为期两天的ECIO 2020华东CIO大会在上海顺利召开。本次大会两天共五大会场。主会场上大咖云集共享共论“数字化智能化新未来新探索”。分会场上各类行业大咖汇聚，就“流程与变革”、“新技术与创新”、“智造与互联”、“安全与基础架构”四大主题进行交流探讨。数字化转型网www.szhzxw.cn
本次大会云集了江浙沪等东部沿海地区的CIO参加，总计超过3000人注册报名，是一次规模巨大的行业盛会，促进了疫情后期的行业交流。
绿地酒旅CIO金勇杰受邀出席了本次峰会，并发表“集团CIO上任的第一个90天”的主题演讲。
现任绿地酒店旅游集团信息技术部总监的金总，曾任美国运通公司中国区研发中心主管，国旅会展公司CIO, 英国豪格罗宾逊集团IT高管，负责跨国业务整合项目。MBA,最高资格证书；从事旅游行业信息化20多年，擅长企业信息化规划、数字化转型。数字化转型网www.szhzxw.cn
演讲节选：
作为一名资深CIO，在多家企业担任过CIO的金勇杰，总结了自己作为空降兵新加入企业成功渡过最初90天的心得
1、自我准备，要做好进入新行业、新企业的准备，准备自己发生的变化，包括身边人和领导是否做好接受新CIO的准备；
2、加速学习，3年技术翻篇，一个时代就过去了，加速学习是CIO作为空降兵加入企业的必备条件。每次进入一个企业，CIO会被逼着学习，学习新的文化、新的技术、新的行业；数字化转型网www.szhzxw.cn
3、要根据实际情境调整策划，能加入这家企业是因为之前的成功经历打动了老板，但是之前的经历不能产生新的结果；
4、沟通能力比技术能力更重要，通过沟通取得成功；
5、进入企业要考虑能够给企业带来什么，按照金勇杰的观察与经验，抱有短期内大抱负或翻天覆地改变的CIO都失败了，只要每天比昨天好一点点基本都成功了，所以他认为要保证加入新的企业后的早期成功；
6、要保证组织内部的一致性，要打造自己的团队，要创立自己的同盟，很多CIO很擅长和老板和部下打交道，忘记了和其它部门打交道，俗话说“万不要等家里着火才想去去邻居家拜访”；
7、自我管理，加速每个人的转变，不光是自己的改变还要推动老板、员工改变，让他们习惯这样的改变。
每个人都会有很多角色的改变，CIO也有很多职业发展路径。每个人会面临很多变化，有调研数据显示每个领导者平均经历13.5次角色转变，1.3年就会有一些转变发生，也就是说如果不能活过1年半，作为这个阶段的管理者就失败了。
而在一个企业3-4年后，CIO会发现自己要做的事情差不多完成了，总结各种数据与经验，一个企业CIO的寿命是1.5-8年，超过8年后个人在行业的地位、价值就迫使要变动了，CIO们要做好这个准备。数字化转型网www.szhzxw.cn
所有人都想尽快尽可能实现自己的目标，例如尽快行动、做一次全面变革，但是这适合做年度计划，不适合短期计划。虽然刚加入企业，CIO有可能会有这样的冲动，但想做全面变革在刚加入企业、不熟悉业务时不合适。加入新的公司就好像器官移植，新加入的人就是那个被移植的器官，加入新的企业往往会有排异反映，没有一个CIO加入新企业会很顺利，尤其是空降兵，金勇杰总结了哪些空降兵失败的原因：
1、来自公司外部的管理者不熟悉企业的非正式沟通方式，要重视非正式沟通网络以及那些意见领袖，外聘管理者不熟悉企业的业务时会更困难，很有可能管理决策前后甚至当日就变化很大，没有非正式沟通的渠道往往会不知道这些原因；
2、内部晋升、提拔情况较为普及的企业，空降兵往往得不到足够的信服，内部晋升的传统也让他们难以接受新事物。
金总分享了一种工具——STARS模型，可以通过这个工具来判断这个企业的状态，包括部门的状态，根据调整管理者的打分，设置了两个指标（难度指标和偏好指标），如下图。
如果进入是初创期企业，没有框架和限制，可以一开始按照管理者认为正确的方式来做事，当然没有死板和偏见，这是很多CIO期望见到的，但是这种概率不高。
整顿期的企业是CIO期望去的另一种类型企业，在这里CIO的意见和想法会得到尊重。让已经成功的企业更成功，这是最有难度的，其中很难是改变原来的习惯，需要建立强大的愿景，要给所有团队希望，根据希望来带领团队，需要用商业逻辑“画大饼”并证明“饼”可以实现。最后，对于想往CIO发展的IT人员们，金勇杰有这样的建议：数字化转型网www.szhzxw.cn
1、MBA学历是技术总监转向CIO的最佳途径，你需要知道其他部门是如何运行的，以什么KPI为指向，从CEO的角度，理解公司的管理框架和商业模型；
2、学习管理会计，IT容易抱怨没钱做项目，学习管理会计是为了理解财务报表，在彼此都理解的语言与财务人员沟通；
3、鼓励尝试创业或有创业的心态，这样就能在每天起来、每个项目开始时，为工资、柴米油盐担心，就能能够理解当时与老板索要资源时老板的心态。
翻译：
The two-day ECIO 2020 East China CIO Conference was successfully held in Shanghai. There are five venues in the two days of this conference. In the main venue, celebrities gathered to discuss “New future and new exploration of digital intelligence”. Major figures from various industries gathered in the forum to exchange and discuss four themes: “Process and change”, “New technology and innovation”, “smart manufacturing and interconnection”, and “Security and infrastructure”.数字化转型网www.szhzxw.cn
This conference gathered CIOs from Jiangsu, Zhejiang, Shanghai and other eastern coastal areas to attend, a total of more than 3,000 people registered for registration, is a huge industry event, promote the industry exchange in the late stage of the epidemic.
Jin Yongjie, CIO of Greenland Hotel, was invited to attend the summit and delivered a keynote speech on “The first 90 days of CIO’s tenure”.
Mr. Jin is currently the Director of Information Technology Department of Greenland Hotel and Tourism Group. He used to be the director of R&D Center of American Express in China, CIO of China Travel and Exhibition Company, and IT executive of Hog Robinson Group in Britain, responsible for transnational business integration projects. MBA, highest qualification certificate; Engaged in tourism industry informatization for more than 20 years, good at enterprise informatization planning, digital transformation.
Excerpts from the speech:
As a senior CIO who has served as CIO in many companies, Kim Yong Jie summed up his experience of successfully passing the first 90 days as a new paratrooper
1, self preparation, to be ready to enter the new industry, new enterprise preparation, prepare their own changes, including around and leaders are ready to accept the new CIO;
2, accelerated learning, 3 years of technology, an era has passed, accelerated learning is CIO as a necessary condition to join the enterprise paratrooper. Every time you enter an enterprise, CIO will be forced to learn, learn new culture, new technology, new industry;
3, Adjust the plan according to the actual situation. The reason why I can join this company is that my previous successful experience has impressed the boss, but my previous experience cannot produce new results.
4, communication ability is more important than technical ability, through communication to achieve success;
5, When entering the enterprise, we should consider what we can bring to the enterprise. According to the observation and experience of Jin Yongjie, CIO with short-term big ambition or earth-shaking change has failed, as long as it is a little better than yesterday every day, it is basically successful.
6, to ensure the consistency of the organization, to build their own team, to create their own Allies, many CIO is very good at dealing with the boss and subordinates, forget to deal with other departments, as the saying goes, “don’t wait for the fire to go to the neighbor’s house visit”;
7, self-management, accelerate everyone’s change, not only their own change but also push the boss, employees to change, so that they get used to such change.
There are many role changes for everyone, and there are many career paths for CIOs.
Everyone will face a lot of changes. According to the survey data, each leader experiences 13.5 role changes on average, and some changes will occur in 1.3 years. In other words, if you can’t live more than one and a half years, you will fail as a manager at this stage.
And in an enterprise 3-4 years later, CIO will find themselves to do almost complete, sum up a variety of data and experience, the life of an enterprise CIO is 1.5-8 years, more than 8 years after the individual status in the industry, the value is forced to change, CIO should be ready to do this.
Everyone wants to achieve their goals as quickly as possible, such as acting as quickly as possible or making a sweeping change, but this is good for annual planning, not short-term planning. While CIOs may feel the urge to make sweeping changes when they are new to the organization and unfamiliar with the business, it is not appropriate to do so. Joining a new company is like an organ transplant, the new person is the organ that has been transplanted. Joining a new company often has rejection reaction, no CIO will join a new company smoothly, especially the paratrooper, Kim summarized the reasons for which airborne troops failed.
Kim summarized the reasons for which airborne troops failed:
1. Managers from outside the company are not familiar with the informal communication mode of the enterprise. So it is necessary to pay attention to the informal communication network and those opinion leaders. When external managers are not familiar with the business of the enterprise, it will be more difficult.
2. In enterprises where internal promotion and promotion are more common, paratroopers are often not convinced enough. And the tradition of internal promotion makes it difficult for them to accept new things.
Mr. Jin shared a tool — STARS model, which can be used to judge the state of the enterprise. Including the state of the department. Two indicators (difficulty indicator and preference indicator) are set according to the rating of the adjustment manager, as shown in the figure below.
If you enter a start-up enterprise, there is no framework and restrictions. You can do things in accordance with the right way that the manager thinks at the beginning, of course. There is no rigidity and bias, which is what many CIO expect to see, but this probability is not high.
A turnaround business is another type of business the CIO expects to be in. Where the CIO’s opinions and ideas are respected. Making an already successful business more successful is the hardest part. It’s hard to change old habits. It’s hard to build a strong vision.数字化转型网www.szhzxw.cn
Finally, for IT staff who want to work for CIO, Jin has this advice:
1. MBA degree is the best way for a technical director to move to CIO. You need to know how other departments operate, what KPIs are directed. And understand the management framework and business model of the company from the perspective of CEO.
2. Learning management accounting, IT is easy to complain that there is no money to do projects. The purpose of learning management accounting is to understand financial statements and communicate with financial personnel in a language that we both understand;
3. Encourage the attempt to start a business or entrepreneurial mentality. So that you can get up every day, at the beginning of each project, worry about wages, fuel, food and salt. You can understand the boss’s mentality when asking for resources with the boss.
本文由数字化转型网（www.szhzxw.cn）根据公开资料整理撰写而成，作者：数字化转型网木铎；编辑/翻译：数字化转型网宁檬树。
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