中国建设银行股份有限公司是一家中国领先的大型商业银行。在2020年末的市值排行中，居全球上市银行第四位。按一级资本排序，在全球银行中位列第二。
数字化转型网szhzxw.cn
在新一轮科技革命与金融业变革的历史交汇期，中国建设银行以技术与数据双轮驱动，锻造金融科技核心能力，建设智慧金融、打造智慧生态，以数字化手段重构信用体系、风控体系，下沉金融重心，服务小微企业、服务农村金融，解决社会发展的痛点问题，引金融活水滋润实体经济，助力经济高质量发展。
中国CIO百人会采访中国建设银行金融科技部总经理、集团金融科技创新中心主任林磊明，就中国建设银行的数字化转型路径和实践等问题进行了系列对话。
数字化转型网szhzxw.cn
刘晶：建行数字化转型有无时间节点？目前处于什么阶段？
林磊明：转型是一个渐进的过程，没有一些数据上、技术上的铺垫与积累，没有思维方式上的转变，那么谈转型就会等同于纸上谈兵，因此数字化转型也不好说确切的时间节点。数字化转型网szhzxw.cn
我们目前的阶段，还不能叫做数字化转型，而叫做数字化经营。我们在每年底到下一年的年初有相应的节点，如年末理财季，年初兴建旺行，通过活动来激励C端客户，但是我们并非采取传统手段，而是凭借数字化技术对客户进行精准识别和精准匹配，做好端到端的工作。数字化转型网szhzxw.cn
刘晶：如何理解数字化经营，其背后大逻辑是什么？
林磊明：在数字化经营的过程中，我们要分析客户行为，洞察客户，靠的是数字驱动。是否提数字化转型并不重要，重要的是各级管理人员对数字化的认识，能利用数据模型分析客户、做客户营销和客户维护。数字化转型网szhzxw.cn
客户存在于社会万千场景之中，我们建平台、搭场景、扩用户，是希望建起一个个市场生态、智慧政务、住房租赁，尤其在社会民生领域，我们建了几十个数字化服务平台，利用科技手段来解决各方的痛点。数字化转型网szhzxw.cn
提数字化经营背后的大逻辑，主要是两大能力：一是依靠科技搭建平台生态，更好解决社会痛点，实现金融科技赋能；二是在具备相应交易、流量后要洞察用户需求，并依托模型和算法，在数据支撑下为客户提供更好的金融服务，逐步实现金融变现。数字化转型网szhzxw.cn
刘晶：相比其他国有大行，建行数字化有哪些鲜明特色？
林磊明：建设银行数字化建设，首要是先做好分析，认清我们所具备的基础能力和平台能力。银行业本质上就在做数字化的工作， 我们在2010年启动的“新一代核心系统”建设，历经7年实现了全部的主体功能，完成了在全行37家分行、15000个网点及全部电子渠道的部署推广，是展现建设银行数字化转型成就的核心平台。“新一代”，为实现数字化转型打下了非常好的基础。
“新一代”系统从根本上颠覆了过去“部门级”IT系统建设模式，打通了底层架构，实现了向“企业级”研发模式的全面转型。一是业务与IT融合，IT架构与业务架构紧密衔接，严格继承企业级业务建模的成果；二是以客户为中心，以面向服务的架构实现对客户的深刻洞察及灵活应变，有针对性地满足客户需求；三是支持快速产品创新，通过组件的共享，达到灵活响应和快速创新的目标。
我们通过分析建行所有业务流程、数据、产品及技术基础，解构并重做了一套完整的企业级架构，最终依靠标准的IT方法将之变成建行的一套企业级IT系统，贯通了全部的业务流程及数据，为产品创新、业务交互和协同提供了可能。
“新一代”为我们数字化经营奠定了基础。此前我们主要围绕金融服务开展工作，这几年我们搭建了生态平台，建构在企业级基础之上，整合了诸多的服务，并且延伸至生态平台。我们总结了一整套技术方法，促使技术和业务协同，而且正在逐步深入推进。数字化转型网szhzxw.cn
要实施数字化经营，如果没有企业级协同，而是仅局限于几个部门做几个系统，是做不成的。与其他企业相比，建行最大不同之处,是在于我们有一定的基础。同时，我们通过企业级架构做输出，也为其他银行提供了台阶。另外，我们要对整套企业级架构有相当强的控制力和维护力，不断提升对业务的敏捷响应的能力。
刘晶：建信金科与集团科技部门如何分工协同？
林磊明：建信金科是建行集团IT服务的建设团队，主要为建行集团进行项目的研发交付。集团的金融科技部门是为集团IT的最终交付负责的，科技部门负责提出需求的解决方案，这个过程金科也是要参与的，而非纯粹地就只接需求，项目确认后，就由其来负责后续的开发实施。数字化转型网szhzxw.cn
刘晶：建信金科在服务母行和以外客户占比如何？
林磊明：我们对外服务的人员占比不多。我们强调产品化、标准化对外服务。我们并不是IT外包供应商，做的是科技服务的产品化和金融数据风控能力的产品化。现在我们服务了八百家中小机构，以金融类为主，不直接提供数据，而是向他们输出风控产品。目前这部分工作的人力占20%左右，人员相对稳定，并不是人越多越好，同时也不会影响对母行的服务，我们会坚持这个原则。
刘晶：建行如何进行技术输出，有哪些典型案例？
林磊明：建设银行新一代核心系统的功能优势为行业所认可，同业委托我行承担其核心系统开发，目前为承担国家开发银行、进出口银行核心系统建设。利用技术积累助力解决社会痛点问题，针对住房难等，打造住房租赁等平台，为政府监管服务提供技术支持，同时还向同业输出风险能力。我们在生态建设方面做的比较彻底，走的也比较远，尤其是全面实施的“三大战略”——普惠金融、住房租赁和金融科技。截止目前我们已向八百多家中小机构输出风控产品，提升了行业的风险管控能力，有力于防范系统性金融风险。数字化转型网szhzxw.cn
刘晶：除三大战略外，建行还有哪些延伸？
林磊明：智慧政务就是其一，我们与地方政府建立了协同关系。乡村振兴也是金融发力点，利用金融科技，打造“裕农通”，普惠金融服务，面向“涉农、扶贫”重点客群，解决乡村地区金融产品服务供给不充分等痛点，以互联网思维、轻资产新模式快速延伸县域乡村地区服务触角，提升建行县域乡村服务能力。实施乡村振兴战略，下沉金融服务，助力农村产业再上台阶。
我们和各地政府合作，做当地的智慧政务、数字政府及纵深领域，有些垂直领域以形成全国性的服务平台。数字化转型网szhzxw.cn
我们打造的“创业者港湾”，是小微企业创业创新孵化平台，以支持科技型创业为重点，服务多层次科技创新和产业发展主体。我们发挥金融资本和社会资源连接优势，用市场化、专业化方式为港湾内的中小微企业提供“金融+孵化+产业”的全生命周期创业创新相关服务。此外还有建行的“劳动者港湾”，打通了线上线下环节，也探索形成了一套行之有效的服务模式。
刘晶：建信金科与互联网企业相比，优势何在？
林磊明：互联网企业C端运营能力是最突出的，也是银行借鉴的地方。银行系的科技公司对于企业客户，特别是对一些大行业、大企业有较深的理解，这方面优势还是比较突出的。另外，银行是经营风险的机构，对风险管控有着传统的优势，打造的产品和服务安全性是突出的，客户对建信金科的信任感是充分，有的信任就有了深入合作的希望。数字化转型网szhzxw.cn
刘晶：您对于云服务有何考量？
林磊明：我们的云服务并非公有云服务形态，建行云也可称之为混合云。我们不直接对公众提供云基础设施服务，而是主要服务于行业，包括大B端、生态合作伙伴以及政府。这种服务能力来源于“共享”，“新一代”企业级架构核心是共享，包括服务共享、技术共享、设计研发共享等。
刘晶：建行在数字化人才培养方面有哪些举措？
林磊明：从人数来说，建行科技部的人数、规模较稳定，建信金科随着能力不断提升，人数会逐步扩展。此外，我们在金科成立基础技术中心，做人工智能、大数据、区块链、云计算等基础能力及平台建设，建设中也培养了一批数字化人才。
刘晶：未来3-5年，对于数字化转型，您如何展望？
林磊明：未来3-5年，B端有很大的数字化转型空间。我们做数字化转型，要与B端衔接，借助金融科技的力量，以平台化服务的方式协同帮助中小企业进行数字化转型。我们也将发力供应链基础平台，服务不同行业。
此外，整个组织内部对数字化转型的认知、行为也要协同一致，把IT架构和业务架构控制好。我们将继续提升IT开发团队的专业能力，打造技术精品，实现技术能力的新跃升。
未来，我们将持续提升数据驱动力、技术驱动力。这是一个长期任务。我们同时也将持续加强业务赋能，做好业务协同、总分行协同，加强科技队伍建设，打好社会数字治理的基础。数字化转型网szhzxw.cn
（CIO百人会是由关注中国信息化、数字化的行业资深专家、学者和优秀CIO，以及企业或组织的信息技术领导者共同发起成立的非官方、非营利性的民间组织。作为中国数字化领域跨学科、跨行业、非官方和非营利性的政策和学术研究机构，CIO百人会是国内信息化、数字化全领域影响力精英人物互动平台，致力于通过研究和交流，推进中国数字化转型的融合与协同创新。
CIO时代成立于2003年，由前北大CIO论坛会长姚乐先生带领论坛骨干创建，现为联合国教科文组织高等教育创新中心全球战略合作合作伙伴和联合国教科文组织“国际网络教育学院”的联合发起单位。数字化转型网szhzxw.cn
新基建创新研究院作为CIO时代旗下研究机构，以强大的研究实力和综合优势为支撑，致力于产业共性、关键性技术应用和前瞻性趋势研究。实现知识创新，技术创新与产业创新的协同创新。
翻译：数字化转型网szhzxw.cn
The interviewees | financial Ministry of Science and Technology, general manager of China construction bank corporation financial director of the center for science and technology innovation Lin Leiming, host | CIO era co-founder and COO Liu Jing, interview place | China construction bank headquarters
China Construction Bank Corporation Limited is a leading large commercial bank in China. By the end of 2020, it is the fourth listed bank in the world by market capitalization. Ranked second among global banks by Tier 1 capital.
In the historical intersection of the new round of scientific and technological revolution and the reform of the financial industry, China Construction Bank, driven by the dual wheel of technology and data, builds the core capability of fintech, builds smart finance and creates smart ecology, reconstructs the credit system and risk control system by digital means, sinks the financial center of gravity, serves small and micro enterprises and rural finance, and solves the pain points of social development. We will channel fresh financial resources into the real economy and promote high-quality economic development.
China CIO 100 Committee interviewed Lin Leiming, General Manager of Fintech Department and director of Group Fintech Innovation Center of China Construction Bank, and conducted a series of dialogues on the path and practice of digital transformation of China Construction Bank.
Liu Jing: Is there a time point for the digital transformation of China Construction Bank? What stage is it at?
Lin Leiming: Transformation is a gradual process. Without some foundation and accumulation in data and technology, and without change in way of thinking, talking about transformation will be equivalent to talking on paper. Therefore, it is difficult to say the exact time node of digital transformation.
Our current stage is not called digital transformation, but digital management. From the end of each year to the beginning of the next year, we have corresponding nodes, such as the year-end financial management season, the construction of prosperous bank at the beginning of the year, to encourage C-end customers through activities. However, we do not take traditional means, but rely on digital technology to accurately identify and match customers, and do a good end to end work.数字化转型网szhzxw.cn
Liu Jing: How to understand digital management and what is the big logic behind it?
Lin Leiming: In the process of digital operation, we need to analyze customer behavior and gain insight into customers, which is driven by numbers. It is not important to mention digital transformation. What is important is that managers at all levels have a digital understanding and can use data models to analyze customers, do customer marketing and customer maintenance.
Customers exist in a myriad of social scenes. We build platforms, scenes and expand users in the hope of building a market ecology, smart government affairs and housing rental. Especially in the field of social livelihood, we have built dozens of digital service platforms to solve the pain points of all parties by means of technological means.数字化转型网szhzxw.cn
There are two major capabilities behind digital operation. One is to build platform ecology by relying on science and technology to better solve social pain points and realize fintech empowerment. Second, after having the corresponding transaction and traffic, we should have an insight into the needs of users, provide better financial services for customers with the support of models and algorithms, and gradually realize financial realization.
Liu Jing: Compared with other big state-owned banks, what are the distinctive features of the digitalization of China Construction Bank?
Lin Leiming: In the digital construction of China Construction Bank, the first thing is to do a good analysis and identify our basic capabilities and platform capabilities. The banking industry is essentially engaged in digital work. The construction of “new-generation core system” launched by China Construction Bank in 2010 has realized all the main functions after 7 years, and completed the deployment and promotion in 37 branches, 15,000 branches and all electronic channels of China Construction Bank. It is the core platform to show the achievements of digital transformation of China Construction Bank. “New generation” lays a very good foundation for the realization of digital transformation.数字化转型网szhzxw.cn
The “new generation” system fundamentally subverts the past “department level” IT system construction mode, breaks through the underlying architecture, and realizes the comprehensive transformation to the “enterprise level” research and development mode. First, business and IT integration, IT architecture and business architecture close connection, strict inheritance of enterprise business modeling results; The second is customer-centric, with a service-oriented architecture to achieve deep insight into customers and flexibility, targeted to meet customer needs; Third, it supports rapid product innovation and achieves the goal of flexible response and rapid innovation through the sharing of components.
By analyzing all the business processes, data, products and technical bases of China Construction Bank, we deconstructed and remade a complete set of enterprise architecture, and finally transformed IT into a set of enterprise IT system of China Construction Bank based on standard IT methods, which integrated all the business processes and data and provided possibilities for product innovation, business interaction and collaboration.
The “new generation” has laid the foundation for our digital operations.
We’ve been working on financial services, but over the years we’ve built an eco-platform, built on an enterprise-level basis, integrated a lot of services, and extended to the eco-platform. We’ve put together a technology approach that allows technology and business to work together, and we’re moving forward.
To implement digital operation, if there is no enterprise-level collaboration, but only a few departments to do a few systems, is not done. The biggest difference between China Construction Bank and other companies is that we have a certain foundation. At the same time, we do output through enterprise architecture, but also for other banks to provide a step forward. In addition, we should have a strong control and maintenance of the whole enterprise architecture, and constantly improve the ability of agile response to the business.
Liu Jing: How is the division of labor and coordination between CCB Jinke and the Group’s science and technology department?
Lin Leiming: CCB Jinke is the construction team of IT services of China Construction Bank Group, mainly responsible for the research, development and delivery of projects. The fintech department of the Group is responsible for the final delivery of the group’s IT. And the science and technology department is responsible for proposing the required solutions. Jinke also needs to participate in this process, rather than simply receiving the needs. After the project is confirmed, it will be responsible for the follow-up development and implementation.
Liu Jing: What is the proportion of CCB Jinke’s services between its parent bank and foreign clients?
Lin Leiming: We don’t have many people serving abroad. We emphasize productization and standardization of external services. We are not an IT outsourcing provider. What we do is the productization of scientific and technological services and financial data risk control capabilities. Now we serve 800 small and medium-sized institutions, mainly in the financial sector. Instead of providing data directly, we export risk control products to them. At present, the manpower for this part of work accounts for about 20%, which is relatively stable. The more people, the better, and the service to the parent bank will not be affected. We will adhere to this principle.
Liu Jing: How does China Construction Bank export its technology? What are the typical cases?
Lin Leiming: The functional advantages of the new-generation core system of China Construction Bank are recognized by the industry. The bank has been entrusted by the bank to undertake the development of its core system. Currently, it is responsible for the construction of the core system of China Development Bank and Export-Import Bank. We will use technology accumulation to help solve social pain points, build housing rental platforms to address housing difficulties, provide technical support for government regulatory services, and export risk capabilities to the industry. We have made thorough efforts in ecological improvement and gone far. In particular, we have fully implemented the “three strategies” — inclusive finance, housing rental and fintech. So far, we have exported risk control products to more than 800 small and medium-sized institutions. Which has enhanced the risk management capacity of the industry and effectively prevented systemic financial risks.
Liu Jing: In addition to the three strategies, what are the other extensions of China Construction Bank?
Mr. Lin: Smart government is one of them. We have established a collaborative relationship with local governments. Rural revitalization is also the focus of financial development. Financial technology is used to create “rural access” and inclusive financial services. Targeted at key customer groups of “agriculture-related and poverty alleviation”, financial products and services in rural areas are provided with inadequate supply of pain points. And services in county and rural areas are rapidly extended with Internet thinking and asset-light new mode. So as to improve the service capacity of county and rural areas of China Construction Bank. We will implement the rural revitalization strategy, boost financial services, and help rural industries reach a higher level.
We are working with local governments to do smart government, digital government and in-depth areas, some vertical areas to form a national service platform.
The “Entrepreneur Harbor” created by us is an incubation platform for entrepreneurship and innovation of small and micro enterprises. It focuses on supporting technology-based entrepreneurship and serves multi-level technological innovation and industrial development subjects. We give full play to the advantages of connecting financial capital and social resources. And provide business and innovation services of “finance + incubation + industry” for small, medium and micro enterprises in the Harbor in a market-oriented and professional way. In addition, there is the “Worker Harbor” of China Construction Bank. Which opens up the online and offline links and explores and forms a set of effective service mode.数字化转型网szhzxw.cn
Liu Jing: What are the advantages of CCB compared with Internet companies?
Lin Leiming: The C-end operation capability of Internet enterprises is the most outstanding. Which is also the place for banks to learn from. Banking technology companies have a deep understanding of corporate customers, especially in some large industries and enterprises, which is a relatively prominent advantage. In addition, banks are risk management institutions with traditional advantages in risk management and control. The security of products and services created by banks is outstanding. Customers have sufficient trust in CCB Jinke, and some trust gives them hope for in-depth cooperation.
Liu Jing: What are your considerations for cloud services?
Lin Leiming: Our cloud service is not in the form of public cloud service. The construction cloud can also be called hybrid cloud. We do not provide cloud infrastructure services directly to the public, but mainly to the industry, including the big B end, eco-partners and governments. This service capability comes from “sharing”, the core of the “new generation” enterprise architecture is sharing, including service sharing, technology sharing, design and research and development sharing.数字化转型网szhzxw.cn
Liu Jing: What are China Construction Bank’s initiatives in digital talent cultivation?
Lin Leiming: In terms of the number of people, the number and scale of the Science and Technology Department of China Construction Bank is relatively stable, while the number of people of China Construction Credit Jinke will gradually expand with the continuous improvement of its capacity. In addition, we have set up a basic technology center in Jinke to build basic capabilities and platforms such as artificial intelligence, big data, blockchain and cloud computing. A number of digital talents have also been cultivated during the construction.
Liu Jing: How do you envision digital transformation in the next 3-5 years?数字化转型网szhzxw.cn
Lin Leiming: In the next 3-5 years, there is a lot of space for digital transformation in the B terminal. When we do digital transformation, we need to connect with the B terminal, make use of the power of fintech, and help small and medium-sized enterprises to carry out digital transformation by means of platform service. We will also develop a supply chain infrastructure to serve different industries.
In addition, the cognition and behavior of digital transformation within the entire organization should also be coordinated and consistent, and the IT architecture and business architecture should be well controlled. We will continue to enhance the professional ability of the IT development team, create quality technology, to achieve a new leap in technical ability.数字化转型网szhzxw.cn
In the future, we will continue to improve the data driving force, technology driving force. This is a long-term mission. At the same time, we will continue to strengthen business empowerment, do a good job of business coordination and coordination between head offices, strengthen the development of science and technology team, and lay a solid foundation for social digital governance.
CIO 100 is an unofficial, non-profit non-governmental organization jointly founded by senior experts, scholars and outstanding CIOs concerned about China’s informatization and digitalization industry, as well as information technology leaders of enterprises or organizations.
As an interdisciplinary, cross-industry, unofficial and non-profit policy and academic research institution in the field of digitization in China, CIO 100 is an interactive platform for influential elites in the field of informatization and digitization in China, committed to promoting the integration and collaborative innovation of China’s digital transformation through research and exchange.
CIO Times was founded in 2003, led by Mr. Yao Le, former president of CIO Forum of Peking University. It is now the global strategic partner of UNESCO Higher Education Innovation Center and the co-initiator of UNESCO International School of Online Education.数字化转型网szhzxw.cn
New Infrastructure Innovation Research Institute as a CIO era of research institutions, with strong research strength and comprehensive advantages as the support, committed to industrial commonality, key technology application and forward-looking trend research. Realize collaborative innovation of knowledge innovation, technology innovation and industrial innovation.
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