The purpose of DIGITAL MASTER is to envision the multidimensional impact that digital philosophy, technology, and methodology will have on the future of business and human society. In today’s overly complex, hyperconnected, and interdependent business dynamic, Digital Masters – the highly mature organizations – not only apply the most advanced digital technology into their business management disciplines but, more importantly, they orchestrate the harmonized digital symphony across all key business arenas, from shaping the digital mindset to building the high performing organization: • Develop visionary digital leadership • Shape open and creative digital mindsets • Craft and execute a holistic digital strategy • Advocate digital innovation next practices • Refine a highly effective enterprise culture • Optimize high-performing business capabilities • Explore data-rich digital Intelligence • Unleash enriched digital talent potential • Pursue high level digital maturity
The purpose of the book “Digital Capability-Building Lego-Like Capabilities into Core Business Competency “ is to provide an insightful understanding of assessing, developing, and managing organizational capabilities in a structural way. The organization’s competency is based on a set of cohesive capabilities and how fast and effective they can be built upon. The high-mature organizational capability is the digital business differentiator, to keep the business unique, competitive, and innovative, to improve business maturity significantly. The capability views enable dot connections and help the business identify “actuality, capability, and potentiality,” build Lego-like capabilities into core business competency and improve the success rate of strategy execution and overall business maturity.
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 agility to adapt to changes, and build abilities to advise, inspire and motivate a group of people toward accomplishing shared visions and goals. If a Board is to fulfill its fiduciary responsibilities to its stakeholders, it needs to take a professional and systematic approach for assessing strategy, prioritizing agendas, advising changes, overseeing risks and keeping track of business performance via efficient tools. BoDs perhaps do not always participate in developing business strategy, but the Board needs to determine suitability, adequacy, viability, and sustainability of the organization in advance. Chapter 1 The Digital Themes of Boardrooms: With many organizations and the society as a whole reach the inflection point of digital transformation, the modern corporate board as one of the top governance bodies plays a crucial role in setting business leadership tones and driving the organization’s digital transformation. A professional digital board is not only about filling with cool-headed, high-professional and high-intelligent BoDs, but also about tuning the structured process to digitize itself, optimize decision-making capacity, inspire innovation, and improve its overall effectiveness, agility, and maturity. Chapter 2 A Strategic Board: The board plays a critical role in overseeing business strategies, it is important to keep the board strategically focused. Also, the board as the top leadership team advises business strategies, it doesn’t always mean the Board itself is being strategic enough. The board represents the ownership and they really cannot do a good job if they don't have the knowledge to challenge and set the broad strategic goals. They need to educate themselves by hearing different views about the organization, its environment & digital ecosystem, strategic alternatives and develop a clear vision on how to move the business forward. Chapter 3 A Performance-driven Board: Corporate Performance Management (CPM) has many descriptors and understandings globally. However, there is universal agreement that best practice performance management frameworks should inform the board, management, staff and key stakeholders on the performance of the organization in delivering services or programs efficiently, in achieving organizational outcomes effectively and in making the progress towards achieving sustainability effortlessly. There is no question that performance is the priority for boards. Many boards think that the role of the individual director is conformance, which has the result to stifle probing questions and natural tensions that allow for good decision-making. There is no doubt that the board only fulfills its role to shareholders and the management team when it is focused on performance. To some degree, conformance is inherent within the value-driven performance. Chapter 4 An Innovative Board: The Board of Directors are interactive change agents that represent the organization, stockholders, and senior management. No longer are boards sitting in a room and just voting on various policies. It is one of the requirements of the Board members to participate, or even lead, in constantly suggesting areas of innovation since their vistas are likely to be wider, and also because the Board should be highly accountable for strategies for the future of the company. The board plays a crucial role in management innovation as well. Management innovation means to accelerate innovation at the multitude of levels, to create the space for dialogue and debate about why it is important for their organization, developing a common understanding of it, creating the necessity and motivation for it. It also needs to align innovation strategy
We live in a time of rapidly changing technology and business dynamic at the dawn of the Digital Era, The knowledge life cycle is significantly shortened, and a huge skill gap in the workforce needs to be filled due to the continuously updated technology and regulation, digitalization and globalization, etc. Growth minds, new skills, or digital capabilities are needed every day. However, who are the future of digital leaders and professionals at the age of Digital? How do you define digital professionals, identify talent gaps, and improve digital professionalism both at the individual level and organizational Level? Generally speaking, a professional is an individual with the expertise of some specific area, who earns his or her livings from that expertise. Being professional also means that the individual not only has the skill but also presents the high-quality professionalism such as positive mentality and attitude, fair judgments and good behaviors, creativity and high intelligence. The book “Talent Master - 199 + Questions to See Talent from Different Angles“ is the guidebook to help digital professionals shape digital fit mindset, improve multidimensional digital intelligence, build a unique set of digital capabilities, inspire creativity, improve professionalism, and unleash their full talent potential. It is also a playbook to help digital leaders and business managers set updated digital principles to innovate talent management, performance management, acknowledgment management and culture management, to integrate them into a holistic people management solution, and leap digital transformation to the next level of maturity. Chapter 1 Digital Fit: “Digital fit” should be first defined as “mind fit.” The right mindset is an utmost quality for being a right fit because the power of the mind is the force to change the business or even the world for better, and then following with attitude fit and behavior fit. Digital contemporary fitness requires envisioning new perspectives, shaping new boxes of thinking, and building new competency. Chapter 2 Digital Intelligence: Intelligence has been defined in many different ways such as in terms of one's capacity for logic, abstract thought, understanding, self-awareness, communication, learning, emotional knowledge, memory, planning, creativity and problem solving. Whether someone is "intelligent" or not depends entirely on what you are asking them to accomplish with their brain. Digital intelligence is multidimensional and contextual, with ultimate goals to gain wisdom. Chapter 3 Digital Creativity: Creativity is the high level of intelligence. Creativity is expressive, productive, inventive, innovative and emergent. The innovators with digital creativity are simply those who can see what's around, and easily and effortlessly discover a better way to do things. Creativity is a synthesis of two qualities: imagination with which you create new ideas and the concreteness with which you can transform ideas into real work. Chapter 4 Digital Professionalism: The online dictionary defines “professionalism is the skill, good judgment, and polite behavior that is expected from a person who is trained to do a job well.” Hence, it doesn’t mean if you had a profession, you would be automatically a well-respected professional with professionalism. High professionalism is a mindset, principle, and discipline. Chapter 5 Digital Potential: Potential is about future performance, not past performance. How well do individuals continue to perform and grow in their current roles, how likely can they take on new challenges at work, rapidly learn and grow into next-level roles, or roles that are expanded and redefined as the business changes? Individuals showing potential are distinguished usually by their mastery of new roles quickly and effectively, learning more rapidly than their peers, more innovate in problem-solving. Either at individual or business level, performance helps you motiva
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. - Question and brainstorm on much-needed oversight and additional rigor to the boardroom composition and succession planning process. -Practice critical thinking and independent thinking for identifying blind spots, criticizing the strategy constructively and advising management insightfully. -Practice “out-of-the-box” thinking to ask open-ended questions about IT and how to build an IT friendly and technology-savvy digital board. -Practice strategic thinking and systems thinking, ask insightful questions, to become the mastermind of digital transformation. -Make profound inquiries about the future of leadership, constantly question the status quo and set the digital leadership tone to get digital ready.
The multidimensional digital transformation provides impressive advantages in terms of the speed of delivering business solutions and ability to adapt to changes. Digital Fit doesn't mean that everyone needs to have the same thought processes, the same personalities, the same preferences, or the same experiences. What is digital fit, and how do you define digital fit? The purpose of “Digital Fit: Manifest Future of Business with Multidimensional Fit“ is to share insight about multidimensional enterprise fit from digital characteristics, organizational structure, change, knowledge, and talent perspectives; evoke critical and paradoxical thinking about digital “fit vs. misfit,” spark healthy debates on how to define and develop true digital fit, and build a fitting working environment to inspire creativity and accelerate digital transformation.
The term digital " THINKINGAIRES" we advocate in this book refers to the talented digital leaders and professionals who continue to create new ideas, to practice thought leadership, and to bring the world both content richness and context intelligence. They are the “IMAGINEERS” who can always come up with the fresh perspectives and think differently; they are the “VISIONEERS” who can digest, analyze and synthesize information and knowledge, to visualize the future clearly; they are the ENTREPRENEURS or INTRAPRENEURS who are creative in thinking about the alternative way to do things, and they are the “CHANGE AGENTS” who can create synergies from people, capability and the digital ecosystem that are greater than the sum of their parts. “THINKINGAIRE” is the guidebook to help digital leaders and professionals understand and cultivate digital thinking mindsets to compete for the future: “Out-of-Box” Thinking Minds: “Out-of-Box” is a shortened form, a metaphor that means to think differently, unconventionally, or from a new perspective. Out-of -Box thinking implies a certain level of creativity or unconventional problem solving. -Systems Minds: Systems Thinking provides the holistic way to view problems, better and more accurate understanding of the overall situation via connecting parts and whole, better defining the problems and how you should go about solving them and in what sequence. -Hybrid Minds: Hybrid Thinking is a set of interdisciplinary and integrative thinking processes we will need to solve many of today’s complex problems, which require strategic consideration, systems intelligence, innovative approaches, cross-cultural and cross-generational perspectives, and multi-dimensional cognition. -Agile Minds: In a broader scope, "agility" is a philosophy of managing complexity and unpredictability through empiricism. Agility is the ability to adapt to the changes. Agile minds see the world through the lens of three “I”s: Interaction, Improvement, and Innovation. Agile is a new, radical style of leadership. -Intellectual Minds: Intelligence is the capacity to understand and apply wisdom to the knowledge you are exposed to. There are as many different ways to characterize intelligence as there are different types and forms of information impinging on our senses. -High - EQ Minds: Emotional Intelligence in its simplest form is being aware of our emotions and managing them to get best out of the situation. It’s also about trying to understand other emotions and be empathetic. -Paradoxical Minds: The paradox is a situation, person, or thing that combines contradictory features or qualities. The paradox is the result of two opposing truths existing side by side, which can be both right. The paradox is also like the two sides of the coin, they are not just opposite, but also complementary, to make it a whole. -Progressive Minds: Progress represents change. Without change, one cannot even stagnate; she or he will be on a backward journey. Progress itself is change, whether it comes from individual or group efforts or is induced by environmental and cultural, tangible or intangible forces. Metaphorical Minds: Psychologically, creative, metaphorical and poetic impulses and language congeal over time into systems of thought that take on a quality of being permanently true, through being institutionalized, systematized, and professionalized. Professional Minds: A professional mind goes beyond professions, but we can always learn more about the thought processes from varying professionals as well. It takes a decade to grow a tree, and it takes more than one generation to shape the right mindset. Anti-Digital Mindsets: Digital Transformation requires mind shift. In addition to the set point changing, transformation requires first shifting mindsets, and then building new capabilities & skills, reinforcing and embedding new practices and reflexes. Mind vs. Mind: make an ‘apple to apple’ mind comparison in a reasonable wa
There are many books written about changes, but very few dig into the mindset level. Change Management starts with a thought, with a flash of insight, insight is the act or result of understanding the inner nature of changes or of seeing things intuitively. It leads to a vision; then leads to a culture shift, strategic changes, or leadership transformation. It’s important to understand the big WHY about changes, no change is for its own sake, the first step is to define the value proposition and determine demand and estimated pipeline. Insight is thinking into the box after thinking out of the box. Thus, insight takes creativity and reasoning, intuition and logic, the power of acute observation and deduction, questioning, connection, penetration, and discernment. Change Insight is the understanding of a specific cause and effect in a specific change context. Change Insight is being able to identify the root cause of a problem or the core issues of a situation, which leads to understanding and resolution about changes. Change has different scopes and effects, from small changes such as software updating, business process tuning; to radical changes such as culture innovation, or big-bang changes such as radical digital transformation. Often change is an “un” nature activity, you need to focus, also, make an effort to sustain it. So the newly established behaviors or the new way to work will be in harmony with the well-defined value propositions so that change can maintain its momentum. Too often, people take the easy path, think and work at a superficial level rather than spending the time to understand what’s going on underneath. Insight is the understanding of cause and effect, based on the identification of relationships and behaviors within a model, context, or scenario in Change Management. Change Management is always challenging with a high percentage of failure rate. Indeed, change is difficult. Some say, change is not a problem, the primary reason for change failure is resistance to change while the secondary reason is the inability of leaders to deal with resistance. The purpose of the book “Change Insight” is to: -Dig deeper to analyze the psychology behind changes and handle problems and changes at the level of the mindset. -Explore people-centric change management philosophy and practices. -Differentiate change leadership and change management, orchestrate change at all level of the organization. -Set Change Management principles to inform and support the way of managing change effectively. -Build change as an ongoing capability, not just a one-time business initiative. -Analyze the potential change pitfalls and roadblocks on the change journey. -Make objective change assessment and measurement from multidimensional lens. -And ultimately build high-mature organizations with changeability to fuel the digital transformation.
Digital leaders are those who carry themselves with an air of confidence, vision, direction, and with the right dose of anger and empathy to fight for the better world. It is the level of consciousness of the leader, or the level of self-development in regards to the ability to embody the human experience, inspire both self and others, influence the surrounding positively, and innovate both hard things such as products/services, and soft things such as communication or culture, to make the world a better place. Here is the brief summary of the book “Leadership Master.” Chapter 1 Thought leadership: At today’s “digital dynamic with increasing speed of changes and hyper-competition, being a thoughtful, mindful and multi-dimensional thinker is more crucial to improve leadership effectiveness. Authenticity is the foundation to be a Thought Leader. Digital leadership is less about "HOW," more about "WHY," and “WHAT.” Leadership brand is less about what you look - the stereotypical leadership, and more about what you think - Thought Leadership. The digital Thought Leaders of the future sense, feel, read, imagine and intuit possibilities in the digital paradigm shift. The digital brainstorming is happening in real time with people and plays spontaneous networks of human and business operational concerns, to co-solve many thorny problems and overcome numerous challenges facing humanity. Being a Thought Leader also means you truly understand the purpose of leadership. Why do you want to be a leader, and which value can you bring in. Being able to quickly articulate the value that you bring to others is critical to helping others learn about how you can benefit them. Chapter 2 Creative leadership: Creativity becomes significantly important in the age with the advanced technologies because the leaders of the future will not be mere automatons. Great leaders are pioneers, innovators, and creators of a better context. Creative leadership is the unique combination of a growth mindset and leadership behaviors that develop and achieves high-quality results over a sustained period of time and risk tolerance. Chapter 3 Global Visionary Leadership: Leadership is forward-looking, to make progress. Leadership starts with having a vision, then develop a plan to achieve it. Top leaders are visionary roles, they set the direction for the enterprise (internal and/or external) to step into the uncharted water, and they orchestrate the digital transformation of an organization, its people, from the organization's current position to a position that best serves the interests of its customers, shareholders, and people. The means of 'orchestrate the transformation’ is, what distinguishes a great leader and a great organization. Chapter 4 Inquisitive Leadership: With “VUCA” characteristics (Velocity, Uncertainty, Complexity, Ambiguity) of digital new normal and today’s cross-functional, cross-cultural, and cross-generational workforce, what keeps leaders successful is the intellectual curiosity and ability to continuously be inquisitive, open to learning and applying these learnings as they move forward. Their inquisitiveness makes them more open to asking the right questions, embrace the other point of view, be empathetic to understand others, practice leadership without prejudice. Chapter 5 Profound Leadership: Back to the root of the word “profundity,” it means insightful and understanding. Climbing Knowledge-Insight-Wisdom pyramid is an important step in gaining profundity. It’s not just about knowing, but in-depth understanding; it requires a person's ability to grasp or comprehend information, too often assumptions and prejudices get in the way of understanding. It is the responsibility of each leader to examine themselves and to make sure they are open to true understanding. A mindful or thoughtful leader has a better perception to be a good communicator upon thinking profoundly, upon knowing when to voice out, when to keep silent; upon stri
“Decision Master” is the guidebook to perceive digital mindsets with multidimensional decision intelligence, define a set of decision-making principles, articulate potential pitfalls in decision-making scenario, describe digital decision-making styles, summarize the important elements in building the decision-making capability and taking stepwise steps to achieve decision maturity. Chapter 1 Decision Intelligence: Intelligence has been defined in several ways. First, intelligence is a cognitive process involving rational and abstract thinking. Second, it is goal-directed and purposeful, and it means that all intelligent activities such as decision-making, are planned to reach a self-determined goal. Finally, it involves social competence to help individuals adjust to their environmental surroundings. It is important to make sound decisions via leveraging multidimensional intelligence. Chapter 2 Decision-Making Principles: One significant effect of digitization is increased velocity, complexity, ambiguity, unpredictability, and a need for a faster response to changes in businesses and industries based on effective and efficient decision making. It’s important to set well-defined principles for guiding decision-making on a day to day basis. The principles as a digital compass will guide all levels of the organization to be able to make decisions in a very organic relationship with its environment. Chapter 3 Digital Decision-Making Styles: Decision making is both the art and science. Having all the facts to make the best decision is a utopia we would all like. But in practice, each person has his or her own cognitive strength, knowledge expertise, capability, experience, or the tailored style to become a decision master. At group setting, in order to make the best decisions, it is better having a mix of complementing mindsets, skills and decision-making styles for achieving decision maturity. Chapter 4 Decision-Making Pitfalls: Making decision is one of the significant tasks for digital leaders and professionals today. However, the high ratio of strategic decisions has been made poorly and causes catastrophic effects. What are key factors contributing to poor quality decision-making? How to avoid potential decision-making pitfalls for improving decisions effectiveness and maturity. Chapter 5 Decision Maturity: The reason decision making is often a difficult task because it is contextual and situational, it takes a unique individual to understand a situation and relate it to the present. There are many variables in complex decision making, there are tradeoffs you have to leverage, and there is no magic formula to follow. At the Digital Era, making wise decisions means to leverage multidimensional thought processes, advanced analytic tools, the human intuition, and efficient processes to improve the overall effectiveness and maturity of decision making. Decision making is an art only until the person understands the science (process, analytics, tool, etc.). It takes the multidisciplinary approach, to frame the right questions before answering them. It has to leverage multidimensional decision intelligence with a combination of both creative thinking and critical thinking, divergent thinking and convergent thinking, strategic thinking and systems thinking, holistic thinking and paradoxical thinking. Ensure you are both information savvy and be flexible to select the optimal solutions with decision wisdom.