, there are shorter-term perspectives through which one can assess whether the board is effective. Because if the board is effective then so too should be management and the activities of the organization. Going a little deeper though it is the effectiveness of the Board of Directors in delegating to the senior management team and holding them accountable that supports the management team in achieving outcomes. Digital boards need to focus more on: (a) an integral and increasingly important aspect of business strategy development; (b) an integral and increasingly important aspect of ongoing business viability; and(c) business capability development. They should monitor and evaluate management and operational performance to ensure efficient and effective progress toward objectives and compliance with operational management parameters.

Good boards advise and get all those fundamentals right. They take compliance lens to ensure nothing is broken; great boards set the digital principles, accelerate business performance, and improve organizational maturity.  In a world of well-defined problems, directors are required to exercise leadership influence over volatility, manage uncertainty, simplify complexity, resolve ambiguity, and to direct the organization to the long-term prosperity.

Sunday, April 23, 2017

The New Book “Digital IT - 100 Q&As” Quote Collection I

Healthy debating enforces critical thinking principles - looking at things from the different angles, with increased perspective and less prejudgment.

The purpose of “Digital IT-100 Q&As “ is to summarize 100+ classic and emergent digital debates about digital IT leadership and management, brainstorm how to run a holistic digital business from multidimensional lens, share digital holism and strategic insight, keep IT digital fit, deal with both IT management dilemmas and innovation paradoxes effortlessly, guide today’s digital leaders and professionals to learn the valuable lessons across industrial and geographical boundaries, develop the best and next digital practices to tailor their needs, set the right priorities to achieve high performance, and build a solid digital brand, with the goal to accelerate digital transformation.


1 Healthy debating enforces critical thinking principles - looking at things from the different angles, with increased perspective and less prejudgment.
2 The digital CIO role is like the spinal cord for the organization.
3 Ultimate CIO success is about vision, leadership, business acumen, creativity and innovation, strategic insight and beyond.
4 A bridge-like CIO has the mind to think via the multidimensional lens, the gut to innovate fearlessly; the strategy to lead wisely and the skill to move progressively.
5 The CIO must now wear many hats, and see the forest through the trees.
6 The difference between an “Atypical CIO” and a “Stereotypical CIO” is not about the physical identity but at the mindset level.
7 Should a CIO be a general manager of IT or a subject matter expert of all IT domain?
8 The tough choice facing CIOs is not about only picking one identity as either being strategic or tactical, but about - when acting as a strategic leader, when playing as a tactical manager.
9 Either as a leader or a coder, dedication and “continuing learning” are important regardless of the CIO’s expertise.
10 From average to great is a leadership journey; it takes vision, passion, confidence, problem-solving skills, and teamwork to match up.
11 “Outlier” CIOs have better capabilities to connect innovation dots.
12 Digital-savvy CIOs can envision the upcoming business trends and have both “sense and sensitivity” to understand people and lead effortlessly.
13 The digital paradigm shift is inevitable. Keeping digital fit means the fitting mindset, fitting attitude, fitting structure, and fitting speed.
14 IT needs to transform from a big fact silo to the digital fit brain of a modern organization.
15 A responsive IT means a lot of things for the digital transformation: Speed, innovation, agility, integration, modernization, intelligence, value creation, and maturity, etc.
16 Structure and behavior are two elements co-working in every organism in nature and in every stem designed by human culture.
17 The digital revolution means that channels o customers.
18 The role of IT today for many organizations is solutionary for information management, operation automation, and digital orchestration.
19 IT can weave all crucial business elements such as people, process, and technology into organizational competencies for running a living and fluid digital organization.
20 Organization changes should be built into strong management practices.
21 A digital IT organization is a forerunner of running a high-performing digital business.
22 Ultimately, what the forward-looking CIO and digital fit IT, in general, must truly understand the business visions and goals.
23 The innovation management can be iterative, evolutionary, revolutionary, or disruptive, but it must be marketable and implementable.
24 The purpose of innovation management is to prepare everything to maximize the transformation of an idea to innovation, through well-prepared processes and structures.
25 As a CIO, you need to understand what the organization's expectation from IT through the innovation lenses.
26 A CIO needs to be better-rounded than to have a title of “logical” or “creative.”
27 Often old IT thinking cannot move fast enough in the age of the digitalization.
28 Creativity is the core of what makes IT strategic in any company.
29 IT has to provide both business and technological insight into how they bring success to the company as a whole transparently, holistically, and continually.
30 The is the rich context of innovation and unstoppable fountain of creativity.
31 Innovation happens at the intersection of people, process, technology, customers, and business ecosystem.
32 Innovation becomes possible only if people can step out of their comfort zone.
33 Re-imaging the future of business is exciting, but investigating the different path for unleashing business potential needs to take a systematic approach and develop it into a more solid form.
34 The wisdom and goal of innovative CIOs are to help the organization think clearly about the two horizons of future, the short-term gain, and the long term win.
35 Self-evaluation is hard due to ego, culture, process, budget, and other management issues.
36 back to fundamental, IT is not the weakest link in the organization, it’s people.
37 The focus of the CIO’s role has changed from product-oriented to client-oriented.

The Monthly “Digital Gaps” Book Tuning Apr. 2017

Bridging the 'gap of opportunity' between where you are and want to become is a welcomed challenge and a step-wise approach to making a leap of digital transformation.

“Digital Gaps -Bridging Multiple Gaps to Run Cohesive Business” is a guide book to help digital leaders and professionals today identify, analyze, and mind multiple gaps with multidisciplinary insight and holistic understanding. Today’s digital organization simply just can’t stand still. Bridging the 'gap of opportunity' between where you are and want to become is a welcomed challenge and a step-wise approach to making a leap of digital transformation.

Bridging Three Gaps to Make the Business “Digital ReadyAlthough developing and implementing a digital strategy is at the top list of business executives’ agenda, Being digital ready goes beyond just applying the latest technologies, or playing the latest gadget. There are still many gaps need to be close, and there are also a lot of pitfalls on the way. Therefore, truly forward-thinking organizations are taking a holistic approach to making the business “Digital Ready” via bridging the following three gaps in order to implement digital strategy seamlessly.
How to Breakdown Bureaucracies in Digital Transformation? Digital is about changes, closer to reality is that 'change' is continuously happening in such a dynamic environment of a company. The desires of stakeholders, clients, and employees are evolving naturally, not to mention that many of organizations today are facing a more radical digital transformation. What is the digital leadership all about, how to cultivate digital attitudes to break down bureaucracies in accelerating digital transformation in organizations or our society?
Why does Silo Happen and How to Bridge It? There are different definitions of the silo, by its nature, it’s about isolation. The segmenting or sectioning of work by skill, knowledge, type, etc, is a necessary component of complex work or large workplaces. But silo mentality is fundamentally about keeping the mind static and keeping the people separate rather than keeping work separate.
How to Mind the Gap between Strategy and Execution? As companies around the world transform themselves into digital business that is based on ‎information, innovation, and intelligence, their ability to well align the strategy and execution, for delivering the solid result; their capability to explore intangible assets (leadership, culture, innovation, knowledge etc) has become far more decisive than their ‎ability to invest in and manage physical assets. In order to build a solid strategy and execute it smoothly, more specifically, how to mind the strategy-execution gap? Do you think there should be a specialized strategy department for strategy ‎analysis and formulation? What about strategy implementation and how to measure it effectively??

How to Bridge the Innovation Execution Gap? Although innovation is at every forward-looking organization’s agenda, there are at least two gaps existing in innovation management: idea gap and execution gap. More often than not, companies seem to continue to have more ideas than execution expertise. If you have an idea, you gain only if you have the right methodology to implement the idea. However, there’re gaps between innovation strategy and innovation execution, how to mind it?

The “Future of CIO” Blog has reached 1.8 million page views with about #3700th blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking and innovating the new ideas; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes the time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify diverse voices and deepen digital footprints, and it's the way to harness your innovative spirit.



















CIOs as the Proactive Digital Champion

The top CIOs today are the influential business strategist, innovation evangelist, talent master, and proactive digital champion.

Due to the disruptive nature of technology and overwhelming growth of information, IT leaders seem to be always in the hot seat, they have to continue reinventing themselves and IT organization to ride above the learning curve and get digital ready. Digital CIOs are one of the most sophisticated leadership roles in contemporary businesses today. As they are leading one of the most complex and dynamic functions of the business, and managing one of the most intelligent groups of digital professionals in the organization. CIOs have so much more on their plate now than before, and in most circumstances, it would be excellent for the job. Forward-looking organizations are empowering their IT leaders to drive digital transformation from the front and lead changes seamlessly.


A proactive change agent: Digital transformation represents a break from the past, with a high level of impact and complexity. Transformation means to change the "nature" of something, albeit that the increasing pace of technological advances has clearly impacted the nature and scope of opportunity. Hence, IT is like the digital brain of the business that store, process information and abstract business insight from it. IT can bring scientific discipline and disruptive digital technologies to demystify innovation. Digital IT is a paradigm shift in role, responsibility, and attitude. CIOs are expected to constantly propose new ideas and challenging the status quo. Digital transformation efforts need to be undertaken as the means of getting to a defined different capability to accomplish a defined goal. Otherwise, they cannot have the clear focus and business rationale that is essential to gaining any traction in changing and business optimization. Hence, business and IT have to bridge the gap and achieve the business goals collaboratively if silo thinking is dominated by the organizations where many executives lack the sufficient understanding of the technology and don’t have the vision of IT as a strategic business capability, they would have difficulties of riding above the learning curve and lagging behind the digital transformation. Hence, CIOs need to become proactive change agents, for IT to enable and catalyze business transformation, for IT to have an oversight of the key business processes and influence organizational culture. Further, during transformation, breakdowns will occur in order to break through to these new thought paradigms, and selecting which foreseeable breakdowns should be managed proactively is key.


A proficient and profound business advisor:  Being a reactive IT manager to “keep the lights on” only is not sufficient to lead a high mature digital IT organization today. Because IT is the threshold of the digital capabilities of the company. The CIO should be a trusted advisor to Board and C-Levels, and empowered CIO can be part of the board which is the “mastermind” behind the digital transformation. As such, the CIO should be a productive member and provide some active insight and options. Without the analysis, insight, and understanding of the CIO, how does any C-executive direct the creation of a business strategy that is increasingly dependent on information & technology and, competitive advantages that derive from the IT-enabled innovations? Today, many organizations/ businesses are shallow in corporate knowledge. It is people (not machines) that understand "why" the numbers or information is saying what it is saying. IT leaders need to be a fluent digital interpreter that has a comprehension/synthesis level understanding of the business and provide the valuable insight in the form of money saved, revenue from the new unexplored business idea. An opportunity for the CIO to add a lot of value in the C-Suite is helping C-Level leaders understand the possibilities of how new technologies can enhance the creation or improvement of products and services while balancing the technical and business risks, the investment needed, timing, etc. Digital CIOs need to provide this "innovation execution" service to your fellow business peers. The concentration should be on what these technologies can do for the businesses, not on the technology itself. The IT leader of the future and the exemplars of today must move away from the pure IT manager, and be a trustful business partner and an influential strategist.


A progressive talent master: The latest digital technologies such as social and collaboration tools provide an abundance of opportunities to engage the digital workforce, empower the talent growth; enable the cross-functional communication and collaboration, and influence on corporation brand and reputation. CIOs who are only putting stress on "having the knowledge" not on "building the knowledge" might be in danger just to preserve the organization and thus create huge constraints for the possible innovation. It needs to break down some outdated rules. The digital CIO should be a talent master, who can make the objective assessment of both talent performance and potential, and wise decisions about the human capital investment, to bridge IT talent gaps and build the long-term IT competency. It is an assessment of employee engagement, meaning associated with their Job, flexibility, career growth and freedom, and making the sound judgment about their strength, creativity, attitude, and aptitude, with the goal to build the high performance and inclusive teams to unleash the collective human potential. The veneration of your team workers needs to be complimented and appreciated in ideas, in views that are consistent, credible submissions, research orientations, conformity in operational effectiveness and within industry guidelines. A high-effective digital workforce can make the workplace more creative and productive, and drive the business success in long term.


From doing digital to going digital and being digital is the journey which is full of opportunities and risks. Digital CIOs need to know when to lead from the front to inspire and innovate; and when to lead behind to observe and coordinate. Generally speaking, the CIO is not a static management role, but a dynamic leadership role that needs to continually practice, experience, learn and adjust. The top CIOs today are the influential business strategist, innovation evangelist, talent master, and proactive digital champion.

Twitter Delicious Facebook Digg Stumbleupon Favorites More