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, June 30, 2017

The Monthly “Thinkingaire” Book Tuning: Unlock the Power of Creative Thinking June 2017

The human progress is all based on our thinking, learning and changing capabilities.

With the increasing speed of change in the hyperconnected digital ecosystem, some industrial mindsets with “status quo” types of thinking, authoritarian attitude, and bureaucratic decision-make, are outdated, turn to be a "dragger" of the business innovation and a laggard of the digital paradigm shift. More specifically, what are the perception gaps to become the very obstacles for digital transformation and how to close them to embrace digital thinking styles?

Unlock the Power of Creative Thinking

Is Creativity a High Level of Thinking? Creativity is about thinking beyond conventional wisdom. Creative thinking is unique and original, many other types of thinking are not..some are the habit, repetition of memory, the way of least resistance, emotional reaction, social conformity, approval seeking, dogmatism, pedanticism, following, mendacity. A certain mental, psychological and conditional chemistry is needed to break-away from thoughts that others have thought about. So creativity appears to be beyond the conventional thinking - where you have left the confines of other people's thoughts.  

A Creative Mind? Creativity is a mode of thinking. Some people are more in the creative thinking mode than others. This would mean that you can switch you thinking mode to fit the circumstances. That is the secret weapon of a 'creative mind,' to be able to voluntarily switch between open and closed thinking styles.

Thinking Out-of-the-Box, What is your Box Though? Every mind has a certain box, some smaller, some bigger; the box starts set-up at a very early age, by your surroundings, the education you received, the people you interacted with and the standards by which you lived. The "boxes" are the walls in your mind. Walls in your mind are constructed by society's conditioning (rules imposed by parents, teachers, leaders, media, books, etc). When you allow information into being accepted as absolute "truth" without first using critical thinking, it inhibits your ability to also think creatively. So in order to think "out of the box," you have to clarify what's inside your box, though?

Creativity vs. Consciousness All living beings are creative and we, humans, like to think that we are the most creative beings of all, not too sure about that. But speaking of humans, our creativity fluctuates, seems to disappear at times, get blocked, or sparkle in abundance and flow out of us some other times. So what’s the correlation between creativity and consciousness?

Free Your Mind Free = without limits; Mind = Individual Consciousness. A free mind is like the cloud, flowing over; like a river, running forward; like a seed, sprouting up; like a butterfly, dancing around; like seasons of change, with shape and shapeless; visible and invisible; color and colorless; tangible and intangible, nature and nurtured.

The “Future of CIO” Blog has reached 1.9 million page views with about 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 the 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.






The Digital Board’s Digital Inquiries

All forward-looking organizations across the industrial sectors are on the journey of digital transformations. An effective board provides the guidance about what core to preserve and what future to stimulate progress toward. The board with digital savvy BoDs 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 with a premium speed. Here is a set of digital boards’ strategy inquiries.

What’s the weakest link in strategy execution? Strategy management is one of the most important business activities in organizations today. It is a cohesive entity of policies, programs,  and projects that concentrate and fuse corporate resources to enable an organization to establish, sustain, and enhance its competitiveness and capabilities for self-renewal. The strategy management is about creating tomorrow's organization out of today. Therefore, it is critical to identify and strengthen the weakest link and determines how each part of the organization, including all of the key functions must "put it all together" to be successful in implementing strategy and bring tangible business results and reach the business vision ultimately.

PEOPLE are always one of the weakest links in strategy execution. The business strategy execution gaps exist at the people’s mindsets, the collective mindset and attitude - the organizational culture, and the capabilities/skillset to implement the strategy. It is important to make sure that the strategy has been communicated broadly and well understood by everyone. The good strategy will break an executive team out of tunneled vision, and transform into a creative, entrepreneurial, and strategic perspective.

Another interesting link to explore is the driver for identifying key strategic processes. It is usually the parameters that affect strategy execution the most which are key. In essence, strategy implementation is fundamental to how processes should be managed. This is an important issue to understand that the processes in your business will deliver/create the business result.

Methodologically, a more adaptive strategy-development process places a premium on effective communications from all the executives participating. Most companies are lacking a holistic strategy of how they apply technologies to drive the digital transformation, and it's the information management strategy that most often goes unmanaged. Information Strategy must be updated from time to time based on the current business requirements. Or if any advanced technology is driving the business, then it happens on the other way round.

General speaking, in the boardroom, the key dimensions of practicing corporate governance discipline are policy setting, strategy oversight, performance monitoring, as well as understanding accountabilities of environment - regulatory, shareholder, etc; The logical scenario is to develop business strategy, also develop business policies offering further constraint or guidance to implementation of strategy, and then monitor performance and implementation of strategy, as well as manage risks across all domains of interest.

How to criticize digital strategy via questioning? A common definition of strategy is the choices made by a firm on where and how it chooses to compete and cooperate in order to achieve its goals and objectives and strive to fulfill its mission. Businesses all need some sort of strategy since anything is easier to steer once in motion, but much of the joy comes from the journey, not the destination.

Due to the “VUCA” digital new normal and fast growth of information, "strategy" is definitely a different beast nowadays, because the speed of change is accelerated, it might be less about three or five years planning horizons and more about how to continually adapt to changes in the marketplace caused by disrupting technologies and consumer behaviors. In strategy management, it's very tempting to 'pull the structure lever' too early before you have decided on, it’s important to oversee the strategy via asking the right set of questions: Which products/services in which markets with what emphasis? Which capabilities need to be developed or acquired to make that happen? Which processes need to be improved or transformed? What capacity for marketing, sales, manufacturing, etc., and for projects and management, will you need? What structure will move these products to the markets with these capacities and processes? What’re your downside risks and what’re your upside risks?

The board of directors should take an outlier's lens to criticize the business strategy via questioning wisely. Doing this will definitely pay huge dividends. “What don't I see?" means "Where is the potential?" In other words, what strategy, product or initiative is not evident now but, with a few adjustments or redirection, can emerge.

How to manage risks and identify opportunities as well? The exponential growth of information brings both unprecedented opportunities and significant risks to the organization today. However, many of the opportunities are in the blind spots. When you are not looking at your blind spots, someone comes in and disrupt you over time. Hence, the corporate board plays a crucial role in helping the senior management identify the blind spots at the strategy level, and bridge the gaps at the cognitive level. In business, every day is a risk, but when a company embarks on a growth strategy, the risk curve will always be greater than a business as usual approaches. And more than 80% of today's business value is based on their ability to embrace complexity, understand and prepare for the future, grasp opportunities, decide which one to go after and which one they will not go after and clearly articulate forward the way value will be created.

The corporate board and management also should update their methodologies to manage risks in the digital era. Because the biggest risk for businesses is beyond those traditional graphs and curves. In fact, companies that are still stuck with their old ways run the risk of being rapidly disrupted. The risk management needs to lift up from risk control to risk intelligence which can identify the potential business growth opportunities.

One of the obvious issues raised from many significant business failures is the failure of governance. Often the current governance models can't enable the independent board of directors to get enough information to hear the whole story. The problem of information asymmetry is endemic to the entire governance process. It is one which will not go away. But information asymmetry cannot be used by the board to escape taking responsibility for something significant. They should keep asking tough questions, for instance, who was responsible for feeding unreliable information up the organizational food chain? What checks were there to test the reliability of such information? How robust was the organization's risk assurance system, all the way up to the management board? How could that system miss something that has had a widespread impact? Was senior management and, ultimately, the management board, too easily assured? Who was complicit in this and how far up the organizational food chain did the cover-up go?

The digital board’s digital strategy inquiries help the top management to identify blind spots, clarify priority, and avoid pitfalls on the way of strategy implementation. A digital-savvy BoDs equipped with critical thinking mindset has the advantage of pulling enough resources and pushing the business model of technology, trustworthiness to improve strategy success rate and accelerate business performance.


The New Book “Performance Master: Take a Holistic Approach to Unlock Digital Performance” Quote Collection II

The business management is, in essence, the decision management and performance management continuum.

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.

22 One of the biggest pitfalls for performance measurement is to measure the “part” with ignorance of the “whole.”

23 Keep strategy management and performance management synchronized to accelerate digital transformation.

24 You should always leverage performance and potential, look at the overall success of the company for the long run.

25 To make change sustain, the important thing is “end-to-end” performance.

26 Running IT as a business, IT performance has to be clearly linked with the business performance.

27 The business management is, in essence, the decision management and performance management continuum.

28 Corporation performance Management is all about managing performance by that data (KPIs) which really matters.

29 The organizational design is part of digital strategy management which needs to go neck-in-neck with performance management for improving organizational effectiveness and maturity.

30 The nutshell version is that you need to think about the employee behaviors, knowledge, and expertise that are potentially linked to the performance outcomes of interest.

31 Forward-thinking means to focus on the future, even a few steps ahead, to build the long-term prosperity.

32 A steer may not accelerate the speed of vehicle directly; by navigating the better path, it can shorten the distance or save the energy to reach the right destination.

33 The scoreboard is strategy focused, and the dashboard is operation oriented.

34 A scorecard assesses progress to strategic goals whereas a dashboard assesses performance to operational goals.

35 The goals of applying scoreboard are to translate the vision and strategic planning into operational goals; communicate strategy and link it to individual performance.

36 The digital transformation scorecard allows you to focus on the most important things. Without scorecards, it will become like searching for a needle in the haystack.

37 A dashboard needs to be light, focus on “K” in KPIs.


38 A performance dashboard is a practical tool to improve management effectiveness and efficiency, not just a pretty retrospective picture in an annual report.

The "Performance Master" Book Amazon Order Link

The "Performance Master" Book B&N Order Link 

The "Performance Master" Book Introduction Slideshare

The "Performance Master" Book Preview

The "Performance Master" Book Introduction 

The "Performance Master" Book Chapter 1 Introduction

The "Performance Master" Book Chapter 2 Introduction

The "Performance Master" Book Chapter 3 Introduction 

The "Performance Master" Book Chapter 4 Introduction 

The "Performance Master" Book Chapter 5 Introduction 

The "Performance Master" Book Conclusion

The "Performance Master" Quote Collection I

The "Performance Master" Quote Collection II


The "Performance Master" Quote Collection III

Running IT as Digital Catalyzer

The role of IT today for many organizations is a business 'solutionary' for information management, process automation, capability builder, and digital orchestration.

Digital is the new normal with “VUCA” characteristics. Digital transformation represents a break from the past, with a high level of impact and complexity. Digital transformation efforts need to be undertaken as the means of digging into the underlying functions and processes, and building a differentiated set of capabilities to accomplish well-defined strategic goals. Otherwise, they cannot have the clear focus and business rationale that is essential to gaining any traction in changing an embedded culture. With information as the lifeblood of the business, and technology is often the disruptive force behind changes. IT can no longer just hide in the corner to play the background music only, IT needs to catalyze changes and orchestrate the digital transformation, and help the company move up to the next level of business maturity.  

Thinking further: Digital transformation is a long-term journey, it has to be clearly understood and to satisfy both short term gratification and long term outcomes. IT leaders today are no longer just tactic technology managers, they are business leaders who can bring the technological vision to the big table for providing invaluable input in digital strategy. They must be able to think further to the broader horizon of the business with the long-term perspective. The problem here is that many CIOs, for quite a long time not doing strategic management which includes "promoting and advocating IT." When unleashing the potential of information management. The CIO and his/her team can play a large role in shaping a vision of the firm as a place where passionate individuals want to connect with and learn from one another. Because digital transformation is the paradigm shift that is reshaping our thinking and recasting the way we view ourselves, the systems of which we are the part of the environments in which we live, and the way we run the business and improve its effectiveness, efficiency, and maturity. Thus, today’s IT leaders should be open to a new perspective, willing to adapt the new skill set to the demands of evolving technologies or adapt their role to the evolving business requirements for technology. And digital CIOs today must be able to think further and lead dynamically because their leadership capability can directly influence IT and business culture as well. CIOs also have a significant responsibility to choose and deploy the IT that will help their firms realize the vision.

Aim high: Today’s IT organizations can no longer just get stuck at the lower level of the maturity to keep the lights on only,  IT is the business, to unleash the digital potential of IT, organizations need to understand that IT is not just technical or scientific, but also artistic and delightful. IT can digitize every touch point of customer experience, it can also generate revenue and influence business decisions through providing the right information to the right people timely. Today’s CIOs are Chief Imagination Officer, Chief Innovation Officer, and Chief Influence Officer, besides their fundamental role as the Chief Information Officer, they have to aim high, to contribute to the top line business growth, to become the digital catalyzer and game changer. CIOs are expected to constantly propose new ideas and challenging the status quo. Without imagination, that would be no radical technology disruptions or business revolution. The role of modern CIO is to identify and blend the ways that information and technology can assist and shape the business by linking all digital aspects together to enforce the value creation; these are then mixed with other ingredients to create products and solutions which generate differentiated value for their business’s long-term growth.

Lead smart: IT is no longer just a support center, enterprise leaders are increasingly looking to the IT function to introduce beneficial change into their business models to improve strategic performance, achieve operational excellence, enforce customer intelligence and to position the enterprise for future industry leadership, etc. The art and science of information management are to optimize its usage and achieve its value and maximize its full potential. The digital IT leaders today must lead confidently, not only touches his/her own function but also needs to make a broader influence on the entire organization and the business ecosystem as well. CIOs as the top leader need to be humble as well, to realize there are many things you know you don’t know and perhaps even more which you don't know what you don't know. Therefore, even you have built a comprehensive IT roadmap handy, be fluent with the digital dialogs, be alert to identify blind spots, be cognizant of unknown, be flexible to adjust the planning, be open to listening to the different points of views, be determined when you have to make a tough choice and take the calculated risk. CIOs must lead smart and take bold actions, for reinventing IT as the digital catalyzer.

Simply put, IT can no longer just be about numbers and algorithms; it has an opportunity to be a significant catalyst for passion and a tool for encouraging questing and connecting the innovation dots. The role of IT today for many organizations is a business 'solutionary' for information management, process automation, capability builder, and digital orchestration.


Thursday, June 29, 2017

The Weekly Insight of the “Future of CIO” 6/29/2017

Blogging is not about writing, but about thinking, brainstorming, innovating and sharing.
The “Future of CIO” Blog has reached 1.9 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. Here is the weekly insight about digital leadership, IT Management, and Talent Management.

  The Weekly Insight of the “Future of CIO” 6/29/2017
  • The New Book "Performance Master - Take a Holistic Approach to Unlock Digital Performance" Introduction, Slideshare 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.

  • The Digital Board’s Digital Leadership Inquires The corporate board as high-level governance body plays a crucial role in business advising and monitoring, as well as setting key tones in organizational culture style and leadership quintessential. Corporate boards also need to advocate changes and become the mastermind behind the digital transformation.

  • Accelerating Digital IT via Avoiding these Pitfalls Many organizations are on the journey of digital transformation, but it is the path not being fully discovered and explored yet. Or put another way, as every organization is at the different stage of the business growth cycle, each of them has to match their own pace, fit their own circumstances, and develop their own set of next practices for accelerating digital transformation. There are many roadblocks and hidden barriers on the way. Old IT thinking cannot move fast enough in the era of the digitalization. Digital CIOs today need to have both business acumen and technological understanding to become the trustful business advisor and empathetic IT manager in order to lead effectively and digitize IT effortlessly.

  • The “Push & Pull” Forces of Digital Transformation: Digital is fluid, digital is also complex. It becomes complex if things do interact, particularly in the case of "non-linear" interaction, interdependent relationships, and hyperconnected business association. You can't separate things properly, and often you cannot predict the actual effect of interaction straightforwardly. Therefore, running a high-performance digital business is no longer a single dimensional effort to applying the cool technologies or focus on short-term profitability only, but a multidimensional pursuit to embed digital into core business processes and build differentiated business capability. It is about how to leverage the “push & pull” business forces to adapt to changes and orchestrate a full-fledged digital transformation.

  •  Explore a Unique Path to Innovate IT Many companies are at the tipping point for the 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 keep the lights on only, 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, how can they make it?.

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 “Performance Master: Take a Holistic Approach to Unlock Digital Performance” Quote Collection I

Selecting the right measure and measuring it right are both art and science.



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.



  1. Enterprise Performance Management is an overarching umbrella for other management disciplines.
  2. Metaphorically, if the enterprise is a vehicle, Enterprise Performance Management is like the gas pedal with speed scoreboard.
  3. If organizations measure the input to the implementation, but not the output, it’s a recipe for disaster.
  4. Metric is part of transparent visual management allowing pulling.
  5. Perhaps the difficulty in measuring Change Management is that the very thing we are measuring is changing.
  6. There is a need to evaluate the performance of employees in a more objective and continuous way.
  7. IT leaders must keep in mind which KPIs best measure IT ability to deliver business value.
  8. The goal of agility measure is to keep track of the most value-driven factors to lead business success.
  9. The customer is the focus for process management.
  10. The goal of measurement is to not only do things right but do the right things and continuously improve doing that.
  11. People do what you inspect, not what you expect.
  12. Selecting the right measure and measuring it right are both art and science. And KPIs influence management behavior as well as business culture.
  13. The real purpose of performance indicator is to provide business insight and monitor the progress and performance.
  14. The use of KPIs is meant to improve and transform the organizational performance.
  15. Defining the KPIs to measuring corporate performance is both art and science.
  16. Strategic-operational KPIs alignment gives the organization a powerful tool to use when implementing change.
  17. Keep in mind, measurement is not just numbers, but stories.
  18. Any individual indicator can be a lead or lag indicator depending upon the context and explanatory model chosen.
  19. A true Net Performance Score will take into account many aspects of a typical customer engagement.
  20. Broadly speaking, the KPIs of the organization needs to be the KPIs of the IT function.
  21. IT metrics need to evolve to something that matters to the business audience; at the same time that “business sentiment” needs to get put into something more tangible.

Running a Profound Digital IT

Digital IT is profound, intelligent, and innovative. IT should be integral to and knowledgeable of the business, aligned with enterprise objectives, act as an enabler and an agent to changes.

Due to the changing nature of technology and overwhelming growth of information, IT organization can no longer just be operated as a support desk or cost center, being treated as “shallow IT,” or “shadow IT.” IT leaders and professionals also shouldn’t be perceived as geeks or nerds only, they need to become cool digital professionals with an ultra-modern mindset, develop the right set of skills, both hard and soft, and thrive to be artistic technologists or scientific artists, etc. They need to become digital agents to drive changes and bold innovators to advance their organization as well as our society. There are very few businesses today can state that IT does not play a significant role in the day to day operations or even long-term strategic positioning. The CIO has to look forward and actively position the business in the right place to take full advantage of opportunities and avoid the numerous pitfalls on the way. IT leaders have to become the visionary strategist to run a profound digital IT, look deeply into the future that can have a profound effect on where you go, and how you get there steadfastly.


IT is at a unique position to look at the business at a profound level - the business information and processes management cycle: IT is no longer just dealing with technology challenges via an inside-out lens, but solving thorny business problems via outside-in customer perspectives. Therefore, IT professionals have to learn how to listen to the business partner’s pain points and develop a customer-tailored approach with the business unit. It is the ability to align the business requirement with the IT capacity; the strong business orientation to bring the benefits of IT to solve business issues. It means that CIOs are able to constantly and dynamically lead an IT structure that well integrate with businesses and well ahead of the business requirement; it’s the ability to interact with businesses in their processes and pain areas; the ability to bring out, not technology driven but business-focused solutions; it’s about driving adoption for application going with change management, which is the toughest piece of IT management. It’s about the ability to manage business solutions via high-performance IT teams in a structural way.


IT and business should enforce profound communication and build the strategic partnership, transform from IT-business alignment to IT-business integration: At traditional businesses with silo setting, often IT and business speak their own dialect and get lost in translation. IT and the business relationship gets stuck at the superficial level, and IT was taking orders from the business or act as a controller to say “NO,” without asking enough open questions or offer alternative solutions. On the other side, non-IT personnel doesn't have an in-depth understanding of technology thoroughly, The issue is not whether IT matters as it clearly does. The issue is whether most business leaders understand how IT matters in order to leverage IT for catalyzing digital transformation. The business needs to have empathy and complexity mindset to understand IT better. Without the profound partnership, many organizations are not foresightful to empower their IT leaders or lack of in-depth understanding of IT capability, technology complexity, innovative potential and the paradox of IT management. IT also needs to educate the business about the complexity of IT integration, governance, risk and compliance management issues. The key challenge is to find a way so that both sides, even though they speak different 'languages' in some cases can communicate effectively.


Information is permeating into every corner of the business, and digital technology makes a profound impact on the organizational design and business management: Compared to the traditional organizational structure with a rigid hierarchy, digital organizations need to continually fine-tune a successful structure to improve customer-centricity. Thanks for the power of technologies, traditional hierarchical lines will phase out and a collective of business partners will emerge working collaboratively to set and achieve organizational goals as well as strategy. The challenge for any business is to find a successful structure that helps to empower people, enforce iterative communication, and harness cross-functional collaboration to deliver better business results. In a world that has been transformed by technology, many old and powerful hierarchies became ‘commoditized,” the digital platforms blur the functional, business, and even industrial territories, and makes it more convenient to run the business as a whole, instead of the sum of pieces. Limited hierarchy works best in a creative environment where the free flow of ideas and their prompt implementation is a key element of success. From IT management perspective, traditional IT is setting back and waiting for the business request. Digital IT has to be configured in a way to understand the business profoundly and set the architecture to deliver the tailored business and market need proactively. It also means that CIOs are able to constantly and dynamically lead an IT structure that well integrate with businesses and well ahead of the business requirement.


Digital IT is profound, intelligent, and innovative. IT and business communication and collaboration shouldn’t be like oil floating on the water but like the milk mixing with coffee. IT should be integral to and knowledgeable of the business, aligned with enterprise objectives, act as an enabler and an agent to changes. IT plays a significant role to weave all necessary business elements together to orchestrate a digital transformation symphony.