CIO Straight Talk - Hi-Tech Special Issue - 69

But there's a risk here.
As we extract lessons
from recent experiences,
are they the right ones
for our organization?
But how we do them - and the lessons
that guide us - will depend on the
situation of our particular organization.
This means avoiding a knee-jerk
response to the current tumult. Some
of the lessons emerging from the chaos
of the pandemic may indeed provide
guidance for the future, but others may
lead us astray in less turbulent times.
In thoughtfully weighing what lessons to
take away and what to leave behind from
your experiences during this disruptive
period, a series of questions about
your organization can help guide your
thinking.
* Risk adoption or risk aversion?
Has the tolerance for risk in your
organization changed such that
considerations of risk are skewing
your perception of valid lessons to
draw from the current turmoil?
* Central control or federated
experimentation? Has the suddenness
of changing business conditions led
you to a more central command-andcontrol
approach that might impede
learning? Has it led some teams to
unfettered ad hoc experimentation
and other teams to retrench?
* Event-driven or trend-driven
perspective? Has your organization
been reacting strongly and swiftly to
short term, albeit dominating, external
events, while underweighting possible
unforeseen consequences of present
moves and longer-horizon trends?
* Short-term or long-term mindset?
Have long-held organization principles
and tenets been subjugated to lessons
drawn from recent experiences?
* Power imbalance or shared vision?
Has the balance of power between
groups shifted in such a way that
new un-socialized and untested
assumptions are calling into question
the shared vision that is vital to
organizational learning?
In the influential management book, The
Fifth Discipline, Peter Senge described a
" learning organization: "
[L]eaders are designers, stewards,
and teachers. They are responsible
for building organizations where
people continually expand
their capabilities to understand
complexity, clarify vision, and
improve shared mental models
- that is, they are responsible for
learning.
In times of turbulence, chaos, and
unforecasted opportunity, fostering such
learning can be just as important as
fostering innovation. An effective leader
will seize the opportunity presented by
times like ours to distill lessons - the
right lessons - from an environment of
confusion and duress.
***
69

CIO Straight Talk - Hi-Tech Special Issue

Table of Contents for the Digital Edition of CIO Straight Talk - Hi-Tech Special Issue

Contents
CIO Straight Talk - Hi-Tech Special Issue - Cover1
CIO Straight Talk - Hi-Tech Special Issue - Cover2
CIO Straight Talk - Hi-Tech Special Issue - 3
CIO Straight Talk - Hi-Tech Special Issue - Contents
CIO Straight Talk - Hi-Tech Special Issue - 5
CIO Straight Talk - Hi-Tech Special Issue - 6
CIO Straight Talk - Hi-Tech Special Issue - 7
CIO Straight Talk - Hi-Tech Special Issue - 8
CIO Straight Talk - Hi-Tech Special Issue - 9
CIO Straight Talk - Hi-Tech Special Issue - 10
CIO Straight Talk - Hi-Tech Special Issue - 11
CIO Straight Talk - Hi-Tech Special Issue - 12
CIO Straight Talk - Hi-Tech Special Issue - 13
CIO Straight Talk - Hi-Tech Special Issue - 14
CIO Straight Talk - Hi-Tech Special Issue - 15
CIO Straight Talk - Hi-Tech Special Issue - 16
CIO Straight Talk - Hi-Tech Special Issue - 17
CIO Straight Talk - Hi-Tech Special Issue - 18
CIO Straight Talk - Hi-Tech Special Issue - 19
CIO Straight Talk - Hi-Tech Special Issue - 20
CIO Straight Talk - Hi-Tech Special Issue - 21
CIO Straight Talk - Hi-Tech Special Issue - 22
CIO Straight Talk - Hi-Tech Special Issue - 23
CIO Straight Talk - Hi-Tech Special Issue - 24
CIO Straight Talk - Hi-Tech Special Issue - 25
CIO Straight Talk - Hi-Tech Special Issue - 26
CIO Straight Talk - Hi-Tech Special Issue - 27
CIO Straight Talk - Hi-Tech Special Issue - 28
CIO Straight Talk - Hi-Tech Special Issue - 29
CIO Straight Talk - Hi-Tech Special Issue - 30
CIO Straight Talk - Hi-Tech Special Issue - 31
CIO Straight Talk - Hi-Tech Special Issue - 32
CIO Straight Talk - Hi-Tech Special Issue - 33
CIO Straight Talk - Hi-Tech Special Issue - 34
CIO Straight Talk - Hi-Tech Special Issue - 35
CIO Straight Talk - Hi-Tech Special Issue - 36
CIO Straight Talk - Hi-Tech Special Issue - 37
CIO Straight Talk - Hi-Tech Special Issue - 38
CIO Straight Talk - Hi-Tech Special Issue - 39
CIO Straight Talk - Hi-Tech Special Issue - 40
CIO Straight Talk - Hi-Tech Special Issue - 41
CIO Straight Talk - Hi-Tech Special Issue - 42
CIO Straight Talk - Hi-Tech Special Issue - 43
CIO Straight Talk - Hi-Tech Special Issue - 44
CIO Straight Talk - Hi-Tech Special Issue - 45
CIO Straight Talk - Hi-Tech Special Issue - 46
CIO Straight Talk - Hi-Tech Special Issue - 47
CIO Straight Talk - Hi-Tech Special Issue - 48
CIO Straight Talk - Hi-Tech Special Issue - 49
CIO Straight Talk - Hi-Tech Special Issue - 50
CIO Straight Talk - Hi-Tech Special Issue - 51
CIO Straight Talk - Hi-Tech Special Issue - 52
CIO Straight Talk - Hi-Tech Special Issue - 53
CIO Straight Talk - Hi-Tech Special Issue - 54
CIO Straight Talk - Hi-Tech Special Issue - 55
CIO Straight Talk - Hi-Tech Special Issue - 56
CIO Straight Talk - Hi-Tech Special Issue - 57
CIO Straight Talk - Hi-Tech Special Issue - 58
CIO Straight Talk - Hi-Tech Special Issue - 59
CIO Straight Talk - Hi-Tech Special Issue - 60
CIO Straight Talk - Hi-Tech Special Issue - 61
CIO Straight Talk - Hi-Tech Special Issue - 62
CIO Straight Talk - Hi-Tech Special Issue - 63
CIO Straight Talk - Hi-Tech Special Issue - 64
CIO Straight Talk - Hi-Tech Special Issue - 65
CIO Straight Talk - Hi-Tech Special Issue - 66
CIO Straight Talk - Hi-Tech Special Issue - 67
CIO Straight Talk - Hi-Tech Special Issue - 68
CIO Straight Talk - Hi-Tech Special Issue - 69
CIO Straight Talk - Hi-Tech Special Issue - 70
CIO Straight Talk - Hi-Tech Special Issue - Cover3
CIO Straight Talk - Hi-Tech Special Issue - Cover4
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