CIO指南：CIO需关注的企业3层决策

同样的工作时间，不同的CIO将表现出截然不同的工作绩效。成熟的CIO看似在云淡风轻，团队表现得井井有条、绩效斐然。企业各层决策聚焦点存在显著差异（下图），这不仅可以是CIO决策立足点参考，也可以是IT组织内部决策架构设计的基准。

该文摘自《CIO未来决策规划需关注的4项原则》，报告旨在为CIO把握决策的方向。在ChatGPT等OpenAI发展的当下，CIO也应找到自己的决策定位，做到人机平衡，为充分发挥各自作用而决策。CXO UNION-CXO联盟cxounion.cn

CIO需关注的企业3层决策

高层不应是决策的“枢纽”，而应是决策的“高级中枢”。决策分层有利于提升团队的自驱力、给部署以成就感、层次化配置团队KPI等。未来企业需要CIO决策更加成体系，团队更加高效。企业3层决策模型的普适性同样适用于CIO，对应IT决策划分如下：

1、高层——战略经营

CIO应专注于：如何实现企业愿景及业务战略、未来企业所需的赋能技术、如何把握未来业务及技术趋势、如何驱动组织数字变革、选择正确的合作伙伴、打造值得业务信赖且得心应手的技术团队等。CIO的决策将决定未来高层话语权、部门资源、工作模式、工作负载、贡献程度等。

2、中层-战术管理

CIO应关注于部署的IT战略一致性，即：IT分领域的中长期规划及战术打法、实现业务支持的相关计划及落实关节点、运营风险及效率状况、业务持续性方案及更新、团队技术构成及稳定性等。CIO部署的决策直接关乎CIO战略的落实情况，“整体可控”是CIO的关注要点。

3、基层-业务执行

CIO关注的点较少，除非是：重大IT事件紧急处理里程碑、紧急DRP切换等。对执行的反馈则主要体现在KPI及OKR的实现上，自驱型团队将大大降低CIO的工作负载。

最后：数字业务时代决策成本上升，CIO决策已不是简单拍板的“得失”逻辑，而应是有效的“利弊”逻辑。未来，CIO不仅要使自己的工作变得卓有成效，也需要团队聚焦高绩效。

IDC中国高级研究经理李鑫，有如下观点供CIO参考：

1、职业导向，共同成长。长远的未来，抽象有利而不具体；当下的问题，具体而未必长久有利。职业导向可将未来“折现”作为决策的出发点，在服务企业的同时与之共成长。

2、企业导向，迈向未来。对未来业务贡献份额决定了CIO的未来发展空间，以未来企业为出发点的决策具备长久正向效益，这需要CIO做好准备，提前规划迈向未来。

3、趋势导向，因势利导。了解CIO职位及技术趋势，可为获得未来所需的各项信息，做到决策前获得更高层、更全面视野的解读，因势利导并降低决策成本，简化高层汇报。

翻译：

The same work hours, different CIOs will show very different work performance. The mature CIO seems to be in the clouds, and the team is well-organized and highly productive. There are significant differences in the decision-making focus at all levels of the enterprise (figure below), which can not only serve as a reference for the CIO’s decision-making foothold, but also serve as a benchmark for the design of the decision architecture within the IT organization.CXO UNION-CXO联盟cxounion.cn

This article is excerpted from the “4 Principles for CIO Decision Planning in the Future” and aims to guide CIO decision making. In the current development of OpenAI such as ChatGPT, CIOs should also find their own decision-making positioning, achieve human-machine balance, and make decisions to give full play to their respective roles.CXO UNION-CXO联盟cxounion.cn

The CIO needs to focus on 3 layers of enterprise decisions

The top level should not be the “hub” of decision-making, but should be the “high-level center” of decision-making. Hierarchical decision making is conducive to improving the team’s self-drive, giving the deployment a sense of accomplishment, and hierarchical configuration of team KPIs. In the future, enterprises need CIO decisions to be more systematic and teams to be more efficient. The universality of the enterprise 3-tier decision model is also applicable to the CIO, which corresponds to the IT decision division as follows:CXO UNION-CXO联盟cxounion.cn

Top management — strategic management

The CIO should focus on: how to realize the enterprise vision and business strategy, the enabling technologies needed by the enterprise of the future, how to grasp the future business and technology trends, how to drive the organization’s digital transformation, select the right partners, and build a trusted and comfortable technology team. The CIO’s decisions will determine the future voice of the top, department resources, work patterns, workloads, contribution levels, and so on.

Middle level – Tactical management

The CIO should focus on the deployment of IT strategic alignment, that is: medium – and long-term planning and tactical approach to IT sub-areas, related plans and implementation of business support nodes, operational risk and efficiency status, business continuity solutions and updates, team technology composition and stability. The decision of CIO deployment is directly related to the implementation of CIO strategy. And “overall control” is the focus of CIO.

Grassroots – Business execution

The CIO has fewer points to focus on, unless they are: critical IT milestones, urgent DRP switches, and so on. Feedback on the implementation is mainly reflected in the KPI and OKR implementation. Self-drive teams will greatly reduce the workload of the CIO.CXO UNION-CXO联盟cxounion.cn

Finally: The cost of decision-making in the digital business era is rising. And CIO decision-making is no longer a simple “gain and loss” logic. But should be an effective “pros and cons” logic. In the future, CIOs will not only need to make their own work effective. But also need teams to focus on high performance.

Li Xin, senior research manager at IDC China, has the following views for CIO reference:

1, career orientation, common growth. Long-term future, abstract is advantageous but not concrete. The problems of the moment are specific, not necessarily beneficial in the long run. Career orientation can take the future “discount” as the starting point for decision-making. And grow together with the company while serving it.

2, enterprise orientation, towards the future. The share of contribution to the future business determines the future development space of the CIO, and the decision to take the future enterprise as the starting point has long-term positive benefits, which requires the CIO to be prepared and plan ahead into the future.

3, trend oriented, based on the situation. Understanding CIO positions and technology trends allows you to obtain all the information you need for the future, get a higher level, more comprehensive perspective before making decisions, guide and reduce decision costs, and simplify high-level reporting.

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于IDC中国；编辑/翻译：CXO UNIONCXO联盟小O。

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