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.

Friday, September 22, 2017

Three “W” Factors in Innovators

Creativity is infused with an inner cohesiveness and comes from a vision of uniqueness.

Creativity is everything that people dream, see, feel, touch. All our experiences are completely reconfigured in a way that mixes up all of the important elements to spark creativity. Creativity is as much defined by the problem as by the capacity of the individual to connect things to resolve that problem in new and sometimes unexpected ways. Here are three “W” factors in innovations.



WHY: Creativity needs a problem. It is the key to present the WHY first. “Why things are the way they are” does challenge the assumptions and the “old way doing things,” it’s the good start pointing to see beyond the surface and identify the root causes of the problem. Innovation is never for its sake, innovation is coming up with something of value by applying it to a product or process, to either delight customers or engage employees. As humans, we have a natural curiosity to ask the big WHYs. The “why” factor provides a way to inject enthusiasm, which is infectious and spurs creativity forward. It also helps to streamline the pre-planning stage of innovation scenario. Are the innovations you are trying to promote actually relevant to the business now, or in the future, or at all? People's knowledge of ourselves and the world increases over time through a process of change and co-creative, an evolutionary adaptation to change. The big WHY about innovation helps to clarify the noble business purpose behind innovation initiatives, understand the context, and capture the insight for human progress.


Wholeness: Innovation leads us to understand the wholeness. The interaction between what is within us (the self), and how we project to the exterior world is the bridge to achieving wholeness. Since innovation, the practical application of creativity is essentially about problem-solving at various levels, and to solve a problem implies a wish to make something, or everything, perfect. That, in itself, seems to lead to a wish for understanding the wholeness. Creativity to some extent is the nature of seeing the patterns that already exist, and then being able to predict how they change, and sometimes manipulate them in a direction that fits our needs or that of our objective. Creative thinking, critical thinking, and systems thinking are often go hand in hand. Because critical thinking help us figure out why creativity is necessary to come out better ideas for doing things, and systems thinking helps us connect wider dots and understand patterns for fueling creativity. All these thought processes are  all interlinked attributes we bring to our respective crafts in varying degrees depending on our mental models, perspectives, distinctions, etc, but how these thought processes manifest themselves in each of us is unique, and then such interlinks often fuels new thoughts, perspectives, creativity and the imagination to spark into the fountain of new ideas and keep creativity flow.


Wisdom: Creativity has many dimensions, with multifaceted truth and myth, manifold knowledge and incredible imagination. Creativity is applied in many spheres of human activity. An essential aspect of creativity is the ability to challenge assumptions, beliefs, conclusions, and to be able to contemplate multiple, even conflicting views of situations and come out fresh perspectives, new ideas and shape creative wisdom. Creativity happens in both unconscious and conscious level. Creativity is a flow, an abstract, and an imagination. Creativity is infused with an inner cohesiveness and comes from a vision of uniqueness. Intelligence is knowledge. Wisdom is understanding. Knowing others is intelligence; knowing yourself is true wisdom. Wisdom leads to putting more thought into things and searching for truth and that widens the possibility of coming up with alternative solutions- the creativity spurs. Creativity is a complex, multidimensional thought process, a high level of thinking. And creative wisdom can bridge the old with new and mind the gap in the digital paradigm shift.

Creativity isn't far off, it's usually right under your noses, start with the big WHY, you need to master the variety of thinking capabilities, and clarify thought process so that creativity can give their best. When you are courageous enough to follow the gut and curious enough to understand the surroundings, you learn how to liberate the imagination, unlock creative wisdom, understand the whole, and come up with a new approach to the world.

The New Book “Digital Fit: Manifest Future of Business with Multidimensional Fit” Chapter 5 Introduction: Talent Fit

The right people with digital talent fit are the ones who possess the right mind with high mature thinking ability, updated knowledge, unique skills, differentiated capabilities, and good behaviors.

“Hiring the right person with the right capability for the right position at the right time,” is the mantra of many forward-thinking organizations. The question is how would you define the right people and what does the "Digital Fit" mean. The goal is to find the right people who not only fulfills the required needs of the work at the moment but also has the potential to lead organizations to the next level, and accelerate digital transformation.



Digital Thinking fit: Our mind is a complex system of complex systems and many of them are very difficult to understand and grasp. They shape our thinking, communicating, and the way we perceive and understand things. The shift from silo thinking to holistic thinking is evolutionary at the mindset level. The individual's” thinking box” is a mental construct made up of personal and environmental components that one operates within. Digitalization is all about hyperconnectivity and innovation, interdependence and information-savvy. Thus, it is important to shape the bigger, much bigger box at the cognitive level in order to capture new perspectives and gain an interdisciplinary understanding of solving complex problems. The deep problem that reveals is to understand what are the evolutionary pathways implied by these mind switches and how we can leverage different thought processes to solve them effectively.


Innovation leadership fit: Digital is the age of innovation. But who should be put in the right position for accelerating innovation? Who are your idea creators? And who are your innovation implementers? The success of innovation depends on bold leadership and proper management. Innovation leadership is crucial because leaders must have a clear vision and be strong in communicating it. Innovation leaders must walk the tightrope between diplomat and Maverick. They have to create, manage, and orchestrate the innovation symphony not completely written yet. They should have their own constitutional innovation leadership behaviors across the innovation creator, translator, stabilizer, and navigator, etc, with the pattern of required behaviors to face the emerging situation and succeed. Digital innovation has a broader scope, you need different types of people for various innovation objectives for different types of companies. Ultimately, innovation wheel is spinning faster when it was pushed by the top management and that commitment cross the functional levels permeates to the entire organization.


Experience FitLife is the journey with the knowledge we gain and the experience we accumulate, etc. The point is how to define the quality of experience. Some experiences are sweet, other experiences are bitter.  Experience in most of the case is a mixture of success and failure. Experience is not about doing the same things, again and again, it is about always learning the new things through it, either it is success or failure. When experiences become cyclical, repetitive with no focus on improving, it soon becomes a trap. One should build capabilities through experience. Keep in mind, the X years of experience is not equal to the X times of capability. In fact, the experiences become a hindrance to future progress when experiences resist you to intake new knowledge or relearn when necessary. The experience becomes a hindrance when it causes the arrogance, make you feel that you are finally capable of everything. With today’s business dynamic, the experience can no longer be measured quantitatively only, quality counts, dynamic counts, and the better way to define experience is “Lesson Learned.” With today's change dynamic, experience to tackle new situations under diverse factors is what we should be looking at, it's the true "digital fit" capability for changes. So, the quality of experience is very essential.

The right people with digital talent fit are the ones who possess the right mind with high mature thinking ability, updated knowledge, unique skills, differentiated capabilities, and good behaviors necessary to move your business in the direction it needs to go, to achieve the vision and goals of the organization. They are not just keeping the lights on, they continue innovating, make positive influence, and transform the business for the long-term prosperity.

Three Aspects to Groom a Unique CIO

Digital CIOs should have unique mindsets, skillsets, and even a unique title, become the top business leader to lead digital transformation smoothly.


CIO is the leadership role, every leader is unique, and thus, every CIO is unique. The leadership roles such as CIO need to share the unique point of view, to break down conventional wisdom and lead their organization up toward the next growth cycle and catalyze digital transformation with faster speed. Digital CIOs should have unique mindsets, skillsets, and even a unique title (not for status quo, but for enforcing position influence), become the top business leader to lead digital transformation smoothly.
Unique mindset: First of all, unique CIOs have a unique mindset to become the transformative leaders to lead change smoothly. Unique CIOs are often outlier visionaries who are good at the perception of technology trend, or alternative business solutions. CIOs as the leadership role is not just for managing IT transactional activities, they need to be the business strategist who can continue gathering information, diagnose business or IT issues, be skeptical about conventional understanding of the problems so that they examine everything before accepting it for its real truth or advising it to others. Strategic thinking is also the "big picture" thinking to keep the end in mind, it's about where you are, where you want to be, identify the gap and create the alternate approaches to anticipate and provide solutions with a long-term perspective. A unique CIO is also good at creative thinking for running IT as an innovation engine of the business. Because IT is in a unique position to oversee the business, thus, IT leaders need to absorb the new knowledge across the business functional boundary in order to connect wider dots and work out with new ideas to achieve the business value. IT is an engineering discipline, thus, CIOs as IT leaders should also master at Systems Thinking which is the thought process to understand the interconnectivity between parts and whole. Systems Thinking advocates holism, interdisciplinarity, and versatility. Applying Systems thinking and understanding to the IT management is a good start point to build collaboration and transform IT from a support function into an integral part of the business and trust partner. A unique set of digital thinking help IT leaders think broader, deeper, use a longer-term frame, and take a holistic lens, to improve IT performance and maturity.


Unique skill set: Each of the senior managers has a different view of the job, what it will take to be successful, and how the goals are measured. The stereotypical CIOs are often perceived as technical geeks Because traditional CIOs come up through the ranks on the technical side.They spoke the completely different language from the business, and focus on HOW to get things done, the transactional piece of the tasks. But today's digital businesses have very high expectation about IT. Modern CIO is one of the most sophisticated leadership roles in businesses today because they have to wear multiple personas and adapt to changes all the time. Besides equipped with a unique set of digital thinking, CIOs have to build a full set of management skills and differentiated leadership capabilities. Due to change nature of technology, No matter where you are in IT, the world changes with accelerated speed, IT is in the middle of a sea change. CIOs need to have the capacity to learn, relearn, and adapt, spend more time on figuring out the strategic WHY and the transformative perspective of IT digitalization. Being a unique CIO with differentiated competency means that the IT leader should close leadership and communication gaps via their niche skills, run IT as the business catalyzer via their management capacity, do more with innovation based on their leadership philosophy to tolerate risks, be experimental to try new things and ensuring IT is strategically positioned to be ahead of where the business is moving next.


Unique title: Like all digital leaders today, CIOs should discover WHO they are and WHY they want to lead. Although the title is not as essential as responsibility, the standard needs to be defined and the priority should be set. Because the title can often be misleading and situation-driven, many companies define the duties and functions of a CIO differently. WIth fast-growing information, there are multiple relevant titles cropped up such as Chief Data Officer, Chief Digitalization Officer, Chief Process Officer, Chief Customer Officer., etc. or at the larger enterprise, there are multiple people holding the CIO title. CIO is not the status quo, but the position power does help IT leaders amplify their leadership influence in the hierarchical business environment. With the criticality of information, many argue that the CIO title should be unique and should be held by the position that is really managing the "Information" within the corporation, having multiple people holding the title does water-down the position and causes confusion in the market and within the organization, or creates the new silo and add the more layers of bureaucracy. The scope of IT is broadening daily, social and environmental needs are increasingly driving the type of access people require. It’s now more relevant than ever to have a leader that will build feasible business-centric strategies, to keep the business ahead or at least in line with customer expectations. In terms of a title, an effective leader is included regardless of the title but by the contribution and feedbacks they can provide. They present leadership strength -confidence and being competent not only in IT but in business and even the digital ecosystem the organization operates within. The title of IT leader still vary, but every CIO is unique, every IT organization is unique and every business needs to have its own unique set of capabilities to compete for the future.  


Unique CIOs are developed inside out, starting with their innate ability to learn, groomed by the empowerment from the top business management. The focus of IT upon business transformation is not about changing the title, but how to keep updating mindsets, skillsets. attitude, setting up the standard, to improve IT capability and maturity. CIOs should strengthen their leadership strength, apply their leadership philosophy, enforce their unique styles in order to lead effortlessly. Make sure IT is no longer just a commodity service provider, but a business differentiator.


Thursday, September 21, 2017

The Weekly Insight of the “Future of CIO” 9/22/2017

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

  The Weekly Insight of the “Future of CIO” 9/22/2017
  • Stretch Out to Reach the Stage of Digital Renaissance Organizations large or small are on the journey of digital transformation. Digital is not a single dimensional technology adoption, but a multi-dimensional business expansion and optimization. Transformation efforts need to be undertaken as the means of getting to a defined different capability to accomplish a set of defined business goals. Digital transformation represents a break with the past, with a high level of impact and complexity. To reach this stage of the digital renaissance,  organizations have to stretch out in every business dimension, strengthen organizational capacity and build business competency for driving the full-fledged digital transformation.
  • The Monthly “Digital Boardroom -100 Q & As Book Tuning:  Build an Inquisitive Digital Board  Modern corporate boards play significant roles in guiding businesses toward the right direction and achieve expected business results. Due to the “VUCA” characteristics -Complexity, Uncertainty, Ambiguity and Velocity of the Digital Era, the directorship in any organization must have the curiosity to ask insightful questions, agility to adapt to changes, and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals.



  • Digital CIOs’ Three Role Shifts: Information and Technology are permeating to every corner of the business, IT is no doubt becoming more critical in either making or breaking a business. IT transformation means rationalizing current IT department and planning to partner with the business to provide tailored services and solutions in new ways.


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 Fit: Manifest Future of Business with Multidimensional FIt” Chapter IV Introduction: Knowledge Fit

Knowledge Management is a human problem and not a technological problem.

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.


Information fit: Nowadays, organizations large or small, collect an enormous amount of data. Data is a raw material, information is processed data. When businesses manipulate information in meaningful ways which give you something to interpret and utilize, then you have established the value from the information you get. Information is a key enabler to help you achieve your strategic business objectives - have the right information to make informed management decisions to develop the right products for serving the right customers. There is no limit to the value of information in our economy or better stated in today’s digital business ecosystem. Information Management fit is the key differentiator between digital leaders and laggards, high-performing organizations and mediocre companies.


Insight fit: The gap between knowledge and insight is about the depth of understanding. Because knowing something is not equal to understanding it, understanding it doesn’t mean you can communicate and coach it effectively. Knowledge is limited and can be out of date shortly, but insight is more universal and transcendent. A masterpiece of work, either literature, art, science, or philosophy, etc, is rested on insight. The insight of situation requires in-depth understanding. The more complex the situation is, the more different approaches and role gaming is needed to reach for understanding. Too often people may take an easy path, think and work at a superficial level rather than spend the time to understand what is going on underneath. Insight is an understanding of cause and effect based on the identification of relationships and behaviors within a model, context or scenario. Such insight should lead us not only understanding, but also predicting; not just managing problems, but also pursuing solutions and purpose seeking, as a mode of thinking and action.


Knowledge Management fit: Perhaps in organizations there seems to be the expectation that if you have a great business in one place and it’s working OK, then knowledge, ideas, solutions, and advice will easily transfer and that piece of the jigsaw will fit snugly into somewhere else. In less complex situations, people can see how this easily work. However, organizations become more complex than ever, knowledge needs to be facilitated and managed more systematically. Knowledge Management is a human problem and not a technological problem. It is important to prioritize efforts and take a phased approach to addressing Knowledge Management objectives and identify problems accurately. It is also practical to take the hybrid knowledge management solution to balance the two ends - centralization and decentralization to achieve effective knowledge management.

Knowledge is the power, you have to apply it at the right time in the right circumstance with the right attitude. Being in awareness of how much we know is essential for applying it authentically in real life. Knowledge is important, but openness is more difficult. When we truly become knowledgeable, then we become more aware of what we do not know and that should ideally fuel our imaginations and push for progression.

The Monthly “Digital Boardroom -100 Q & As Book Tuning: Build an Inquisitive Digital Board Sep. 2017

Modern corporate boards play significant roles in guiding businesses toward the right direction and achieve expected business results. Due to the “VUCA” characteristics -Complexity, Uncertainty, Ambiguity and Velocity of the Digital Era, the directorship in any organization must have the curiosity to ask insightful questions, agility to adapt to changes, and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals.

               Build an Inquisitive Digital Board



  • The New Book “Digital Boardroom: 100 Q&As” Chapter 1 Introduction The Digital Board’s Composition Inquiries Contemporary boards play the crucial directorial role in business strategy oversight, performance monitoring, business advising and policy setting. The boardroom composition will directly impact on how they lead and which tone they will set for the entire organization to follow. The question is whether there are enough people with proficient skills and expertise to do the job in the heat of today’s boardroom facing business uncertainty, rapid changes, continuous digital disruptions, and unprecedented competitions.?
  • The New Book “Digital Boardroom: 100 Q&As” Chapter 2 Introduction: The Digital Board’s Digital Inquiries Digital is about the accelerating speed of changes and abundance of information. The board needs to retain the ability to capture immediate and future opportunities which will enhance their shareholders’ benefits. To lead effectively, the board needs to be able to leverage diverse viewpoints via listening, brainstorming, and questioning, make effective decisions via critical thinking, independent thinking, strategic thinking, and system thinking, and become the “mastermind” behind the digital transformation.


  • The New Book “Digital Boardroom: 100 Q&As” Chapter 3 Introduction: The Digital Board’s Digital Vision/Strategy Inquiries Digital Boards help the business oversee business strategy via identifying and closing decision blind spots, pinpointing decision fatigue, and monitoring business performance. The most important judiciary duty of any corporate board is the oversight of a holistic strategy management of the company through focused leadership, monitor its implementation, and performance results, amend wherever necessary to match changing marketplace conditions, and by doing so to ensure the long-term prosperity of the business. However, many board directors are undereducated about their role while the business change is accelerated across global scope and knowledge life cycle is shortened.

  • The New Book “Digital Boardroom: 100 Q&As” Chapter IV: The Digital Board’s IT Inquiries? The digital new normal means that the change is inevitable and the speed of change is increasing due to the exponential growth of information and robust digital technologies. Digital board directors today need to become information friendly and technology savvy. The board's oversight of information management agenda helps to highlight the strategic perspective of IT and improve its differentiated value. An IT-savvy board will keep curious to ask insightful questions, have the advantage of pulling enough resources and pushing the business model of technology.

  • The New Book “Digital Boardroom: 100 Q&A” Introduction Chapter 5 The DIgital Board’s Leadership Inquiries: At today’s “VUCA” digital dynamic, organizations face both unprecedented opportunities to grow and hyper-competition or great risks to survive. A high-mature digital board is like a lighting tower to navigating the business toward the right direction and taking all these significant responsibilities more thoughtfully. The digital board directors should be mindful, insightful, innovative, and decisive, and become the mastermind behind the digital transformation.

The “Future of CIO” Blog has reached 2 million page views with 3900+ blog posting in 59+ different categories of leadership, management, strategy, digitalization, change/talent, etc. The content richness is not for its own sake, but to convey the vision and share the wisdom. Blogging is not about writing, but about thinking; it’s not just about WHAT to say, but about WHY to say, and HOW to say it. It reflects the color and shade of your thought patterns, and it indicates the peaks and curves of your thinking waves. Unlike pure entertainment, quality and professional content takes time for digesting, contemplation and engaging, and therefore, it takes time to attract the "hungry minds" and the "deep souls." It’s the journey to amplify your voice, deepen your digital footprints, and match your way for human progression.


Three “DE” Efforts to Rejuvenate IT to get Digital Ready

Due to the disruptive force of technology and exponential growth of information, more and more innovative organizations empower their IT organization to lead digital transformation at the front.  IT organizations today can no longer hide behind the scene and get stuck at the lower level of maturity to keep the lights on only or feel struggled to make an alignment with the business. IT organization has to reinvent itself for adapting to the increasing speed of changes and becoming more nimble about updating technology and managing information effectively. IT has to learn how to disrupt itself first, here are three “DE” efforts to rejuvenate IT.

Deprogram old mindsets: The traditional IT organization often has a controller’s mindset, and “we always do things like that” mentality. However, to improve its management maturity from reacting to changes to proactively driving change and business transformation, IT has to deprogram old mindsets, let go of “the voice from the past,” figure out the better way to do things and do more with innovation. We need an intuitive and innovative approach for the logical breakthrough! Forward-looking IT organizations strive to become the innovation hub of the business, keep information flow, idea flow, and reprogram the collective minds with new perspectives, norms, and attitudes. To deprogram old mindsets, IT leaders should empower their innovators and intrapreneurs who live and breathe in an intellectual world, brainstorm a lot, experiment a lot, debate a lot, to build a culture of creativity. It is like recode the DNA of the business,  challenging, but establishing a new blueprint for how top management should create the digital future reality.

Demystify IT investment puzzle: Organizations invest significantly in IT with the intention to gain the long-term competency. But many business stakeholders feel IT investment is still like a mysterious puzzle with too many variables. Is IT too costly? That’s debatable. IT is too costly if it only keeps the lights on without adding further value to exceed the business’s expectation. The high-performance IT organization has higher performance-cost ratio today than ever. If you break down the costs into functional units, though the overall spend is higher as IT intends to achieve more, the cost has come down. Lack of business justification and miscommunication are also the causes to make IT investment mysterious. Often times the business crowd wrongly equate IT solutions with concerns of expensive technical difficulties and the IT crowd builds more out of its own know-how than the need of the business client, thereby not serving its wish to earn that seat at the table. The optimistic view is that technology becomes cheaper than ever these days, IT leaders have to enforce communication with different stakeholders and build an effective IT management portfolio with transparency and measurable return on investment.
De-risk IT management: The digital era is full of uncertainty, velocity, complexity, and ambiguity. Digital organizations are always-on and hyperconnected. IT is not a function that can be handled only insight the IT department or by IT managers only. IT failure is caused by the management of IT rather than just IT management. Without top management’s support and cross-functional collaboration, the managers in the IT department are perhaps working in the dark to exercise mushroom management, which increases the risk and decelerates digital transformation.  To de-risk IT management in the digital transformation, it is important to identify the chasms. We live in an era of information abundance, the result is the higher risk of conflict and inertia, not something the organization wants in a global business environment that demands responsiveness, innovation, speed, and flexibility to succeed. Thus, it is important to de-risk IT management via enforcing communication and collaboration cross-functionally, cross-organizationally, and cross-industrially.

CIOs have to reimagine IT on how to unleash the full potential of running a digital organization via management innovation with some necessary “DE” efforts. IT and business have to work as the whole to achieve “the art of possible,” derive the most appropriate strategy and deployment. It is important to take a structural approach and make a continuous improvement in running a highly responsive, high-performing, and highly mature digital IT organization.

Wednesday, September 20, 2017

The Popular Innovation Quotes Collection of “Digital Master” Book Series

Innovation is the art in the eyes of artists, the science in the eyes of scientists, innovation is the bridge between art and science.

“Digital Master” is the series of guidebooks (19+ books) to perceive the multifaceted impact digital is making to the business and our society, help forward-thinking organizations navigate through the digital journey in a systematic way, and avoid “rogue digital.” Here is the set of popular quotes about digital innovation, for conveying the digital vision and sharing the unique insight about the digital transformation.




“Innovation is to connect the dots - synthesizing that goes in one mind, and teamwork through collective insight.”


“Innovation journey is like taking a hiking trip at the trail very few or even no people ever went before, it takes courage and emotional maturity.”


“The innovation classification is not just based on the required investments, or on the potential market, but on its evolution abilities.”


“Innovation is a question of ambition, and imagination, not a question of investment only.”


“The very nature of open innovation is to take advantage of all sources of creativity in a more open way and make a leap of innovation management to the next level.”




“To strengthen the IT-business link, it takes more resources to doing innovation, not just IT innovation, but business innovation.”


“As a CIO, you need to understand what the organization’s expectation from IT through innovation lenses.”


“For IT, information management is fundamental, and innovation management is value-added.”


“IT has to continue to evolve the digital dynamic and reinvent itself as an innovative game changer.”


“A CIO as “Chief Intrapreneur Officer” has creative, logical, hybrid, and abstract thinking traits.”




Creativity is not a “thing,” it’s a process that happens as a proactive mental activity to a problem.”


“Many creative minds, just like many light bulbs, lit up simultaneously, could lead to brainstorming and breakthrough innovation.”


“The ultimate aim of assimilating knowledge is to create new ideas or gain wisdom.”


“Dissatisfaction with status quo is the psychology behind creative disruptions.”


“Creativity is a higher level of thinking because it often imposes a higher cognitive load as you think “harder” via different thought processes.”