“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
“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
“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
“Good policy makes good things easy to do, and bad things hard to do.”
Source: Digital Boardroom: 100 Q&as
“Digital board directors with the right dose of “doubt” are real critical thinkers who can ask deep questions.”
Source: Digital Boardroom: 100 Q&as
“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
“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
“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
“The board’s “Deep Common Sense” leads toward “Effective Judgment.”
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
“The digital CIOs have to wear different colors of hats and master multiple leadership personas and management roles effortlessly.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“CIOs need to leverage different conversations tyles to construct the collaborative vision and deliver high performance IT result.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“The insight-driven digital transformation can create synchronization of all functions running seamlessly.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“CIOs are going to prepare for continuous digital disruptions, build changes as an ongoing business capability, and create some capacity to make changes.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“The digital CIO role is like the spinal cord for the organization.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“CIOs today need to be the digital masters, because there is now a greater need for a CIO to equip with the digital mindset, ride learning curves, and lead changes seamlessly.”
Source: Digital Maturity: Take a Journey of a Thousand Miles from Functioning to Delight
“To earn their stripe as transformative digital leaders, CIOs have to become more visible, proactive, and innovative.”
Source: The Change Agent CIO
“Everything exists in a constant state of change and knowledge of an evolving thing must evolve with the thing at the faster pace.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“With digital awareness, the CIO can transform from a technology manager to a business-savvy leader; from a hands-on technical manager to a strategic adviser; and from a support-center supervisor to a proactive change agent.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Digital synchronization and strategic alignment occur when all parts of the choir sing their respective parts in harmony to achieve a higher purpose.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Digital transformation is “pushed” by both visible forces and invisible forces; hard forces and soft forces from multiple directions.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Digital transformation is an arduous journey with the long jump and it takes time and a real commitment to getter the higher level of digital maturity.”
Source: 12 CIO Personas: The Digital CIO's Situational Leadership Practices
“Organizations are moving from doing digital by experimenting some digital technologies to going digital via expanding to all dimensions for leading the holistic digital transformation.”
Source: Digital Maturity: Take a Journey of a Thousand Miles from Functioning to Delight
“Organizations are moving from doing digital via experimenting some digital technologies to going digital via expanding to all dimensions for leading the holistic digital transformation.”
Source: Digital Maturity: Take a Journey of a Thousand Miles from Functioning to Delight
“Digital transformation is now spreading rapidly to enable organizations of all shapes and sizes to reinvent themselves.”
Source: Digital Maturity: Take a Journey of a Thousand Miles from Functioning to Delight
“The future of organization has amazing digital traits such as adaptability, differentiated competency, innovation, customer-centricity, empathy, and participation.”
Source: Digital Maturity: Take a Journey of a Thousand Miles from Functioning to Delight
“The highly visible IT can elevate its maturity from “controlling to change to innovating,” from “surviving to striving to thriving,” and from “deficiency to efficiency to proficiency.”
Source: Digital Maturity: Take a Journey of a Thousand Miles from Functioning to Delight
“IT-business mutual understanding becomes so important to close the gap and reach the high level of digital maturity.”
Source: Digital Maturity: Take a Journey of a Thousand Miles from Functioning to Delight
“A well-defined set of measurement for digital transformation should contain a good mix of the long-term strategic measures along with the short-term operational measures.”
Source: Digital Maturity: Take a Journey of a Thousand Miles from Functioning to Delight
“Digital equilibrium is the optimal state of operational excellence, business agility, and organizational maturity.”
Source: 100 IT Charms: Running Versatile IT to get Digital Ready
“A core competency is a combination and harmonization of multiple capabilities with a focus.”
Source: Digital Capability: Building Lego Like Capability Into Business Competency
“A “roadmap” is simply a plan for moving or transitioning, from one state to another. A roadmap provides the direction to the future.”
Source: Digital Capability: Building Lego Like Capability Into Business Competency
“You can’t improve what you are not managing, you can’t manage what you are not measuring, and you can’t measure what you are not focusing.”
Source: Digital Capability: Building Lego Like Capability Into Business Competency
“Digitalization implies the full-scale changes in the way business is conducted so that it’s a multi-dimensional planning and orchestration.”
Source: Digital Capability: Building Lego Like Capability Into Business Competency
“It is important to strengthen the weakest link, to ensure all important business elements integrated and knitted into ongoing organizational capabilities and unique business competency.”
Source: Digital Capability: Building Lego Like Capability Into Business Competency
“The capability definition is: “the ability and capacity to realize a measurable result in a specific operational context of conditions.”
Source: Digital Capability: Building Lego Like Capability Into Business Competency
“The digital capability is modular, dynamic, and nonlinear, having many visible and invisible business elements, for improving organizational competency, and enabling business strategy.”
Source: Digital Capability: Building Lego Like Capability Into Business Competency
“The capability view can leverage different perspectives from different roles.”
Source: Digital Capability: Building Lego Like Capability Into Business Competency
“Defining your enterprise business capability is part art and part science, and building your business capabilities is more science than art.”
Source: Digital Capability: Building Lego Like Capability Into Business Competency
“A business capability is the firm’s ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments.”
Source: Digital Capability: Building Lego Like Capability Into Business Competency
“Capability-based strategy-execution is the only path leading to a sustainable digital transformation.”
Source: Digital Capability: Building Lego Like Capability Into Business Competency
“IT is the building block of the business capability when business -IT gaps are shrinking, and it would be the roadblock if the gaps are enlarging.”
Source: Digital Capability: Building Lego Like Capability Into Business Competency
“Re-use is a necessity, but it should be a natural reflex, and find the right “tipping point.”
Source: Digital Capability: Building Lego Like Capability Into Business Competency
“Strategy execution doesn’t go for perfect, it’s the core business capability needs to be sharpened for improving the business performance and maturity.”
Source: Digital Capability: Building Lego Like Capability Into Business Competency