As part of the cognitive transformation, digital leaders who think differently by applying innovative thinking to their managerial leadership challenges is one step in creating an innovative, organizational response to changes resulting from Industry 4.0. What is required is to develop a culture of innovation, where others throughout the organization apply innovative and creative thinking to solve problems and develop new products and services.

作爲認知轉變的一部分，數字化領導者通過應用創新思維來應對管理領導力的挑戰，以不同的方式思考問題，是創造創新的組織應對工業4.0帶來的變化的一個步驟。我們需要的是發展一種創新的文化，在這種文化中，組織中的其他人運用創新和創造性思維來解決問題，開發新産品和服務。

Studies have shown the climate for creativity in organizations is directly attributable to leadership behavior. What this means is that leaders must act in ways that promote and support organizational innovation by demonstrating specific competencies, skills, and behaviors known as cognitive readiness that would support an innovative and knowledge-driven learning organization.

研究表明，組織中創造力的氛圍直接歸因於領導行爲。這意味着領導者必須採取行動，通過展示特定的能力，技能和被稱爲認知準備的行爲來促進和支持組織創新，從而支持一個創新的、知識驅動的學習型組織。

This new normal is challenging leaders to find new ways to lead their organizations and achieve sustained success as reflected in the latest Report ‘2019 Trends in Executive Development: A Benchmark Report’ published by Executive Development Associates (EDA), a pioneer in custom executive development in partnership with BTS, a world leader in business simulations.

這種新常態正在挑戰領導者尋找領導其組織並取得持續成功的新方法，這反映在由高層管理人員發展協會（EDA）發佈的最新報告《 2019年高管發展趨勢：基準報告》中，該協會與全球領先的商業模擬公司BTS合作，成爲定制高管開發的先驅者。

The impact of digital disruption has to be managed along side the more general volatile, unpredictable, complex, and ambiguous (VUCA) operating conditions of recent years. An ability to calculate and manage/mitigate risk will, therefore, be another key requirement of leaders seeking to propel their organizations into the digital age. Navigating a course through these difficult conditions may also force leaders to look at their individual leadership style and decide whether it needs to be adjusted.

數字化顛覆的影響必須與近年來更普遍的不穩定的、不可預測的、複雜的和模糊的（VUCA，volatility, uncertainty, complexity and ambiguity ）運營條件一起加以管理。因此，計算和管理/化解風險的能力，將是領導者推動組織進入數字化時代的另一個關鍵要求。要在這些睏難的條件下繼續前進可能還會迫使領導者審視自己的領導風格，並決定是否需要對其進行調整。

Embrace and Encourage Innovation

擁抱並鼓勵創新

Corporations need to offer some flexibility in order to be able to adopt digital platforms and strategies. Great talent thrives on impact and innovation — the same things a company needs to survive in the future. If a company prioritizes its processes over smart and impactful contributions, it is setting itself up to lose creativeup-and-comers, not to mention potentially falling behind the competition. Innovators and change-makers set bold ambitions and work on the edge of possibility. Employees working in the trenches often find the most efficient solutions, and it is often best to follow their lead.

公司需要提供一些靈活性，以便能夠採用數字化平台和戰略。優秀的人才在影響力和創新上蓬勃發展，這也正是公司未來生存所需要的。如果一家公司把流程看得比明智且有影響力的貢獻更重要，那麼它就會失去有創造力的後起之秀，更不用説可能會在競爭中落後。創新者和變革者設定了大膽的目標，並在可能性的邊緣努力。在基層工作的員工通常能找到最有效的解決方案，而且通常最好是聽從他們的領導。