为期两天的ECIO2020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。
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。
阿特斯IT总监 邓宏军受邀出席了本次峰会，并发表“中国总部企业如何推进海外公司数字化”的主题演讲。
演讲节选：
2000年之后大量的企业走出去，开始全球化输出，最开始可能输出产能，慢慢的有了管理，然后信息系统、数字化一切都要跟着往海外输出走，这样导致了身份的转变，从一个被动接收方，到了一个主动输出方，这个时候从做事方式、思维、架构，一切都要做变化。中国的企业在大量的出海，但是实际上真正能够出海很成功的还不是太多。
从企业的角度，面临的挑战是什么呢？邓宏军认为，一个是我们的产品，我们的服务，到海外其实是被歧视的，整个Top50的品牌基本上还没有，尤其是消费类的品牌。同时语言、文化，当地的法律法规这方面的储备还不足，人才的国际化是真正的短板，再一个就是公关的滞后，是被动应付而不是去引导，另外就是法律风险和政治风险。
从IT的角度来讲，最大的问题是什么呢？邓宏军认为，总部IT人员的国际化不足，凡是涉及到出海都会面临这个问题。第二个就是IT的规划不足或者缺失，这里面是有历史原因的，因为出海更多的时候是一种成本的转移。国内的成本上来之后要转移出去，比如说大部分的选择先去东南亚，去东南亚其实主要就是一个成本的转移，而自己内部并没有说把整个IT信息系统、数字化等规划好，不能拿过去作些本地化就能用。
当中国的企业收购欧美企业之后，会发现海外的信息化远远领先总部，总部对海外完全没有管控，而当地特有的法规、税务合规性这些东西，有给IT人员设立的障碍，遇到这些问题，怎么破局？作为总部不再是被动引领者，我们要做好规划，做好路线图。
作为总部要做流程的标准化，数据的标准化，总部人员国际化，运维支持本地化，核心能力总部化。另外就是运维必须要统一流程、统一平台，沟通。邓总在这里提到两点，一个是常态化，一个机制化。我们每一个人，不管是中国人、德国人、美国人都有惰性，很难坚持做到沟通的常态化和机制化，如果我们作为总部人员去管理的话，一定要做到这一点，常态化、机制化，哪怕今天没有多少事情，到了约定的时间开会，大家还是要开，可能就5分钟，10分钟提前结束，但是必须要有这个过程，不能说今天没事就取消了，不建议大家这么做。
怎么样把中国总部和海外建立起一种健康的关系？这里总结是ABCD，A是态度，中国人的本性是和为贵，不太喜欢冲突。当面对尤其是发达国家那些用户，或者管理层提出问题的时候，应该怎么办？很多人选择了我听你的，你老大，我听你的，我吵不过你，我语言又不如你。所以这个时候我们要做什么，我们该吵的时候要吵，就事论事不需要大喊大叫，不卑不亢的基于事实和数据讲话。
B是利益，第二点刚才大家都在讲利益，讲赋能还是价值化，其实最终归根到底是利益。你要去跟他们谈什么事情，给他们做什么事情，谈利益。我能给你带来什么，做完之后你有什么样的收益，目标导向，结果为王。
C是人性，跟海外打交道的时候要讲人性，就是同理心，能够站在对方的角度思索，站在业务的角度思索我要做什么，我能做什么。
最后一个D叫敢于承诺，你要做承诺，承诺之后最后要高质量交付。
做到这几点，基本上来讲能够做到这ABCD，基本上就能建立起一种良性的总部和海外分支机构的关系。
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”.
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.
Deng Hongjun, IT director of Attes, was invited to attend the summit and delivered a keynote speech on “How Chinese headquarters enterprises promote the digitalization of overseas companies”.
Excerpts from the speech:
After 2000, a large number of enterprises went out and began to export their production capacity globally. At the beginning, they began to export their production capacity and gradually developed management, and then their information system and digitalization were exported overseas, which led to the change of identity from a passive receiver to an active exporter. At this time, everything had to change from the way of doing things, thinking and structure. Chinese enterprises are going to sea in large numbers, but in fact, not too many can really go to sea very successful.
What are the challenges from an enterprise perspective?
Deng Hongjun believes that, one is that our products and services are discriminated against overseas. Basically, the whole Top50 brands are not discriminated against overseas, especially consumer brands. At the same time, the reserve of language, culture and local laws and regulations is insufficient, and the internationalization of talents is the real weakness. Another is the lag of public relations, which is passive response rather than guidance, and the other is legal and political risks.
What is the biggest problem from an IT perspective?
Deng Hongjun believes that the headquarters of the lack of internationalization of IT personnel, all involved in the sea will face this problem. The second is the lack or lack of IT planning, which has historical reasons, because going to sea is more of a cost transfer. For example, most of them choose to go to Southeast Asia first. To go to Southeast Asia is mainly a cost transfer. However, they did not say that the whole IT information system and digitalization should be well planned, and they could not use it for some localization.
When Chinese enterprises acquire European and American enterprises, they will find that the overseas informatization is far ahead of the headquarters, and the headquarters has no control over overseas. Moreover, local laws and regulations, tax compliance and other things set up obstacles for IT personnel. As the headquarters is no longer a passive leader, we should do a good job of planning and roadmap.
As the headquarters to do the standardization of process, data standardization, headquarters personnel internationalization, operation and maintenance support localization, core capabilities headquarters. In addition, operation and maintenance must be unified process, unified platform, communication. Deng always mentions two points here, one is normalization, the other is institutionalization. Every one of us, no matter Chinese, German or American, has inertia, so it is difficult to insist on the normalization and institutionalization of communication. If we manage as the headquarters staff, we must do this, normalization and institutionalization. Even if there is not much to do today, we still have to have a meeting at the appointed time, maybe only 5 minutes and 10 minutes ahead of schedule. But you have to have that process. You can’t just say it’s a good day and then cancel it. It’s not recommended.
How to build a healthy relationship between China headquarters and overseas?
The conclusion here is ABCD, A is the attitude, the nature of the Chinese people is peace is valuable, do not like conflict. What should you do when facing problems from users, or management, especially in developed countries? A lot of people chose me to listen to you, your boss, I listen to you. I can’t fight you, I don’t speak as good as you. So what are we going to do at this point, we’re going to fight when we need to fight, we’re going to talk about what’s going on, we’re not going to yell, we’re going to talk about what’s going on, we’re going to talk about what’s going on, we’re going to talk about what’s going on.
B is for interests. The second point is that everyone just talked about interests, whether to empower or value. In the end, it’s all about interests. You’re going to talk to them about something, do something for them, talk about profit. What can I offer you, what will you get when I’m done? Goal oriented, results are king.
C is for humanity. When dealing with overseas, we should speak of humanity, namely empathy. We can think from the other side’s point of view. And think about what I want to do and what I can do from the perspective of business.
The last D is dare to promise. You need to make promises, and then deliver them with high quality.
To do this, basically to be able to do this ABCD, basically to establish a healthy relationship between the headquarters and the overseas branches.
文章来源：https://mp.weixin.qq.com/s/G3gL0iVg1vTGaM76jYoQJA
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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