当下这个时代，企业对于CTO的要求远远已经不是把技术团队带好这么简单，理解企业战略，并能将企业战略分解到技术团队的任务当中，能带领技术团队引领业务发展，是CTO的必修课之一。
谭晓生，北京赛博英杰科技有限公司董事长，创业之前曾任360集团技术总裁、首席安全官，公安部网络安全专家，CCF理事、副秘书长等职。在近30年的从业经历中，谭老师引领了数据驱动安全、无线电安全、物联网安全等领域的技术创新，并以项目负责人身份主持参与了近10项国家级和部级的项目，为国家级的科技安全和科技创新做出了很多贡献。
一、CTO的定位
1、技术人员走到业务主场。
在传统企业当中通常都会设置CIO，是为了解决在生产过程当中的信息化、流程支撑等职责，主要是提升效率，这是Process IT，也就是流程化IT。而现在的世界已经改变了，技术已经深入到产品生产的很多环节，包括提升产品特性，使用智能化的信息技术改变产品制造过程，这是Product IT，生产型IT。
现在有一个很火的说法是“Software Defined Everything”软件定义一切，虽然是个夸张的说法，但也说明现在技术团队已经走到了业务的主场，企业需要一个CTO或者技术负责人来整体把控技术团队，并能通过技术输出对于业务的支持。
2、站在未来看现在。
技术团队在企业中的位置越来越重要，同时面临的就是挑战也越来越大，站在未来看现在，在做决策的时候要跳出现有的技术思维，跳出CTO的角色来看待CTO这个职位，从更高更广的角度思考问题，才有可能成为一个合格的CTO。
3、参与企业战略。
CTO的职责不仅仅是实现业务需求，带好技术团队就够了，要参与到企业战略当中来，对企业的发展负责，不能成为业务的纯粹执行者，那对于CTO的发展是极为不利的。
二、CTO的道与术
CTO应该做好几件事？
带队伍、定战略、拿结果。
1、带队伍
作为一个技术管理者，首先要组建团队，让队伍有好的发展，团队能力越来越强。对于团队管理中的选育用留，谭校长认为最重要的是选人，人和人生而不同，要选择可用之才，给他一个能够发挥长处的环境，他就可以快速成长起来。
对于管理过程，谭校长推崇菩萨心肠，雷霆手段，都说“慈不带兵，义不行贾”，做技术管理也是一样，对CTO来说，团队组建之后要发挥技术人的长处，要真心诚意的帮助团队中的人员成长，让他长久获益，如果发现不合适，一定要及时调整及时“分手”，让他在适合的地方重新找自己的定位，去发挥自己的特长。 从没有开过人的管理者一定不是合格的管理者，让错误的人在不适合的岗位上将就，不光是对团队和组织的伤害，也是对员工的不负责，要帮助员工成长，提升收入，获得更体面的生活，这是对员工最大的负责。
最后要在团队里形成自己的团队文化，所谓团队文化是一群人一起做事情的方法，一定是对已有的团队风格的提炼总结，在此基础上优化、强化，不会是直接空降和从外引入。一个公司或者团队的文化形成，很大程度上是取决于企业创始人或者团队负责人的做事风格的。比如谭老师带领的团队以“极度透明”的文化而著称，聪明人之间不需要玩弄技巧和手段来达成目标，坦诚相待才是做事方法，这样的风格在公司内树立了信任感和口碑，高内聚低内耗，极大地提升了工作效率。最后团队文化一定要拥有正确的价值观，并且能够坚守自己的底线和原则。
2、定战略
战略一定要选用恰当的技术，同时注意动态调整。今天的世界唯一不变的是变化本身。
需要注意的是CTO在定战略的过程中需要克服对于技术过高的追求，避免出现人员成本、技术成本过高的情况。商业的本质是以最低的成本最大程度满足用户的需求和产品体验，在商业竞争中，如果成本控制的好，那么竞争空间就会增加很多。
3、拿结果
这里指的结果是商业结果，用技术支撑业务发展。公司需要的是商业上的成功，而不是技术上的成功，技术上的成功是辅助商业的。
对于选择什么的目标和结果，还是要从企业的战略出发去做选择，在企业的不同阶段，老板关注的结果也不同，对于CTO的要求和预期自然也不同。
对于结果的考核是使用KPI还是OKR，谭校长认为对于技术团队而言，OKR更适合，OKR的操作性比KPI要强得多，比起量化，技术团队更应该重视目标和关键结果。
结果最容易出现问题的情况，是各方对结果的预期不一致，在前期沟通的时候对于要达到的目标和期望，一定要说的很清楚，并且达成一致。
三、CTO的战略观
CTO如何提升自己的战略能力呢？
确定目标、我们在哪里、从这里怎么走到目标。
决策当中的风险评估
制定决策需要提前预测风险，风险管理的方法是每个技术管理者应该具备的能力。
首先列出所有风险项，再列出风险发生的概率会有多大，风险发生之后的损害会有多大，这两个数值相乘得出风险度。
风险度=风险发生概率x风险危害
按照风险度的大小选出TOP10风险项，从高到低依次制定风险发生的预防策略和风险发生的解决措施。预防策略是指做什么事情可以防止这个风险发生；应对措施是指风险发生之后做什么可以最大程度减少它带来的损失。
战略的分解与执行——WBS分析法
技术管理者自己有一个分解的计划和完成时间表；
召集技术团队头脑风暴。
大家根据自己的理解进行任务分解，在这个过程中不断调整和优化执行策略。
让团队成员给出预估工期，可能出现与自己预期不一致的情况要及时进行沟通。
所有任务分解完毕之后，负责人和分解过程要在醒目位置展示。
每日站立会，对每天项目进度复盘。
战略分析法——价值曲线
谭校长通过一个价值曲线的方法帮助现场同学理解战略和实践战略分析
首先写出自己产品所提供的价值点，在每个价值点上对于自己和竞争对手进行打分，每一项的分值连成一条价值曲线，这样就可以清晰看到自己的优势在哪里，劣势在哪里，未来应该如何调整。
根据这个价值曲线，也可以分析出来企业的品牌宣传和定位，是否符合价值曲线分析的结果，如果不一致，那就需要调整，所有的宣传应该以最能凸显产品价值的内容来产出。
四、CTO的自我修炼
谭校长在活动的最后为在场的技术管理者推荐了几本图书，帮助大家锻炼思维及提高决策能力。
关于思维方式锻炼的，第一本书是《六顶思考帽》。它用形式化的方法让人对不同问题做思考，锻炼思维。第二本书是心理方面修炼的书，叫《少有人走的路》。少有人走，是因为那条路不好走。这是一本心理学方面的书，对于个人的心理的修炼、思维方式的修炼比较有好处。
企业战略方面，在现在的时间点，创新是非常重要，因为赢家会越来越少，这种情况下企业被迫要去创新，《创新者的窘境》和《创新者的解答》必须要看。
管理方面的书推荐《卓有成效的管理者》。作者是管理大师彼得德鲁克，他的观点在今天这样一个知识经济的时代，依然是起作用的。
CTO，不要把自己限定在技术的范围之内，当挑战到来的时候要勇敢迎接挑战，不要被现有的思维模式和工作所局限，技术以外的那些能力更能决定你的价值，多去理解业务、理解商业、懂得企业战略方向，才能让技术团队与企业达到平衡和共赢的状态，未来你也会发现，这些不同领域的经验对于自己的成长其实有着深远的影响。
翻译：
In this era, the requirements for Ctos are far from being as simple as leading the technical team well. One of the required courses for Ctos is to understand the enterprise strategy, decompose the enterprise strategy into the tasks of the technical team and lead the technical team to lead the business development.
Tan Xiaosheng is the chairman of Beijing CyberYingjie Technology Co., LTD. Before starting his own business, he served as technology President and chief security officer of 360 Group, network security expert of Ministry of Public Security, council member and deputy secretary-general of CCF. In nearly 30 years of working experience, Mr. Tan has led the technological innovation in data-driven security, radio security, Internet of Things security and other fields, and presided over and participated in nearly 10 national and ministerial level projects as the project leader, making a lot of contributions to national science and technology security and innovation.
Positioning of CTO
1. Technical personnel go to the business home field.
In traditional enterprises usually set CIO, is to solve the information in the production Process, process support and other responsibilities, mainly to improve efficiency, this is Process IT, that is, process IT. Now the world has changed, and technology has penetrated into many links of Product production, including improving product features and using intelligent information technology to change the product manufacturing process. This is Product IT, production-oriented IT.
Now there is a popular saying that “Software defines Everything”. Although it is an exaggeration, it also shows that the technical team has come to the home of the business. The enterprise needs a CTO or technical leader to control the technical team as a whole and to support the business through technology output.
2. Look at the present in the future.
The position of technical team is becoming more and more important in the enterprise, and the challenges it is facing are also becoming bigger and bigger. Standing in the future and looking at the present, when making decisions, it is necessary to jump out of the existing technical thinking, jump out of the role of CTO to view the position of CTO, and think about problems from a higher and broader perspective, so as to become a qualified CTO.
3. Participate in corporate strategy.
The responsibility of CTO is not only to realize the business needs, but also to lead a good technical team. They should participate in the enterprise strategy and be responsible for the development of the enterprise. They should not be the pure executor of the business, which is extremely unfavorable to the development of CTO.
The Tao and Technique of CTO
How many things should Ctos do well?
Lead the team, set the strategy, get the result.
1. Lead a team
As a technical manager, the first thing to do is to build a team, let the team have good development, the team ability is becoming stronger and stronger. As for the selection and retention of team management, President Tan believes that the most important thing is to select people, who are different from life, to choose available talents. If you give them an environment where they can give full play to their strengths, they can grow up quickly.
In terms of the management process, President Tan advocates Bodhisattva heart and violent means, saying that “kindness does not lead soldiers, justice does not work”, and it is the same for technical management. For CTO, after the team is formed, it is necessary to give full play to the strengths of technical personnel, sincerely help team members grow, and let them benefit for a long time. If it is found inappropriate, it must adjust and “break up” in time. Let him in the appropriate place to find their own positioning, to play their own strengths. A manager who has never started a job is not a qualified manager. Letting the wrong person in an unsuitable position will not only hurt the team and organization, but also be irresponsible to employees. It is the greatest responsibility for employees to help them grow, improve their income and get a more decent life.
Form your own team culture within the team
Finally, we should form our own team culture in the team. The so-called team culture is a method for a group of people to do things together. It must be a distillation and summary of the existing team style, and it must be optimized and strengthened on this basis, rather than being directly parachuted in or introduced from outside. The formation of a company or team culture largely depends on the working style of the founder or team leader. For example, the team led by teacher Tan is famous for the culture of “extreme transparency”. Smart people don’t need to play tricks and means to achieve goals. Honesty is the way to do things. Finally, the team culture must have the right values and be able to stick to their own bottom line and principles.
2. Set a strategy
Strategy must choose the appropriate technology, and pay attention to dynamic adjustment. The only constant in today’s world is change itself.
It should be noted that CTO should overcome the pursuit of excessively high technology in the process of strategy formulation to avoid the situation of excessively high personnel cost and technology cost. The essence of business is to meet the needs of users and product experience to the greatest extent at the lowest cost. In business competition, if the cost control is good, then the competition space will increase a lot.
3. Get the results
The results here are business results, using technology to support business development. What companies need is commercial success, not technical success, which is complementary to business.
The choice of goals and results should be made based on the strategy of the enterprise. In different stages of the enterprise, the boss pays different attention to the results, and the requirements and expectations of Ctos are naturally different.
As for whether to use KPI or OKR in the assessment of results, President Tan believes that OKR is more suitable for the technical team. The operability of OKR is much stronger than KPI, and the technical team should pay more attention to goals and key results rather than quantification.
The most likely problem with the result is that the parties have inconsistent expectations for the result. In the early communication, it is necessary to say clearly and reach an agreement on the goals and expectations to be achieved.
Strategic view of CTO
How can Ctos improve their strategic capabilities?
Identify the goal, where we are, and how to get there from here.
Risk assessment in decision making
Making decisions requires predicting risks in advance, and risk management is an ability that every technical manager should have.
First, all risk items are listed, and then the probability of risk occurrence and the damage after risk occurrence are listed. The risk degree is obtained by multiplying these two values.
Risk degree = probability of risk occurrence x risk hazard
Top 10 risk items are selected according to the degree of risk, and prevention strategies and resolution measures for risk occurrence are formulated in turn from high to low. Prevention strategies are things that can be done to prevent that risk from occurring; A response is what to do after a risk has occurred to minimize its damage.
Strategy decomposition and Execution — WBS Analysis Method
- The technical manager has a breakdown plan and completion schedule;
- Gather a technical team to brainstorm.
- People break down tasks according to their own understanding, and adjust and optimize execution strategies as they go along.
- Ask the team members to give the estimated time limit, and communicate with them if there is any discrepancy with their expectations.
- After all tasks are broken down, the person responsible and the process of breaking down should be displayed in a prominent position.
- Daily standing meeting, review daily project progress.
Strategic Analysis — Value Curve
President Tan uses a value curve approach to help field students understand strategy and practice strategic analysis
First of all, write down the value points provided by your product, score yourself and your competitors on each value point, and connect the scores of each item into a value curve, so that you can clearly see where your strengths and weaknesses are, and how to adjust in the future.
According to this value curve, it can also analyze whether the brand publicity and positioning of the enterprise are in line with the results of the analysis of the value curve. If not, it needs to be adjusted. All the publicity should be produced with the content that can best highlight the value of the product.
Self-improvement of CTO
At the end of the event, President Tan recommended several books for the technical managers present to help them exercise their thinking and improve their decision-making ability.
The first book on thinking style exercise was Six Thinking Hats. It uses formal methods to make people think about different problems and exercise their thinking. The second book is a book of psychological cultivation, called The Road Less Traveled. Few people walk because the road is not easy. This is a psychology book, for the cultivation of personal psychology, thinking mode of cultivation is more beneficial.
In terms of corporate strategy, innovation is very important at this point in time, because there will be fewer and fewer winners, in this case, enterprises are forced to innovate, “The Innovator’s Dilemma” and “The Innovator’s Solution” must be read.
Management books recommend The Effective Manager. The author is management guru Peter Drucker, whose ideas are still relevant in today’s knowledge-based economy.
CTO, don’t limit yourself to the scope of technology, bravely meet challenges when they come, don’t be limited by the existing thinking mode and work, those abilities other than technology can more determine your value, to understand the business, understand business, understand the strategic direction of the enterprise, so that the technical team and the enterprise can achieve a balance and win-win state. In the future, you will find that the experience in these different fields actually has a profound impact on your growth.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源：CTO训练营 ，作者：祁宏宇；编辑/翻译：数字化转型网默然。
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