\n2019
\u5f00\u542f\u963f\u91cc\u4e91\u667a\u80fd\u65f6\u4ee3
2020
\u201c\u5168\u9762\u4e0a\u4e91\u201d\u5c01\u9876\uff0c\u8fdb\u5165\u4e91\u539f\u751f\u65f6\u4ee3\uff0c\u4e91\u9489\u4e00\u4f53<\/p>\n<\/blockquote>\n\n\n\n
\u6211\u81ea\u5df1\u5370\u8c61\u6bd4\u8f83\u6df1\u7684\u662f2013\u30012014\u5e74\uff0c\u7ecf\u8fc7\u51e0\u5e74\u548c\u963f\u91cc\u5c0f\u8d37\u7684\u6253\u78e8\uff0c\u963f\u91cc\u4e91\u5f00\u59cb\u6709\u4e00\u70b9\u6280\u672f\u4e86\uff0c\u5927\u6570\u636e\u5904\u7406\u5f00\u59cb\u6162\u6162\u6210\u719f\u3002\u5f53\u65f6\u6709\u4e00\u4e2a\u5f88\u91cd\u8981\u7684\u201c5K\u9879\u76ee\u201d\uff0c\u963f\u91cc\u4e91\u5f00\u59cb\u5177\u59075000\u53f0\u673a\u5668\u5927\u96c6\u7fa4\u5904\u7406\u6570\u636e\u7684\u80fd\u529b\u3002\u5177\u5907\u8fd9\u4e2a\u80fd\u529b\u4e4b\u540e\uff0c\u516c\u53f8\u53c8\u505a\u4e86\u4e00\u4e2a\u91cd\u8981\u51b3\u5b9a\uff0c\u963f\u91cc\u5df4\u5df4\u548c\u652f\u4ed8\u5b9d\u6240\u6709\u7684\u6570\u636e\u5168\u90e8\u8981\u4e0a\u5230\u963f\u91cc\u4e91\u7684\u5927\u6570\u636e\u5e73\u53f0\u4e0a\uff0c\u90a3\u65f6\u6211\u6b63\u597d\u662f\u8682\u8681\u7684CTO\uff0c\u6211\u4e3e\u53cc\u624b\u652f\u6301\u2014\u2014\u56e0\u4e3a\u6211\u77e5\u9053\u5373\u4f7f\u4e0d\u652f\u6301\uff0c\u96c6\u56e2\u4e5f\u4f1a\u6309\u4e0b\u6765\u3002\u963f\u91cc\u4e91\u4e5f\u56e0\u6b64\u53c8\u4e0a\u4e86\u4e00\u4e2a\u53f0\u9636\u3002<\/p>\n\n\n\n
2015\u5e74\uff0c\u5927\u5bb6\u90fd\u542c\u8fc7\u201c\u5927\u4e2d\u53f0\u3001\u5c0f\u524d\u53f0\u201d\uff0c\u542c\u4e0a\u53bb\u5f88\u725b\u3002\u201c\u5927\u4e2d\u53f0\u3001\u5c0f\u524d\u53f0\u201d\u80cc\u540e\u5b8c\u6210\u4e86\u4e00\u4ef6\u4e8b\u60c5\uff1a\u628a\u963f\u91cc\u5df4\u5df4\u548c\u652f\u4ed8\u5b9d\u6240\u6709\u7684\u57fa\u7840\u6280\u672f\u5168\u90e8\u7edf\u4e00\u5230\u963f\u91cc\u4e91\u4e0a\uff0c\u8fd9\u662f\u4e2a\u91cd\u5927\u7684\u6280\u672f\u53d8\u9769\uff0c\u4e3a\u4e86\u5b8c\u6210\u8fd9\u4e2a\u6280\u672f\u53d8\u9769\uff0c\u963f\u91cc\u5df4\u5df4\u505a\u4e86\u975e\u5e38\u597d\u7684\u7ec4\u7ec7\u8bbe\u8ba1\uff0c\u8ba9\u5f53\u65f6\u7684\u963f\u91cc\u5df4\u5df4CTO\u884c\u766b\u517c\u4efb\u963f\u91cc\u4e91CTO\uff0c\u628a\u6280\u672f\u6536\u5728\u4e00\u8d77\uff0c\u52a0\u5f3a\u963f\u91cc\u4e91\u3002\u201c\u5927\u4e2d\u53f0\u3001\u5c0f\u524d\u53f0\u201d\u7b56\u7565\u6267\u884c\u4e86\u4e09\u5e74\uff0c\u963f\u91cc\u4e91\u6574\u4e2a\u6280\u672f\u67b6\u6784\u5c31\u975e\u5e38\u5b8c\u6574\u4e86\u3002\u963f\u91cc\u5df4\u5df4\u662f\u96c6\u5168\u516c\u53f8\u4e4b\u529b\u652f\u6301\u4e00\u4e2a\u6280\u672f\u6218\u7565\u7684\u8fbe\u6210\u3002<\/p>\n\n\n\n
2017\u5e74\u4e4b\u540e\uff0c\u8fd9\u4e2a\u9636\u6bb5\u7528\u884c\u766b\u7684\u8bdd\u8bb2\uff0c\u662f\u201c\u7528\u6280\u672f\u521b\u9020\u65b0\u5546\u4e1a\u201d\uff0c\u5f00\u59cb\u53bb\u63a2\u7d22\u6280\u672f\u672c\u8eab\u80fd\u4e0d\u80fd\u6210\u4e3a\u5546\u4e1a\u7684\u4e00\u4e2a\u90e8\u5206\u30022017\u5e74\u8fbe\u6469\u9662\u6210\u7acb\uff0c\u540c\u6837\u662f\u201c\u56e0\u4e3a\u76f8\u4fe1\uff0c\u6240\u4ee5\u770b\u89c1\u201d\u3002\u56e0\u4e3a\u6211\u4eec\u5224\u65ad\u672a\u6765\u4e00\u5b9a\u662f\u6570\u5b57\u7ecf\u6d4e\uff0c\u56f4\u7ed5\u6570\u5b57\u7ecf\u6d4e\u6240\u9700\u8981\u7684\u6838\u5fc3\u6280\u672f\u8fbe\u6469\u9662\u8981\u8fdb\u884c\u5e03\u5c40\uff0c\u65e0\u8bba\u662fAI\u3001\u8ba1\u7b97\uff0c\u8fd8\u662f\u82af\u7247\uff0c\u90fd\u662f\u56f4\u7ed5\u6570\u5b57\u7ecf\u6d4e\u7684\u6838\u5fc3\u95ee\u9898\u7684\u601d\u8003\u548c\u5e03\u5c40\u3002<\/p>\n\n\n\n
2020\u5e74\uff0c\u6211\u5df2\u7ecf\u662f\u963f\u91cc\u5df4\u5df4\u96c6\u56e2\u7684CTO\u4e86\uff0c\u6211\u4eec\u5b8c\u6210\u4e86\u4e0a\u4e91\u7684\u5c01\u9876\uff0c\u6240\u6709\u6838\u5fc3\u4e1a\u52a1\u57fa\u672c\u90fd\u8dd1\u5728\u4e91\u4e0a\uff0c\u5305\u62ec\u6700\u5177\u6311\u6218\u6027\u7684\u4e1a\u52a1\uff0c\u6bd4\u5982\u641c\u7d22\u3001\u63a8\u8350\u3001\u5e7f\u544a\u4e1a\u52a1\uff0c\u4e91\u90fd\u80fd\u652f\u6491\uff0c\u6211\u89c9\u5f97\u8fd9\u662f\u4e91\u975e\u5e38\u5927\u7684\u6280\u672f\u8fdb\u6b65\uff0c\u4e5f\u662f\u96c6\u56e2\u975e\u5e38\u91cd\u5927\u7684\u6280\u672f\u53d8\u9769\u3002<\/p>\n\n\n\n
\u73b0\u5728\u6211\u4eec\u8fdb\u5165\u4e00\u4e2a\u65b0\u7684\u65f6\u4ee3\uff0c\u8981\u628a\u4e91\u548c\u4e1a\u52a1\u6280\u672f\u7684\u8fb9\u754c\u5b9a\u4e49\u6e05\u695a\uff0c\u8fb9\u754c\u5c31\u662f\u4e91\u539f\u751f\u3002\u6211\u4eec\u672a\u6765\u4e1a\u52a1\u5e94\u7528\u5168\u662f\u4e91\u539f\u751f\u7684\u5e94\u7528\uff0c\u8fd9\u662f\u4e00\u4e2a\u4e91\u539f\u751f\u65f6\u4ee3\u3002\u53e6\u5916\uff0c\u4e91\u672c\u8eab\u4e5f\u5728\u5347\u7ea7\uff0c\u5c31\u662f\u5927\u5bb6\u90fd\u77e5\u9053\u7684\u201c\u4e91\u9489\u4e00\u4f53\u201d\u3002<\/p>\n\n\n\n
\u56db\u3001\u4e0d\u540c\u4e1a\u52a1\u9636\u6bb5\u4e0b\u7684\u4e09\u79cd\u6280\u672f\u9886\u5bfc\u529b<\/h2>\n\n\n\n
\u4e09\u79cd\u6280\u672f\u9886\u5bfc\u529b\uff0c\u6211\u662f\u53d7\u5230\u4fde\u6c38\u798f\u7684\u542f\u53d1\uff0c\u4ed6\u89c9\u5f97\u4f01\u4e1a\u53d1\u5c55\u5c31\u662f\u8fd9\u6837\u6ce2\u6d6a\u5f0f\u7684\u53d1\u5c55\u8fc7\u7a0b\uff1a\u4e00\u5f00\u59cb\u8981\u5148\u627e\u5230\u4e00\u4e2a\u65b9\u5411\uff0c\u8fdb\u5165\u4e00\u4e2a\u4e1a\u52a1\u7684\u8f68\u9053;\u5982\u679c\u8fd9\u4e2a\u65b9\u5411\u5224\u65ad\u51c6\u4e86\uff0c\u4f01\u4e1a\u5c31\u4f1a\u8fdb\u5165\u5feb\u901f\u589e\u957f\u9636\u6bb5\uff1b\u53d1\u5c55\u5230\u4e00\u5b9a\u9636\u6bb5\uff0c\u5c31\u5fc5\u987b\u8981\u8131\u79bb\u73b0\u6709\u7684\u60ef\u6027\uff0c\u518d\u53bb\u627e\u65b0\u7684\u53d1\u5c55\u65b9\u5411\u2014\u2014\u5c31\u662f\u8fd9\u4e48\u4e00\u6ce2\u6ce2\u7684\u8fc7\u7a0b……<\/p>\n\n\n\n
\u5728\u6ce2\u6d6a\u5f0f\u53d1\u5c55\u8fc7\u7a0b\u4e2d\uff0c\u6280\u672f\u5728\u6bcf\u4e2a\u9636\u6bb5\u8d77\u7684\u4f5c\u7528\u4e0d\u4e00\u6837\u3002\u5728\u5165\u8f68\u7684\u9636\u6bb5\uff0cCTO\u5e94\u8be5\u662f\u6574\u4e2a\u516c\u53f8\u4e1a\u52a1\u4e00\u53f7\u4f4d\u73ed\u5b50\u7684\u6210\u5458\uff0c\u662f\u652f\u6301\u4e00\u53f7\u4f4d\u7684\u4e8c\u53f7\u4f4d\uff0c\u73ed\u5b50\u4e00\u8d77\u770b\u6e05\u65b9\u5411\uff0c\u628a\u4e1a\u52a1\u5e26\u5165\u6b63\u8f68\u3002<\/p>\n\n\n\n
\u4e00\u65e6\u5165\u8f68\u4e4b\u540e\uff0c\u4e1a\u52a1\u8fdb\u5165\u5feb\u901f\u589e\u957f\u671f\uff0cCTO\u7684\u6838\u5fc3\u4e0d\u662f\u770b\u65b9\u5411\uff0c\u800c\u662f\u600e\u4e48\u505a\u597d\u6280\u672f\uff0c\u8fd9\u65f6\u9996\u5e2d\u67b6\u6784\u5e08\u4f1a\u53d8\u5f97\u975e\u5e38\u91cd\u8981\uff0c\u6280\u672f\u8ba9\u4e1a\u52a1\u66f4\u9ad8\u901f\u589e\u957f\u3001\u52a0\u901f\u6210\u957f\uff0c\u4e1a\u52a1\u4e0d\u8981\u88ab\u6280\u672f\u62d6\u6162\u589e\u901f\u3002\u540c\u65f6\uff0c\u7ec4\u7ec7\u8bbe\u8ba1\u5728\u8fd9\u4e2a\u9636\u6bb5\u548c\u6280\u672f\u67b6\u6784\u4e00\u6837\u91cd\u8981\u3002\u7136\u540e\u4e0d\u80fd\u7b49\u5230\u4e1a\u52a1\u505c\u6ede\u65f6\u624d\u53bb\u5224\u65ad\u672a\u6765\uff0cCTO\u8981\u63d0\u524d\u5224\u65ad\u672a\u6765\u4f1a\u53d1\u751f\u4ec0\u4e48\uff0c\u7b2c\u4e8c\u66f2\u7ebf\u662f\u4ec0\u4e48\uff0c\u8bbe\u8ba1\u4e00\u6761\u672a\u6765\u7684\u8def\u7ebf\u3002<\/p>\n\n\n\n
\u6211\u662f\u89c9\u5f97\u6574\u4f53\u4e0a\u7ec4\u7ec7\u9700\u8981\u6709\u4e24\u79cd\u9886\u5bfc\u529b:\u4e00\u3001\u4e13\u4e1a\u7684\u9886\u5bfc\u529b\uff1aCTO\u3001\u9996\u5e2d\u67b6\u6784\u5e08\u3001\u6280\u672f\u603b\u76d1\u548cVP\uff1b\u4e8c\u3001\u7ec4\u7ec7\u8bbe\u8ba1\u7684\u7ba1\u7406\u9886\u5bfc\u529b\u3002CTO\u5728\u4e0d\u540c\u65f6\u5019\u6234\u7740\u4e0d\u540c\u5e3d\u5b50\uff0c\u6709\u65f6\u4f1a\u627f\u62c5\u4e00\u4e2a\u4e13\u4e1a\u89d2\u8272\uff0c\u6709\u7684\u65f6\u5019\u4f1a\u627f\u62c5\u4e00\u4e2a\u7ba1\u7406\u7684\u89d2\u8272\uff0c\u6709\u7684\u65f6\u5019\u4f1a\u627f\u62c5\u4e00\u4e2a\u6218\u7565\u7684\u89d2\u8272\u3002<\/p>\n\n\n\n
\u5f88\u96be\u8bf4\u4e00\u4e2aCTO\u662f\u4e07\u80fd\u7684\uff0cCTO\u4e00\u5b9a\u6709\u5f3a\u9879\u548c\u77ed\u677f\u3002\u6bd4\u5982\u6211\u81ea\u5df1\uff0c\u6211\u7684\u5b9a\u4f4d\u662f\u4e00\u4e2a\u5de5\u7a0b\u5e08\uff0c\u5de5\u7a0b\u80fd\u529b\u662f\u6211\u76f8\u5bf9\u6bd4\u8f83\u5f3a\u7684\u4e00\u9879\u80fd\u529b\uff0c\u7ec4\u7ec7\u662f\u6211\u7684\u5f31\u9879\u3002\u5728\u8fd9\u4e2a\u8fc7\u7a0b\u4e2d\uff0c\u4e00\u4e2a\u6838\u5fc3\u73ed\u5b50\u91cc\u9700\u8981\u975e\u5e38\u597d\u7684\u914d\u5408\uff0c\u5177\u5907\u4e0d\u540c\u7684\u9886\u5bfc\u529b\uff0c\u7ed9\u4e0d\u540c\u7684\u4eba\u6234\u4e0a\u4e0d\u540c\u7684\u5e3d\u5b50\u3002<\/p>\n\n\n\n
\u4e94\u3001CTO\u7684\u804c\u8d23<\/h2>\n\n\n\n\uff08\u4e00\uff09\u5efa\u7acb\u5546\u4e1a\u4e0e\u6280\u672f\u7684\u201c\u5171\u632f\u201d\u8fde\u63a5<\/h3>\n\n\n\n
CTO\u5728\u4e00\u4e2a\u516c\u53f8\u4e2d\u5230\u5e95\u626e\u6f14\u4ec0\u4e48\u89d2\u8272\u548c\u804c\u8d23?<\/p>\n\n\n\n
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1.\u516c\u53f8\u4ece\u4e92\u8054\u7f51\u5e73\u53f0\u5411\u6570\u5b57\u666e\u60e0\u91d1\u878d\u5e73\u53f0\u8f6c\u578b\uff0c\u6211\u4eec\u7684\u6280\u672f\u67b6\u6784\u600e\u4e48\u53bb\u652f\u6491\uff1f\u9700\u8981\u91cd\u65b0\u5b9a\u4e49\u652f\u6491\u6570\u5b57\u666e\u60e0\u91d1\u878d\u65b0\u7684\u5e73\u53f0\u3002\u505a\u5e73\u53f0\u67b6\u6784\u8fd9\u4ef6\u4e8b\u60c5\uff0c\u81f3\u5c11\u662f\u6211\u7684\u672c\u884c\uff0c\u5927\u5bb6\u8ba4\u540c\u3002<\/p>\n\n\n\n
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CTO\u548c\u56e2\u961f\u5728\u4e00\u8d77\u8981\u6709\u4e00\u4e2a\u9762\u5411\u672a\u6765\u7684\u601d\u8003\uff0c\u4e0d\u53ea\u662f\u5f53\u4e0b\u4e0e\u4e1a\u52a1\u7684\u8fde\u63a5\u3002\u672a\u6765\u662f\u4ec0\u4e48\uff0c\u5173\u952e\u7684\u8def\u5f84\u662f\u4ec0\u4e48\uff0c\u6838\u5fc3\u7684\u51e0\u573a\u4ed7\u662f\u4ec0\u4e48\uff0c\u8fd9\u662fCTO\u7684\u7275\u5f15\u529b\u3002<\/p>\n\n\n\n
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CTO\u9700\u8981\u5e2e\u56e2\u961f\u89e3\u51b3\u95ee\u9898\uff0c\u626b\u6e05\u4e00\u4e9b\u969c\u788d\uff0c\u505a\u51fa\u4e00\u4e9b\u5173\u952e\u7684\u51b3\u7b56\u3002\u5728\u8682\u8681\u505aCTO\u65f6\uff0c\u7b2c\u4e00\u4e2a\u5173\u952e\u7684\u51b3\u7b56\u662f\u6280\u672f\u67b6\u6784\u5f80\u91d1\u878d\u65b9\u5411\u8fd8\u662f\u4e92\u8054\u7f51\u65b9\u5411?\u6700\u540e\u51b3\u7b56\u662f\u4e92\u8054\u7f51\u3002\u7b2c\u4e8c\u4e2a\u5173\u952e\u51b3\u7b56\u662f\u5173\u4e8eOceanBase\u7684\u8f6c\u578b\u3002<\/p>\n\n\n\n
2010\u5e74\uff0c\u9633\u632f\u5764\u8001\u5e08\u5e26\u7740\u56e2\u961f\u5f00\u59cb\u6253\u9020OceanBase\u3002\u6700\u65e9OceanBase\u8fd8\u4e0d\u662f\u4e00\u4e2a\u771f\u6b63\u7684\u6570\u636e\u5e93\uff0c\u5f53\u65f6\u7b2c\u4e00\u4e2a\u573a\u666f\u662f\u89e3\u51b3\u6dd8\u5b9d\u7684\u6536\u85cf\u5939\u95ee\u9898\uff0c\u9700\u8981\u6d77\u91cf\u6570\u636e\u4f46\u4e0d\u9700\u8981\u5f88\u5f3a\u7684\u6570\u636e\u5904\u7406\u80fd\u529b\u3002\u4f46\u5230\u4e862012\u5e74\uff0cOceanBase\u9762\u4e34\u4e00\u4e2a\u53d1\u5c55\u51b3\u7b56\uff0c\u8981\u4e0d\u8981\u6210\u4e3a\u4e00\u4e2a\u771f\u6b63\u7684\u6570\u636e\u5e93\u3002<\/p>\n\n\n\n
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2010\u5e74\u7684\u201c\u53cc11\u201d\u5927\u4fc3\u88ab\u6211\u4eec\u79f0\u4e3a\u201c\u4eba\u8089\u4e91\u8ba1\u7b97\u201d\u3002\u5927\u4fc3\u5f00\u59cb\uff0c\u6211\u4eec\u770b\u5230\u6d41\u91cf\u75af\u6da8\uff0c\u5224\u65ad\u767d\u5929\u80af\u5b9a\u4f1a\u51b2\u7834\u8bbe\u8ba1\u5bb9\u91cf\uff0c\u5c31\u8d76\u5feb\u628a\u670d\u52a1\u5668\u5e93\u5b58\u5168\u90e8\u52a0\u8fdb\u53bb\u4e86\uff0c\u7ed3\u679c\u53d1\u73b0\u8fd8\u662f\u4e0d\u884c\uff0c\u53c8\u9a6c\u4e0a\u53bb\u201c\u6740\u201d\u670d\u52a1\uff0c\u628a\u4e0d\u5fc5\u8981\u7684\u670d\u52a1\u5168\u90e8\u5173\u6389\uff0c\u628a\u5bb9\u91cf\u653e\u5728\u6838\u5fc3\u5173\u952e\u94fe\u8def\u4e0a\uff0c\u7ed3\u679c\u8fd8\u4e0d\u591f\uff0c\u6211\u4eec\u53c8\u53bb\u770b\u5173\u952e\u670d\u52a1\u91cc\u8fd8\u6709\u6ca1\u6709\u80fd\u201c\u6740\u201d\u7684\u3002\u90a3\u5e74\u201c\u53cc11\u201d\u6700\u540e\u51e0\u5206\u949f\uff0c\u6211\u4eec\u7684\u6838\u5fc3\u8d26\u52a1\u6570\u636e\u5e93\u548c\u4f1a\u8ba1\u6570\u636e\u5e93\u90fd\u5230\u4e86\u6781\u9650\uff0c\u8fd8\u670910\u79d2\u949f\u5c31\u8981\u6302\u6389\u4e86\u3002\u6700\u540e\u5173\u5934\uff0c\u56e2\u961f\u975e\u5e38\u679c\u65ad\uff0c\u628a\u4f1a\u8ba1\u6570\u636e\u5e93\u6740\u6389\u4e86\u3002\u4f1a\u8ba1\u8bb0\u8d26\u672c\u8eab\u5f88\u91cd\u8981\uff0c\u4f46\u65ad\u4e2a\u51e0\u5206\u949f\u8fd8\u80fd\u627f\u53d7\uff0c\u6838\u5fc3\u8d26\u52a1\u4e0d\u80fd\u6302\uff0c\u5426\u5219\u6574\u4e2a\u4e1a\u52a1\u5c31\u5168\u90e8\u4e2d\u65ad\u4e86\u3002\u5c31\u8fd9\u6837\uff0c2010\u5e74\u7684\u201c\u53cc11\u201d\u5927\u4fc3\u662f\u786c\u6491\u4e0b\u6765\u7684\u3002<\/p>\n\n\n\n
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6.\u6700\u540e\u4e00\u70b9\uff0c\u4eba\u624d\u3002\u85aa\u706b\u76f8\u4f20\uff0c\u4eba\u624d\u624d\u662f\u516c\u53f8\u672a\u6765\u53d1\u5c55\u7684\u5173\u952e\u3002\u6211\u8bb0\u5f97\u963f\u91cc\u4e91\u66fe\u7ecf\u6709\u4e00\u4f4d\u6280\u672f\u8d1f\u8d23\u4eba\u5206\u4eab\u8bf4\uff1a\u4ec0\u4e48\u662f\u4e00\u5bb6\u516c\u53f8\u6280\u672f\u7684\u6700\u9ad8\u5883\u754c\uff0c\u5c31\u662f\u8c01\u6765\u5f53CTO\u90fd\u80fd\u5f53\u597d\uff0c\u6211\u89c9\u5f97\u8fd9\u662f\u6211\u8981\u52aa\u529b\u7684\u4e00\u4ef6\u4e8b\u60c5\u3002<\/p>\n\n\n\n
\u4e03\u3001\u5982\u4f55\u53d1\u5c55\u4e0e\u57f9\u517bCTO<\/h2>\n\n\n\n
\u6700\u91cd\u8981\u7684\u4e8b\u60c5\u653e\u5728\u6700\u540e\uff0c\u5c31\u662f\u4eba\u624d\u3002<\/p>\n\n\n\n
\u524d\u9762\u8bb2\u5230\u6211\u4eec\u7684\u5206\u5c42\u5206\u5e03\u6cbb\u7406\uff0c\u6bcf\u4e2a\u7ecf\u8425\u5355\u5143\u8981\u6709\u4e00\u4e2a\u5c0fCTO\uff0c\u8fd9\u4e2aCTO\u600e\u4e48\u57f9\u517b\uff1f\u57fa\u672c\u4e0a\u6211\u4eec\u8ba9\u4ed6\u5728\u6218\u573a\u91cc\u53bb\u7ec3\uff0c\u4e3a\u4ed6\u8bbe\u8ba1\u53d1\u5c55\u8def\u5f84\uff0c\u4e5f\u6709\u201c\u5947\u70b9\u8425\u201d\u8fd9\u6837\u7684\u73ed\u4e13\u95e8\u57f9\u517b\u4e1a\u52a1\u5c0fCTO\u3002<\/p>\n\n\n\n
\u5f53\u7136\u6700\u96be\u7684\u4e8b\u60c5\u5c31\u662f\u57f9\u517b\u63a5\u73ed\u4eba\uff0c\u81ea\u5df1\u7684\u63a5\u73ed\u4eba\u548c\u56e2\u961f\u7684\u63a5\u73ed\u4eba\uff0c\u8fd9\u4ef6\u4e8b\u60c5\u5176\u5b9e\u662f\u6211\u4e0a\u4efb\u7b2c\u4e00\u5929\u5c31\u5728\u60f3\u7684\u4e8b\u3002\u4f46\u9009\u51c6\u4eba\u3001\u9009\u597d\u4eba\uff0c\u6709\u975e\u5e38\u591a\u7684\u6311\u6218\u3002<\/p>\n\n\n\n
\u6211\u6709\u4e24\u4e2a\u5c0f\u7ecf\u9a8c:<\/p>\n\n\n\n
1.CTO\u53d1\u5c55\u662f\u201cZ\u201d\u5b57\u578b\u7684\u8def\u7ebf\u3002<\/h3>\n\n\n\n
\u76f4\u7ebf\u6210\u4e3aCTO\u7684\u4eba\uff0c\u5f80\u5f80\u4f1a\u56e0\u4e3a\u8def\u5f84\u592a\u5355\u4e00\u3001\u6ca1\u6709\u8db3\u591f\u78e8\u70bc\u800c\u51fa\u95ee\u9898\u3002\u884c\u766b\u8d1f\u8d23\u8fc7\u6dd8\u5b9d\u7684\u4e1a\u52a1\uff0c\u8d1f\u8d23\u8fc7B2B\u4e1a\u52a1\uff0c\u518d\u505a\u963f\u91cc\u5df4\u5df4\u7684CTO\uff0c\u518d\u505a\u963f\u91cc\u4e91\u7684\u603b\u88c1\u3002\u6211\u505a\u8fc7\u8682\u8681\u7684\u6280\u672f\uff0c\u505a\u4e86\u4e24\u5e74\u8682\u8681\u56fd\u9645\u4e1a\u52a1\uff0c\u518d\u505a\u963f\u91cc\u5df4\u5df4\u7684CTO\u3002\u505a\u8fc7\u4e1a\u52a1\u518d\u56de\u5934\u770b\u6280\u672f\uff0c\u8ddfCEO\u5bf9\u8bdd\u4f1a\u6709\u5171\u540c\u7684\u6846\u67b6\uff0c\u8fd9\u4e00\u70b9\u5f88\u5173\u952e\u3002<\/p>\n\n\n\n
2.\u505a\u201cL\u201d\u578b\u804c\u8d23\u8bbe\u8ba1\u3002<\/h3>\n\n\n\n
CTO\u6700\u6015\u505a\u865a\u4e86\uff0c\u6bd5\u7adf\u8fd9\u662f\u516c\u53f8\u91cc\u975e\u5e38\u9ad8\u7684\u4f4d\u7f6e\uff0c\u6bcf\u4ef6\u5177\u4f53\u4e8b\u60c5\u90fd\u6709\u76f8\u5e94\u7684\u6838\u5fc3\u9aa8\u5e72\u5e2e\u4f60\u8d1f\u8d23\uff0c\u4f46\u4f60\u624b\u4e0d\u4f38\u4e0b\u53bb\u5c31\u5f88\u5bb9\u6613\u505a\u865a\uff0c\u770b\u4e0d\u5230\u4e0b\u9762\u7684\u5b9e\u9645\u60c5\u51b5\uff0c\u4f1a\u5bfc\u81f4\u51b3\u7b56\u51fa\u9519\u3002<\/p>\n\n\n\n
\u963f\u91cc\u5df4\u5df4\u600e\u4e48\u89e3\u51b3\u8fd9\u4e2a\u95ee\u9898\u5462\uff1f\u5c31\u662f\u7ed9CTO\u4e00\u6a2a\u4e00\u7eb5\uff1a\u6a2a\u5411\u7ba1\u7406\u7684CTO\uff0c\u4e5f\u7ed9\u4f60\u4e00\u4e2a\u7eb5\u5411\u7684\u4e1a\u52a1\u6280\u672f\u4e00\u53f7\u5c97\u4f4d\uff0c\u4fdd\u6301\u4e0e\u4e00\u7ebf\u7684\u5bf9\u63a5\u3002\u6bd4\u5982\u6211\u73b0\u5728\u65e2\u662f\u963f\u91cc\u5df4\u5df4\u96c6\u56e2\u7684CTO\uff0c\u53c8\u662f\u83dc\u9e1f\u7684CTO\u3002\u884c\u766b\u4e5f\u66fe\u7ecf\u65e2\u662f\u963f\u91cc\u5df4\u5df4\u7684CTO\uff0c\u4e5f\u662f\u963f\u91cc\u4e91\u7684CTO\uff0c\u4e5f\u662f\u4e00\u6a2a\u4e00\u7eb5\u3002<\/p>\n\n\n\n
CTO\u5e94\u8be5\u5177\u5907\u600e\u6837\u7684\u7279\u8d28\uff1f\u6bcf\u4e2aCTO\u90fd\u6709\u4e0d\u4e00\u6837\u7684\u98ce\u683c\uff0c\u4f46\u6709\u51e0\u70b9\u662f\u5171\u901a\u7684:\u4e00\u662f\u8981\u6c42\u771f\u52a1\u5b9e\uff0c\u771f\u6b63\u201cNo Data No BB\u201d\uff0c\u6c38\u8fdc\u4e0d\u662f\u9ad8\u9ad8\u5728\u4e0a\u5730\u505a\u51b3\u5b9a\uff0c\u800c\u662f\u505a\u51b3\u5b9a\u65f6\u80fd\u591f\u770b\u5f97\u5230\u4e0b\u9762\uff0c\u8fd9\u5f88\u91cd\u8981;\u4e8c\u662f\u8981\u6709\u62c5\u5f53\uff0c\u5728\u505a\u5173\u952e\u51b3\u7b56\u65f6\u6562\u8d1f\u5386\u53f2\u8d23\u4efb\uff0c\u6709\u8fdb\u53d6\u5fc3;\u4e09\u662f\u5fc5\u987b\u65f6\u65f6\u81ea\u7701\u548c\u5f00\u653e\u3002\u5982\u679c\u4e0d\u5177\u5907\u81ea\u7701\u548c\u5f00\u653e\u7684\u80fd\u529b\uff0c\u662f\u5f88\u96be\u53bb\u8fdb\u5316\u7684;\u56db\u662f\u4e00\u4e2a\u5927\u7ec4\u7ec7\u548c\u5927\u4e1a\u52a1\u7684CTO\u8981\u6709\u5168\u5c40\u89c2\uff0c\u80fd\u591f\u505a\u67b6\u6784\uff0c\u80fd\u628a\u5404\u65b9\u9762\u3001\u5404\u79cd\u4fe1\u606f\u5f62\u6210\u4e00\u5f20\u5927\u56fe\u3002<\/p>\n\n\n\n
\u66fe\u56fd\u85e9\u975e\u5e38\u61c2\u7528\u4eba\u4e4b\u9053\uff0c\u4ed6\u8fd9\u4e48\u9009\u4eba\uff1a\u201c\u4e13\u4ece\u5371\u96be\u4e4b\u9645\uff0c\u9ed8\u5bdf\u6734\u62d9\u4e4b\u4eba\uff0c\u5219\u51e0\u77e3\u201d\u3002\u6211\u7279\u522b\u559c\u6b22\u8fd9\u53e5\u8bdd\uff0c\u628a\u81ea\u5df1\u7684\u9489\u9489\u7b7e\u540d\u90fd\u5199\u4e3a\u201c\u6734\u62d9\u201d\uff0c\u8fd9\u662f\u5bf9\u81ea\u5df1\u7684\u8981\u6c42\u3002<\/p>\n\n\n\n
\u5230\u73b0\u5728\u4e3a\u6b62\uff0c\u6211\u89c9\u5f97\u81ea\u5df1\u5f88\u591a\u65b9\u9762\u505a\u5f97\u4f9d\u7136\u4e0d\u591f\uff0c\u5305\u62ec\u5bf9\u672a\u6765\u7684\u5224\u65ad\u3002CEO\u548cCTO\u5b9e\u9645\u4e0a\u662f\u8981\u5171\u540c\u6210\u957f\u3001\u5171\u540c\u8fdb\u5316\uff0c\u5728\u5de5\u4f5c\u4e2d\u5f62\u6210\u9ed8\u5951\u7684\uff0c\u8fd9\u662f\u975e\u5e38\u91cd\u8981\u7684\u3002<\/p>\n\n\n\n
\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\nOne is my experience<\/h3>\n\n\n\n
My story is simple. I was in school until 2004, until I was 30. In 2004, I followed a senior to do an outsourcing project and made an important architecture upgrade for Taobao.com — replacing the original PHP\/MySQL architecture with Java EE architecture. In February 2005, I officially joined Alipay as an intern.<\/p>\n\n\n\n
From 2005 to 2014, my main position was Alipay architect. In 2013, the CTO of Ant was going back to the United States. Peng Lei, CEO of Ant, talked to me. At that time, I had no confidence in leading such a large team. What I have the least confidence in is not leading the technical team, but the other half of the responsibility of the CTO, as part of the management of the company, how to talk to the CEO.<\/p>\n\n\n\n
The previous CTO would have fought with the business in management meetings, and I didn’t think I could do that. Later, Dr. Wang Jian asked me to have tea. He said it didn’t matter, everyone was different, but everyone could solve problems in their own way. That gives me confidence.<\/p>\n\n\n\n
Therefore, in 2013, I started to lead the whole technical team of Alipay. After a year’s investigation, the company appointed me as the CTO of Ant in 2014, and I have been working in this position from 2014 to 2019.<\/p>\n\n\n\n
In 2018, the company found that technology will indeed become more critical to certain businesses, requiring students with stronger technical backgrounds to enter the business. At that time, Ant international business had a strong demand for technology, so I worked as COO of Ant International business for two years. At the end of 2019, he became the CTO of Alibaba. After a while, the rookie needed a CTO, so I was the rookie CTO.<\/p>\n\n\n\n
The Journey of Business and Technology Co-evolution\uff1aAnt<\/h3>\n\n\n\n
2003 The first guaranteed transaction “Alipay” came into being
2005 CTU goes online to create real-time risk control for Internet payment
2007 Distributed “servitization” of financial system
2010 Ali Xiaodai online
2011 Barcode payment
2013 “Yu ‘e Bao” is online, and the last small payment machine is offline
2014 OceanBase supported core transactions of “Double 11” for the first time, and the peak payment exceeded 30,000 transactions per second
2015 “Three places five centers” live in different places, the opening of the network bank, Ant financial cloud release
2016 India’s PayTM wallet goes live, Ant technology opens overseas
2017 Pay with your face online
2018 Ant BASIC fintech is fully open: Ant chain, financial intelligence, security risk control, small program, Dragonfly, financial PaaS, OceanBase
I picked a few nodes where ant Ctos work, which is a good example of the “co-evolution of business and technology.” In the early stage, Alipay was very simple, which was to be an Internet third-party payment platform. As long as the technology could meet the business needs, it would be good. The biggest feature of the project was speed and light weight.<\/p>\n\n\n\n
In 2005, when an international payment giant was about to enter China, many colleagues were nervous. At that time, Jonathan Lu was the CEO of Alipay. ‘It takes them two months to do it, but we can do it in two days,’ he said. ‘They are definitely not our rivals.’<\/p>\n\n\n\n
By 2007, the company was facing a technology fork point: Internet payment was bound to become a very mainstream payment method in the industry. We could see the scale of the business, but we needed to make a judgment about what technical architecture to support it.<\/p>\n\n\n\n
Alipay did not have strong requirements for technical architecture<\/h4>\n\n\n\n
At the earliest, Alipay did not have strong requirements for technical architecture, so it used whatever was useful. We have a very Internet structure, born out of Taobao; We also have a very financial structure. In 2005, we bought a small machine to handle the core accounting.<\/p>\n\n\n\n
But in 2007 we have to make a judgment, will we be more like a bank or more like an Internet company in the future? Fortunately, it didn’t get too far, and we decided that we would have to use the Internet architecture to solve payment related problems in the future.<\/p>\n\n\n\n
So I decided to make the system a future-oriented architecture design: distributed transformation. For a whole year, we distributed all the core transactions, core accounts, core membership and core payments.<\/p>\n\n\n\n
But when it comes to solving some of the core technology problems, such as solving the core business problems in such a large distributed system — it’s not easy.<\/p>\n\n\n\n
An international payment giant also tried to solve this problem.<\/h4>\n\n\n\n
In 2007, an international payment giant also tried to solve this problem. As a result, the system went down for two weeks after launching, and the CTO resigned. In the process of fixing this problem, we were terrified, but we finally got this hard bone down.<\/p>\n\n\n\n
The second key point was in 2011, when mobile services came into being. However, a critical judgment was needed to be made on the form of payment under the mobile scenario. When users hold their phones and pay with merchants, how exactly do they do it?<\/p>\n\n\n\n
Back then, the smartphone landscape wasn’t fully formed, and some phones didn’t have cameras. At that time, the company deployed a lot of schemes, some sweep, then called Yue enjoy clap, clap can complete the payment; Have called “xiu xiu”, let phones emit sound waves and merchants to receive the voice; And Bluetooth. After a couple of rounds, a lot of vendors actually installed a device to do it, and a lot of merchants used QR codes, and finally found that what users could accept was a scan code payment.<\/p>\n\n\n\n
My first year as Ant CTO, many important things happened<\/h4>\n\n\n\n
In 2013, my first year as Ant CTO, many important things happened. We have a lot of important projects internally, numbered from 1 to 9.<\/p>\n\n\n\n
In 2013, the No.1 project was MyBank; The second project is the launch of Yu ‘ebao, which enables Alipay to truly break the circle and do digital inclusive finance. Project No. 3 is a flower. And of course 456, we have a lot of projects in the pipeline, some successful, some not so successful.<\/p>\n\n\n\n
This process has caused a huge impact on the whole technical framework, from the original Internet payment out of the technical framework, began to move towards the direction of digital finance. In this process, I felt that technology could be just the power to help companies achieve technological change. That year, Alipay began to officially “IOE”, the last small machine offline.<\/p>\n\n\n\n
The Journey of Co-evolution of commerce and Technology \uff1aAlibaba<\/h3>\n\n\n\n
1999 Alibaba was founded to open B2B business
Alibaba’s technology is very broad, the second half of the development will be Ali cloud as the main line.<\/p>\n\n\n\n
2003 Taobao online, open C2C business
The first stage is very clear: technology supports business development, starting from the launch of Taobao. At that time, why Taobao was able to win, in addition to its commercial innovation, “fast” is also a very key factor. In this process, the CTO should be able to make technical layout in advance when the business is growing rapidly, so that the business growth can be sustained. In 2004, when I was engaged in the outsourcing business of upgrading Taobao architecture, it was actually a very critical period for Taobao. The formation of Java EE architecture laid a very good foundation for the growth of Taobao.<\/p>\n\n\n\n
2004 Taobao.com has turned to Java development to lay the foundation for a high-performance website
2005 Alipay has officially become a third-party payment platform
2006 Taobao.com service platform
2007 Ali mother “through train” online open Internet marketing
2008 Taobao Mall (Tmall) online, the realization of the five-color stone project, Taobao mall and Taobao comprehensive open<\/p>\n\n\n\n
Ali Cloud was established<\/h4>\n\n\n\n
2009 Ali Cloud was established, Ali team wrote the first line of code in Beijing
One of the masterstrokes of 2009 was the point at which Alibaba dared to call the cloud the future and write the first line of code for it. Many people inside Alibaba are not optimistic about cloud, but why can judge right at that time? I think Alibaba has a good saying: “Because you believe, you see”. Just like e-commerce business, Alibaba has long believed that e-commerce must be the future, first come first come, so for a long time, we firmly believe in this direction and continue to move, as long as the time comes, we will naturally achieve commercial results. In fact, technology is the same. Alibaba made a judgment very early on: cloud computing must be the future, and all future developments will take this as the main line.<\/p>\n\n\n\n
Now, in retrospect, each of the key nodes is related to the cloud. For example, after Ali Cloud wrote the first line of code in 2009, it failed to find customers after a circle of internal search. At this time, the CEO designated that Ali small loan business must use Ali Cloud and gave Ali Cloud a scene to be polished, which gave Ali Cloud a chance of survival. Sun Quan was the head of Ali Xiaodai in 2010 and later became the head of Aliyun.<\/p>\n\n\n\n
Ali cloud officially external public beta<\/h4>\n\n\n\n
2010 Mobile Taobao online, Ali cloud officially external public beta
2011 Ali Cloud began to provide large-scale external cloud computing services
2013 Alibaba to “IOE” completed, Ali Cloud became the first external 5K cloud computing services company
2014 MaxCompute, a big data computing platform, went online
2015 Launch the strategy of “big middle desk, small front desk”
2016 Mobile Taobao to achieve “thousands of faces”, the city brain officially released
2017 Dharma courtyard officially established, Tmall genie listed
2018 Announced the chip strategy, the establishment of Pingtou brother, Zhang Bei 300,000 server data delivery center
2019 Open the era of Ali Cloud intelligence
2020 “Comprehensive cloud” capping, into the cloud native era, cloud nail one<\/p>\n\n\n\n
There was a very important “5K project”<\/h4>\n\n\n\n
What impressed me most is that in 2013 and 2014, after several years of polishing with Ali Xiaodai, Ali Cloud began to acquire some technology and its big data processing began to mature gradually. At that time, there was a very important “5K project”, Alibaba Cloud began to have the ability to process data in a large cluster of 5,000 machines. With this ability, the company made an important decision that all the data of Alibaba and Alipay should be uploaded to the big data platform of Ali Cloud. At that time, I happened to be the CTO of Ant. I raised my hands to support it, because I knew that even if I did not support it, the group would press down. Alibaba Cloud has thus moved to a higher level.<\/p>\n\n\n\n
In 2015, everyone has heard the phrase “big middle desk, small front desk”. It sounds great. “Big middle desk, small front desk” behind the completion of a thing: Alibaba and Alipay all the basic technology all unified to Ali cloud, this is a major technological change, in order to complete the technological change, Alibaba did a very good organization design, let the then Alibaba CTO act as a part-time Ali cloud CTO, put the technology together, strengthen Ali cloud. “Big middle desk, small front desk” strategy has been implemented for three years, Ali Cloud’s entire technical architecture is very complete. Alibaba is pulling together the entire company to support a technology strategy.<\/p>\n\n\n\n
Creating a new business with technology<\/h4>\n\n\n\n
After 2017, this phase is “creating a new business with technology,” in the parlance of geeks, and starting to explore whether technology itself can be a part of business. In 2017, the Dharma Academy was established, which is also based on “seeing because you believe”. Because we judge that the future must be the digital economy, we need to make layout around the core technologies needed by the digital economy. Whether it is AI, computing, or chips, they are all thinking and layout around the core issues of the digital economy.<\/p>\n\n\n\n
In 2020, I have become the CTO of Alibaba Group. We have completed the top of the cloud, and all core businesses are basically running on the cloud, including the most challenging businesses, such as search, recommendation and advertising, which cloud can support. I think this is a very big technological progress for cloud and a very significant technological change for the group.<\/p>\n\n\n\n
We are now entering a new era where the boundary between cloud and business technology is clearly defined, and the boundary is cloud native. Our future business applications are all cloud native applications, which is a cloud native era. In addition, the cloud itself is also upgrading, which is known as the “cloud nail in one.”<\/p>\n\n\n\n
Three types of technical leadership in four different business phases<\/h4>\n\n\n\n
I was inspired by Yu Yongfu, who believed that the development of an enterprise is a wavy development process. At the beginning, one should first find a direction and enter the track of a business. If this direction is judged correctly, the enterprise will enter the stage of rapid growth; Development to a certain stage, it is necessary to break away from the existing inertia, and then to find a new direction of development – is such a wave of process\u2026\u2026<\/p>\n\n\n\n
In the wavy development process, technology plays a different role at each stage. In the on-orbit phase, the CTO should be the first team member of the entire company business, is the second team to support the first team, the team together to see the direction, to bring the business into the right track.<\/p>\n\n\n\n
The core of CTO is not to look at the direction, but how to do well in technology<\/h4>\n\n\n\n
Once in orbit and the business enters a period of rapid growth, the core of CTO is not to look at the direction, but how to do well in technology. At this time, the chief architect will become very important. Technology enables the business to grow faster and accelerate growth, and the business will not be slowed down by technology. Also, organizational design is as important at this stage as technical architecture. Then, instead of waiting for business to stall to judge the future, Ctos have to judge in advance what will happen in the future, what the second curve is, and design a future route.<\/p>\n\n\n\n
I think there are two kinds of leadership in the organization as a whole: first, professional leadership: CTO, Chief architect, technical director and VP; 2. Management leadership of organizational design. Ctos wear different hats at different times, sometimes assuming a professional role, sometimes a managerial role, and sometimes a strategic role.<\/p>\n\n\n\n
It is hard to say that a CTO is omnipotent. CTO must have strengths and weaknesses. For example, I am an engineer. Engineering ability is my strong ability, while organization is my weak point. In this process, a core team needs very good coordination, have different leadership, and put different hats on different people.<\/p>\n\n\n\n
Five duties of the CTO<\/h3>\n\n\n\n
Create a “resonant” connection between business and technology<\/p>\n\n\n\n
What is the role and responsibility of a CTO in a company?<\/h4>\n\n\n\n
The first, I think, very basic responsibility is to build a business and technology connection. Business and technology have coevolved, and the process of coevolution requires a good resonance connection between the two. In order to realize social value and customer value, what kind of core competence should an enterprise judge? This judgment is not a pure technical judgment, nor is it a pure business judgment, but a collective judgment of the core team of the company.<\/p>\n\n\n\n
In this process, how the CEO and CTO talk to each other becomes very critical. Can they speak the same language? The CTO should ask the CEO several framework questions: first, who is our company to serve, to define the customer very clearly; Second, what kind of core value and differentiated value we create for these customers; Third, our business model, which business model to achieve the core value; Fourth, in order to realize such a business model, we need what kind of capability, what kind of path, what kind of organization. With these issues understood, the technology can understand what the business is doing.<\/p>\n\n\n\n
Whenever I receive a new business in Alibaba, I must have a new understanding of it. There may be more problems and deeper understanding in the future, but this is the first thing I do. This is the responsibility of the CTO.<\/p>\n\n\n\n
A picture, a battle, a heart, vision traction forward<\/h5>\n\n\n\n
In many cases, the traction team forward is very challenging things, small teams can also rely on the relationship. If you don’t know most of the people in a big team, how can you still have “one picture, one battle, one heart”? That’s where leadership comes in.<\/p>\n\n\n\n
I’m going to share a few examples that are a little bit challenging and a lot of different approaches.<\/p>\n\n\n\n
The first example is that the way I build leadership in a team is by working with the team to define very clear goals. In 2013, after much hesitation, I decided to accept the offer to run Ant’s entire technical team. The biggest challenge I had was trust with my team — everyone was on a level, and suddenly I had to become the head of the department. At that time, everyone gave me feedback, think Lu Su can do technology, but do not understand business technology.<\/p>\n\n\n\n
working with others to make things happen<\/h5>\n\n\n\n
I think trust depends on working with others to make things happen. It is not even necessary for everyone to establish the identity of the leader. It depends on whether everyone can believe in the common goal and achieve the goal. In 2013, my team and I agreed on the “1234” goal:<\/p>\n\n\n\n
How does our technical framework support the company’s transformation from an Internet platform to a digital inclusive financial platform? New platforms underpinning digital financial inclusion need to be redefined. Doing platform architecture this thing, at least is my profession, everyone agrees.<\/p>\n\n\n\n
Which core ant technologies are we must break through this year?<\/h5>\n\n\n\n
Which core ant technologies are we must break through this year? At that time, two core points were determined: first, OceanBase could be landed in this year; Second, we’re going to build ant platforms on the cloud.<\/p>\n\n\n\n
Can we achieve 30,000 payments per second in this year’s boom? As you know, since 2010, there has been a big test every year: how high can you carry the peak? For the first two years, the ants had a hard time carrying them. Even 2012 was a big shame for the team — the system crashed in the first 50 minutes, only to recover 50 minutes later. In 2013, everyone wanted to get their revenge: in 2012, the peak was 3,000 strokes per second, which was the limit. We set a 10x goal to achieve 30,000 strokes per second!<\/p>\n\n\n\n
Because our service is not just about payment, but also about providing financial services, stability must be like or even more stable than a bank. We settled on four 9s (99.99%) to run. The first three 9s struggled.<\/p>\n\n\n\n
These are four goals that everyone agrees on<\/h5>\n\n\n\n
These are four goals that everyone agrees on, even if they are challenging. By the end of the year, after everyone’s efforts, three and a half of the four goals were achieved. After the transformation of the platform was completed, the businesses of Yu ‘ebao and Huabei were both thriving. OceanBase landed in Ant system; Do four nines; We didn’t do 30,000 strokes per second, we did 15,000 strokes per second, which is a five-fold increase. And then people started to build trust in me.<\/p>\n\n\n\n
he first thing I needed was for everyone to get together<\/h5>\n\n\n\n
When I arrived at Alibaba, the first thing I needed was for everyone to get together and set goals together. Parachuting into a platform, it’s hard to give the team a new vision. If a new CTO starts by drawing a picture of the future, it is not very reliable. It is still necessary to set solid goals and achieve them together with the team.<\/p>\n\n\n\n
Therefore, I choose to make steady progress in the key strategy of cloud first, and the comprehensive cloud must be completed. The second is on the cloud, how to from “cloud” to “cloud”, the cloud native do in-depth, the Alibaba center to do in-depth, including AI center, data center and business center. Another goal is to organize digitalization. Although Alibaba was born in the digital era, it also needs to do digital upgrading and transformation. Alibaba digital native business system and digital native organization are the direction determined together with the team last year.<\/p>\n\n\n\n
The CTO and the team together need to have a future-oriented thinking, not just a current connection to the business. What is the future, what is the critical path, what are the core battles, this is the traction of the CTO.<\/p>\n\n\n\n
Key decisions to clear obstacles ahead<\/h5>\n\n\n\n
The CTO needs to help the team solve problems, clear the way, and make key decisions. When Ant became a CTO, the first key decision was whether the technology structure should be oriented towards finance or the Internet? The final decision was the Internet. The second key decision was about the transformation of OceanBase<\/p>\n\n\n\n
In 2010, Mr. Yang Zhenkun led his team to build OceanBase. OceanBase was not a real database at the earliest. At that time, the first scenario was to solve the problem of Taobao’s favorites, which required massive data but did not require strong data processing ability. But by 2012 OceanBase was facing a growing decision to become a real database.<\/p>\n\n\n\n
Ant team has a reasonable reason to doubt OceanBase.<\/h5>\n\n\n\n
Ant team has a reasonable reason to doubt OceanBase. Our current business has such a high requirement for database, and Oracle’s advanced database team has been built for decades, which just can meet our business needs. Yang teacher with dozens of people spent two years to build a database, can replace Oracle?<\/p>\n\n\n\n
I think Dr. Wang Jian is very leadership, at that time he made a choice, he said: “Give OceanBase to Alipay.” Getting to the ants became the “2” part of my “Goal 1234” : See if OceanBase can go any further.<\/p>\n\n\n\n
What did we do then? First, understand what OceanBase can do; Second, since the company as a whole can not do it, we made a small scene, cut 1% of the ant’s core transaction traffic to OceanBase, let it prove its ability in 1% of the traffic. OceanBase also cherished this stage, supporting 1% of the traffic, and finally completed the transition from a non-relational database to a true relational database that year. In 2014, we took another bold step forward and allocated 10% of the “Double 11” traffic to it, allowing it to enter the core accounting system — the accounting system has higher requirements than the core trading system. It was a risky decision at the time, but looking back, it was those decisions that set OceanBase up for a different future.<\/p>\n\n\n\n
The next few decisions are similar. As a CTO, how to balance risk and stability is very crucial.<\/h4>\n\n\n\n
For example, on the first day of the launch of Yu ‘ebao, we knew that this product would be a success, because its customer value was very clear and users could benefit from every dollar of balance. But we did not expect it to succeed so quickly, in a month to use up the original system capacity. We’re in good shape because Ant’s platform is fully distributed and can be scaled up quickly. However, our partner Tianhong Fund, because the old system cannot support the rapid growth of Yu ‘ebao, has become the core problem of expansion.<\/p>\n\n\n\n
So we made a very important decision: to move our system to the cloud and rewrite it with a distributed architecture. It had to be done in three months. This event also proved the value of the financial cloud, the financial cloud business is up.<\/p>\n\n\n\n
All this means that Ctos have a role to play in key decisions, helping teams make decisions and manage uncertainty.<\/p>\n\n\n\n
Deal with risks and turn crises into opportunities
There are several types of technological risks for companies.<\/h2>\n\n\n\n
First, the technical architecture does not support the business, which is an unacceptable risk to the business. But the risks are relatively obvious. The reason why Alibaba started “IOE removal” in 2009 is that it judged that this risk would appear sooner or later. The “IOE” structure could no longer support the company’s business development and must be removed. Ant started to “de-ioe” in 2010, because the “Double 11” sales that year made us see that the original structure could not support the business.<\/p>\n\n\n\n
The “Double 11” promotion in 2010 is called “human cloud computing”. Big promote the beginning, we see the traffic surge, judge will break the design capacity during the day, quickly put the server inventory all added in, the results found or not, and immediately to “kill” the service, the unnecessary service all shut down, put the capacity on the core key link, the results are not enough, we go to see the key service there is no “kill”. <\/p>\n\n\n\n
In the last few minutes of the “Double 11” that year, our core accounting database and accounting database were all stretched to the limit, with 10 seconds to go. At the last minute, the team was very decisive and killed the accounting database. Accounting accounting itself is very important, but a few minutes can also bear, the core accounts can not hang, otherwise the whole business is all interrupted. In this way, the “Double 11” promotion in 2010 is persevered.<\/p>\n\n\n\n
it was all about “human cloud computing”.<\/h5>\n\n\n\n
In fact, for a long time afterwards, it was all about “human cloud computing”. People were doing resource allocation and making decisions and judgments. It was so painful that it forced the ants to embrace the distributed architecture of the cloud very firmly and go to the cloud.<\/p>\n\n\n\n
The second type of risk is not a problem of technical architecture, but a major problem of stability. The CTO must recognize the situation, and the CEO must give the CTO the resources to support it.<\/p>\n\n\n\n
Like the ant’s “527.” <\/h5>\n\n\n\n
Like the ant’s “527.” In 2015, we realized the multi-activity of the whole Alipay system in different places. The computer rooms in South China and East China can conduct distributed transactions in different places, which is probably the first time in the financial system. We also specially conducted a network disconnection drill. We directly shut down the East China region and directly took over the business in South China. The result was very successful and everyone was very happy. I also sent a report to Peng Lei, the CEO at the time, saying that ants have achieved the first time to live in different places, you can rest assured to sleep, and the system will be as stable as a rock in any case.<\/p>\n\n\n\n
not a single greeting to the CEO<\/h5>\n\n\n\n
On May 27, 2015, I was driving down the road when I received an alarm, which is usually handled directly by the team, but the alarm just kept going off. I pulled over to the side of the road, only to discover that the optical fiber had been cut, the system was out for nearly two hours. The original live in different places, a fiber is broken, the system can not be cut in the past. Since then, I have not sent a single battle report, not a single greeting to the CEO.<\/p>\n\n\n\n
At that time, this issue dealt a great blow to the Ant technical team. The biggest blow to the company was the customer’s trust. There are a lot of articles poking fun at ant technology, and the ant’s technological image and external trust have been lost. There was also a crisis of trust within the company, from me to the whole team and the CEO. When I spoke later, people would only listen to half of what I said because what I said was not reliable.<\/p>\n\n\n\n
After “527”, we did several key things.<\/h4>\n\n\n\n
A crisis can be a good thing. After “527”, we did several key things. First, we started to communicate with the company that we need to set up a special department in Ant, called the Technical Risk Department. This department has only one responsibility, guarding the risks of Ant technology chassis, and the company allocates an additional 10% of technical resources to this team. <\/p>\n\n\n\n
In other words, we’re willing to spend an additional 10% of our technical resources specifically to ensure that Ant systems are risk-free in the future, and this at least gets us that resource. Second, we will immediately start the live drill. As I said before, we have done the power outage drill in different places, but this is a prepared drill. From that day on we were going to do a walk-through and continue to this day. Third, we decided to take May 27 as the ant technology day. Whether the ant exists for 102 years or longer, all technical engineers should remember this day, so that we can always remember the risk.<\/p>\n\n\n\n
these three things<\/h5>\n\n\n\n
The completion of these three things, on the contrary, makes the team more cohesive, and the risk prevention and control level of ant technology has been greatly improved. In my opinion, this is to turn the crisis into an opportunity.<\/p>\n\n\n\n
The third type of risk, which Ctos and ceos are probably most worried about, is whether a new technology will come along and disrupt the existing business model. And it’s not just a lot of growing companies that are worried. Even a company the size of Alibaba is very worried. <\/p>\n\n\n\n
When a new technology comes along, no matter how big or small a company is, it risks being completely disrupted. When the Ants faced the mobile Internet era, we were worried for a while, and after several years of trying to define mobile payments, we basically got over the crisis, but the challenges for the ants were still very big. When Bitcoin started to become a phenomenon, we were also very worried: would it disrupt payments completely? The arrival of Libra in June 2019 raises even more concerns about whether global payments will be redefined by a new currency, a dimensionality reduction blow.<\/p>\n\n\n\n
The CTO must stand in the top team and help the CEO make judgment<\/h5>\n\n\n\n
At this time, the CTO must stand in the top team and help the CEO make judgment. Every judgment on a future crisis can trigger new business opportunities in the future. The big strategy: to face any technological risk not just by looking at it, but by trying it out for yourself, requires the company to invest some valuable waste.<\/p>\n\n\n\n
The fourth risk is boiling frogs in warm water. <\/h5>\n\n\n\n
Whether the technology will come back to hurt the company is not as straightforward as the risk, but if the company slows down due to technical, architectural or organizational problems, the company will slowly lose competitiveness and innovation. Over time, this is the biggest crisis. Alibaba’s Middle Taiwan is a good example. The advantage of middle Taiwan is that it can reduce a lot of repetitive construction, so that businesses can quickly innovate based on the middle Taiwan, because the busy construction of repetitive construction is equal to low efficiency. <\/p>\n\n\n\n
But Alibaba’s middle platform has been perfected and is starting to move into another phase. At present, there are a series of technical middle desks for core e-commerce, digital supply chain, functional line business, data, AI, etc. When I start a new business, I have to deal with so many people in the middle to support me, and if any of them are not in place, my business may not be successful. We are now launching a major push to further upgrade the capabilities of the middle Taiwan, improve the delivery methods of the middle Taiwan, and upgrade the Middle Taiwan. There are a lot of technical architecture changes involved here. To prevent the frog from boiling in warm water is to always do systematic combing, and then go to the stage by stage to solve.<\/p>\n\n\n\n
Organization design and governance — Balance order and innovation<\/h5>\n\n\n\n
The longer a person serves as a CTO, the more their professional skills decline. I judge my professional abilities to drop a grade every two years or so. It’s also good. You can work with a team, and the team is stronger. The core of organizational design is to have both order and innovation. This is paradoxical. Innovation grows in a soil of chaos. Order makes efficiency high, but it eats up a lot of innovation. The process is a bit like walking a tightrope, balancing order and innovation.<\/p>\n\n\n\n
Alibaba’s organization around technology, there are two lines. One line is a real management line and is distributed in layers:<\/p>\n\n\n\n
Front desk, business oriented, win for customers; Middle Taiwan is the ability center, and the customers in Middle Taiwan are the reception desk, which makes the reception desk more efficient and more competitive. The bottom background emphasizes the advanced technology to ensure the sustainable business. Each level of the organization is a separate business unit, and now we’re working on a process where each of the separate business units has a CTO. The CTO will take full responsibility for the business unit. The core of implementing the management mechanism is to define the interface between each layer clearly.<\/p>\n\n\n\n
This kind of governance makes each business very flexible and can develop independently<\/h5>\n\n\n\n
This kind of governance makes each business very flexible and can develop independently, but it also brings a new problem, how should we unify the development of technology to form a synergy, so we have another dotted line: technical committee, under the 20 or 30 core technical groups, horizontal pull all the common areas. Through the professional leadership of the technical committee and technical team, we can realize the common strategy and talents. <\/p>\n\n\n\n
These two lines operate simultaneously, and as management lines become more clearly layered, this professional dotted line becomes very important. For example, audio and video technology is used in every business, and the middle platform also has audio and video capabilities. The bottom layer needs to be optimized to improve the competitiveness of audio and video technology. Front desk, middle desk and bottom related to audio and video technical experts to form a technical team, led by a specialist.<\/p>\n\n\n\n
solid line of management decisions<\/h5>\n\n\n\n
This dotted line will translate into a solid line of management decisions. We have to get through this link, and the system will be challenging to operate. As a CTO, I think we should keep a very open mind in the process and rely on the judgment of technical experts in each field. When technical experts disagree, they should think independently and make their own judgment. They should know where to strike a balance between innovation and order.<\/p>\n\n\n\n
This is a problem that happens when an organization is large enough, and I really don’t recommend making the structure too complex when the technical organization is still small, which will bring additional administrative and communication costs.<\/p>\n\n\n\n
Condensing heart gather qi, torch from generation to generation<\/h5>\n\n\n\n
Gathering the heart and gathering the breath is actually the most important, but also the most difficult, this is a technical and cultural thing. Every once in a while, we get together to talk about Alibaba’s technology culture. We had a round last year, we had a round three years ago. Three years ago, the slogan of Alibaba’s technology was “Technology creates new business”. Before that, the slogan was “Technology expands business boundaries”<\/p>\n\n\n\n
In addition to slogan, Alibaba’s technology and culture background color is pragmatic, have one say, do not play the colorway, do not do packaging, what the facts are like, speak with the facts. When there are no figures, no facts, don’t speak. If everyone can practice this culture, many things will be very simple, but practice culture is not easy.<\/p>\n\n\n\n
future-oriented thinking<\/h5>\n\n\n\n
Some of our technical idioms, such as “future-oriented thinking” and “seeing because you believe”, mean that you need to look into the future, have the courage to invest, and truly be a first starter. Because if others do, you will always be a catch-up, will be very tired, but see the future, dare to invest, will not be easy.<\/p>\n\n\n\n
Whether these cultures and visions can form a consensus in a large setting, especially in an organization where people leave and new students come in every year, and still maintain a consistent culture, is actually very challenging. But a lot can only be made sense if the culture is done right.<\/p>\n\n\n\n
Ctos may not be thinkers, but they must be actionists<\/h5>\n\n\n\n
The above is my thinking about the six responsibilities of CTO. Although it is not complete and it is impossible to do everything well, the core thinking is that I believe that CTO or the technical team needs to evolve with the development of the company’s business. From Ant to Alibaba, I pretty much went through the first six stages, which I call the six steps of CTO:<\/p>\n\n\n\n
Define goals and accomplish things together with your team.<\/p>\n\n\n\n
Know more about the team and business, know where to go in the future, create a vision with the team, and ignite everyone’s enthusiasm.<\/p>\n\n\n\n
One of the core tasks of CTO is how to make oneself not become the ceiling of the team<\/h5>\n\n\n\n
One of the core tasks of CTO is how to make oneself not become the ceiling of the team, but as the floor of the team. If CTO is the technical ceiling of the company, then you put the company technology in a certain height and scope, the company technology is always in a small, narrow field. When Ctos’ technical competence is the floor of the company, the company can expand its boundaries with new students. To be a CTO is to work for people, not work for people.<\/p>\n\n\n\n
Don’t forget to repair the roof on a sunny day<\/h5>\n\n\n\n
When everything is going well, don’t forget to repair the roof on a sunny day. Once a crisis occurs, look at it optimistically, behind every crisis there is an opportunity to turn a crisis into an opportunity.<\/p>\n\n\n\n
In the process, we should not only look at the present, but also layout the future and establish technical depth for the company. The depth of the technology is a point early in the business. When it comes to the scale of Alibaba, the depth of technology is a polyhedron, which must have a full and multifaceted layout to support the development of a large company. Deciding how much to invest in the layout should be fully focused with the CEO.<\/p>\n\n\n\n
And finally, talent. From generation to generation, talent is the key to the future development of the company. I remember that a technical director of Alibaba Cloud once shared that “what is the highest level of a company’s technology is that anyone can be a good CTO. I think this is something I will work hard on.<\/p>\n\n\n\n
\n- <\/li>\n<\/ol>\n\n\n\n
How to develop and cultivate Ctos<\/h5>\n\n\n\n
As for our hierarchical and distributed governance, each business unit should have a small CTO. How to cultivate this CTO? Basically, we put him in the field, we design a path for him, and we have classes like Camp Singularity that train business Ctos.<\/p>\n\n\n\n
Of course, the hardest thing is to train your successor, your successor and your team’s successor, which is what I was thinking about the first day. But choosing the right people, choosing the right people, has a lot of challenges.<\/p>\n\n\n\n
I have two small lessons:<\/p>\n\n\n\n
CTO development is a “Z” shaped route.<\/h5>\n\n\n\n
Straight line to become a CTO, often because the path is too simple, not enough practice and problems. The Epilepsy was responsible for Taobao’s business, responsible for B2B business, and then do Alibaba’s CTO, and then do Ali Cloud president. I worked in Ant technology for two years and then as the CTO of Alibaba. When you look back at technology after doing business, it’s critical that you have a common framework for talking to the CEO.<\/p>\n\n\n\n
Do “L” type responsibility design.<\/h5>\n\n\n\n
After all, this is a very high position in the company, and every specific thing has the corresponding core cadre to help you take charge of it. However, if you don’t reach down, it is easy to make a false job, and you can’t see the actual situation below, which will lead to mistakes in decision-making.<\/p>\n\n\n\n
How does Alibaba solve this problem? It is to give a horizontal and vertical position to the CTO: a horizontal management of the CTO, also give you a vertical business technology No.1 position, to maintain the connection with the front line. For example, I am now the CTO of Alibaba Group and Cainiao. Doting also used to be both Alibaba CTO, but also Ali cloud CTO, is also a horizontal vertical.<\/p>\n\n\n\n
What characteristics should a CTO have? <\/h5>\n\n\n\n
What characteristics should a CTO have? Each CTO has a different style, but there are several points in common: first, the requirement is really pragmatic, the real “No Data No BB”, never make decisions above, but can see below when making decisions, which is very important.<\/p>\n\n\n\n
Second, we need to be responsible. When making key decisions, we should take historical responsibility and be enterprising. Third, we must always be introspective and open. It’s hard to evolve without the ability to be introspective and open; Fourth, a CTO of a large organization or business should have a holistic view, be able to structure, and form a big picture of all aspects and information.<\/p>\n\n\n\n
Zeng Guofan knew very well how to employ people. He chose people in this way: “Only in times of crisis can we observe those who are simple and incompetent.” I especially like this sentence, I write my signature as “simple”, this is the requirement of myself.<\/p>\n\n\n\n
Up to now, I feel I have not done enough in many areas, including the judgment of the future. Ceos and Ctos actually grow and evolve together and form a tacit understanding at work, which is very important.<\/p>\n\n\n\n
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