随着每家公司都成为一家软件公司，企业 IT 领导者可以通过听取那些已经在那里并这样做的人（他们的供应商同行）的建议来改善数字成果。
在技术快速发展和数字化转型的推动下，IT 格局不断变化，首席信息官的职责和挑战也发生了变化。作为数字化转型的一部分，首席信息官越来越多地从事以软件开发和技术为中心的工作，这使得“每家公司都是软件公司”这句格言在每一次数字浪潮中都变得更加不言而喻。
但是，即使首席信息官熟悉生成式人工智能试点、转向云优先、DevOps以及产品和服务开发等计划，他们仍然有很多东西需要学习，而沉浸在这些项目和运营模式中的技术供应商首席技术官也很乐意传授丰富的知识。
总部位于澳大利亚的IMRnext代理首席技术官Phil Purdy表示，无论项目和可交付成果的性质如何，也无论客户是组织内部还是外部，首席技术官和现在的首席信息官都认识到，如果他们要保持相关性，就必须提供持续的价值。 数字化转型网www.szhzxw.cn
Purdy表示：“在这个数字化转型的新时代，拥抱变化、促进创新并坚持不懈地专注于创造价值，将为首席信息官提供良好的服务。
以下是技术供应商首席技术官必须为首席信息官提供的其他 12 个提示，以踏上更加软件和服务定义的数字化之旅。
一、采用新的敏捷
正如首席信息官们已经开始在敏捷方法上加强他们的组织一样，对他们来说，重要的是要知道 Scrum 大师和看板的时代已经过去了。Purdy 说，相反，今天的敏捷实践引入了螺旋式开发，这允许更快的迭代周期和出口，以便更快地采用和使用产品。他说，通过迭代开发，可以预测新功能并快速适应不断变化的当前和未来技术，使产品与即时业务需求保持相关性。
CREDIT: IMRNEXT
Purdy 解释说，这将重点从最小可行产品 （MVP） 转变为集成功能能力 （IFC）。他说：“向 IFC 的转变允许多学科团队单独迭代，但联合部署，通过消除跨职能团队相互阻碍，大大减少了大多数项目中的关键路径。 数字化转型网www.szhzxw.cn
总部位于旧金山的基于云的诊断实验室测试服务平台提供商ixlayer的联合创始人兼首席技术官Vahid Kowsari表示，首席信息官可以采用持续创新和敏捷的思维方式，向供应商学习如何快速适应市场变化并将新技术集成到其IT生态系统中。
“采用敏捷和DevOps方法来提高开发和部署的速度，”Kowsari说。这些方法可以促进协作，缩短上市时间，并提高软件质量。
不过，有时敏捷会受到不好的评价，总部位于圣路易斯的云原生企业内容管理 （ECM） 平台提供商 KnowledgeLake 的首席技术官 Brad Porter 指出。“人们认为它是深思熟虑的计划的敌人。但实际上，这是关于随着事情的发展而灵活调整策略，“他说。
Porter 补充道，转向这种思维方式会带来很多好处，甚至超出了软件开发的范围。“它可以通过提供在新信息出现时进行调整和适应的能力，使所有团队受益。”
二、拥抱以工程为主导的思维方式
总部位于旧金山的开源 API 平台提供商 Gravete 的首席技术官 David Brassely 承认，专注于以工程为主导的思维方式“是一个有争议的说法”，并补充说，他理解组织是“以销售为导向”的。
“然而，我们不应该以牺牲产品领先为代价来做到这一点，”布拉塞利坚持说。这鼓励了组织内部的创新，进行技术概念验证，并确保工程被纳入公司的成功指标。 数字化转型网www.szhzxw.cn
三、让数据驱动决策
Porter说，许多CIO之所以能走到今天，是因为他们拥有丰富的经验和直觉。“但是，当你监督一个拥有众多技术、团队和部门的大型组织时，直觉是无法扩展的。如果你不使用数据分析工具，你就会犯错误，并为你的组织留下钱。
CREDIT: KNOWLEDGELAKE
他建议首席信息官倾听数据，并利用它来推动决策。
四、强调以客户为中心的发展
Purdy说，技术供应商的首席技术官们深知了解客户需求和反馈的重要性。“随着首席信息官更深入地研究产品和服务，保持对最终用户体验的高度关注至关重要。定期的反馈循环、用户测试和客户旅程地图可以提供宝贵的见解，“他说。 数字化转型网www.szhzxw.cn
他观察到，过去，产品开发往往会产生一种“功能汤”，即在旧功能的基础上添加新功能，而不全面考虑产品。“今天，通过采取以激光为中心的方法来满足客户需求并专注于产品至上，首席信息官可以确保在最短的时间内实现最大价值。”
总部位于旧金山的IAM提供商Okta的首席技术官Bhawna Singh对此表示赞同，她表示，CIO在为员工投资新技术和流程时，采用以客户为中心的思维方式至关重要。
CREDIT: OKTA
“了解他们的需求、期望和痛点。确保产品为他们提供真正的价值，“辛格说。“就像为客户开发产品体验一样，优先考虑用户体验和设计至关重要。直观、用户友好的界面和经过深思熟虑的用户旅程对于数字产品和服务的成功至关重要。
五、人才胜过流程
虽然流程对于有效部署资源和及时交付高质量软件至关重要，但“人才是成功软件组织最重要的驱动力，”Gravete 的 Brassely 认为。 数字化转型网www.szhzxw.cn
他补充说，对于以软件为产品的技术主导型公司来说，这更具吸引力。他说，即使在疲软的劳动力市场中，获得一流的工程人才仍然是一项艰巨的任务，因为 A+ 工程师的竞争仍然非常激烈。
“这也意味着提供高效和简化的招聘实践，”他说。从面试到录用，及时实现低摩擦。我见过太多的候选人因为让他们跳过太多的障碍而迷失了方向。
KnowledgeLake 的 Porter 补充道，这是您敬业的核心团队，通常被称为“关键中坚力量”或“摇滚明星”，他们将推动您的组织向前发展。有鉴于此，首席信息官不仅应该优先考虑技术投资，他说，“还应该优先考虑员工的发展和赋权，认识到他们是追求进步的最宝贵资产。
六、采用（并贡献）开源
开源社区是创新的金矿，IMRnext 的 Purdy 说。“通过协作和贡献，组织可以保持在技术的最前沿，采用最佳实践，并利用集体知识，同时获得直接的用户群。”
开源应该是方程式的一部分，Okta 的 Singh 说。在评估一项技术时，Singh 希望确保“这项技术不会把我束缚在供应商面前。我的团队一直在寻求带来最好的技术，有时包括开源技术，因此能够与其他技术集成或扩展以满足我们的定制需求非常重要。
七、打造创新生态圈
Purdy说，在技术知识几乎商品化的时代，这不仅仅是雇用IT专业人员，而是要找到将深厚的技术娴熟与对业务战略的敏锐理解相结合的人。
他说：“通过授权团队成员和员工对只提供创造价值和挑战现状的成果持批评态度，可以建立一个创新蓬勃发展的环境。 数字化转型网www.szhzxw.cn
雇用具有社会和文化多样性的团队会带来不同的观点、经验和解决问题的方法，培养创造力和开箱即用的思维。“相信你的团队成员，给他们安全和自主权来做出艰难的决定，”Purdy说。通过创造一个将失败视为学习机会的环境，团队更有可能承担风险并提出突破性的想法。
他补充说，这灌输了一种主人翁意识，并往往会带来更多创新的解决方案，因为个人感到有能力进行探索和实验。“首席信息官可以建立的团队不仅有能力和技能，而且非常善于培养新的和创新的想法。
八、不要只为现在做计划——想想未来
毫无疑问，技术瞬息万变。如果首席信息官们没有积极制定一个战略来预测未来三到五年的技术前景，他们就不太可能跟上，总部位于波士顿的财产保险软件提供商Duck Creek Technologies的首席产品和技术官Jess Keeney说。
CREDIT: DUCK CREEK TECHNOLOGIES
Keeney 说，生成式 AI、机器学习和自动化等新兴技术已成为不可或缺的一部分，需要全面了解它们如何与组织的目标保持一致。 数字化转型网www.szhzxw.cn
“现在还有时间去接受过去被推迟或忽视的技术，”她说。这种转变将需要对整个组织进行 30,000 英尺的整体观察，从而实现平衡的方法，在管理转型计划的同时，提供客户服务和满意度，并通过明智的决策实现业务增长。
首席信息官通常采取安全的方法，投资于稳健、成熟且已经存在了一段时间的技术平台。
“你知道它有效，而且它是防弹的，”波特说。但是，虽然稳定性和可靠性至关重要，但最近的技术飞跃，例如 ChatGPT 的快速发展，凸显了前瞻性思维的必要性。他说，首席信息官必须着眼于平台，不仅要考虑现在，还要考虑未来。
波特说，你今天做出的软件选择“应该能够在未来一年、三年或五年内面临即将到来的变化时成长和发展”。此外，要明白，您不仅仅是在投资软件包，而是在投资它背后的公司。他们是否敏捷且具有前瞻性？如果答案是否定的，你可能会选择一些安全的东西，而且可能不适合未来的变化。
作为一名技术专家，首席信息官拥有独特的机会来设想未来。“这一愿景不必仅仅围绕着渐进式改进;它可以采取大胆、创新的方向。你可以探索全新的方法来消除现有问题，“他说。
Porter说，首席信息官应该超越日常运营，参与更雄心勃勃、更具前瞻性的工作，利用最新和最令人兴奋的技术。
九、立即处理技术债务
技术债务就像税务人员：迟早你要付钱，Brassely指出。 “技术债务的开始可能很慢——事实上，太慢了，以至于很容易将其解决推迟到下一个冲刺阶段。 数字化转型网www.szhzxw.cn
但有一天，你意识到你不能再像现在这样创新或快速释放，因为是时候偿还债务了，他说。“尽早并经常投资以解决您的技术债务。提升技术债务，成为所有冲刺计划中的一等公民。
十、民主化 — 并照顾好您的用户
Porter说，向云产品的过渡意味着将一些控制权交给外部供应商，但当然，安全性仍然是最重要的。他说，在与第三方打交道时，强大的供应商管理、风险分析和积极主动的安全文化至关重要。这并不意味着 IT 部门可以放弃。
“你的员工不能害怕举手表达对脆弱性的担忧，”波特强调说。拥有积极主动的安全思维和文化，鼓励团队在认为可能存在问题时大声疾呼，这一点至关重要。
In terms of choosing the right tools and vendors, user experience is a pivotal factor. The younger generation entering the workforce has grown up in the mobile era, accustomed to fast, fluid, and rich experiences on their smartphones, he says.
“The days of clunky, outdated software are over,’’ Porter says. “They demand ease of use, efficiency, and seamless functionality to accomplish their tasks quickly. The user experience is often overlooked by CIOs when, in reality, it should be at the forefront of technology decisions.”
十一、授权您的员工进行探索
必须认识到，掌握所有答案不仅仅是首席技术官或首席信息官的责任。“虽然我们确实有幸对业务进行战略性思考，但每位员工都应该分享为业务发展和增长做出贡献的期望，”波特说。
他建议，为了促进这种全员参与的技术进步方法，所有员工都应该有专门的时间进行反思、集思广益和原型设计。 数字化转型网www.szhzxw.cn
“当员工被拉到极限，只专注于他们的日常任务时，他们就只能上下拉动一个杠杆，而不是将这个杠杆变成方向盘，”波特说。为员工提供探索和体验新技术的机会至关重要。
十二、从购买转向合作
即使首席信息官带来了一切，他们也应该认识到以各种方式与供应商合作的价值。
CREDIT: IXLAYER
例如，技术供应商的首席技术官通常对投资回报和成本优化有敏锐的感知力，首席信息官可以从中学习，Kowsari说。“首席信息官可以采用这些原则来做出有关技术投资的数据驱动决策，并最大限度地提高 IT 项目提供的价值。”
Keeney 看到越来越多的组织转向值得信赖的供应商，以加速他们的数字化转型之旅。“这种动态的转变很有趣，因为保险公司越来越依赖技术供应商来提高运营绩效、系统可观察性以及提高交付质量和速度，”她说。他们将花更多时间了解客户数据，这将推动新保险产品的快速开发和增长，重点是个性化和提高客户保留率。
Porter说，首席信息官经常忽视培养供应商关系的机会，但这是他们应该考虑的事情。“这不仅仅是购买或交易;这是一种伙伴关系。当首席信息官花时间在特定供应商中确定合适的人选并建立长期关系时，它可以对最大化您的价值并充分利用这些解决方案产生深远的影响。它还确保当挑战出现时，供应商在战壕中，努力解决它们。 数字化转型网www.szhzxw.cn
英文原文：
12 strategic tips CIOs can learn from tech vendor CTOs
With every company becoming a software company, enterprise IT leaders can improve digital outcomes by heeding the advice of those who have been there and done that — their vendor counterparts.
The changing landscape of IT, driven by rapid advances in technology and digital transformation, has seen a shift in CIOs’ responsibilities and challenges. CIOs are increasingly doing more software development and technology-focused work as part of their digital transformations, making the adage “every company is a software company” more of a truism with each digital wave.
But even as CIOs familiarize themselves with initiatives such as generative AI pilots, moving to cloud-first, DevOps, and product and services development, there is still much for them to learn, and tech vendor CTOs steeped in these projects and modes of operation are happy to impart a wealth of knowledge.
Regardless of the nature of the projects and deliverables, or whether customers are internal or external to the organization, CTOs and now CIOs recognize they must provide continuous value if they are to stay relevant, says Phil Purdy, acting CTO of Australian-based IMRnext.
“Embracing change, fostering innovation, and maintaining a relentless focus on delivering value will serve CIOs well in this new era of digital transformation,’’ Purdy says.
Here are 12 other tips tech vendor CTOs have to offer CIOs embarking on a more software- and services-defined digital journey.
1. Adopt the new agile
Just as CIOs have begun ramping up their organizations on agile methodologies, it’s important for them to know that the days of Scrum masters and Kanban boards are already past. Instead, today’s agile practices see the introduction of spiral development, which allows faster iteration cycles and off-ramps for products to be adopted and used more rapidly, Purdy says. With iterative development, new features can be anticipated and quickly adapted to constantly changing current and future tech, keeping the product relevant to immediate business needs, he says.
This changes the focus from minimum viable product (MVP) to integrated functional capability (IFC), Purdy explains. “The shift to IFCs allows multi-disciplinary teams to iterate separately, but deploy jointly, allowing the critical path in most projects to be greatly reduced, by eliminating cross-functional teams blocking one another,’’ he says.
CIOs can adopt a mindset of continuous innovation and agility, learning from vendors how to quickly adapt to market changes and integrate new technologies into their IT ecosystems, agrees Vahid Kowsari, co-founder and CTO of ixlayer, a cloud-based diagnostic lab testing services platform provider based in San Francisco. 数字化转型网www.szhzxw.cn
“Adopt agile and DevOps methodologies to enhance the speed of development and deployment,’’ Kowsari says. “These approaches foster collaboration, reduce time-to-market, and improve software quality.”
Sometimes, though, agile gets a bad rap, notes Brad Porter, CTO of St. Louis-based KnowledgeLake, a cloud-native enterprise content management (ECM) platform provider. “People perceive it as the enemy of thoughtful planning. But in reality, it’s about being flexible and adjusting strategies as things evolve,’’ he says.
Moving to this mindset brings a lot to the table, even beyond software development, Porter adds. “It can benefit all teams by providing the capacity to pivot and adapt as new information emerges.”
2. Embrace an engineering-led mindset
David Brassely, CTO at San Francisco-based open-source API platform provider Gravitee, acknowledges that focusing on an engineering-led mindset “is a controversial statement,” and adds that he understands organizations are “sales led.”
“However, we shouldn’t do this at the expense of leading by product,’’ Brassely insists. “This encourages innovation within the organization, doing technology proof-of-concepts, and ensures engineering is included in the company’s success metrics.” 数字化转型网www.szhzxw.cn
3. Let data drive decision-making
Many CIOs get to where they are because they have significant experience and intuition, Porter says. “But when you oversee a large organization with a multitude of technologies, teams, and departments — gut feeling doesn’t scale. If you aren’t using data analytics tools, you are going to make mistakes and leave money on the table for your organization.”
He advises CIOs to listen to the data and use it to drive decisions.
4. Emphasize customer-centric development
Tech vendor CTOs are deeply aware of the importance of understanding customer needs and feedback, says Purdy. “As CIOs delve deeper into product and service offerings, maintaining a sharp focus on the end-user experience is essential. Regular feedback loops, user testing, and customer journey mapping can offer invaluable insights,” he says.
In the past, product development had a tendency to result in a “feature soup” where new features were added on top of old features, without any consideration of the product holistically, he observes. “Today, by taking a laser-focused approach to customer needs and focusing on product first, CIOs can ensure maximum value is delivered in the shortest time.” 数字化转型网www.szhzxw.cn
Bhawna Singh, CTO of San Francisco-based IAM provider Okta, echoes that, saying that it is critical for CIOs to adopt a customer-centric mindset when investing in new technology and processes for employees.
“Understand their needs, expectations, and pain points. Ensure that products deliver real value to them,’’ Singh says. “Just like developing product experiences for customers, it’s crucial to prioritize user experience and design. Intuitive, user-friendly interfaces and well-thought-out user journeys are critical for the success of digital products and services.”
5. Talent trumps process
While processes are critical for efficient deployment of resources and delivering high-quality software in a timely manner, “talent is the single most important driver of a successful software organization,’’ maintains Gravitee’s Brassely.
It is more compelling for technology-led companies whose product is software, he adds. Even in a softening labor market, acquiring top-notch engineering talent remains a daunting task, as there remains incredible competition for A+ engineers, he says.
“This also means offering efficient and streamlined recruiting practices,’’ he says. “Go from interview to offer in a low-friction timely manner. I’ve seen far too many candidates lost due to making them jump through too many hoops.” 数字化转型网www.szhzxw.cn
It’s your dedicated core team, often celebrated as “key stalwarts” or “rock stars,” who will propel your organization forward, adds KnowledgeLake’s Porter. In light of this, CIOs should not only prioritize technology investments, he says, “but also the development and empowerment of their people, recognizing them as the most valuable assets in the pursuit of progress.”
6. Adopt (and contribute to) open source
The open-source community is a gold mine of innovation, says IMRnext’s Purdy. “By collaborating and contributing, organizations can stay at the forefront of technology, adopt best practices, and leverage collective knowledge, all whilst gaining access to an immediate user base.”
Open source should be part of the equation, Okta’s Singh says. When evaluating a technology to bring into her stack, Singh wants to ensure that “this tech will not box me into a vendor. My team is always looking to bring the best tech, which includes open source at times, so having the ability to integrate with other technology or extend to meet our custom needs is important.”
7. Create an ecosystem of innovation
In an age where tech knowledge is almost commoditized, it’s not just about hiring IT professionals but about finding individuals who combine deep tech savvy with a keen understanding of business strategy, says Purdy.
“By empowering team members and employees to be critical of only delivering outcomes that create value and challenging the status quo, an environment can be established where innovation thrives,’’ he says. 数字化转型网www.szhzxw.cn
Hiring socially and culturally diverse teams brings varied perspectives, experiences, and problem-solving approaches, fostering creativity and out-of-the-box thinking. “Trust your team members and give them the safety and autonomy to make tough decisions,’’ Purdy says. By creating an environment where failures are seen as learning opportunities, teams are more likely to take risks and come up with groundbreaking ideas.”
This instills a sense of ownership and often leads to more innovative solutions as individuals feel empowered to explore and experiment, he adds. “CIOs can build teams that are not only competent and skilled but also highly adept at fostering new and innovative ideas.”
8. Don’t just plan for now — think about the future
There’s no doubt technology changes quickly. If CIOs are not actively devising a strategy that anticipates the technological landscape of the next three to five years, they are less likely to stay caught up, says Jess Keeney, chief product and technology officer at Duck Creek Technologies, a provider of P&C insurance software, based in Boston.
Emerging technologies such as generative AI, machine learning, and automation have become integral and require a comprehensive understanding of how they align with your organization’s objectives, Keeney says.
“There is still time to embrace technologies that have been postponed or overlooked in the past,’’ she says. “This transition will require taking a holistic, 30,000-foot view of your entire organization, enabling a balanced approach to manage transformation initiatives alongside customer service and satisfaction, and business growth via informed decisions.” 数字化转型网www.szhzxw.cn
It’s common practice for CIOs to take the safe approach of investing in technology platforms that are robust, proven, and have been around for a while.
“You know it works and that it’s bulletproof,’’ Porter says. But while stability and reliability are crucial, recent leaps in technology, such as the rapid evolution of ChatGPT, highlight the need to be forward-thinking. CIOs must look at platforms and think not only about the present but also the future, he says.
The software choices you make today “should be able to grow and evolve in the face of upcoming changes over the next one, three, or five years,’’ Porter says. “Also, understand that you’re not merely investing in a software package but in the company behind it. Are they agile and forward-looking? If the answer is no, you may pick something safe and probably not future-proofed for the change.”
As a technologist, the CIO has the unique opportunity to envision the future. “This vision doesn’t have to revolve solely around incremental improvements; it can take a bold, innovative direction. You can explore entirely new approaches to eliminate existing problems,’’ he says.
It behooves CIOs to think beyond day-to-day operations and engage in more ambitious, forward-thinking endeavors, taking advantage of the latest and most exciting technologies, Porter says.
9. Deal with technical debt now
Technical debt is like the tax man: Sooner or later you’re going to have to pay it, notes Brassely. “Technical debt can start slow — so slow, in fact, that it’s easy to defer addressing it to the next sprint.”
But then one day, you realize you can no longer innovate as well or release as fast because it’s time to pay the debt, he says. “Invest early and often in addressing your technical debt. Elevate technical debt to be a first-class citizen in all your sprint planning.”
10. Democratize — and take care of your users
The transition to cloud offerings means yielding some control to external vendors, but security, of course, remains paramount, says Porter. Robust vendor management, risk analysis, and a proactive security culture are essential when going through a third party, he says. This doesn’t mean IT can drop the ball.
“Your people can’t be afraid to raise their hands and express concerns about vulnerabilities,’’ Porter stresses. “Having a proactive security mindset and culture that encourages teams to speak up when they think there may be a problem is critical.” 数字化转型网www.szhzxw.cn
In terms of choosing the right tools and vendors, user experience is a pivotal factor. The younger generation entering the workforce has grown up in the mobile era, accustomed to fast, fluid, and rich experiences on their smartphones, he says.
“The days of clunky, outdated software are over,’’ Porter says. “They demand ease of use, efficiency, and seamless functionality to accomplish their tasks quickly. The user experience is often overlooked by CIOs when, in reality, it should be at the forefront of technology decisions.”
11. Empower your staff to explore
It’s essential to recognize that it’s more than just the CTO or CIO’s responsibility to possess all the answers. “While we do have the privilege of thinking strategically about the business, every employee should share in the expectation of contributing to the business’s evolution and growth,’’ says Porter.
To foster this all-hands approach to tech advancement, all employees should be given dedicated time to reflect, brainstorm, and prototype, he advises. 数字化转型网www.szhzxw.cn
“When employees are stretched to their limits, focusing solely on their daily tasks, they become limited to pulling one lever up and down rather than transforming that lever into a steering wheel,’’ Porter says. “It’s crucial to provide employees with opportunities to explore and experience new technologies.”
12. Move beyond purchase to partnership
Even with all that CIOs bring to the table, they should recognize the value of partnering with their vendors in a variety of ways.
For example, CTOs of tech vendors often have a keen sense of return on investment and cost optimization that CIOs can learn from, Kowsari says. “CIOs can adopt these principles to make data-driven decisions regarding technology investments and maximize the value delivered by IT projects.”
Keeney is seeing more organizations turning to trusted vendors to accelerate their digital transformation journeys. “This shift in dynamic is intriguing, as insurers increasingly rely on technology vendors for operational performance, system observability, and increased quality and speed of delivery,’’ she says. “They will spend more time understanding customer data, which should fuel the fast-tracking of the development of new insurance products and growth with a focus on personalization and increasing customer retention.” 数字化转型网www.szhzxw.cn
CIOs often overlook the opportunity to cultivate vendor relationships, yet it’s something they should consider, Porter says. “It’s not just a purchase or transaction; it’s a partnership. When CIOs take the time to identify the right people within specific vendors and establish long-term relationships, it can profoundly impact maximizing your value and getting the most out of those solutions. It also ensures that when challenges arise, the vendor is there in the trenches, working to resolve them.”
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