Welcome to our blog, the digital brainyard to fine tune "Digital Master," innovate leadership, and reimagine the future of IT.

The magic “I” of CIO sparks many imaginations: Chief information officer, chief infrastructure officer , Chief Integration Officer, chief International officer, Chief Inspiration Officer, Chief Innovation Officer, Chief Influence Office etc. The future of CIO is entrepreneur driven, situation oriented, value-added,she or he will take many paradoxical roles: both as business strategist and technology visionary,talent master and effective communicator,savvy business enabler and relentless cost cutter, and transform the business into "Digital Master"!

The future of CIO is digital strategist, global thought leader, and talent master: leading IT to enlighten the customers; enable business success via influence.

Tuesday, August 22, 2017

The Monthly “100 Creativity Ingredients” Book Tuning: What is Indispensable? Creativity Aug. 2017

Nowadays, the most on-demand skill is creativity, and the most critical business capability is innovation.

All humans are born with raw creativity ability. Creativity has many dimensions, with multifaceted truth and myth, manifold knowledge and multidimensional insight. Creativity is wings of our mind and tempo of our heartbeat. Creativity is a constructive disruption, not so bad addiction, and a sensational phenomenon. The purpose of “100 Creativity Ingredients - Everyone’s Playbook to Unlock Creativity “is to classify, scrutinize, articulate, and share insight about one hundred special creativity ingredients, to paint the picture with them, to add colors on them, to embed the music into them, and to make the story via them, in order to unleash our collective creativity potential.      

                  What is Indispensable? Creativity

Are you Comfortable to be “Different”? Digital is the age of innovation and options. Nowadays, knowledge is only a click away, and digital convenience makes an impact on every aspect of the individual life and business management. The world becomes more diverse, dynamic, but also hyper connected than ever, the stereotypical perceptions or the reductionistic management discipline have to shift for fitting the ever-changing digital era we live in. Digital professionals today must become comfortable with being who they are and be “different.” Every person is unique, no two snowflakes are the same. Compete with uniqueness is more effective than competing for everything. Being real is much more important than being perfect; but what does “real” mean? To what standard, are we being genuine? Daring to start to find an answer to this question enables anybody to lead oneself and possibly others, or simply ask yourself: Are you comfortable to be “Different”?

What is Indispensable? Creativity Creativity is an innate process to create novel ideas. The collective creativity converges with the concept of innovation that is the management discipline to transform innate ideas and achieve its business value. Digital is the age of innovation. Organizations starve for creativity and thrive with innovation because they are differentiated business competencies to compete for the future. Thus, nowadays, the most on-demand skill is creativity, and the most critical business capability is innovation. What is indispensable? Creativity. What is key business success factor? Innovation.

Change, Creativity, and Problem-Solving? Change is not for its own sake, the very purpose of the change is often for problem-solving, progression, or innovation. From Change Management perspective, taking people through new experiences, exposing them to additional "information" through those experiences, developing their creativity, and doing that very purposefully will create the opportunity to shift attitudes, beliefs, mindsets that ultimately will cultivate their problem-solving capabilities.

Closing Creativity Gaps in Problem-Solving? The business world becomes over complex and hyperconnected, problem-solving also turns to be increasingly challenging. Many think the lack of in-depth problem-solvers is a significant problem for the world. Problem-solving is not just about fixing the things, it is also important to remove the potential obstacles on the way or prevent the risks from the serious problems happening. Problem-solving is a mindset with curiosity, self-inclusiveness, creativity, and progression. Creativity is about connecting the dots. Unless there is a problem there is no creativity. But how to close creativity gaps in problem-solving

How to Untap your Creativity? We generally have a very narrow view of creativity conceding it to artists. If you look closely at your own experience, likely you will find your own special way of being creative. Whenever you are open to something new to come to the fore you are being creative. It is a state of openness where you set aside what you think you know. You step out of your logical thinking minds to create something new; or more often, you blend different types of thinking processes to see things differently. More specifically, where does creativity come from, and how to untap your creativity potential?

The “Future of CIO” Blog has reached 2 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 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 New Book “Digital Boardroom: 100 Q&As” Quote Collection V

The purpose of the book “Digital Boardroom: 100 Q&As “is to share 100 insightful questions for rejuvenating the boardroom to get digital ready. It is important for boards to make invaluable inquiries and take proactive approaches for leading digital transformation seamlessly. Here is a set of quotes to convey the vision on how to build the digital ready boardroom.

87 Leaders set principles, open to criticism, and take the risk for innovation.
88 Leadership is all about future and changes.
89 Digital leaders including board directors today need to understand that the linear management skills are not sufficient to lead today’s nonlinear digital world with the deep learning curve.
90 The best way to improve communications is to stop talking and start listening.
91 Without good business relationships, every decision becomes an argument.
92 Every authentic leader needs to mind certain gaps and bridge the cognitive difference.
93 Digital leaders today need to become more inquisitive, creative, and informative.
94 The purpose of leadership is to cultivate more authentic leaders and awaken possibility in people to deliver extraordinary results.
95 Good policy makes good things easy to do, and bad things hard to do.
96 Try to make the larder right decision, without too many regrets for the long term.
97 The people at the top must set the tone and be both culture-conscious and culture cognizant.
98 Change the game is a mindset. The visionary mind has the ability to think the past, perceive what is now and foresee the future in pursuit of advancement.
99 Digital means to break down the past and lead toward the future with a quantum leap.
100 Complexity is diverse, ambiguous, and dynamic with unpredictable outcomes.
101 The fact is that change is happening at a much faster pace than ever before, requiring the much more rapid response in order not only to survive but to succeed.
102 The key to organizational success is to integrate next generation of leaders, tap into their way of looking at the world, solve problems in a very collaborative working style.
102 The board directors need to gain a deeper understanding of the enterprise in order to be a credible actor in the strategic dialogue.
103 Systems Thinkers shape a worldview based on the realization of interconnectedness.
104 Independent thinking is about making up your own mind.
105 Digital board directors with the right dose of “doubt” are real critical thinkers who can ask deep questions.
106 Change isn’t always in our control, but it is amazing how much control we have in adapting to it.
107 The digital board directors need to be independent thinkers, unbiased communicators, wise advisors, flexible facilitators, and global leaders these days.

CIOs as Digital Masters: How to “Right the Wrongs” in Digital Paradigm Shift

IT plays a significant role in the digital transformation of the business because information is the lifeblood of the digital organization and technologies are the disruptive force of digital innovation. The IT department provides guidance, direction, and business solutions in the application and adoption of information technology solutions in enablement of business objectives and catalyzing business growth! CIOs as IT leaders need to be able to recognize the struggles of the company by understanding the business beyond IT. The digital journey is perhaps not going so smoothly, there are bumps and curves, roadblocks and pitfalls on the way. CIOs as digital masters: Can you predict what could go wrong, and how to “right the wrongs” in the digital paradigm shift?

The wrong direction: Digital transformation requires first shifting the leadership mindset and perceive what the future needs to look like, the wrong direction will no doubt lead to the wrong destination. Especially at today’s “VUCA” digital characteristics, digital leaders today must have a clear vision which begins with an end in mind, to navigate their organization toward the uncharted water and blurred digital territories, If vision is tunnel-like or short-sighted, it could easily make the business get lost in the long journey of digital transformation. While setting a vision that isn’t high enough doesn’t challenge the organization to excel, also, establishing a vision that is based on unrealistic expectation will also mislead employees or disenfranchise stakeholders. IT is taking charge of information management system of the business, IT can help the business to abstract insight from information to make more effective decisions and lead toward the right directions. More often than not, organizations have to adjust their directions accordingly in order to adapt to frequent changes. To put briefly, the vision should be attainable and shouldn’t be a fixed target. It should be stable enough to make it worthwhile to make a concerted effort to attain it and dynamic enough to be able to react to any change or business direction or context. This is particularly important because business models and technologies are changing very rapidly nowadays.

The wrong focus: Traditional IT organizations focus on “Keeping the lights on,” which is absolutely important, but it’s not sufficient. IT is, and will continue to be, a critical department. The real issue is whether IT is seen as a necessary expense - a provider of devices and software, or a true strategic business enabler and a game changer. When IT only focuses on inside-out operation driven issues to keep the wheel spinning, it perhaps does not focus on outside in - the big picture of the business. IT leaders/managers need to focus on People, Process, and Technology in the proper order. People-centric IT leaders should focus on delighting customers and engaging employee because people are both the purpose of doing the business and a success factor to run the business. Business-focused IT leaders need to focus on advocating their business as a whole, not just their IT division. IT needs to sell their services and solutions by determining their wants/needs and tailoring a presentation to convince business users of the solution; know how to implement the organizational changes needed, at least at some level, cascading down. When IT organization only focuses on the transactional side of the business, it will cause digital ineffectiveness and lack of differentiated business competency for the long term.

The wrong assumptions: Digital is dynamic and uncertain, when trying to determine the macro environment and how the factors influence business strategy/plan one way or another, it is difficult to move away entirely from assumptions. Nothing is certain with the rapid digital flow, you have to make assumptions or “forecast.” You have to make them, but you will never have complete information, and if you try to only act on what you know by the fact you are more likely to go wrong. “Assumptions" should be thought of as qualified projections rather than the best guess.. In a business scope, there are some of the important bits and bytes of information needed when evaluating a new market, new technology or any business growth opportunity. Therefore, IT becomes more critical to explore such an “art of impossible.” When assumption is wrong, the conclusion will also go wrong. Thus, it is important to leverage Systems Thinking which helps to make more logical “assumptions,” discover the interconnectivity and interdependence. Therefore, you need to be looking for something “hidden,” which is not always obvious. In order to make better assumptions or “forcast,” look at the business from an integral perspective rather attempting to understand it from a sum of the parts, understand how the parts fit as in subsystem. Business can be only done on facts and that too objectively assessed while business vision requires imagination power, but the same needs to be validated at repeated intervals. The good assumptions are based on multidimensional thinking and knowledge-based perception and forecasting.

The wrong ends: Either from problem-solving or digital transformation perspective, it is important to “begin with the end in mind.” A solution is nothing if the problem is not perceived, therefore, creating the awareness of the problem is the first step to making a solution be understood and accepted. Digital transformation starts with the realization that where you currently no longer can deliver the business objective and vision of success for your company and your shareholders. It is important to determine what the future needs to look like and what transformation must look like. The wrong end can lead catastrophic business setback or stagnation. That’s why is more important to frame the right question before answering them. One of the pitfalls for transformation, either for improvement or innovation is sometimes getting the 'right answer' to the 'wrong question.'

The wrong means: We all know doing the wrong things well neither improves business effectiveness nor unleash the business potential. One of the pitfalls for transformation, either for improvement or innovation is sometimes getting the 'right answer' to the 'wrong question. The digital IT playbook isn't for the faint of heart. Doing the wrong things differently isn't transformation. CIOs need to rise above the status quo, develop the right methodologies and take on a new set of activities that have them involved in the strategy development process from the get-go.

There is always something will go wrong sooner or later, due to the complexity and uncertainty of today’s business environment, the point is how digital leaders are able to “right the wrong” timely, adjust the direction of the business ship accordingly. It is important to realize that “We can't stay the same,” the realization only comes when the problem is perceived. One concept always is present in any process designed to successfully produce positive change and drive digital transformation steadfastly.

Monday, August 21, 2017

The New Book “Digital Boardroom: 100 Q&As” Quote Collection IV

The purpose of the book “Digital Boardroom: 100 Q&As “is to share 100 insightful questions for rejuvenating the boardroom to get digital ready. It is important for boards to make invaluable inquiries and take proactive approaches for leading digital transformation seamlessly. Here is a set of quotes to convey the vision on how to build the digital ready boardroom.

59 The board of directors should take an outlier’s lens to criticize the business strategy via questioning wisely.
60 The risk management needs to lift up from risk control to risk intelligence which can identify the potential business growth opportunities.
61 IT is an enabler of current and future capability for both the organization and its ecosystem.
62 Innovation is too important to leave solely in the hands of the management team without any oversight or guidance.
63 An ultra modern board can set a clear choice among future scenarios that advocate innovation, advancement, and promotes positive behaviors.
66 The board’s oversight of information management agenda helps to highlight the strategic perspective of IT and improve its differentiated value.
67 The board should frequently brainstorm IT impact on the business and leverage technological vision to the business’s strategic planning.
68 The digital boards today should be informed on what benefit is being delivered by IT and aware of constraints and risks.
69 Leadership including directorship is crucial to strengthen the business links and weave them to the differentiated business capabilities.
70 The digital board’s IT inquiries help to clarify the strategic role of IT in maximizing business potential.
71 Board directors as key strategic decision makers in the organization need to understand the information potential and become IT advocates.
72 The board’s oversight of information management can highlight the importance of information flow, set the tone for building the culture of information-based decision-making.
73 The value of information is qualitative, measurable, and defined uniquely to an organization.
74 All forward-looking organizations declare they are in the information management business.
75 To gain digital insight and lead business transformation effortlessly, the digital board directors need to become more information savvy and IT friendly.
76 The role of IT today from many organizations is a business solutionary and the builder of digital capability and competence.
77 The boards as top leadership team can no longer avoid, delegate, or ignore the need for technical competency among their ranks.
78 Many foresightful boards invite CIOs to the big table for bridging gaps and harnessing communications to accelerate digital transformation.
79 IT savvy boards will have the advantage of pulling enough resources and pushing the technology-enabled business change and innovation.
80 How deeply the corporate boards can dig and which questions they should ask will directly impact on the success rate of IT investment and the boardroom governance effectiveness.
81 The board’s IT investment review and strategy oversight help to fill the blind spots and bring the new perspective on improving information system effectiveness and efficiency.
82 Guiding principles let the organization know what to expect when dealing with IT.
83 Every IT decision is the business decision, and the goal is to make timely and effective decisions to benefit the organization for the long run.
84 When IT becomes the “digital brain” of the organization, the business will become more responsive, smarter, innovative, and adaptive.
85 An IT-friendly board should oversee the business strategy with IT strategy as an integral component.
86 The digital board’s IT inquiries help to clarify the strategic role of IT in maximizing the digital potential of the company.

CIOs as "Chief Insight Officer": Three HOWs” to Reinvent IT and Get Digital Ready

Digital CIOs must master both "strategic how," and "technical know-how" for reinventing IT to get digital ready.

Organizations large or small are on the journey of digital transformation, IT is no doubt becoming more critical than ever for the business’s success. CIOs as digital leaders, how do you view the role of the IT department today? Is IT organization a solution provider, or only a service provider? How to apply the latest technologies for improving business performance and how to leverage information to capture business insight and maximize business potential? What percentage of the day is spent with each of the roles your IT department is handling? What are strategic "HOW"s and technique "HOW"s to reinvent IT to get digital ready?

How does IT become innovative? Traditional IT is perceived by the business as a support center only and gets stuck at the low level of maturity. To digitize IT and the entire business, IT needs to play a different role to the situation at hand. IT leaders need to identify the issues associated with innovation in an enterprise and actually have developed a unique model and platform for open innovation. IT should be able to strike the right balance between innovation and standardization, IT should play as an optimistic and cautious innovator with an in-depth understanding of information and technology potential and limitation, opportunity, and risk. It means that the IT can help the business smell growth opportunities, avoid risks, and identify the critical business issues by working closely with a business partner from a long-term perspective, and leverage technology to manage innovation across the enterprise boundary. Running an innovative IT means that IT leaders understand stakeholders’ expectations and propose an innovative solution portfolio that corresponds to both demand and cost drivers with a focus on business priority, IT-led business innovation can both go broader and deeper via connecting cross-functional, cross-business, or even cross-industrial dots, because IT is at the unique position to have a holistic view of the business as well as underlying business functions and structures. To manage innovation in a structural way, you need to frame the creative process and leverage limited resources to keep focus, set time limits, apply varying thinking techniques for managing innovation portfolios in a more productive and sustainable way.

How does IT deliver maximum business value? Even the most powerful IT is not for its own sake, the real goal of IT, just like every part of the organization, is to help the  business become, stay, and increase profitability! That means IT should no longer just take the orders, they have to become the trusted business partner. IT has to be involved in the key decision-making. Because nowadays, there is always some technology elements or information refinement needed for solving complex business problems or building business competency. From business management perspective, when you look at defining an issue, constructing a solution, and then communicating that; don't you seek to involve the people that will do the work or will have to support the solution later? Thus, IT leaders should have a seat at the big table for participating strategic level communication, and sharing technological vision. IT and business have to speak the same language and communicate more creatively, set the right priority for catalyzing business growth, improving overall business performance. The business expects ROI. It is true that the majority of IT organizations still cannot articulate their economic value to the board or shareholders in a language they understand and performance metrics will not solve the problem. IT leaders must be both business strategists and technology visionaries, always think in terms of the value-add to the business, and IT is the business.

How to run IT as the business solutionary? To improve IT organizational maturity, IT must shift from a commodity service provider to a savvy business partner and a capable business solutionary. The trick is that many IT organizations spend too much time on taking band-aid approaches and solving immediate problems, without spending enough resource and time on building business competencies and transforming their business to get digital ready. IT is also not doing enough to prevent them from reoccurring risks which fail their business due to continuous digital disruption. From information management perspective, IT does not add value by simply storing, maintaining, and securing information. That is necessary and a given. But the true magic is when IT helps to harness and understand that information, and capture the invaluable business insight from it. It is important for providing ways to better recognize and act on that information for competitive advantage. To become the great business solutionary, IT needs to understand business problems and provide advices and recommendations to the business on how to leverage technology in problem solving and innovation. It is important for IT to discuss with the business customers on what's possible" not just "what do you want." This requires a certain depth of understanding the business and having your input respected. IT can capture the organizational knowledge to continuously improve performance, harness innovation, and ultimately improve the organizational level maturity.

The strategic “HOW” about reinventing IT is to build a people-centric IT organizations for both delighting customers and engaging employees; to do more with innovation, and to become the trusted business advisor. While the technique know HOW about IT is to leverage the emerging IT trends, update knowledge and overcome technological complexity. The CIO must be concerned as to whether the digital ecosystem will function as expected, and develop the best and next practices to reinvent IT to get digital ready.

Sunday, August 20, 2017

The New Book “Digital Boardroom: 100 Q&As” Quote Collection III

The contemporary corporate board as the top leadership team plays a directorial role in envisioning the future of the business and overseeing the corporate strategy.

The purpose of the book “Digital Boardroom: 100 Q&As “is to share 100 insightful questions for rejuvenating the boardroom to get digital ready. It is important for boards to make invaluable inquiries and take proactive approaches for leading digital transformation seamlessly. Here is a set of quotes to convey the vision on how to build the digital ready boardroom.

43 Good boards advise and get all those fundamentals right.
44 Corporate governance is to make sure that management is doing its job properly.
45 The board’s role is to pull management out of the trees to see the forest.
46 The paradox is “a situation, person, or thing that combines contradictory features or qualities.”
47 The contemporary corporate board as the top leadership team plays a directorial role in envisioning the future of the business and overseeing the corporate strategy.
48 The corporate board should set the tone to “baking in” the vision into the DNA (culture) and drive change proactively.
49 The true vision is a reflective process of an organization really understanding itself and its purpose to perceive the future of business.
50 Strategy blind spots are often created by the lack of future-driven mindset or a systematic approach to form and implement a strategy.
51 Diversification is a component and in some cases a very good initiation of value creation.
52 Information and decision-making are intimately connected and interdependent, this is particularly true in the digital era.
53 Information as input to the decision-making does not absolutely determine the decision but allows the decision-maker to practice analytical thinking and exercise their judgment.
54 Board directors need to work closely and collaboratively with the management to identify opportunities and risks and take the digital journey from good to great.
55 The board updates policies for adapting to the digital new normal for both enforcing the effectiveness of strategy management and harnessing business governance maturity.
56 The high performing board shows the ability and openness to “question itself, senior management team, and its decision/discussions.”
57 The board directors see the development of strategy as a collective effort between themselves and management, rather than a question of “us versus them.”

58 People are always one of the weakest links in strategy execution.

CIOs as “Chief Insight Officer”: Three Aspects to Run Digital IT

Running digital IT means doing more with innovation, transparency, and discipline.

Digital technologies bring unprecedented convenience for either individuals or businesses to think, live, shop or sell, run, grow, and transform. Information becomes the gold mine every forward-thinking organization try to dig in. IT does provide a significant role in driving changes and leading digital transformation. Digital is the age of innovation with the increasing pace of changes, it provides the great opportunity to think the new way to do things, so it forces IT leaders to get really creative on how they conduct digital transformation and implement changes, to ensure IT is strategically positioned to be ahead of where the business is moving next. Here are three aspects to run digital IT.

High-responsive: In traditional organizations, IT is often set back, waiting for the business’s requests, and IT is perceived by the business as slow to change. With fierce competitions and rapid changes, IT has to meet the needs of the business timely; IT leaders should facilitate change driven by the business unit, and they should also monitor those elements of the needed change within the appropriate scope, because IT needs to quickly and cost-effectively confirm that the corresponding changes work smoothly to move the business forward and meet customers’ standardization. There is also the time IT has to act as the change agent for driving changes and advocate innovations. Reinventing IT means that IT leaders must not fall into the role of facilitating flawed or incomplete business initiatives, but establish their IT organization as part of the business, rather than just a service organization for it so that opportunities for defining a successful business rationale are identified and collaborative. Running the high-responsive IT means changeability, speed, flexibility, and risk intelligence. Digital IT catalyzes information flow and drives business changes proactively. Running a highly responsive IT also needs to get support from front desks to boardrooms, because it might need to work cross boxes instead within the box. And the common element of running a proactive IT is business engagement - whatever and wherever the business needs are.

Intuitive: Running digital IT also means how to move up IT maturity from functioning to firm to delight. Digital is the age of people and option. There are two sides of IT, the front side of IT facing customer should be intuitive, easy to use, hide the complexity nature of technology which is running at the back side. Today’s IT leaders and professionals are not just engineering nerds or computer geeks, but artistic technologists or scientific artists. Those “T-shaped” talent can play a significant role in gluing all critical pieces of innovation puzzles properly. They can fluently mix the art and science to innovate the products or services and delight customers via intuitive interfaces. To delight customers and optimize the customer's’ experience, IT needs to champion intuitive and easy to use customer tailored solutions to achieve specified goals and optimize customer experience in a continuous delivery way. A real customer-centric approach permeates into everything about the way the CIO leads in the business. An intuitive IT enabled business solution meeting the customer’s criteria such as, what the users need it to do, the way they want to do it, quickly enough, accurately enough, and easy to use, etc. The digital IT paints an excellent picture of the business interaction and independence of the expanded digital ecosystem.

Maintainable: The majority of IT organizations spend the significant portion of their resource and talent on maintaining IT to keep the lights on, no wonder they get stuck at the lower level of maturity to react to changes. In fact, most systems cost more to maintain than build! IT maintainability is decided by the quality of IT delivery, reusability, module design, process flow, etc. To improve IT maintainability, IT needs to prune “the weed” regularly and keep the process nimble. The approach is to implement a program that like a gardener would prune the tree and nurture the valuable solutions. IT has the power to affect not only break-fix day-to-day technical operations but also directly impact the bottom line of business activities & efficiency and the top line of business growth and competitive edge. IT should provide the business with a platform to manage and sustain change effectively with accurate and appropriate information whenever required, and also provide the business to explore/venture into new areas that'll provide value to the business. The assessment of IT maintainability includes:
- time to change: how much time does it take to change to happen
- time to recover: how much time to resume normal operation
- time to compliance: how much time required to achieve business compliance
- time to detect: how much time before detection of business risk
- time to resolve: how much time before awareness turns into business resolution

Running digital IT means doing more with innovation, transparency, and discipline. If the CIO is proactive and innovative, IT can be run in a proactive mode to make continuous delivery of customer-tailored products/services/solution, and to become a changing organization in their company. An effective CIO’s job is to improve IT operations to reduce the burden on the company while trying to stay current with ever-changing business dynamic.

Saturday, August 19, 2017

The New Book “Digital Boardroom: 100 Q&As” Quote Collection II

The deeper you can perceive the holistic digital impact, the further you can reach the digital vision and pinnacle.

The purpose of the book “Digital Boardroom: 100 Q&As “is to share 100 insightful questions for rejuvenating the boardroom to get digital ready. It is important for boards to make invaluable inquiries and take proactive approaches for leading digital transformation seamlessly. Here is a set of quotes to convey the vision on how to build the digital ready boardroom.

22 Digital boards are the strategic advising role, they are also the “mastermind” behind the digital transformation.
23 A good digital strategy should identify the business challenges, make options, and take stepwise actions based on a clear roadmap to achieve the well-defined business goals and objectives.
24 You have to collect enough information, listen to different POVs, as everything has more than one side and you have to master them all.
25 Each functional leader owns their piece of sub-strategies, but they have to work collaboratively to ensure the cohesive strategy management.
26 In practice, even in the simplest organizations, the industrial “speed” is not homogeneous across the enterprise.
27 Organizations should both develop the updated digital practices to manage performance and the digital methodologies to unleash the business potential.
28 Accountability and oversight are all part of the game changes that boards must address.
29 The corporate board plays a significant role in making the judgment on and assurance of corporate action within a framework of practical knowledge.
30 A solution is nothing if the problem is not perceived.
31 The digital board needs to know when to push the gas pedal to accelerate the business speed, and when to push the brake to practice governance discipline.
32 To overcome the business vulnerability to changes, new competitors or a new breed of customer behaviors, digital organizations today should have a degree of variability.
33 From the boardroom to the front line, you need to believe that, the customer is the lifeline of the business.
34 The deeper you can perceive the holistic digital impact, the further you can reach the digital vision and pinnacle.
35 The corporate board can help to make an objective assessment of the maturity of digital capabilities as well as how further and how deep your digital transformation can reach.
36 It takes a lot of energy to break old habits and outdated thought processes.
37 The corporate board oversees the corporate strategy, and the business strategy is underpinned by business capabilities.
38 A digital board with high-changeability can navigate the business toward the uncharted water and drive change more confidently.
39 Digital boards should set the tone for talent development and management.
40 Create an innovative boardroom with “free atmosphere,” so directors are inquisitive to ask great, tough questions for deepening understanding.
41 The corporate boards need to focus on their own performance as well as the performance of the management team.
42 Boards need to master risk intelligence to identify both business risks and opportunities.

Timing, People, and Change Management

It is critical to capture the right timing from changes, make people at the center of change, and take the logical scenario to make change more nature, less painful.

Change is the new normal, and the speed of change is accelerating. However, the responses to change are woefully underrated by business as keys to sustainability and success. Change Management has a very wide scope and is a relatively new area of expertise. How do you assess an organization that is ready for change? How can you understand the psychology behind changes? How should you measure change readiness and evaluate change outcome? Which questions shall you ask for exploring the correlation between timing, people, and change management, and how to improve Change Management effectiveness to exceed the business’s expectation?

Are your Change Management processes functioning to deliver results consistent with the strategic intent? If not, it is the TIME to change. Change shouldn’t be just a couple of random business initiative for reacting to changes. Businesses will be more successful when they realize that one of their greatest strengths will be their change capability. Change management and strategy management should go hand-in-hand. The change should be based on planning strategy; defining exactly what/where/when changes are desired, necessary, and achievable, also ascertain who are the best change leaders within the organization to help carry out and manage the changes and those who might pose as impediments to change. There is the long term mythology for big changes and the short term mythology for small changes. Change is always easier if you have insight and knowledge, less fear of, the unknown risks. It requires a plan and strategy, and most importantly business execution. That means you have an adequate, logical, and systematic effort to manage change or the business transformation. You have to define the change situation and the desired result before plowing into any effort, from measured progress to critical survival. Pre-contemplation, contemplation, decision, preparation, action, adjustment, maintenance are the logical steps in managing change scenario. Know what is an acceptable outcome, what resources the change need to leverage and how urgently to act. Make change sustainable.

Are your people acting in a way that is consistent with the business progression? If not, it’s the TIME to change. Because change needs to be sponsored from the top, but change cannot be fully controlled and managed top-down, it has to be proactively made bottom up. Change inertia is the reality, most people have come to believe it's easier and safer to adapt to a culture rather than promote or initiate change. Thus, walking people through the process of resistance is key. Most people are quite willing to put the effort in change. What they don't want is 'to be changed by others.' That calls out for resistance. So let them be part of the direction, speed, and way you are heading. It is also important to enable and motivate teams to select best options and provide framework or tools, helping them align all the options from teams, in order to deliver change results consistent with the strategic intent of the organization. From people management perspective, changes are best when they do not like changes. Change management as a competency needs to reside in all areas of business where change happens. Change needs to be human-centered. People should know "where you are driving them to" and "what's on it for them." Change management should make sure the people are acting in a way that is consistent with the business progress. When people feel valued they contribute significantly, they are inspired to think bigger, and they are motivated to step out of their comfort zone. Dynamic and changing organizations cannot operate with stable unchanging people.  If people are used to taking action of their own and are also responsible for it, you can move mountains.

Are your processes and people integrated to ensure a consistent ability to deliver business result? If not, it is the TIME to change. Change is an ongoing business capability underpinned by the logical process and “changeable” people integrated to ensure the smooth strategy execution. Change purposes, methodologies, and practices should be updated and well understood, otherwise, people might lose patience, their interest fades away, and they disassociate themselves quickly. It’s also important to defining and tracking business benefits delivery and the associated change in mindset and behavior, and the business’s ability to set metrics for the progress along the way is essential to keep the change momentum unabated and uplifting. It is important for creating both internal and external beliefs around how the business is a movement for enablement and improvement. Change managers need to regularly update and identify individual team members’ strengths and weaknesses, this enables timely intervention where and when challenges are identified. What underpins the change process and methodology is the genuine valuing of people. Building the expectation for the next step and commitment that will follow.

Closer to reality is that 'change' is continuously happening in the environment of a company. From change management perspective, it is critical to capture the right timing from changes, make people at the center of change, and take the logical scenario to make change more nature, less painful. The desires of stakeholders, clients, and employees are evolving naturally. Business can no longer work on the basis of static exploitation internally or externally as it has been pursued in the past. Change becomes a dynamic business capability.