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.

Wednesday, June 21, 2017

The New Book "Performance Master - Take a Holistic Approach to Unlock Digital Performance" Introduction


The purpose of the book “Performance Master: Take a Holistic Approach to Unlock Digital Performance “is to provide an in-depth understanding and share unique insight about how to take a holistic approach to measuring and managing enterprise digital performance. Without measurements, it can be hard to tell whether attempted improvements achieve the expected results or not. It's fair to say that any organization didn't have a systematic approach to performance assessment and measurement at both strategic and operational level has a giant blind spot that is impairing their performance. A well-designed performance management system is a necessary foundation for continuous improvement.

  • Chapter 1 Digital Performance Assessment: Making an objective assessment is the first step in performance management. Corporate Performance Management is a management control from the strategy till shop floor. Managing performance means evaluating performance and understanding results, setting metrics, fixing plans, and making decisions to ensure it happens. This also means:
-Translating the business strategy into operational terms.
-Aligning the organization to create synergies.
-Making strategy everyone’s everyday job and a continual process.
-Mobilizing change through executive leadership anticipation, monitoring results and act.

  • Chapter 2 Digital Performance Indicator: "If you can't measure, you can't manage," the legendary management guru Peter Drucker once asserted. He was right, just not right enough. The fact of the matter is that it's a lot easier to get metrics wrong than right, and the damage caused from getting them wrong usually exceeds the potential benefit from getting them right. Choosing the right KPIs is crucial. The challenge is that people have their own take on KPIs. KPIs must be aligned with the corporate goals and objectives, but should also be directly relevant to the activities that businesses are attempting to manage. Selecting the right measure and measuring it right are both art and science. KPIs influence management behavior as well as business culture, and poorly designed or implemented KPIs can be very damaging the "culture of the team" and the quality of business execution.

  • Chapter 3: Digital Performance Dots Connection: Enterprise Performance Management is an integration of multiple management disciplines and the development of a set of performance management practices. The business management is, in essence, the strategy management and performance management continuum. Hyper-connectivity is one of the most critical digital characteristics. It is important to connect the dots between performance management and other management disciplines, to understand that digital business development & transformation is the paradigm shift which takes a multidisciplinary approach. In modern socially responsible companies, it isn't just about WHAT (performance result) you have achieved, but also about WHY (the strategic vision) and HOW (the decision-action scenario) you have achieved it.

  • Chapter 4 Digital Performance Scoreboard and Dashboard: The balanced scorecard is the balanced scorecard model offers a way for a corporation to gain a wider perspective on its strategic decisions by considering the impact on finances, customers, internal processes and employee satisfaction. A business dashboard is "an easy to read, often single page, real-time user interface, showing a graphical presentation of the current status (snapshot) and historical trends of an organization’s key performance indicators to enable instantaneous and informed decisions to be made at a glance.

  • Chapter 5 Digital Performance Management Maturity: Digital businesses become overwhelmingly complex to run, different organizations take different approaches to pursue high-performance results. Enterprise Performance Management is more as decision management. Enterprise Performance Management is the integration of multiple methods to make better decisions and implement the strategy seamlessly. The company’s performance is directly related to the decisions people make every day—from executives to the frontline, across functional areas and regions. Performance management facilitates the flow of the right information to the right people at the right time to get answers to the right questions, to help and coordinate your strategy, tactics, and risks.

Enterprise Performance Management is a multidisciplinary management discipline to run numbers in context, leverage data to tell stories, and get results related to business goals, and keep the business digital fit for the long term.



The Digital Board’s Composition & Leadership Perspective

The high performing Board shows the ability and openness to "question itself and its decisions/ discussions."
  
Organizations today have to live up with the business dynamic which is uncertain, ambiguous, complex and flux. The overwhelming growth of information is permeating every corner of the business, and rapid changes are touching every activity, function, business, and industry.  The matter of fact is that the changes sweeping the business are hugely disruptive and there is nowhere to hide. The board of directors as the de facto guardians of modern organizations has an important role to play in steering the organization toward the uncharted water and blurring business territories because they oversee strategy management and set the policy for driving changes. With more and more organizations are on the journey of the digital transformation, from the board composition perspective, which challenges do you face, when and how do you tackle the issue of change in the boardroom? How should BoDs get an in-depth understanding of their role and responsibility while the business change is accelerated across the business scope and knowledge life cycle is shortened significantly? How to build high-performance boards for today and the future? And what are important perspectives to build a digital savvy board?

The boardroom composition will directly impact on how they lead and which tone will they set for the entire organization to follow: While there are many components of leadership, one of the most important ones is the ability to adapt, model and influence change. Contemporary boards play the crucial directorial role in business strategy oversight, performance monitoring, business advising and policy setting. Not only do today’s BoDs need to have sufficient knowledge to understand the digital business ecosystem, but also they should have the collective insight to present today and foresee the future. The high-performance board makes the disproportional impact on running a high-performance business. The high performing Board shows the ability and openness to "question itself and its decisions/ discussions." It’s not talking about "second guessing" but the ability to validate and double back on decisions past and present discussions. This is basically getting the "oversight" closer to the forefront (if not within) of every board process. They frequently brainstorm issues such as board composition, structure, and leadership - take the periodic risk assessment and well-tuned succession plans. They have to continue removing the barriers, filling the gaps for improving the performance effortlessly. At the digital age, status quo only cannot make one a real leader, if they don’t have a purpose of leading or lack of insight or vision upon the directions, and in-depth understanding and expertise to connect the mind and touch the heart and improve leadership empathy.

Leadership is all about change and directorship is about steering the business toward the right direction: Digital transformation is in every forward-thinking company’s top agenda; innovation is the light every organization is pursuing, and digitization becomes the new normal of business expansion. All of these bring the significant opportunities and responsibilities for the new breed of digital BoDs. Because the board in a high-level directorship position plays a crucial role in strategy oversight, business advising, and monitoring, as well as setting key digital tones in leadership development and talent management. High-performing boards set goals for their own performance and regularly evaluate how they are performing as the board.  An effective board enables and directs management towards good outcomes, and ensure the business is on the right track to reach well-defined business goals. If the results are lacking then the board effectiveness must be questioned.

BoDs are also the mastermind behind digital transformation: The contemporary corporate board as the directorial role plays a significant role in overseeing strategy, advising corporate executives and monitoring business performance. The BoDs should also walk the talk to digitize the boardroom with strategic imperative because often the digital tone is set at the top and echo spirally to all levels of the organization. The differentiator between a digital leader and a laggard is not about the title and authority, more about the mindsets and attitude. Digital attitudes are about being experimental and persistent. Hence, digital BoDs today also need to show intellectual curiosity, creativity, learning agility, and risk tolerance, etc. One of the significant tasks for BoDs, leaders, and managers is to make either strategic or operational decision. Decision effectiveness is often compromised by group thinking (group polarization means that a group of people can make a more extreme decision than an individual.) which is often caused by the homogeneous team setting with cognitive gaps. From the board composition and leadership perspective, bridging cognitive gaps and sharing different perspectives becomes imperative for improving directorship effectiveness and leadership maturity.


The question is whether there are enough people with the proficient skills and expertise to do the job in the heat of today’s boardroom facing business uncertainty, rapid changes, continuous digital disruption, and unprecedented competitions. While directors bring many competencies to the table, they should keep learning agile and master digital fluency, adapting to the increasing speed of changes and the exponential growth of information.  Digital BoDs have to understand what's required and how as a high-level basis of going digital mean to the business, so they can make a significant impact on accelerating digital transformation by taking a step-wise approach and with the steadfast speed.

The New Book “Digital Capability - Building the Lego-Like Capability into Business Competency” Quote Collection III

The organization's long-term success is based on a set of differentiated capabilities and its core competency.

The purpose of the book “Digital Capability - Building Lego-Like Capability into Business Competency “ is to provide an insightful understanding of assessing, developing, and managing organizational capabilities in a structural way. The organization’s competency is based on a set of cohesive capabilities and how fast and effective they can be built upon. The high-mature organizational capability is the digital business differentiator, to keep the business unique, competitive, and innovative, to improve business maturity significantly. The capability views enable dot connections and help the business identify “actuality, capability, and potentiality,” build Lego-like capabilities into core business competency and improve the success rate of strategy execution and overall business maturity.

46 The high-mature organizational capability is the digital business differentiator, to keep the business unique, competitive, innovative, and improve the overall business maturity significantly.

47 High mature digital organizations have high-mature digital capabilities not only to implement the digital strategy but also to drive enterprise-wide transformation.

48 Dynamic capability is the ability to reconfigure your organization in the way that has the effect of increasing its variety.

49 It is important to strengthen the weakest link, to ensure all important business elements integrated and knitted into ongoing organizational capabilities and unique business competency.

50 The business capability coherence is the decisive factor for the success of strategy implementation.

51 The digital capability is synthetic in nature, embedding agility in processes and focusing on building the long-term business competency.

52 A core competency is a combination and harmonization of multiple capabilities with a focus.

53 You must be careful in establishing KPIs, as the old saying goes, you get what you measure.

54 The emergence of potential opportunities for exploiting digitalization is likely to follow a nonlinear pattern as the pervasiveness of an organization’s digitization journey increases.

55 Business capabilities are path-dependent.

56 Organizations have to stretch out in every business dimension for driving the full-fledged digital transformation based on the set of digital capabilities and its unique business competency.






Explore a Unique Path to Innovate IT

Many companies are at the tipping point to digital transformation journey, more and more businesses empower their IT to lead changes and catalyze business growth, due to the overwhelming growth of information and disruptive nature of technologies. IT is at the crossroad, either ride the learning curve and explore a unique path to build differentiated competency, or just react to the business’s requests and become irrelevant. Some high-performing IT organizations have moved up its maturity to become the innovation hub and game changer in their companies.

Closer to the end customers: Digital is the age of the customer, being a customer-centric business is in every forward-thinking organization’s agenda. IT has two sets of customers: The internal business customers as well as the end customers of the companies. To reinvent its image as the business catalyzer, IT needs to be closer to the end customers and do more with innovation. Innovation happens at the intersection of customers and technologies. Thus, customers become an important link in the innovation process. The end customer (including prospects) should be studied and observed. Corporate IT plays a significant role in digitizing every touch point of customer experience and building key business capabilities. Remember innovation must prove its value in the market. Customers must be willing to pay for this, be it a product, process or service innovation. IT is at the unique position to oversee the underlying business functions and processes. Hence, it has better advantages to make deep observations and have an empathetic understanding of customers. This involves gaining a deep knowledge of the motivational construct of the customer, in order that IT can become "anticipatory" of what the customer will likely "want next," and apply a more inductive approach as to what the customer wants to accomplish “next.” It is important to think when talking about innovation, not purely about technological advancements or breakthrough innovations, but also about different propositions, approaches to a problem or new interpretations, with customers as the center of innovations.

Communication, collaboration, and co-creation: Traditional IT organizations are often perceived as a back office function to keep the lights on with a controller’s mentality; to innovate IT and accelerate changes, it is a fundamental initiative to improve the important IT-business relationship that is essential to the business’s long-term success. It means having IT and business collaborate as equal partners to harness communication, enforce collaboration, and co-create innovative solutions, so that, organizations, people,  strategies, etc, work in harmony, such that initiatives, especially those focused on leveraging IT to increase revenues are successful. The crux of the question is what an IT leader must plan for, articulate and, of course, execute to match the demands of the business and customers; set and communicate the forward-looking vision, and leverage IT funding to innovating for the business success.

 Integrate the art and science of digital innovation: Being able to become innovative or close is being able to think, and create new things based on the business or the customer’s needs, true knowledge is the optimal solution. Innovation is to have a new perspective on things. Innovation follows basic rules, which are adapted depending on the company's situation and ambition. Running digital IT today needs to explore the art of possible and the science of engineering discipline. The challenge is getting out from the daily burden, and spend more resources and time on innovation-related activities. Once IT is unburdened from the daily routine of flipping the lights and break/fix; it’s almost natural that the staff turn into the innovation co-creators. That requires creativity and some open and innovative leadership. Building an environment where the only thing you get fired for is not asking hard questions. Often the most disruptive person is the one you want to harness and reward. Build up a positive emotional climate, foster cross-functional communication, and advocate change relentlessly.

When everyone just follows the best practices to run IT for “keeping the lights on,” there is no way IT can stand out. Both fast growing businesses and well-established organizations set top priorities to build new capabilities in which IT is a key enabler. Every forward-thinking IT organization should explore a unique path to innovate and digitize, proactively push ideas on how to leverage powerful digital technologies to drive revenue growth, increase business productivity, flexibility, and performance.




Tuesday, June 20, 2017

The New Book "Performance Master - Take a Holistic Approach to Unlock Digital Performance" Preview

A well-designed performance management system is a necessary foundation for continuous improvement.

Corporate Performance Management is about managing and monitoring the corporate performance via the well-defined set of performance indicators. Corporate performance management is not just about managing numbers with metrics, but the number with context. The various activities are needed to manage performance— strategic and operational plans, metrics, day-to-day decisions. So, Enterprise Performance Management is critical, because new competitive challenges and active market changes underscore the strategic imperative of managing performance more than ever. But what’s exactly corporate performance management regarding for, and what’s it related to other key components of corporate management such as strategic management, risk management, information management, decision management, or talent management? Enterprise Performance Management methods include strategy maps, scorecards, customer profitability analysis using activity-based costing principles, customer intelligence, driver-based budgeting / rolling financial forecasts, process management, and quality management. Enterprise Performance Management integrates them as a large umbrella.

The purpose of the book “Performance Master: Take a Holistic Approach to Unlock Digital Performance “is to provide an in-depth understanding and share unique insight about how to take a holistic approach to measuring and managing enterprise digital performance. Without measurements, it can be hard to tell whether attempted improvements achieve the expected results or not. It's fair to say that any organization didn't have a systematic approach to performance assessment and measurement at both strategic and operational level has a giant blind spot that is impairing their performance. A well-designed performance management system is a necessary foundation for continuous improvement. So, the logical scenario to manage performance includes the following steps:

  • Make a fair assessment and get objective perspectives on what you are trying to manage. Understanding what’s blocking achievements, targets and performance is paramount.

  • Select the right set of indicators of organizational improvement, innovation, and investment, really focus on key metrics that correlate to better business outcomes and measure them effectively.

  • Connect the multidisciplinary management dots to tell the full story with the business context, as performance management is not an isolated management discipline.

  • Design management scoreboards to assess the business performance progress to strategic goals whereas build dashboards to assess the organizational performance to operational goals.

  • Act on what the performance indicators are telling you is vital to sustaining business results and improving the overall organizational maturity. \



  • Metaphorically, Enterprise Performance Management (EPM) is the tree, Strategic/ Operations/Risk Management are the main branches: Strategic Management, Operations Management, Risk Management are all part of good EPM, in essence. A company benefits most when it executes Enterprise Performance Management (EPM) and Enterprise Risk Management (ERM) in a complementary fashion, as two elements are both critical for achieving the vision and mission of the company. Under EPM the management looks at what one wants to take place. The management team translates the company vision and mission into a strategy with objectives; then translates the strategy into operational plans to achieve the strategic objectives; then executes these plans and monitors actual performance, with the classic PDCA cycle (plan-do-check-act). Under Enterprise Risk Management (ERM), the management then looks at the things one essentially does not want to happen. The things that would prevent the execution of the strategy or operational plans from achieving the stated aims or that would even make the strategy and operational plans completely obsolete.



    PerformanceScoreboard.png
  • Metaphorically, if the enterprise is a vehicle, Enterprise Performance Management is like the gas pedal with speed scoreboard: Enterprise Risk Management is like brake, and governance is like a steering wheel, to keep the business in the right direction; while ‘EPM's "strategy map" component could be the GPS for direction setting. The motor might be the organization's assets and capacity (including its workforce). Predictive analytics might be what is seen through the windshield. The purpose of all such management disciplines and practices is to ensure the enterprise vehicle running at an optimal speed in the right direction.

Enterprise Performance Management is a multidisciplinary management discipline to run numbers in context, leverage data to tell stories, and get results related to business goals, and keep the business digital fit for the long term.

The "Performance Master" Book Introduction Slideshare

The New Book “Digital Capability - Building the Lego-Like Capability into Business Competency” Quote Collection II

 The organization's long-term success is based on a set of differentiated capabilities and its core competency.

The purpose of the book “Digital Capability - Building Lego-Like Capability into Business Competency “ is to provide an insightful understanding of assessing, developing, and managing organizational capabilities in a structural way. The organization’s competency is based on a set of cohesive capabilities and how fast and effective they can be built upon. The high-mature organizational capability is the digital business differentiator, to keep the business unique, competitive, and innovative, to improve business maturity significantly. The capability views enable dot connections and help the business identify “actuality, capability, and potentiality,” build Lego-like capabilities into core business competency and improve the success rate of strategy execution and overall business maturity.

25 The digital capability is modular, dynamic, and nonlinear, having many visible and invisible business elements, for improving organizational competency, and enabling business strategy.

26 The capability view can leverage different perspectives from different roles.

27 Defining your enterprise business capability is part art and part science, and building your business capabilities is more science than art.

28 A business capability is the firm’s ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments.

29 Capability-based strategy-execution is the only path leading to a sustainable digital transformation.

30 A “roadmap” is simply a plan for moving or transitioning, from one state to another. A roadmap provides the direction to the future.

31 Skill + Capacity + Tool + Capability

32 You can’t improve what you are not managing, you can’t manage what you are not measuring, and you can’t measure what you are not focusing.

33 IT is the building block when business-IT gaps are shrinking, and it would be the roadblock if the gaps are enlarging.

34 Processes need to be seen as the building blocks of the organizational capability and pieces of the big business picture.

35 Re-use is a necessity, but it should be a natural reflex, and find the right “tipping point.”

36 Digitalization implies the full-scale changes in the way business is conducted so that i\t’s a multi-dimensional planning and orchestration.

37 Strategy execution doesn’t go for perfect, it’s the core business capability needs to be sharpened for improving the business performance and maturity.

38 Innovation is a unique business capability to reinvent business, but not to reinvent the wheels.

39 Information Management becomes the core capability of the digital organization, and it is the key differentiator between digital leaders and laggards.

40 You cannot manage risk, or for that matter, build a risk management capability without first understanding the “business value of risk management.”

41 Managing change is no longer a one-time initiative, and change management turns to be a strategical ongoing capability in today’s digital organizations.

42 Decision-making is a solid business capability to improve business responsiveness, agility, and competency.

43 Learning agility is the willingness and ability to learn, de-learn, and relearn. Limitations on learning are barriers invented by humans.

44 Though there are both hard and soft business elements in building organizational capabilities. Still, people are the capability masters.

45 The hard core of leadership capabilities strengthens leadership effectiveness and highlights leadership substance.








The Digital Board’s IT Inquiries

The digital board’s IT inquiries help the business understand the critical role of the IT in achieving business performance and maximizing the business potential.

Information is the lifeblood of the business and technology is the disruptive force behind the digital transformation. Nowadays, information technology can either lift or fail the business even overnight. Therefore, an IT-friendly board should change the perspective to understand the power of information and the potential of technology. Companies can leverage IT to improve the top line business growth and build the long-term business advantage if it always has IT-literate board director to participate in the conversation. Here is a set of digital board’s IT inquiries.

How to set guiding principles for an IT organization? The corporate board oversees the business strategy and sets guiding principles for practicing business management disciplines. Guiding principles let the organization know what to expect when dealing with IT. It serves as a yardstick by which to manage and measure IT internally and externally and can spur some great discussions with fellow C-suites. To oversee the strategy, you will need a cascade of statements that link the overall vision/philosophy of the organization, value statements (used to monitor overall performance - how the vision is achieved), Mission Statements, Strategy, Objectives, and Programs (Tactics). There needs to be a pragmatic way of applying whatever principles to the problem in a consistent manner. Otherwise, it is a waste of effort to even state them. Today IT is permeating into every corner of the business, IT management is no longer just the business of IT department, but a holistic management discipline to ensure the right people getting the right information to make the right decisions for solving the right problems. The board’s IT oversight is important because it is not easy for a set of principles defined that can be applied holistically - their content contains natural conflict, and without a method of prioritizing and implementing them consistently, they become a source of contention.

Is IT an enabler or an obstacle to getting things done in organizations? One of the biggest obstacles to achieving digital fluency is the gap between business and IT. IT is supposed to be the building block of the business competency, but often it’s perceived as the roadblock to getting things done. Too often IT is involved too late in the decision-making process. This results in a dynamic where the business develops enthusiastically nice and shiny plans and goals and IT then has to explain why this cannot be developed and fit into the plan at a reasonable investment. Thus, an IT-friendly board should oversee the business strategy with IT strategy as an integral component, invite IT leaders to the big table for providing input and sharing technological vision. If the IT focus is on operations and controlling only, it is no wonder non-IT executives consider IT as an obstacle. IT leaders must know how to promote their organization by "selling the right things right," to have the seat at the big table to envision the radical digital transformation IT can catalyze. The corporate board monitors the business performance, collaboration, transparency, respect and clear leadership are the keys to breaking down the silos, and every department in the company needs to work together to be successful.

Does your organization have too many business initiatives? Companies overwhelmed with too many business initiatives is a common scenario. The root cause of the problem is the lack of connection between strategy and implementation. Identifying what generates the most value for the company and expressing that in strategic objectives help managers keep their eyes on what matters. There are a couple of contributing factors to project overwhelming and lack of priority, such as lack of leadership effectiveness, underestimate resources, the “whirlwind” of the day to day operations, etc. The corporate board’s strategy oversight and performance monitoring help the business management including IT set the right priority, lead the business to a realization that the real challenge and the real opportunity in improving the corporate governance of IT are in reworking the management systems for planning, building and running IT so that they are integral aspects of the corporate management systems for planning, building and running the business to improve its effectiveness, performance, and maturity.

The digital board’s IT inquiries help the business understand the critical role of the IT in achieving business performance and maximizing the business potential. The top leadership needs to sort through the issues, develop rationalizations and achieve mutually acceptable solutions that are then communicated up, down and across the enterprise, to integrate IT and business, and make a seamless digital transformation.




Tuning a Flexible Digital Organization

Ideally, the two structures, hierarchy, and relationship structure wrap around each other to ensure responsibility, to keep information flow and the creation of power.

Compared to the traditional organizations with an overly rigid hierarchy or strictly pyramidal structure, digital organizations today are flatter, hybrid (the mix of physical building and virtual team setting) and more adaptable to changes. These companies are becoming more flexible, able to navigate changes and the complexity of the present business world via creative problem-solving and innovative management practices.


The organizational design should be tuned to enforce flexibility: A flexible organization is a complex social system starting to appreciate attributes such as 'readiness,’ 'ownership,' ‘integration,’ 'open communication,’ customized structuring as well as developing 'partnerships. Because digital platforms and technologies break down the rigid functional silos and enable unofficial structures forming to keep information and idea flows. Ideally, the unofficial structure that has emerged over time is the formal structure you should have. The “organizational design problem” would be to build the “best” mix of organizational elements that enable the organizational interdependence, enforcing cross-functional communication and collaboration. What works and what doesn´t, depends on the nature of the organizational interdependence that needs to be enabled. After all, where you presently stand determines the path you have to take to get to where you want to be. The digital balance to human nature will need to have some combinations of structural design and incentives, and going forward, it may well require changing both official and unofficial structures into a hybrid organizational structure that can support an innovation journey in the direction you are heading, rather than where you have been.

Be flexible to explore alternative ways to solve problems: Running the business is fundamentally about solving business problems to win customers and achieve business results. Never assume you know what the problem is. Never think there is a short list of solutions you can pick from. And there is no need to look at it in a reactive mode as a ‘problem,’ but it would be desirable to look at it proactively,  set the updated business ‘policy,’ and digital principles. Test every assumption. A solution should match a problem and with that in mind, the one thing change would be to have a phrase at the heart of everything the organization does.  So the best way in which Change Management would help in a vertical sector, and would be tangible as well, would be to bring about technical changes in organizational design to reduce complications and optimize cost for achieving the tangible business value and develop a business process improvement initiative and incorporate change into it.

The business change objectives depend on the human objective: Digital means the fast pace of changes. Because organizational change becomes common practice within an organization, it needs to be treated as a strategic function to reach its full advantage. Irrespective of whatever strategy is selected, all change objectives (business, technical, service, safety, performance) depend entirely on the human objective. With time and increased understanding of Organizational Change Management (OCM), there is an acknowledgment that the best fit for OCM is at the strategic level. Organizational development needs to manage the conflict between classic style and digital style of management. The management system needs to be the alerts you put in place that act as tuning forks to enable you to view the timing, tempo, and harmonies going on, or not. Ultimately, the goals for the organizational change is to increase employees’ engagement, productivity, improve customers’ satisfaction, and the overall business performance and maturity.

Change is a continuum and either for the individual or the business, once you accept that life will be a constant shift going on around us, then you are able to seek ways and means of adjusting your perspectives and those around you. From organizational structure and change management perspective, digital favors hybrid solutions. Ideally, the two structures, hierarchy, and relationship structure wrap around each other to ensure responsibility, to keep information flow and the creation of power. Thus, it is important to keep tuning a flexible digital organization to get digital ready.