【观点】CIO实现向上管理的四项能力

2024年6月12日晚老杨组局CIO思享会第二期，本期邀请到的嘉宾是湖南通程集团的唐振华 总为大家分享：CIO如何实现向上管理，全程干货！以下是唐总分享内容实录，由老杨整理，部分内容已做脱敏处理！

作为企业的CIO在这个时代要有一个学习的习惯，特别是对于我们做IT的人来说，你不仅要了解你的技术，还要了解你的市场，了解你的这个业务，包括这个社会，你需要不断的去学习。如何拥有破旧立新的力量，唯有通过学习来提升自己！通过学习，来融合！通过学习来获益！通过学习，来拥有解决问题的水平和能力。

一、CIO如何面对向上管理

这是我们所有的从业人员面临的一个问题。对于我而言，以前也有一种恐惧心理、畏难心理、抵触心理，就是为什么要去向上管理？自己能够向上管理吗？自己有权还是有钱？有什么底气能够向上管理？向上管理的内容是什么？管什么？人财物哪个归我管？后来发觉啥也不是，自己好像啥也管不了，对于大家来说，日常的管理能够把自己管好，就算不错了。业务部门的那些领导、部门经理能够听你就算不错，千万别谈上向上管理。

向上管理很有难度，有挑战性。

我认为我做IT一路走来，从来没有哪一天没有挑战的，没有哪一天没有难度的，哪怕是今天他都有难度，也有挑战，但是我觉得人，特别是像我们做信息化的人，你要开放一点，open一点，首先心态要好，正能量足，所以我每天都在给自己打气。CIO的向上管理到底怎么管理？首先来看一下CIO的角色定位，他不是一个普通的工程师，也不是一个系统维护人员，也不是软件开发的产品经理，其实CIO的定位是很高的。我跟很多的企业做管理咨询的时候，我很重视CIO这个角色和岗位，我也发觉很多集团的CIO都没有找准自己的这个定位，过得很卑微，总觉得自己：

第一，聊不上路； CXO UNION-CXO联盟（cxounion.cn）

第二，自己一生的武功没地方展示、没地方用；

第三，学的很多东西不能学以致用，很多时候都是领导的屁股决定脑袋，自己想干很多事情、想干很多活却干不了。

从我开始做这个岗位开始，我就一直在想：我到底是做技术为主？还是做服务为主？还是做经营为主？我就一直在考虑自己的定位和角色的变化。这个时候，落脚点就在哪里？

今天参与我们这次交流和讨论小伙伴都是独当一面的CIO或者是企业技术负责人，我今天就跟大家从四个方面聊一下向上管理：

如何把服务做好；

如何把协同做好；

如何把赋能做好； CXO UNION-CXO联盟（cxounion.cn）

如何把破局做好；

二、向上管理之服务

首先我们来谈一下向上管理，为什么要把服务的标签要贴上。我们做CIO有时候不要太高估自己，因为你跟你的上级讲不了技术，你没办法讲清楚，很多时候我们一定要学会用业务的语言去讲技术，用管理的方式去谈系统，少讲一些专业的术语。建议大家尽可能多学习，其中也包括学习企业的文化。比如一些公司企业文化很浓，CIO会不会讲企业文化、日常沟通中有没有企业文化用语，这个很重要，我发现很多CIO谈技术那头头是道，那一点问题都没有，那就感觉掉到自己饭碗里，但是跟上级聊天总觉得哪里不对路、聊不上，感觉就是鸡同鸭讲讲不到一起去。如果CIO真有服务意识的话，就要学用企业的语言，比如很多CIO写年度工作汇报、项目材料汇报的时候，会写入大量的专业术语，这个时候领导看上去就很烦，因为他不知道术语是个什么，他不知道报告里的这三个字母，四个字母代表的是啥意思。在我的报告里面就极少用专业的术语，尽量用通俗的业务语言、业务指标、业务操作方式，去做相关的描述，因为这样第一大家都能够听得懂，第二领导觉得里面的内容很实在。

向上管理我觉得在服务方面CIO要有意识，你要跟上级同频、相向而行。不要觉得你在技术上面是大拿、你能够牛，所以你就在领导面前显摆，或者在总经理、董事长面前显得自己很专业、很权威，动不动就说一两句专业术语或英语，其实那样别人倒觉得你很轴。 CXO UNION-CXO联盟（cxounion.cn）

1. CIO要把上级当成客户来服务

我们对上级的服务，如果你作为一个客户来看，在日常沟通中就要换成通俗易懂的语言，比如在上线某一个系统的时候，我们要有上级的思维，在系统实施前要考虑可行性、投入产出、风险、部署的应用的价值、系统会给团队、分公司、乃至集团业态，带来什么价值，并把这些通俗的讲给领导，如果你有考虑这么多，说明你对领导这个客户的服务真正做好了。其实换个思维去考虑，对领导有客户思维，这个向上管理这一关一点都不难。

2. CIO的服务与价值体现要从省钱开始

CIO想要在上级领导面前体现专业能力和技术服务价值，一定是从为公司省钱开始！但很多人当了CIO以后是从花钱开始的，搞大系统、构建大平台、构建大数据库、把IDC全部集中、把能上云的上云、…….这种做法对吗？我认为都不对，CIO要学会从内看，就是你要向上管理，你要真正有服务意识的话，那你的价值，你的专业能力的体现，你的技术水平的价值体现，一定是从从公司的省钱开始的，而不是从花钱开始的。

那么如何省钱？比如我们的网络改造、系统维护平台的升级、接口的开发，能够自己干的我们就自己干，能够省的、哪种方式更优的，我们就不断的去调优。比如系统的平台的升级，很多时候我们就在想又要花多少钱，但是我们经过交流、沟通后，很多系统都是银行、银联他们来投入的，这些费用都是为公司省钱的。在如此操作下，在数字化建设这件事情上老板首先不说你花钱，首先认为你在省钱、为他省钱，那这个你的价值就体现出来，你的专业能力就体现出来。很多CIO以为专业能力只体现在技术方面，但体现在服务的价值上面、服务的意识上面、更重要！

3. 在数字化建设过程中如何省钱？

第一，是CIO位置摆正了、服务的意识，提升起来了；

第二，老板喜欢的是，不是动不动就上系统，不是动不动就要花钱，并不是说不花钱，而是说怎么花钱、怎么省钱，而且怎么样去花，谁来花，是老板来花还是要别人来花，就是你的水平和能力了；

第三，省钱是工作谁去谈？自然是CIO独挡一面，在技术上面可能我行，但是在业务方面、在融合的业务方面，CIO要更强，这也是CIO的向上管理；

三、向上管理之协同

接下来聊一下向上管理里面的协同，协同非常重要，我把它列到第二点，协同它不止一个内容，它既有体系化的协同，也有外部的协同，更有内外的协同。为什么是这样分？比如体系化的协同，在大部分情况下领导是看我们的技术能力，但有时候他看不懂，看不透。在业务方面他有实际的数据，他有经营报表，他可以很容易看出来，唯有看技术工作，他不知道你在干些啥，他也不知道你如何提升的。所以在这种情况下CIO至少要在体系的协同上面，要让你的上级看到你在为企业所做的积累和重建，这是非常重要的。CIO要认清的是首先你是一个为企业学习的人，也是一个为自己积累的人，这是先公后私，而不是先私后公。只谈公不谈私，那是耍流氓，如果你先谈私，这个定位上面可能会差一点，因为你没有这个高度，所以你站不到 CIO的这个位置上，或者站到了你也做不久，所以我们一定要先公后私，那怎么先公后私呢？ CXO UNION-CXO联盟（cxounion.cn）

第一，我认为要做好自己以及我们所在的部门或者中心的知识地图，做好自己的年度的培训计划，做好我们技术部门的知识库。我认为我专业能力的爆发点，或者说快速的跃升点就在这几个方面。首先把这个知识地图有效的补上，自己缺哪里，自己不足在哪里，公司缺哪里？不足在哪里一定要清晰，自己的年度计划是什么，如何去培训。同时我们技术部门有没有形成自己的资料库、信息库、数据库。我们现在学的很多东西都是碎片化的，有没有体系化的知识库去跟大家去学习，我认为于公来说是极其有价值的。

第二，于私来说，对CIO的未来，如果某一天企业没有了，自己怎么办？我认为也是极其有价值的，那就是你在为公司在学习，提升你自己的专业技能，把公司的整个专业水平提升上来，同时你自己的专业能力也提升上来了，比如说我曾经做过的信息化项目实施管理规范，当时花了将近两个月的时间，与软件公司一起把每一个部署流程、应用标准全部都记录下来，用文字和表格的形式，同时不断的在更新，这件工作整个集团到现在为止一直还在沿用，非常有价值。如果某一天你这个CIO离开企业了，你自己的这个知识体系很健全，案例库很丰富，自己的这个知识地图很完整，这个也是极其有价值的。 CXO UNION-CXO联盟（cxounion.cn）

1. 什么是外部协同

CIO要推信息化、要推数字化其实非常困难的，为什么会很难的推？比如很多领导总觉得墙外的花它要开的香一些，外国的月亮它要圆一些，这个时候他就涉及到了向上管理。一般情况下我不去逼老板，我也不说这个系统很好用，非常有用。我会请个高管团队，请业务老大，请财务老大等等出去看看，自己想干不如看，看看别人怎么干，用他山之石可以攻玉。CIO要多出去走走，把优秀的案例带回去，多请公司相关领导到优秀的企业去看看，回来写出差报告，写学习心得，写反省的汇报，找差距、想办法，通过这种方式有力的促进工作。

2. 什么是内外协同

在推行数字化项目的时候大家要注意一下，不仅仅只是部署一个系统，简单的开发一个系统。就是签一个开发协议上线就ok了，其实系统真没啥用，为什么没啥用？因为大家都没用心，就合同而合同、就开发而开发。很多软件公司通常就是把一套原有的模板直接复制过来，既没有考虑到市场的变化，也没考虑到企业本身的性和特性，应用完全效果就不同，问题一箩筐最终背锅的绝对是CIO。而现在我与软件公司签的都是盈利合同，大家都是一种双赢，系统开发做得好，业务部门满意，软件公司也满意，因为他收到了钱也赚了钱。我们现在签的很多系统，特别是基于营销类的系统，我们都是签建设加陪跑的协议。鼓励参与项目的各方明晰责任、风险共担，内外协同我们去做一件事情，老板一看按效果付费可以，愿意这个对赌协议，你做的好，我多给点钱，你做的不好，垃圾系统送我都不要，还要花人力、还要占用我的服务器资源、耗费我的机房的资源。所以内外协同，对于营销类的系统的部署。我觉得是可以借鉴的，我看到很多企业现在也是这样做的。 CXO UNION-CXO联盟（cxounion.cn）

四、向上管理之赋能

赋能，这个事情怎么理解，我为什么会用标签？一般不是上级给下级赋能吗？怎么变成下级往上级去赋能了？我想告诉大家做事情肯定是靠自己，像我们是搞技术的，一定就要靠上级。自己做靠谱，你做事情靠谱，但是你做人你还得靠上级，如果你能够把你所有的这个能力赋予给上级，让你的上级得到晋升，我认为你有可能有晋升的机会。

同时CIO还要告诉上级你是个有用的人才。什么是人才？能够帮助公司赚钱，能够从技术到经营有效的全面赋能。你在技术上面的赋能，上一个系统，我觉得为了系统而系统，你的价值只有一半，甚至只有一小半。比如积分系统，很多人觉得好像这跟CIO没什么太大关系，但你要考虑如何从企业自己的会员延伸到异业联盟的会员，需要打通接口吧，一般情况下你是不是等到业务部门提出来，需要接口才打通。你有没有考虑过，你作为一个技术人才，你能够帮公司去赚钱，你能够把公司的会员与异业用户流量做融合，在当前得用户者得天下，流量要靠钱去买，用户就是钱，现在各个企业都是缺流量、缺用户的时候。再一个就是自有的积分你做好了，你做精了，你知道怎么去做了，你通过积分的体系，通过运营的机制，你就能够做延伸，比如你可以延伸到银行去，把银行的积分又能够应用到你自己所在的公司，当时有的人就是只做了半步，知道有这么回事，一步都没做完，但我们就做完第一步，做第二步，做第三步。所以做到最后面的时候，连银行都变成我们产品展示及兑换的卖场了。

五、当向上管理之破局

我们如何做好破局？CIO只有把你有效的服务做到位了，内外的协同到位了，赋能的价值体现出来了，这个破局它才能够破。所以CIO一定是先做好服务，再做好建设，最后再来进行破局。我认为你没把服务做好之前，没把标签贴好之前，你现在谈所谓的创新、变革，从数字化的角度，把企业变成一个什么所谓的IT企业，把信息部门变成数科公司，都是扯蛋！我看到过很多CIO死的很惨，我建议大家千万别去折腾这个事情。但是如何去破？我认为从技术岗位的破局点来看有两个： CXO UNION-CXO联盟（cxounion.cn）

第一个破局点就是：切入点，要从市场营销开始切入！因为现在最难做的就是营销，因为当前的市场情况没有任何上市公司能够顶得住的。CIO要注意，你个人是渺小的，所以一定要从市场营销这个角度切入；

第二个破局点就是：客户服务，众所周知，客户是我们的衣食父母，得客户者得天下，客户对你有粘性，客户对你有忠诚度，客户从线上或者线下链接了你、选择了你，那么你就有存在的价值，否则你一定会被社会淘汰！会被市场淘汰？那么作为CIO也要跟企业也要同命运，所以我们的技术、应用、精力也要花在这个上面。比如上系统如果你是为了市场，是为了真正破局去上这个系统，这是非常有价值的。所以有时候CIO自己的思维要破，不要固化，不要认为自己是搞系统的、搞IT的，就不需要去懂业务，也不要去看市场，这样根本就不知道业务的痛点在哪里。所以CIO必须跟所在的企业要融为一体，要懂自己的企业文化，因为离开公司这个平台，你啥也不是。

CIO要紧跟企业战略，一定要做对的事情，千万不要急于求成,不要去贪大求全，我看到很多企业在上大模型，你连行业模型，甚至连企业自己的模块都没有，怎么能够做好人工智能？ CXO UNION-CXO联盟（cxounion.cn）

1. 当领导不支持怎么办？

这也是我们经常在向上管理的时候遇到的问题，当你满怀热情、满怀希望、信心百倍认为绝对是个成功的项目，绝对是个好的系统的时候，领导不同意的时候怎么办？你有什么办法没有？你是怎么考虑的？

我认为CIO可以采取“曲线救国”的策略，领导不同意我就找第三方合作，让你去看看第三方的功能是什么样子，你能不能够跟他同频，让业务去说话，让数据说话，让市场去说话，我觉得更有说服力。让领导去看看与第三方大厂的差距，自己企业的技术更新能力、迭代能力、实施能力，能够赶得上几个大厂。你赶不上人家那怎么办？比如跟美团合作，财务就提出来了，他们为什么这么先进，他们对账为什么这么方便，支付为什么这么流畅？他会逼着你上，他会建议你打开接口，通过对标第三方的方式，我们来倒逼，这也是可靠的方式之一。

2. CIO如何做危机公关

CIO也有危机吗？有的！大家都知道，特别是大型企业安全责任是第一的，必须是零安全事故，只要是出现一例，你的职业生涯就到头了。当遇到危机的时候，CIO的专业水平能力，这个时候就要体现出来了，所以CIO如果不懂技术、不懂现场，会吃大亏的。遇到一些危机的时候，第一不要慌，第二一定要体现出你自己的专业性，要从你的这种专业的角度对整个的事故进行还原进行分析，然后能够融合的融合，能够综合的综合，把整个的体系，整个的流程、标准，有效的把它建立起来，所以通过有效的危机处理会让领导知道专业的重要性、懂得企业需要有自己的高精尖人才，危机局对CIO而言未必是一件坏事。 CXO UNION-CXO联盟（cxounion.cn）

总结一下今晚的所讲的几点：

1.CIO一定要有服务意识，而且是优先项；

2.CIO一定要学会对内外相关资源进行有效协同；

3.CIO一定要懂得向上赋能；

4.CIO一定要有破局的策略； CXO UNION-CXO联盟（cxounion.cn）

最后，人生充满了变数，就CIO这个角色而言，有时候是需要一定的高度，但也要淡定，我建议CIO们：淡定看人生，禅定看自己。这个禅定是一种境界，要能够脱离一些世俗的一些干扰，或者脱离一些没必要的干扰，能够洞穿一些事情的本质。希望大家在以后的工作中，能够走出自己的每一步，不要做这个局内的人，我希望今天参会的CIO朋友，能够高看一点，能够淡定一点，能够禅定的来看自己，未来会有更多的收获！

翻译：

The CIO implements four capabilities for managing up

On the evening of June 12, 2024, Lao Yang Group CIO will enjoy the second phase, this invited guest is Tang Zhenhua of Hunan Tongcheng Group to share: CIO how to achieve upward management, the whole process of dry goods! The following is the transcript of Tang’s shared content, organized by Lao Yang, and some of the content has been desensitized!

As the CIO of the enterprise in this era to have a learning habit, especially for us to do IT people, you must not only understand your technology, but also understand your market, understand your business, including this society, you need to continue to learn. How to have the new power of old, only through learning to improve themselves! Through learning, to integrate! Benefit by learning! Through learning, to have the level and ability to solve problems. CXO UNION-CXO联盟（cxounion.cn）

First, how does CIO face upward management

This is a problem facing all of our practitioners. For me, in the past, there was also a kind of fear, difficulty, resistance, that is, why do you want to go up management? Can you manage upward? Are you powerful or rich? What is the strength to manage upward? What is the content of managing up? For what? Which of my possessions is mine? Later found that what is not, they seem to have nothing to manage, for everyone, daily management can manage themselves, even if it is good. Those business department leaders, department managers can listen to you even if it is good, do not talk about upward management.

Managing up is difficult and challenging.

I think I do IT all the way, there is never a day without challenges, no day without difficulty, even today he has difficulty, there are challenges, but I think people, especially people like us do information, you have to open a little, open a little, first of all, a better attitude, positive energy, so I give myself every day. How to manage CIO upward management? First of all, take a look at the role of the CIO, he is not an ordinary engineer, nor a system maintenance personnel, nor a software development product manager, in fact, the CIO’s positioning is very high. When I did management consulting with many enterprises, I attached great importance to the role and position of CIO, and I also found that many CIO groups did not find their own positioning, living a very humble life, always feel that they:

First, talk not on the road;

Second, there is no place to show or use the martial arts of one’s life.

Third, a lot of things can not be learned to apply, many times are the leader’s butt to decide the head, they want to do a lot of things, want to do a lot of work but can not do.

Since I began to do this position, I have been thinking: I am in the end to do technology? Or is it a service thing? Or do you focus on business? I’ve been thinking about my position and my changing role. At this time, where is the foothold? CXO UNION-CXO联盟（cxounion.cn）

Today’s participants in our exchange and discussion partners are independent CIO or enterprise technology leaders, I will talk with you today from four aspects of upward management:

How to serve well;

How to cooperate well;

How to do empowerment well;

How to break the game; CXO UNION-CXO联盟（cxounion.cn）

Second, services for upward management

First let’s talk about upward management, why the service label should be affixed. We do CIO sometimes do not overestimate themselves, because you can not talk to your superiors about technology, you can not speak clearly, many times we must learn to use the language of business to speak technology, use management to talk about the system, talk about some professional terms. It is recommended that you learn as much as you can, including the culture of the company. For example, some companies have a strong corporate culture, CIO will not talk about corporate culture, there is no corporate culture language in daily communication, this is very important, I found that many CIO talk about technology that is wise, there is no problem, it feels like falling into their own rice bowl, but chat with the superior always feel where is not the right way, chat, feeling is that chicken and duck can not talk together. If the CIO really has a sense of service, it is necessary to learn to use the language of the enterprise, such as many CIO to write annual work reports, project material reports, will write a large number of professional terms, this time the leader looks very annoyed, because he does not know what the term is, he does not know the three letters in the report, four letters represent what it means. In my report, I rarely use professional terms, and try to use common business language, business indicators, and business operation methods to do relevant descriptions, because in this way, first, everyone can understand, and second, leaders think that the content is very real.

I think the CIO should be conscious in terms of service, and you should work with your superiors at the same time and halfway. Do not think that you are big in technology, you can cow, so you show off in front of the leader, or in front of the general manager, chairman of the board of directors appear to be very professional, very authoritative, always say one or two professional terms or English, in fact, others think that you are very axis. CXO UNION-CXO联盟（cxounion.cn）

1. The CIO needs to serve superiors as customers

For our services to superiors, if you look at them as a customer, we need to change to plain language in daily communication. For example, when launching a certain system, we need to have the thinking of our superiors, and before the implementation of the system, we need to consider the feasibility, input and output, risk, the value of the deployed application, and what value the system will bring to the team, the branch company, and even the group format. And these popular talk to the leader, if you have considered so much, it shows that you have really done a good job of leading this customer service. In fact, change the thinking to consider, the leadership has customer thinking, this upward management of this level is not difficult at all.

2. The service and value of the CIO starts with saving money

CIO wants to reflect the value of professional ability and technical services in front of superior leaders, must start from saving money for the company! However, many people started to spend money when they became CIO, engaged in large systems, built large platforms, built large databases, centralized IDC, and put the cloud on the cloud,……. Is that right? I think it is not right, the CIO should learn to look from the inside, that is, you have to manage upward, you have to really have a sense of service, then your value, your professional ability to reflect the value of your technical level, must start from the company to save money, not from spending money. CXO UNION-CXO联盟（cxounion.cn）

So how can you save money? For example, our network transformation, the upgrade of the system maintenance platform, the development of the interface, we can do it ourselves, can save, which way is better, we continue to tune. For example, the upgrade of the system platform, many times we are thinking about how much it will cost, but after we exchange and communication, many systems are invested by banks and UnionPay, and these costs are to save money for the company. In this way, in the digital construction of this matter, the boss first does not say that you spend money, first of all think that you are saving money, saving money for him, then your value is reflected, your professional ability is reflected. Many CIOs think that professional ability is only reflected in the technical aspects, but it is reflected in the value of the service, the awareness of the service, and more important!

3. How to save money in the process of digital construction?

First, the CIO position is in place, the awareness of service, improve;

Second, the boss likes is not always on the system, not always to spend money, not to say not to spend money, but to say how to spend money, how to save money, and how to spend, who to spend, is the boss to spend or want others to spend, is your level and ability;

Third, saving money is work who is going to talk? Naturally, the CIO is independent, in the technology may be my bank, but in the business, in the integration of the business, the CIO should be stronger, which is also the upward management of the CIO; CXO UNION-CXO联盟（cxounion.cn）

Third, the coordination of upward management

Now let’s talk about collaboration in managing up, collaboration is very important, I’ll list it to the second point, collaboration is more than one content, it has systemic collaboration, it has external collaboration, it has internal and external collaboration. Why is it divided like this? For example, systematic collaboration, in most cases the leader is looking at our technical capabilities, but sometimes he does not understand, can not see through. On the business side he has the actual data, he has the operating report, he can easily see, only by looking at the technical work, he does not know what you are doing, he does not know how you improve. Therefore, in this case, the CIO should at least cooperate with the system, and let your superiors see what you are doing for the accumulation and reconstruction of the enterprise, which is very important. CIO to recognize is that first of all you are a person learning for the enterprise, but also a person for their own accumulation, this is the first public after private, rather than the first private after public. Only talk about public and not private, that is rogue, if you talk about private first, this positioning may be a little bit above, because you do not have this height, so you can not stand on the CIO position, or stand to you do not long, so we must first public after private, then how to first public after private?

First, I think we should make a good knowledge map of ourselves and our department or center, make a good annual training plan, and make a good knowledge base of our technical department. I think the explosive point of my professional ability, or the rapid jump point, is in these aspects. First of all, make up this knowledge map effectively, where you lack, where you lack, where the company lacks? Where the shortcomings must be clear, their annual plan is what, how to train. At the same time, our technical department has not formed its own database, information base, database. Many of the things we learn now are fragmented, and there is no systematic knowledge base to learn from everyone, which I think is extremely valuable for the public. CXO UNION-CXO联盟（cxounion.cn）

Second, personally, for the future of the CIO, if one day the enterprise does not have, how do you do? I think it is also extremely valuable, that is, you are learning for the company, improving your own professional skills, raising the entire professional level of the company, and at the same time, improving your own professional ability. For example, I once did an informatization project implementation management standard, which took nearly two months. Together with the software company, all the deployment processes and application standards were recorded, in the form of words and tables, and constantly updated. This work has been used by the whole group up to now, which is very valuable. If one day you the CIO left the enterprise, your own knowledge system is very sound, the case base is very rich, your own knowledge map is very complete, this is also extremely valuable.

1. What is external collaboration

It is actually very difficult for CIO to push informatization and digitalization, why is it difficult to push? For example, many leaders always feel that the flowers outside the wall should be fragrant, and the moon in foreign countries should be round. At this time, he involves upward management. I don’t normally push my boss, and I don’t say that the system works, that it’s very useful. I will ask an executive team, please the business boss, please the financial boss and so on to go out and see, you want to do better than to see, see how others do, with stones from other mountains can attack jade. CIO should go out more, bring back excellent cases, invite the company’s relevant leaders to excellent enterprises to see, come back to write business reports, write learning experiences, write reflective reports, find gaps, and find ways to effectively promote work in this way. CXO UNION-CXO联盟（cxounion.cn）

2. What is internal and external collaboration

When implementing a digital project, we should pay attention to not only deploying a system, but simply developing a system. It is ok to sign a development agreement on the line, in fact, the system is really useless, why is it useless? Because everyone has no intention, contract and contract, development and development. Many software companies usually copy a set of original templates directly, neither taking into account changes in the market, nor taking into account the nature and characteristics of the enterprise itself, the full effect of the application is different, and the problem is definitely the CIO. And now I signed a profit contract with the software company, everyone is a win-win, the system development is done well, the business department is satisfied, the software company is also satisfied, because he received money and made money. A lot of the systems we’re signing now, especially the marketing-based systems, we’re signing agreements to build and run. Encourage the parties involved in the project to clarify their responsibilities, risk sharing, internal and external cooperation with us to do one thing, the boss can see the effect of payment, willing to bet on the agreement, you do well, I give more money, you do not do well, the garbage system to send me do not, but also spend manpower, but also take up my server resources, cost my room resources. So internal and external collaboration, for the deployment of marketing systems. I think it can be used for reference, and I see that many companies are doing the same. CXO UNION-CXO联盟（cxounion.cn）

Fourth, the empowerment of upward management

Empowerment? How do we understand this? Why do I use labels? Isn’t it usually the superior who empowers the inferior? How can it be a subordinate to a superior? I want to tell you that you must rely on yourself to do things, like we are engaged in technology, we must rely on superiors. Do your own reliable, you do things reliable, but you have to rely on your superiors, if you can give all your ability to superiors, so that your superiors get promoted, I think you may have the opportunity to be promoted.

At the same time, the CIO should tell his superiors that you are a useful talent. What is talent? Can help companies make money, can be effective from technology to the overall empowerment. Your ability in the technology above, the last system, I think for the sake of systems and systems, your value is only half, or even less than half. For example, the point system, many people think that it does not have much to do with the CIO, but you have to consider how to extend from the enterprise’s own members to the members of the different industry alliance, you need to get through the interface, in general, you are not waiting until the business department proposed, need to get through the interface. Have you ever considered, you as a technical talent, you can help the company to make money, you can put the company’s members and different industry user traffic to do integration, in the current user of the world, traffic to rely on money to buy, the user is money, now each enterprise is lack of traffic, lack of users when. Another is that your own points you do well, you do fine, you know how to do it, you through the points system, through the operation mechanism, you can do extension, for example, you can extend to the bank, the bank’s points can be applied to your own company, at that time some people only did half a step, know that there is such a thing, a step has not been done. But let’s do step one, do step two, do step three. So when we reached the end, even the bank turned into a store for our products to be displayed and exchanged. CXO UNION-CXO联盟（cxounion.cn）

Fifth, when the upward management of the game

How do we break the game? Only by putting your effective service in place, the internal and external collaboration is in place, and the value of empowerment is reflected, can the broken game be broken. So the CIO must first do a good job of service, then do a good job of construction, and finally to break the game. I think that before you have done a good job in the service, before you have not put the label well, you now talk about the so-called innovation, change, from the digital perspective, to turn the enterprise into a so-called IT company, the information department into a digital company, are all nonsense! I have seen a lot of CIOs die very tragically, I recommend that you do not toss this thing. But how to break it? I think there are two breaking points in technical jobs:

The first breaking point is: entry point, to start from marketing! Because the most difficult thing to do now is marketing, because no listed company can withstand the current market situation. CIO should note that you are small, so be sure to start from the marketing perspective;

The second breaking point is: customer service, as we all know, the customer is our food and clothing parents, the customer has the world, the customer is sticky to you, the customer has loyalty to you, the customer links from online or offline you, choose you, then you have the value of existence, otherwise you will be eliminated by society! Will be eliminated by the market? Then as a CIO, we must also share the same fate with the enterprise, so our technology, application, and energy must also be spent on this. For example, if you are on the system for the market, is to really break the game to go on this system, it is very valuable. So sometimes the CIO’s own thinking to break, do not solidify, do not think that they are engaged in the system, engage in IT, you do not need to understand the business, do not go to see the market, so you do not know where the pain points of the business. So the CIO must be integrated with the enterprise, to understand their own corporate culture, because leave the company this platform, you are nothing. CXO UNION-CXO联盟（cxounion.cn）

CIO to keep up with corporate strategy, must do the right thing, do not rush to success, do not go greedy, I see a lot of companies on the big model, you even industry model, even the enterprise’s own module do not have, how can do a good job of artificial intelligence?

1. What happens when your boss isn’t supportive?

This is also the problem we often encounter in the management of upward, when you are full of enthusiasm, hope, confidence that it is absolutely a successful project, absolutely a good system, when the leader does not agree? Is there anything you can do? What do you think?

I think the CIO can take the “curve to save the country” strategy, the leader does not agree with me to find a third party cooperation, let you go to see what the function of the third party is like, you can not with him at the same frequency, let the business to speak, let the data speak, let the market to speak, I feel more convincing. Let the leader look at the gap with the third party big factory, their own enterprise technology update ability, iteration ability, implementation ability, can catch up with several big factories. What if you can’t catch up? For example, in cooperation with the United States Group, the finance is put forward, why are they so advanced, why are they so convenient for reconciliation, and why are payments so smooth? He will force you on, he will suggest that you open the interface, through the way of the third party, we force, which is also one of the reliable ways.

2. How does the CIO do crisis PR

Does the CIO have a crisis? Yes, I do! As we all know, especially in large enterprises, security responsibility is the first, there must be zero security incidents, as long as there is a case, your career is over. When faced with a crisis, the CIO’s professional level ability will be reflected at this time, so if the CIO does not understand technology and does not understand the scene, it will suffer a great loss. When you encounter some crises, first, don’t panic, second, you must reflect your own professionalism, restore and analyze the entire accident from your professional perspective, and then integrate the integration, the comprehensive integration, the entire system, the entire process, the standard, effectively establish it. Therefore, through effective crisis management, leaders will know the importance of professionalism and understand that enterprises need to have their own high-level talents, and the crisis bureau is not necessarily a bad thing for CIO.

To summarize the points made tonight:

1. The CIO must have a sense of service, and it is a priority;
2. CIO must learn to effectively coordinate internal and external resources;
3. The CIO must know how to empower upward;
4. The CIO must have a game-breaking strategy;

Finally, life is full of variables, as far as the role of CIO is concerned, sometimes it is necessary to have a certain height, but also calm, I suggest that CIOs: calm look at life, meditation look at themselves. This meditation is a state of being able to break away from some worldly interference, or from some unnecessary interference, and be able to penetrate the nature of something. I hope that in the future work, you can take every step of your own, do not be the people in this bureau, I hope that CIO friends attending today, can look higher, can calm down, can meditate to see themselves, there will be more harvest in the future! CXO UNION-CXO联盟（cxounion.cn）

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