经过一个世纪的发展，美国教师保险和年金协会(TIAA)已经成长为一个400亿美元的组织，管理着1.2万亿美元的资产，为学术界、政府、医学、文化和其他非营利组织的1.5万多家机构的人们提供财务需求。但这一切并没有影响Sastry Durvasula在2022年2月加入，担任一个不同寻常的职位——首席信息官（CIO），领导全球技术和客户服务组织。
他表示:“随着新技术、人工智能和数字化颠覆的出现，金融服务业作为一个行业在过去10年经历了一定程度的转型。我曾亲眼目睹过一些重大转变。新冠疫情后，每家公司都在经历，这在很大程度上对金融服务业是一件好事。现在的问题是如何增强我们的同事为客户服务的能力，以及如何创造新的体验。一方面，你会考虑不同的时代要服务和策划的经验，无论他们是高端的、医疗的、研究的还是非营利的。那么在资产管理方面，如何投资才能让它更好地运作。因此，这是一个很好的机会，可以成为一个标志性论坛的一部分，在那里我们可以有所作为。”
即使业务转型、数字业务或利用数据和人工智能的方法的优先事项发生了变化，进入2023年，Durvasula总是回到TIAA的商业战略作为他的北极星，这是领先的终身收入，取悦客户，加强他们的运营方式。
“在新冠疫情后的世界里，我们正在测试核心的极限，”他说。“中国正在加速转型。这可能是逐渐的，但现在我们有了一个协调一致的方法。对于我们这样规模和传统的公司来说，推动技术或系统转型是一项艰巨的任务。然而，技术债务永远不会消失。我们的目标是在这些技术层中实现跨越，并在这些不同的层中优先考虑前20个计划。其中一些事情是未来的基础，这就是我们要投入更多精力的地方。”
一、关于使命宣言：我是一个三条腿的凳子。
第一条腿正在推动业务的战略转变，我们希望成为为所有人提供终身收入的领导者，我们希望取悦我们的客户，并加强我们的运营方式。第二条腿是促进创新。技术是任何业务的前沿，对于我们的业务来说，在技术的推动下，很多东西都将发生变化。第三条腿是核心转型，也是最复杂、最困难、最充实的一步。
这就是这个职位的美妙之处，你是一家历经数代科技发展而成的百年老店的一员。一方面，我们拥有最尖端的技术，另一方面，我们有数据中心、遗留系统和大型主机仍在后台运行。所以我们如何改变这个核心来推动愿景、体验和创新。这是一个很大的关注点。我们正在进行全公司范围内的技术生态系统转型计划，该计划由董事会发起，并为公司设定了一个重要的优先事项。
二、关于联合角色：现在是作为技术领导者进入这个行业的最佳时机
我会对我那些已经或即将成为首席信息官的朋友们说，现在是作为技术领导者进入这个行业的最佳时机。首席信息官的规则和视野正在改变，我的角色就是一个典型的例子。在之前的工作中，我有幸领导数字和技术或数据，人工智能和技术，或人工智能中的数据和数字。
我有不同的能力，但在这里我有机会领导技术和所有的客户服务。所以加起来，我领导的这个功能作为企业为公司提供的共享服务，接近我们公司60%的同事。客户服务的同事接客户的电话，他们是参与者，一直到管理投诉，财务索赔和欺诈管理，到很多的中间办公室和后台操作。这是丰富客户体验、通过自动化处理投诉或在后端驱动智能自动化的绝佳机会。所以很高兴有技术组织来推动这一点。
三、关于寻找人才：我们痴迷于目标和服务他人
在任何行业寻找技术人才都是一项挑战。目前，需求很大，特别是在疫情后的新常态下，金融服务等行业比其他行业更容易受到挑战。但TIAA的与众不同之处在于，很少有公司能真正说出来，我们是一家为目标而生的财富100强公司。我们所做的一切都是有目的的。我们所有的利润都是在一天结束时分给参与者的，这一点非常重要，尤其是如果你考虑到下一代人才，他们痴迷于目标和服务他人。所以作为一个品牌，我们有一个非常引人注目的故事要讲。
四、关于女性在科技行业的代表性：通过赋权来减少或消除性别差距
主要目标是减少或消除性别差距，这是通过赋权来实现的。我们通过“科技女孩”组织开展了很多工作，我们建立了指导网络。不同的行业、年龄组、路径和职业，无论他们是技术或非技术，我们都创建了一定程度的指导网络和对话。通过教育有很多赋权。
我们做了很多研讨会，大师班，我们还创建了一套招聘工具，让科技女孩的成员可以积极地寻找机会。这是光谱的一边。另一个是高级研究。在我之前的职位上，有一项由麦肯锡和科技女性赞助的研究，旨在弄清我们所面临的一些核心基本问题。
另一个是赋予创新者权力，孵化新想法，提出业务和机会，并对它们进行评级。男性盟友的转变也发挥了重要作用，所以我的许多业内同行都更加倾向于此。我认为我们可以一起做出很大的改变。
原文：
The Teachers Insurance and Annuity Association of America (TIAA) has grown over the course of a century into a $40 billion organization with $1.2 trillion in assets under management serving the financial needs of people at more than 15,000 institutions across academia, government, medicine, cultural, and other nonprofit organizations. But all that didn’t phase Sastry Durvasula when he joined in February 2022 to fill an unusually broad CIO-plus role, leading the global technology and client services organizations.
“Financial services as an industry has been going through a level of transformation for the last decade with the advent of new technologies, AI and digital disruption,” he says. “I’ve had a front row seat at some of these big transformations. Post-pandemic, every company is now going through it, which is a great thing for the financial services industry largely. The question now is how to empower our colleagues in serving our clients, and how to create new experiences. On one side, you think about the different generations to serve and experiences to curate, whether they’re higher end, medical, research or nonprofit. Then on the asset management side, how to invest to make it work better. So it’s a great opportunity to be part of an iconic forum where we can make a difference.”
Even if priorities shift within business transformation, digital business, or approaches to leverage data and AI, going into 2023, Durvasula always goes back to TIAA’s business strategy as his north star, which is leading lifetime income, delighting clients, and strengthening how they operate.
“In the post-pandemic world, we’re testing the limits of the core,” he says. “Acceleration on its transformation is happening. It probably was gradually but now we have a concerted approach to it. It’s a large undertaking to drive technology or system transformation for a company of our size and heritage. Technical debt, however, never goes away. The goal is to leapfrog in some of these technology layers, and prioritize the top 20 initiatives across these different layers. Some of these things are foundational to the future, and that’s where we’re going to put a lot more energy.”
CIO.com’s Maryfran Johnson recently spoke with Durvasula about overlapping responsibilities, and being respectful, through technology and talent, in changing a long-established and successful business core. Here are some edited excerpts of that conversation. Watch the full video below for more insights.
On a mission statement: Mine is a three-legged stool. One leg is powering the strategic shifts of the business. We want to be a leader in providing lifetime income for all, and we want to delight our clients and strengthen how we operate. The second is fueling innovation. Technology is at the forefront of any business and for our business, there’s a lot of stuff that’s going to change, driven by technology. The third leg, which is the most complex and difficult yet most fulfilling, is the transformation of the core. That’s the beauty of a role like this, where you’re part of a 100-year-old firm built through generations of technology. We have the most cutting-edge technology on one side of the spectrum, and then we have data centers, legacy systems and large mainframes still running in the back end. So how do we transform that core to drive forward the vision and the experiences and the innovation. That is a big focus. We have a companywide technology ecosystem transformation initiative underway, which is sponsored by the board and sets a big priority for the firm.
On combined roles: I would say to my friends who are CIOs or going to be CIOs, this is the best time to be in the industry as a technology leader. The rules and horizons for the CIO are changing and my role is a classic example. I had the privilege in my prior roles leading digital and technology or data, AI and technology, or data and digital in AI. I have different competencies, but here I have the opportunity to lead technology and all of the client services. So together, this function I lead as an enterprise shared service for the firm, is close to 60% of our colleagues in the company. And client services colleagues take a call from the client, a participant, all the way to managing complaints and financial claims and fraud management, to a lot of the middle office and back-office operations. There’s great opportunity to enrich the experience for the client, handle complaints through automation, or drive intelligent automation in the back end. So it’s nice to have the technology organization that’s going to drive this.
On finding talent: Finding technology talent in any industry is a challenge. Right now, there’s a lot of demand especially in the new normal we live in post-pandemic, and industries like financial services are on the receiving end of the challenge more than others. But the differentiation that TIAA has, which very few companies can actually talk about, is we are a Fortune 100 company that’s born for purpose. Everything we do is purpose-driven. All the profits we make we are giving to the participants at the end of the day, which is important especially if you think about the next generation of talent, who is fascinated by purpose and serving others. So we have a very compelling story to tell as a brand.
On female representation in tech: The main goal is to reduce the gender gap or eliminate it, and that’s done through empowerment. There’s a lot of work that happens through Girls in Tech where we create mentoring networks. Different industries, age groups, paths, and careers, whether they’re technical or nontechnical, we’ve created a level of mentoring networks and a dialogue that happens. There’s a lot of empowerment through education. We’ve done a lot of workshops, master classes, and we’ve created a job posting set of tools where people who are members of Girls in Tech can actively seek opportunities. That’s one side of the spectrum. The other is advanced research. In my prior role, there was a research study sponsored by McKinsey and Girls in Tech to get to the bottom of some of these core fundamental issues we have. Another is empowering innovators, incubate new ideas and come up with businesses and opportunities, and grading them. The male ally shift is also playing an important role, so a lot of my peers in the industry are leaning in more. Together, I think we can make a big difference.
本文由数字化转型网翻译而成，作者：CIO staff；翻译：数字化转型网郑亚茹；翻译审核：数字化转型网默然。
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