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Quote by Pearl Zhu

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

Quote by Pearl Zhu

Book:Digital Boardroom: 100 Q&as

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Digital Boardroom: 100 Q&as

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“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.”

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“You know you made it, when your friends tell their friends that you are their friend.”

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“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.”

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Source: Digital Boardroom: 100 Q&as

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

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Book:Digital Boardroom: 100 Q&as

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.”

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Book:Digital Boardroom: 100 Q&as

Source: Digital Boardroom: 100 Q&as

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

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Book:Digital Boardroom: 100 Q&as

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.”

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Book:Digital Boardroom: 100 Q&as

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.”

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Book:Digital Boardroom: 100 Q&as

Source: Digital Boardroom: 100 Q&as

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

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

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

“Our faces portray the emotions our colleagues and bosses expect. We gladly show those that earn points and brilliantly hide those that do not. Nothing is real about it; it's business and we're supposed to feel okay about it for at least 60 hours per week. If you're lucky, you get used to it. You become highly-skilled at it until you're an invincible corporate giant -- king of a mountain that means very little in the end.”

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Book:Centerpieces

Source: Centerpieces