Browse 151 quotes about Digitalization.
“The hybrid nature of innovation is a combination of something old with something new, with a mixed portfolio of incremental innovations and radical innovations.”
Source: Digital Hybridity
“Inclusiversity” is like a gift box, really not about the color outside, but the context inside.”
Source: Digital Hybridity
“Businesses have to address collective thinking, attitude, and behavior, balance both hard and soft elements for moving to an outcome-focused and outside-in digital organization.”
Source: Digital Hybridity
“Creativity is about thinking beyond conventional wisdom.”
Source: 100 Digital Rules
“Innovation Management nowadays is more science than art.”
Source: 100 Digital Rules
“The paradox is “a situation, person, or thing that combines contradictory features or qualities.”
Source: Digital Boardroom: 100 Q&as
“The board directors see the development of strategy as a collective effort between themselves and management, rather than a question of “us versus them.”
Source: Digital Boardroom: 100 Q&as
“Good boards advise and get all those fundamentals right.”
Source: Digital Boardroom: 100 Q&as
“Corporate governance is to make sure that management is doing its job properly.”
Source: Digital Boardroom: 100 Q&as
“Diversification is a component and in some cases a very good initiation of value creation.”
Source: Digital Boardroom: 100 Q&as
“Information and decision-making are intimately connected and interdependent, this is particularly true in the digital era.”
Source: Digital It: 100 Q&as
“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.”
Source: Digital Boardroom: 100 Q&as
“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.”
Source: Digital Boardroom: 100 Q&as
“The board updates policies for adapting to the digital new normal for both enforcing the effectiveness of strategy management and harnessing business governance maturity.”
Source: Digital Boardroom: 100 Q&as
“The board of directors should take an outlier’s lens to criticize the business strategy via questioning wisely.”
Source: Digital Boardroom: 100 Q&as
“Innovation is too important to leave solely in the hands of the management team without any oversight or guidance by the boardroom.”
Source: Digital Boardroom: 100 Q&as
“An ultra- modern board can set a clear choice among future scenarios that advocate innovation, advancement, and promotes positive behaviors.”
Source: Digital Boardroom: 100 Q&as
“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
“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