在浩瀚的数字江湖中，流传着这样一个故事：
当何文接到人力资源副总裁的电话那刻起，倒霉的日子算是来了。之所以这样说，并不是何文犯了大错，公司打算开除他，实际上恰恰相反，他被CEO吴凡直接任命为IT运维副总裁。升职这件事也许在别人眼中是个好事，但何文却不这么认为……
前CIO和前IT运维副总裁突然离职，明显是被一些不利因素挤兑走的，而何文自己也觉得自己只是一只替死鬼。过去十年间，CIO每两年换一次，就像钟表一样准时。CIO在这个公司也被戏称为「Career Is Over」（职业生涯结束），而 IT 运维副总裁也是一样。
所以，你了解何文的倒霉情况了吗？当何文见到CEO吴凡时，曾想过拒绝这个职位，但在吴凡的气势下，别无选择，因为吴凡也面临着被董事会开除的风险，整个公司已经被竞争者超越了。现在，全公司的精力与筹码都押在“腾龙”项目上，而有能力完成这个项目的人，在吴凡眼里，除了何文再无他选。
此时，刚刚上位的何文还没有来得及通知部门其他人的时候，可怕事情发生了，公司核心的工资核算系统出了大问题，而何文必须向财务的人立即反馈处理……
（以上故事来源网络）
江湖传言在职场上，职位越高，背的锅越大，尤其是IT人。看到这句话，不知道各位作何感想，是否勾起了曾经闯荡江湖的一些回忆。一方面，数字化的必要性已经是业内共识，行业焦点已从数字化的必要性转向如何更有效地数字化，尤其是进入AI时代。然而，另一方面，在积极变化的背后，也能嗅到经济寒冬的气息，在这种情况下，“降本增效”依然是当下企业经营的主要策略之一。行业的不景气使得IT部门的处境也变得十分微妙，为何IT部门成了“背锅大侠”们的聚集地，以下几个因素不可忽视。
一、IT部门是成本中心，数字化难以创造显性收益
近年来，信息部门的地位相对有很大提升，过去的“电脑部”独立发展为信息技术部或者是IT部门，而且越来越多的公司设立CIO，进入到战略管理层。而且信息部门在企业内部的角色也发生了很大变化，逐渐从IT支持角色转变为IT服务角色，逐渐从以IT技术为核心转变为以IT服务为核心，逐渐从以IT职能为中心转变为以IT服务流程为中心……但有一条似乎没有发生实质性的改变，就是IT部门始终被认为是企业的“成本中心”部门。
客观来说，数字化转型作为一项系统工程，确实存在着很多“可见”的投入（资金、人力等）和“隐性”的投入（人际关系、组织变革等带来的成本）。对于企业和老板而言，有投入一定要有产出，而且往往投入产出比是老板们首要关心的指标，那么问题就来了，数字化的产出有哪些，大体可以概括为“有形”的收益（效率、业绩增长）和“无形”的收益（企业形象、员工满意度等），但困难的是并不是所有的“产出”都能够被量化，特别是在数字化领域。
据了解，过去几年部分央国企的数字化投入每年增长约为10%~20%，在疫情后期其增幅甚至达到30%以上。然而，疫情放开后，不少企业却面临投入产出价值的迷茫期。从企业管理水平和标准化程度的角度看，要做好数字化投入与产出的量化，有个前提是企业自身必须具备良好的管理水平。而且需要明确的是传统的项目估算方法可能并不适用于数字化价值的“量化”，因为数字化牵涉到多个维度。此外一些因数字化带来的价值已经超越了技术本身的价值，甚至超越了业务价值，它更多地体现在组织层面，甚至还包括品牌影响力、企业文化等维度……
“IT部门就是烧钱部门，平时你做得再好也不会有人夸，不出乱子就是功劳，但是一旦出现问题了，比如数据泄露、软件、硬件、固件有漏洞，最后背锅的铁定是我们，一年不出事，功劳和我们没关，出了事都是我们的问题，妥妥的背锅侠。”
投了那么多钱，花费了大量的人力物力财力，最后却没能达成目标，或是老板的预期，那结果可想而知。换言之，如果不能管理好老板预期，做好数字化价值的向上汇报，这个锅恐怕IT得背。
二、局外人对数字化不理解，“不好用，不想用，不用”
随着数字化更加务实，不切实际的系统堆砌已经无法帮助企业实现降本增效，反而可能会是增加成本。因此更多的CIO看到了数字化落地的重要性，所以数字化项目的重点就变成了“用”，以用户为中心变得更加重要，这里的用户可能是企业内部的一线员工，可能业务部门，也可能是C端消费者等。
很多系统用起来的结果却是令IT大侠们伤感的，往往是兄弟们已经拼尽了最大的努力，在不可能的短时间内交付出了让人惊叹的新功能，或者在危急时刻力挽狂澜，保障和拯救了整个公司的IT运行，但“局外人”并不知道一个他们自以为很简单的需要开发难度有多大，因此一旦出现一些问题，就可能会出现以下情况：
- 意愿上不想用，吐槽说系统不好用。
- 使用系统带来的路径变长，管控变严，归纳为不好用。
- 交互体验上的反人性，也说不好用。
这时候“IT不行，软件开发团队的产能不高，做的东西少、速度慢。”就会被常挂在嘴边。分析一下，系统的操作者，通过使用系统产生数据，让公司内部得以留存数据，利用数据。但对于操作者本身，由于受制于系统约束和业务限制，大概率会增加工作量。无论系统再怎么重视用户体验，简化步骤，他们的工作就是比之前增加了，成为数字化损益方。数字化是一次改革，势必有受益方有损益方，受益方说好用是自然的，损益方吐槽说不好用也是自然的。
有领导会说：数字化既然有损益方，那就要更加重视用户体验，给他们提供好的使用感受。然而时间久了就会发现很多用户对于体验的要求是——没有要求。在内部数字化系统中，绝大多数人对于体验既不敏感，也不追求。非技术人员做不到100%信任，全力支持。同时IT部门也需要向内看，思考自身是否真的做到了100分，甚至说120分。
如果不全力去做，可能一个差评，年度绩效降级，薪酬、职级、奖金都大受打击，一口无形黑锅可能已经在IT部门的背上了。
三、业务部门需求不够明确，“臣妾做不到哇！”
过去我们曾讨论过IT的定位。粗略着可以分为两大类，有的企业中，IT更加领先，扮演着引领业务的角色；还有的企业中，IT扮演着为业务赋能的角色。这里我们重点来看为业务赋能的IT，在赋能业务的过程中，常规操作是由业务部门提出需求，IT部门来满足业务部门所提出的需求，不过据IT大侠们的总结，能够发现业务部门所提出的需求，往往是“臣妾做不到”或者是“很难做到的”。
这些需求会具备如下特征：
- 第一类需求是十万火急的，业务部门成为了急性子，恨不得今天提出的需求，IT部门给我冲，明天我就要用上。
- 第二类需求是善变的，没有想清楚到底要什么，需求是动态变化的，这里不得不提IT界著名的梗：“客户需求已经定了！”，是真的定了吗？
- 第三类需求是容易忘记的，曾经提出的需求忘记了，今天还要改。“什么，我之前说过吗？还签过字？不行不行，一定要改，按照我说的做。”
- 第四类需求是轻易否定的，“这个很简单，一定要搞出来。这个功能不合理，有bug。”轻易否定成为常态。
当然我们列举的情况并不是要说明业务部门在无理取闹，业务部门的出发点也一定是为了公司的利益而想要获得更加趁手的工具，因此作为IT部门，也要学会转型，必须要打破“不懂业务、只会修电脑、接网线”的“魔咒”，深入到业务中来，了解业务、学习业务、精通业务。甚至可以说，IT人员只有对业务需求有了深刻理解，才能将现实世界的业务流转换为计算机虚拟时空中的数据流，设计出符合业务、贴近业务的数字化应用场景和数字化产品，帮助业务人员提升效率、降低成本，为企业创造价值。
归根到底，如果IT部门总是“臣妾做不到”，那恐怕锅就来了。
四、项目变的复杂了，供应商也变得复杂了！
有一点是我们必须认清，也是毋庸置疑的，数字化转型的深入，以及各类新技术的蓬勃发展，使得IT环境变得日益复杂，举例来说，在基础架构层，企业通常会使用多云和混合云；在基础软件层，企业会使用各种操作系统、数据库和中间件；在应用软件研发和发布层，企业通常会使用DevOps流水线体系；在安全领域，企业同时还面临越来越严峻的安全挑战……复杂的环境对于企业中IT的运维能力广度和深度提出更高要求，当下的环境要求IT部门做到：
更快更敏捷
数字化意味着业务24小时在线，并且业务系统能够根据市场需求快速调整，这就要求应用系统从研发到上线更快更敏捷。
支持新技术
数字化需要通过AI、大数据、RPA、区块链等技术增强业务竞争力，要求IT系统能够支持这些新技术。这就要求企业在基础设施和IT资源上做好准备。
可用性更高
保持24小时在线，意味着业务对IT系统将更加倚重，因此IT系统必须保持更高的可用性。这就要求IT部门做好应急预案，同时做好数据备份，保障极端情况下的业务应用可持续。
安全性更高
数字化程度的不断加深，数据的持续积累，使得数据成为企业的重要资产之一，IT系统中的重要数据也会越来越多，这也意味着数据必须妥善的做好安全防护，避免泄露。
可以说今天的各类软件和IT是复杂的，开发一个系统或者是平台工作量大、周期长、用户侧和IT内部的不可控因素很多。因此出现问题的原因也是多样化的，服务器、存储、中间件、软件、网络都有可能导致问题。
除了以上的因素，留不住优秀的IT人才，不靠谱的供应商也会引发问题。有的服务商售前承诺一切、售后原形毕露。有的售前售后还是不同的人负责的。签合同、要钱积极主动，解决问题，接纳需求就没那么爽快了，石沉大海、遥遥无期。
不过只要出现问题，可能一口大锅就会甩到IT的背上。一家公司何尝不是一个江湖，不同部门更像是不同门派，谨记“江湖不是打打杀杀，是人情世故。”
正所谓行走江湖，变幻莫测。看似风平浪静，波澜不惊。谈笑风生间，即可风云突变，掀起惊涛骇浪。说时迟那时快，天光被一团乌云笼罩，此时又见天边一口绝世大锅，破云而出，飞速从天而降。不多时，想必江湖中又一位背锅大侠诞生了……
翻译：
“Back pot warrior IT man” reappeared!
In the vast digital world, there is such a story circulating:
Bad times began when He Wen received a call from the vice president of human resources. The reason to say this is not that He Wen made a big mistake and the company intends to fire him, in fact, on the contrary, he was directly appointed as vice president of IT operations and maintenance by CEO Wu Fan. Getting promoted may seem like a good thing to others, but He Wen doesn’t think so……
The former CIO and the former vice president of IT operations and maintenance suddenly quit, obviously by some unfavorable factors run away, and He Wen himself also feel that he is just a scapegoat. For the past decade, the CIO has changed every two years, like clockwork. The CIO Is nicknamed “Career Is Over” at the company, as is the vice president of IT operations.
So, do you know anything about Ho Wen’s bad luck? When He Wen met CEO Wu Fan, he thought about refusing the position, but under Wu Fan’s momentum, he had no choice, because Wu Fan was also facing the risk of being fired by the board of directors, and the entire company had been surpassed by competitors. Now, the whole company’s energy and chips are staked on the “Tenglong” project, and the people who have the ability to complete this project, in the eyes of Wu Fan, in addition to He Wen no He choice.
At this time, the newly appointed He Wen has not had time to inform the rest of the department, terrible things happened, the company’s core wage accounting system has a big problem, and He Wen must immediately feedback to the financial people……
(Above story source network)
Rumor has IT that in the workplace, the higher the position, the bigger the pot, especially the IT people. Seeing this sentence, I do not know how you feel, whether it has evoked some memories of the world. On the one hand, the necessity of digitization is already a consensus in the industry, and the industry focus has shifted from the necessity of digitization to how to digitalize more effectively, especially into the era of AI. However, on the other hand, behind the positive changes, we can also smell the atmosphere of economic winter, in this case, “reducing costs and increasing efficiency” is still one of the main strategies of current business operations. The recession of the industry makes the situation of the IT department also become very delicate, why the IT department has become the gathering place of the “back pot heroes”, the following factors can not be ignored.
First, the IT department is a cost center, and digitalization is difficult to create explicit benefits
In recent years, the status of the information department has been greatly improved, the past “computer department” has independently developed into the information technology department or IT department, and more and more companies have set up CIO, enter the strategic management. Moreover, the role of the information department in the enterprise has also changed greatly, gradually changing from the role of IT support to the role of IT service, gradually changing from the core of IT technology to the core of IT service, gradually changing from the center of IT function to the center of IT service process… But one thing that doesn’t seem to have changed substantially is that the IT department is always considered the “cost center” of the enterprise.
Objectively speaking, as a systematic project, digital transformation does have a lot of “visible” inputs (capital, manpower, etc.) and “hidden” inputs (interpersonal relations, organizational changes, etc.). For enterprises and bosses, input must have output, and input-output ratio is often the most important indicator for bosses to care about. Then the question comes, what are the digital outputs, which can be generally summarized as “tangible” benefits (efficiency, performance growth) and “intangible” benefits (corporate image, employee satisfaction, etc.). The difficulty is that not all “outputs” can be quantified, especially in the digital realm.
It is understood that in the past few years, the digital investment of some central state-owned enterprises has increased by about 10% to 20% per year, and the increase has even reached more than 30% in the late period of the epidemic. However, after the release of the epidemic, many enterprises are facing a confused period of input-output value. From the perspective of enterprise management level and standardization degree, in order to do a good job of quantifying digital input and output, there is a premise that the enterprise itself must have a good management level. And to be clear, traditional project estimation methods may not be suitable for “quantifying” digital value, because digitalization involves multiple dimensions. In addition, some of the value brought by digitalization has exceeded the value of the technology itself, even beyond the business value, it is more reflected in the organizational level, and even includes the brand influence, corporate culture and other dimensions…
“IT department is burning money department, usually you do well will not be praised, no trouble is credit, but once there is a problem, such as data leaks, software, hardware, firmware loopholes, the final back pot of iron is us, a year does not happen, credit and we did not close, the problem is our problem, no problem back pot man.”
Invested so much money, spent a lot of manpower, material and financial resources, but finally failed to achieve the goal, or the boss’s expectations, the result can be imagined. In other words, if you can not manage the boss’s expectations, do a good job of digital value upward reporting, this pot is afraid IT will be back.
Second, outsiders do not understand digital, “it is not good to use, do not want to use, do not use”
As digitization becomes more pragmatic, unrealistic systems can no longer help enterprises achieve cost reduction and efficiency, but may increase costs. Therefore, more CIOs see the importance of digital landing, so the focus of digital projects has become “use”, and user-centered has become more important, where the user may be the frontline employees within the enterprise, may be the business department, may also be the C-end consumers.
The results of many systems are sad for IT heroes, often brothers have tried their best, delivered amazing new features in an impossibly short period of time, or turned the tide in a critical moment, guaranteed and saved the IT operation of the entire company, but “outsiders” do not know how difficult it is to develop a need they think is very simple. So if something goes wrong, the following can happen:
Will not want to use, teasing that the system is not good.
The path brought by the use of the system becomes longer, the control becomes stricter, and it is summarized as not useful.
The anti-humanity of the interactive experience is also not useful.
At this time, “IT is not good, the capacity of the software development team is not high, and the speed is slow.” You’re gonna be talking about it a lot. Analysis, the system operator, by using the system to generate data, so that the company can retain data, use data. However, for the operator itself, due to system constraints and business restrictions, a large probability will increase the workload. No matter how much the system focuses on the user experience and simplifies the steps, their job is to become the digital profit and loss side more than before. Digitalization is a reform, there are bound to be beneficiaries and losses, beneficiaries say that it is natural to use, and profit and loss parties joke that it is not natural to use.
Some leaders will say: since there is a profit and loss side of digitalization, it is necessary to pay more attention to the user experience and provide them with a good experience. However, over time, you will find that many users’ requirements for the experience are – no requirements. In internal digital systems, the vast majority of people are neither sensitive to nor pursue experience. Non-technical people can’t do 100% trust, full support. At the same time, IT departments also need to look inward and think about whether they really achieved 100 points, or even say 120 points.
If you do not do your best, there may be a bad review, annual performance downgrade, pay, rank, bonus are hit hard, and an invisible black pot may already be on the back of the IT department.
Third, the business needs are not clear enough, “Concubine can not do wow!”
We’ve talked about positioning IT in the past. Roughly, IT can be divided into two categories. In some enterprises, IT is more advanced and plays the role of leading the business. In other organizations, IT plays a role in empowering the business. Here we focus on IT that empowers the business. In the process of empowering the business, the routine operation is that the business department puts forward the needs, and the IT department meets the needs put forward by the business department. However, according to the summary of the IT heroes, IT can be found that the needs put forward by the business department are often “unable to do” or “difficult to do”.
These requirements will have the following characteristics:
The first type of demand is urgent, and the business department has become a hothead, wishing that the demand put forward today will be rushed by the IT department and I will use it tomorrow.
The second type of demand is fickle, do not think clearly what in the end, the demand is dynamic change, here have to mention the famous IT industry meme: “Customer demand has been set!” Is it really a deal?
The third type of demand is easy to forget, once put forward the need to forget, today to change. “What, did I say that before? And signed it? No, no, no, you must change, do as I say.”
The fourth type of demand is easily denied, “This is very simple, must be made.” It doesn’t make sense. It’s buggy.” Easy denial becomes the norm.
Of course, the situation we listed is not to show that the business department is unreasonable, the starting point of the business department must be for the interests of the company and want to get more convenient tools, so as an IT department, we must learn to transform, we must break the “do not understand the business, only repair the computer, connect the network cable” “magic”, go deep into the business. Understand business, learn business, master business. IT can even be said that only when IT personnel have a deep understanding of business needs, they can convert the real world business flow into the data flow in the computer virtual space and time, design digital application scenarios and digital products that meet the business and are close to the business, and help business personnel improve efficiency, reduce costs, and create value for enterprises.
In the final analysis, if the IT department always “can’t do it”, then I’m afraid the pot will come.
Fourth, the project has become complex, suppliers have become complex!
One thing we must recognize is that there is no doubt that the deepening of digital transformation and the booming development of various new technologies have made the IT environment increasingly complex. For example, at the infrastructure level, enterprises often use multi-cloud and hybrid cloud. At the basic software level, enterprises use a variety of operating systems, databases, and middleware. At the application development and distribution level, enterprises often use a DevOps pipeline; In the field of security, enterprises are also facing increasingly severe security challenges… The complex environment puts forward higher requirements for the breadth and depth of IT operation and maintenance capabilities in enterprises. The current environment requires IT departments to:
Faster and more agile
Digitalization means that business is online 24 hours a day, and business systems can be quickly adjusted according to market needs, which requires application systems to be faster and more agile from development to launch.
Support for new technologies
Digitalization needs to enhance business competitiveness through AI, big data, RPA, blockchain and other technologies, requiring IT systems to be able to support these new technologies. This requires companies to be prepared in terms of infrastructure and IT resources.
Higher availability
Being online 24 hours a day means that businesses will become more dependent on IT systems, so IT systems must remain more available. This requires the IT department to make emergency plans and data backup to ensure sustainable business applications in extreme cases.
Higher security
With the deepening of digitization and the continuous accumulation of data, data has become one of the important assets of enterprises, and there will be more and more important data in IT systems, which also means that data must be properly protected to avoid leakage.
IT can be said that all kinds of software and IT today are complex, and the development of a system or platform has a large workload, a long cycle, and many uncontrollable factors on the user side and inside IT. Therefore, the causes of problems are also diverse, and servers, storage, middleware, software, and networks can all cause problems.
In addition to the above factors, can not retain good IT talent, unreliable suppliers will also cause problems. Some service providers promise everything before sales and reveal their true shape after sales. Some pre-sales and after-sales are still in charge of different people. Signing contracts, asking for money, being proactive, solving problems, and accepting needs are not so refreshing, unfulfilled, and far away.
However, as soon as something goes wrong, a big pot may be thrown on the back of IT. A company is not a lake, different departments are more like different schools, remember that “rivers and lakes are not fighting, is the world.”
Is the so-called walking rivers and lakes, unpredictable. It seemed calm and uneventful. Talking and laughing, you can change the situation, set off a storm. At that time, the sky was covered by a mass of dark clouds, at this time, I saw a rare pot on the horizon, breaking out of the clouds, and falling rapidly from the sky. After a while, surely another warrior in Jianghu was born…
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于CIO发展中心，作者王宇；编辑/翻译：数字化转型网宁檬树。
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