Pearl Zhu Quotes

“The board should frequently brainstorm IT impact on the business and leverage technological vision to the business’s strategic planning.”

Source: Digital Boardroom: 100 Q&as

Vision Digitalization Boardroom

“The digital boards today should be informed on what benefit is being delivered by IT and aware of constraints and risks.”

Source: Digital Boardroom: 100 Q&as

“Leadership including directorship is crucial to strengthen the business links and weave them to the differentiated business capabilities.”

Source: Digital Boardroom: 100 Q&as

Leadership Boardroom Directorship

“Board directors as key strategic decision makers in the organization need to understand the information potential and become IT advocates.”

Source: Digital Boardroom: 100 Q&as

Decision Making Digitalization Boardroom

“The boards as top leadership team can no longer avoid, delegate, or ignore the need for technical competency among their ranks.”

Source: Digital Boardroom: 100 Q&as

Leadership Digitalization Boardroom

“Good policy makes good things easy to do, and bad things hard to do.”

Source: Digital Boardroom: 100 Q&as

Digitalization Boardroom Policymakers

“Digital board directors with the right dose of “doubt” are real critical thinkers who can ask deep questions.”

Source: Digital Boardroom: 100 Q&as

Critical Thinking Digitalization Boardroom

“To gain digital insight and lead business transformation effortlessly, the digital board directors need to become more information savvy and IT friendly.”

Source: Digital Boardroom: 100 Q&as

“Many foresightful boards invite CIOs to the big table for bridging gaps and harnessing communications to accelerate digital transformation.”

Source: Digital Boardroom: 100 Q&as

Digitalization Boardroom Cio Leadership

“IT savvy boards will have the advantage of pulling enough resources and pushing the technology-enabled business change and innovation.”

Source: Digital Boardroom: 100 Q&as

Information Technology Boardroom

“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.”

Source: Digital Boardroom: 100 Q&as

“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.”

Source: Digital Boardroom: 100 Q&as

“An IT-friendly board should oversee the business strategy with IT strategy as an integral component.”

Source: Digital Boardroom: 100 Q&as

“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.”

Source: Digital Boardroom: 100 Q&as

Leadership Digitalization Boardroom

“Every authentic leader needs to mind certain gaps and bridge the cognitive difference.”

Source: Digital Boardroom: 100 Q&as

Leadership Gaps Boardroom

“The board directors need to gain a deeper understanding of the enterprise in order to be a credible actor in the strategic dialogue.”

Source: Digital Boardroom: 100 Q&as

“The digital board directors need to be independent thinkers, unbiased communicators, wise advisors, flexible facilitators, and global leaders these days.”

Source: Digital Boardroom: 100 Q&as

“CIOs should be at the table helping the board and executive colleagues maximize ROI and competitive advantage.”

Source: Digital Boardroom: 100 Q&as

Boardroom Cio Leadership Cio Master

Book:12 CIO Personas: The Digital CIO's Situational Leadership Practices

Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices

“The diversity along with deep knowledge of the business will allow board directors to be real “thought partners” with senior management as they consider the longer-term goals beyond quarterly earnings.”

“Each functional leader owns their piece of sub-strategies, but they have to work collaboratively to ensure the cohesive strategy management.”

Book:Digitizing Boardroom: The Multifaceted Aspects of Digital Ready Boards

Source: Digitizing Boardroom: The Multifaceted Aspects of Digital Ready Boards

“A solution is nothing if the problem is not perceived.”

Source: Digital Boardroom: 100 Q&as

“The high-performing board shows the ability and openness to question itself and its decisions and discussions.”

Source: Digital Boardroom: 100 Q&as

Innovation Digital Boardroom

“The board’s “Deep Common Sense” leads toward “Effective Judgment.”

Source: Digital Boardroom: 100 Q&as

“The composition of boards should reflect approximately the profile of the company’s stakeholders, such as shareholders, employees, customers, and suppliers.”

Source: Digital Boardroom: 100 Q&as

“To put simply, “diversity of thoughts” should be the deciding factor the board to embrace inclusiveness.”

Source: Digital Boardroom: 100 Q&as

Digital Boardroom Inclusiveness

“The board should set digital principles and guidelines for allowing the business to manage innovation in an effective way.”

Source: Digital Boardroom: 100 Q&as

Innovation Digital Boardroom

“The best fit for the board depends on the board’s current makeup, culture, and which “gap” needs to be filled.”

Source: Digital Boardroom: 100 Q&as

Digital Gaps Boardroom

“The “deep diverse” BoDs can practice independent thinking, bring the differentiated point of views, ideas, and capabilities to the table, and fulfill the board duty more effectively.”

Source: Digital Boardroom: 100 Q&as

“The digital board’s success plan needs to be well aligned with the board composition, as well as the business's strategy evolution and digital transformation.”

Book:Digital It: 100 Q&as

Source: Digital It: 100 Q&as

“The boardroom composition will directly impact on how they lead and which tone they will set for the entire organization to follow.”

Source: Digital Boardroom: 100 Q&as

“The high-effective board with board directors having the mixed capabilities and skills can make effective decisions in deliberation, moving the enterprise forward, ensuring the organization makes sense.”

Source: Digital Boardroom: 100 Q&as

“One of the biggest challenges in this complex, multipolar world is the fact that we need different perspectives, different knowledge/expertise, and different ways to solve a new or old problem.”

Source: Digital Boardroom: 100 Q&as

“The digital board directors assume the dual role of guidance and governance steering.”

Source: Digital Boardroom: 100 Q&as

“The board composition should be synchronized with the digital perspective of the business.”

Source: Digital Boardroom: 100 Q&as

“The board is responsible for ensuring an appropriate mix of skills, knowledge, and experiences are present or available for it to fulfill its function.”

Source: Digital Boardroom: 100 Q&as

“One of the great responsibilities of the board is to make good policies and set the culture tone for the organization to compete for the future.”

Source: Digital Boardroom: 100 Q&as

“Digital boards are the strategic advising role, they are also the “mastermind” behind the digital transformation.”

Source: Digital Boardroom: 100 Q&as

“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”

Source: Digital Boardroom: 100 Q&as

“You have to collect enough information, listen to different POVs, as everything has more than one side and you have to master them all.”

Source: Digital Boardroom: 100 Q&as

“In practice, even in the simplest organizations, the industrial “speed” is not homogeneous across the enterprise.”

Source: Digital Boardroom: 100 Q&as

“Organizations should both develop the updated digital practices to manage performance and the digital methodologies to unleash the business potential.”

Source: Digital Boardroom: 100 Q&as

“Accountability and oversight are all part of the game changes that boards must address.”

Source: Digital Boardroom: 100 Q&as

“The corporate board plays a significant role in making the judgment on and assurance of corporate action within a framework of practical knowledge.”

Source: Digital Boardroom: 100 Q&as

“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.”

Source: Digital Boardroom: 100 Q&as

“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.”

Source: Digital Boardroom: 100 Q&as

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

Source: Digital Boardroom: 100 Q&as

“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.”

Source: Digital Boardroom: 100 Q&as