一、三个标准、四种能力
我个人有个总结，欢迎大家批评指正，即3+1的标准。
第一，必须要精通业务，有的人经常讲你们IT是搞技术的，实际上到了CIO这个层面，不是搞技术的，应该是搞业务的。怎么衡量什么叫精通业务呢？大致可以这么说，在企业里面，跟所有业务部门的副总，包括销售、市场、研发、生产、供应链、财务、HR等，跟这些业务老大至少要对等谈业务，甚至比业务更精通业务。
第二，必须要有战略的思维，而且要有架构思维。现在太多的企业走很多弯路的原因是没有规划没有架构，缺乏这种战略思维。
第三，要有强烈的组织沟通协调能力，要求非常的高，不管对方好不好打交道，必须要打交道，而且要打好交道。
最后，把技术能力放在边上，即只要满足前三项，就是优秀CIO，当然如果你懂技术更好，是加分的，核心的还是前三项。
四种能力，能力里面必须要加一个业绩突出。很多IT同仁跟我交流的时候，抱怨公司不重视信息化，有的说业务部门太强势，或是IT预算不足等。那么要问一问你自己做了什么，你的系统、你的信息化、你的数字化，有没有帮公司带来价值？有没有解决公司业务上的痛点？假如做到这一点，很多事情就要变得简单了，但实际情况是没有。
华东CIO大会www.ecio.com.cn
二、五项修炼
下面讲五项修炼。怎样修炼呢？作为CIO要求这么高，首先还是熟悉业务，精通业务，跟业务部门做沟通的时候，讲业务语言，但脑子里面反应的是什么？是物流、资金流、数据流，是全局的流程。
第二个就是理念，要学习新的管理理念，因为现在所有的领导，包括高管，甚至中层经理，出去学习的机会多，今天就是一个很好的学习交流机会，现在朋友圈里面发的文章也很多，大家学习途径多种多样，作为CIO来说必须要了解最新的、最前卫的管理理念，包括一些技术方面的动向，跟业务沟通时，才能从容应对。此外，新技术新理念新方法的引进，也是信息化数字化的重要组成部分。
第三个就是技术，新的技术、新的应用你要了解，了解其优势部分，以及制约部分，尤其要了解其应用场景。
第四个是个人素养，实际上涵盖的内容就更多了，格局、自律能力、领导力、组织能力、项目管理能力、时间管理能力等，方方面面的都属于个人素质，因为CIO在企业里面不仅仅跟董事长CEO沟通，跟同级别的副总沟通，跟所有的部门都要打交道，有的人好讲话，有的人不太好讲话，但是不管好不好打交道，你都要打好交道，因为系统跟所有的部门都相关，必须要得到所有部门的认可和支持，个人素养要求非常高。同时CIO还要带团队，带出敏捷的团队建立敏捷的系统，带团队的能力要求也是比较高的。
在这里，最后一点是最重要的，即要学会反思总结，任何一个人在发展过程中，尤其在个人自我成长的过程中，有没有这种习惯，关系到成长的快慢，以及成长的质量。能做到每天总结最好，如果做不到，至少要做到一周总结一次，慢慢培养这个习惯，对自我成长、自我修炼非常重要。
华东CIO大会www.ecio.com.cn
三、六点要求
前面大都讲的是一些理念上的东西，下面讲一些操作层面的。我们经常看到IT去汇报，PPT打出来之后，汇报的语言全是技术，服务器怎么样，系统怎么样，不会用业务的语言跟业务部门沟通，IT系统实际上都是服务于业务部门，所以要用业务的语言去跟业务的部门去交流，去解释，通俗易懂，这是要点。
第二个是界限要明确。很多IT部门在公司里面做事的时候总是被投诉，总是背锅，事情做不好，就说系统不行，系统不支持。IT不能埋头做技术，对系统比较精通，比较专注，要学会保护自己，保护团队。做项目也好，做规划也好，有很多的东西需要明确，包括明确范围、明确目标、明确职责、明确奖惩等，做好向上管理和预期管理，关键步骤必须要有记录，必要时还要黑纸白字。
还有一个是理念和方法，无论是信息化也好、数字化转型也好，实施项目的同时，理念和方法的导入也非常重要，前面好几位嘉宾也提到，要是理念不对，尤其是高层，信息化也好，数字化也好，实际上是一把手工程，高层理念不对，项目推进方法不对，就会走弯路，甚至项目失败。整个团队，包括中高层和业务部门的关键用户，一定要统一理念和统一方法论。
第四个是从点入手，最好业务痛点入手，刚才嘉宾也提到了，在规划的时候，计划的时候，可以宏大一点，但是做的时候一定是从点开始，以点带面。实际上，点找得准不准很重要，解决业务痛点了，让业务部门感觉IT的价值，就是一个好的点，好的抓手。
下面是数据驱动思维，这个不展开讲了。
系统化思维和文档的规范。系统化思维也没时间讲了，文档规范就跟我们网络安全一样，大家习惯一带而过，尤其在甲方的IT部门，网络安全不怎么重视，另外一个就是文档不重视，企业规模大了之后，发展时间长了之后，就变成一个巨大的问题。尤其是需求，IT每年接收到大量的需求，做解决方案，做实施。但需求文档要有规范和标准，解决方案也要有规范和标准，当然还有需求的变更文档、开发文档、初始化数据等，都是关键的文档，都要有规范和标准。
最后总结一下，优秀的CIO有三个标准、四种能力、五项修炼和六点要求。
华东CIO大会www.ecio.com.cn
翻译：
One, three criteria, four abilities
My personal conclusion is open to criticism and correction, namely the 3+1 standard.华东CIO大会www.ecio.com.cn
First, must be proficient in business, some people often say that your IT is engaged in technology, in fact to the CIO level, not engaged in technology, should be engaged in business. How do you measure business proficiency? Roughly speaking, in an enterprise, vice presidents of all business departments, including sales, marketing, research and development, production, supply chain, finance, HR, etc., should at least talk about business equally with these business leaders, or even be more proficient in business.
Second, we must have strategic thinking and structural thinking. The reason why too many enterprises make a lot of detours now is that there is no plan, no structure and lack of strategic thinking.
Third, to have a strong ability of organization, communication and coordination, the requirements are very high, no matter how good the other side to deal with, must deal with, and to do well.
Finally, put the technical ability on the side, that is, as long as you meet the first three, is an excellent CIO, of course, if you know better technology, is a bonus, the core is still the first three.
Four kinds of ability, ability must be added to the outstanding performance. When communicating with me, many IT colleagues complain that the company does not pay attention to information technology. Some say that the business department is too strong, or the IT budget is insufficient. So ask yourself what are you doing, are your systems, your information, your digitization, adding value to the company? Did you solve the pain points in the business? If that were done, a lot of things would be easier, but they are not.
Two, five cultivation
Here are the five disciplines. How to practice? As CIO requirements so high, the first or familiar with the business, proficient in business, with the business department to do communication, speak business language, but what is the reaction in the mind? Is logistics, capital flow, data flow, is the global process.
The second is the concept, to learn the new management concept, because now all the leaders, including senior executives, even middle managers, go out to learn more opportunities, today is a good opportunity to learn and exchange, now the circle of friends inside the article is also a lot, you learn a variety of ways, as CIO must understand the latest, the most avant-garde management concept, Include some technical developments so you can deal with them when communicating with your business. In addition, the introduction of new technology, new ideas and new methods is also an important part of digitization.华东CIO大会www.ecio.com.cn
The third is technology, new technology
The third is technology, new technology, new applications you need to understand, understand the advantages, understand the limitations, and especially understand the application scenarios.
The fourth is personal quality, actually covers the content of more, pattern, self-discipline, leadership, organizational ability, project management ability, time management ability, etc., all aspects belong to the personal quality, because CIO in the enterprise not only with the chairman and CEO communication, with the level of vice president communication, with all departments to deal with, some people good speech, Some people are not good at talking, but no matter how good to deal with, you have to deal well, because the system is related to all departments, must be recognized and supported by all departments, personal quality requirements are very high. At the same time, CIO also has to lead the team, bring out the agile team to establish an agile system, with the ability of the team is relatively high requirements.
Here, the last point is the most important, that is to learn to reflect on the conclusion that any person in the process of development, especially in the process of personal growth, whether there is such a habit, related to the speed of growth, as well as the quality of growth. If you can’t do it, you should do it at least once a week. Slowly develop this habit, which is very important for self-growth and self-cultivation.
Three, six requirements
The first is mostly about some of the conceptual stuff, the next is some of the operational level. We often see IT to report, after the PPT is printed, the language of the report is all technology, how about the server, how about the system, will not use the business language to communicate with the business department, IT system actually serves the business department, so to use the business language to communicate with the business department, to explain, easy to understand, this is the key point.
The second is to have clear boundaries. Many IT departments in the company when doing things are always complained, always blame, do not do well, say that the system is not good, the system does not support. IT can not bury itself in technology, more proficient in the system, more focused, to learn to protect themselves, protect the team. Whether doing projects or planning, there are a lot of things to be clear. Including clear scope, clear goals, clear responsibilities, clear rewards and punishments, and do a good job of upward management and expectation management. Key steps must be recorded, and if necessary, it must be written in black and white.
the introduction of ideas and methods
Whether it is informatization or digital transformation, the introduction of ideas and methods is also very important when implementing the project. As mentioned by several previous guests. If the concept is not right, especially for the senior level. Whether it is informatization or digitalization, it is actually a top project. If the high-level concept is not right and the project promotion method is not right, there will be a detour. Even the project fails. The entire team, including the middle and senior levels and key users of the business unit, must have a unified philosophy and methodology.
The fourth is to start from the point, the best business pain point, just mentioned by the guest, in the planning, planning. You can be a little grand, but do it must start from the point, with the point to the surface. In fact, accurate point is very important, solve the business pain point. Let the business department feel the value of IT, is a good point, a good grasp.
Now, data-driven thinking, which I won’t go into.
Norms for systematic thinking and documentation. There is no time to talk about systematic thinking, the document specification is like our network security, we are used to the belt and road. Especially in the IT department of Party A, network security is not much attention. Another is the document does not pay attention to, after the size of the enterprise, the development of a long time. It becomes a huge problem. Especially requirements, IT receives a large number of requirements every year, do solutions, do implementation. But requirements documents should have specifications and standards, solutions should have specifications and standards, and of course requirements change documents. Development documents, initialization data, etc., are all key documents, and they should have specifications and standards.华东CIO大会www.ecio.com.cn
To sum up, a good CIO has three standards, four competencies, five disciplines, and six requirements.
发表回复