Compete against each other, technical big coffee debates big PK! Digital transformation welcomes huge waves, technical management sees the true chapter

The transformation of digital transformation has a long history. From the rapid popularization of cloud computing, to the rapid migration of traditional industries to the cloud, to the country's proposal of the digital China strategy, this historical process is irreversible and has been greatly accelerated in the post-epidemic era.

Under such a background, severe requirements are put forward for the business/technical capabilities, organizational structure and personnel quality of enterprises, especially the transformation challenges faced by technical managers. Change is not unfamiliar to technical people, but in this constant transformation, how should technical managers grasp the core elements? What challenges will technical managers face with the iteration of technology? How to resolve cultural conflicts in organizational change?

Tencent Cloud TVP gathered 20 senior industry experts to launch the "Redefining Leadership" TVP technical management closed-door meeting, sharing the common scenarios in technical management with big names, and using thematic debates to find classic speculations in technical management. On March 26, with the theme of "Change and Watching in Transformation", TVP celebrities took the participants to find out the changes and constants of technology management in the digital transformation of the industry.

Digital Transformation of IT Operations

Xu Bin, vice president and chief digital officer of CIFI Group and ambassador of Tencent Cloud TVP industry, brought us a theme sharing entitled "Digital Transformation of IT Management". Mr. Xu Bin has many years of experience in the financial industry, foreign-funded enterprises, and private enterprises in the past. He has the characteristics of multiple perspectives and inclusiveness, and explores the commonalities in the experience of various industries and empowers each other.

Digital construction with business thinking

In the traditional digital construction, the most typical mode of thinking is the delivery thinking, how to quickly realize the business requirements in the enterprise and the business system to go online faster. Mr. Xu Bin said that under the guidance of this kind of thinking, the biggest problem is often doing a lot of things that should not be done. For example, there is no user participation in requirements, and satisfaction is low; for example, after the system goes online, the daily activity is low, and the IT team does not pay attention to DAU. indicators, etc. Under the guidance of delivery thinking, the IT team in digital construction often eventually becomes a supplier of demand.

In today's market environment, the mode of thinking required by digital construction is business thinking. The so-called business thinking is to think like an entrepreneur and create the greatest value with the least resources. Inside the enterprise, the first thing to consider is the input-output ratio. Mr. Xu Bin introduced a 1:6 model: whether one point of input can produce 6 times the output in the next three years. If an efficient input-output ratio can be achieved, then the transformation path of enterprise digital construction is right.

Under such preconditions, demand management becomes very important. As an example, Mr. Xu Bin said that in the past year, CIFI Group has generated over 25,000 demand and delivered nearly 12,000 demand. However, if we look at it with the principle of 28, we may not need to make so many demands and can generate enough value. Demand management places high demands on enterprise digital teams: first, think about problems from the perspective of the future, and be good at saying No to business colleagues; second, think about what is appropriate to do at what stage from a global perspective; third , cultivate excellent communication skills, and do a good job of pre-communication of demand management.

The last and core principle of business thinking is to achieve customer success. Mr. Xu Bin said that in the past, the industry always mentioned the word "empowerment" in digital construction, but it is not enough to provide weapons and ammunition assistance for digital construction. Users should also be involved in the design stage to let end users know the product's quality. Value, how to better use the product to obtain value and win the battle, this is the so-called "enablement".

Cultural and Organizational Change

The core of enterprise digital team transformation is cultural and organizational transformation. The transformation must be culture first, mission, vision, and values first. This is the key to answering why and why it is important. Otherwise, it will be difficult for the transformation to take shape.

The first step in the transformation of digital teams is to cultivate the entrepreneurial mindset of the entire team. Let the whole team understand its core mission, and realize the continuous lean of the enterprise while constantly improving itself. At the same time, it is also necessary for enterprises to achieve their own continuous excellence in the process of continuous pursuit of excellence. Enterprise digital teams need to constantly pursue higher goals and pursue excellence, so that when encountering problems and challenges, they will choose to continuously improve themselves and improve their ability to solve problems.

Second, cultivate an entrepreneurial culture within the team. In the process of making changes and pursuing excellence, various difficulties and resistances are bound to be encountered. At this time, the digital team is required to break the routine, think about various ways to solve problems, make themselves a generalist, and then cultivate breakthrough thinking. Position yourself in the role of the driver. Only in this way can we truly drive digital transformation into deep water.

Third, how to turn teams into combat units and collaborate efficiently. Mr. Xu said that in practice, there is a three-three system and a diamond-shaped organization. The core of the three-thirds system is to break down the organization into relatively small combat units, and quickly realize some important value points by complementing the capabilities of different colleagues. At the same time, everyone can continue to expand their capabilities. The diamond-shaped organization mainly includes four dimensions of capabilities, product management capabilities, technology delivery capabilities, data application capabilities, and customer success capabilities. The construction of these four capabilities will turn the entire product line into a relatively complete establishment, objectively forming a quasi-entrepreneurship organization.

Start with the end, and increase the global dimension

Mr. Xu Bin said that starting from the end, the essence of global dimensional upgrading is to be able to look at the problem end-to-end, look at the overall situation from a higher dimension, explore the essence of the problem, and think about how to create more value from a higher dimension.

First, cultivate end-to-end awareness. The common stubborn problem of enterprise digitalization, such as information islands, is the lack of end-to-end global linkage. Digital enterprises must link multiple departments to perform horizontal value chain management and vertical integration. Only in this way can the information flow, data flow, and business flow operate efficiently, and in key business scenarios, the perfect coordination of multiple departments can be achieved.

Second, do a good job in structural management. The pros and cons of an enterprise's digital capabilities are often reflected in its ability to be flexible and highly rewarding. The core of high-return capability is actually deconstruction. Through the deconstruction of business capabilities, the design of digital capabilities is formed. Use building blocks to build a single digital capability, and then complete 70% of the work by splicing, and 30% of the work is combined according to the actual scene. In this way, digital capabilities become very flexible and can adapt to organizational changes and business changes flexibly.

Third, practice the restocking mechanism. CIFI Group has its own 6S review model, which measures the success of work and improves the efficiency of future work through six major modules, including overall goals, success, core logic, critical paths, system support, and key scenarios.

Internal and external capacity ecological construction

CIFI Group has a "1+N+X" model for internal and external capacity ecological construction. Among them, "1" is their own team, and the core is compound talents. The core of ability building for team growth refers to the Yang Triangle Model: willingness, ability, and mechanism support.

"N" refers to strategic partners. The value of strategic partners is that they are at the forefront of the industry, their products are future-oriented, and they are their main business. Cooperation with them can quickly realize the establishment of enterprise capabilities and continue to allow us to obtain Value, no need to build capacity from 0 to 1. Enterprises should devote team resources to places where it is easier to create business value, and choose industry-leading strategic partners in the direction of underlying capabilities to achieve combined punches.

"X" means that on the big tree of enterprise digitization, on some specific branches, through endpoint innovation and cooperation with start-up companies, multiple scenarios are combined to form a benign cooperative innovation ecology, and realize the integration of industrial companies and start-up companies. organically combined.

Under such a model, the enterprise digital team can maintain the core competitiveness while opening up ecological cooperation, making the team more capable of creating and delivering value, and efficiently realizing digital transformation.

Finally, Mr. Xu Bin sent the words "Counting dreams into horses and building a bright future together" to the participants. The person in charge of digitalization of the enterprise undertakes a very important historical mission. Its efforts to make the industry better through digitization and ultimately make the country better.

Summit Debate: Changes and Changes in the Strategic Choices of Technical Managers in the Era of Transformation

In this roundtable session, an online thematic debate was set up. The theme of the debate was "Changes and Changes in Strategic Decision-making of Technical Managers in the Era of Transformation". ” point of view, the negative side loves you ten thousand years team held the view that it is more important for technical managers to abide by the original intention, and launched a tit-for-tat fight.

• Zhengfang Striver Team: First, Xiao Li, Vice President of New Titanium Cloud Service Technology; Second, Tencent Cloud TVP Teacher Liu; Third, Evergrande Group CSO Zeng Yonghong; Fourth, Evergrande RV Bao Division General Manager Yu Jipeng.
• The opposing side loves you for 10,000 years: Fu Kui, CTO of Wuzhi Intelligence; Peng Aihua, CTO of Qiangzi Information Technology; Wang Xiaobo, CTO of Tongcheng Travel Business Group; and Yu Limin, senior technical consultant of IBM.

argumentation

Fang Yi Debate Xiao Li

Change is the essence of the world, and developing with the trend is the main theme of human society. A qualified technical manager must pay attention to changes and follow the trend in order to help his organization stay on top of the wave. We are in an era of transformation, and the era of transformation is characterized by the digital economy. According to the "New Vision of the Global Digital Economy (2020)" report by the China Academy of Information and Communications Technology, the overall scale of the digital economy has reached a new level. In 2019, the scale of the global digital economy reached 31.8 trillion US dollars. On a global scale, the digital economy has become a new engine driving economic development. The more developed countries are, the more they attach importance to the digital economy. According to my country's 14th Five-Year Digital Economy Development Plan, in 2022, the growth value of the core industries of the digital economy will account for 7.8% of the domestic GDP. By 2025, my country's digital economy will enter a period of comprehensive expansion, and the growth value of the core industries of the digital economy will account for 10% of GDP. Looking forward to 2035, the digital economy will enter a period of prosperity and maturity, and the development level of my country's digital economy will be at the forefront of the world.

From the perspective of enterprises, digital transformation has become the source of innovation for enterprises and the engine for enterprises to reconstruct their competitive advantages. Within the enterprise, digital talent management and product production make the management and production of the enterprise more refined. In the external market of enterprises, digital operations, services, and marketing allow enterprises to reach users more accurately and improve user experience.

As an IT manager, you must also keep up with the trend in the process of change and exert technical leadership in order to make your organization develop in the drastic changes. For example, Nokia's lag behind in the era of smart phones, Microsoft's ups and downs from the PC era to the mobile era, and then to the cloud computing era, such as Tencent's QQ in the PC era, and WeChat in the mobile era. Trends are closely related.

As the book "Top of the Wave" says, the development of technology is not uniform, but in the form of waves. Everyone should see the wave clearly and catch up with the wave, so that his life is not in vain. Digital technology cannot be used only in the face of a crisis, and the result is a poor user experience. The era of digital economy has arrived, and the era of digitalization has arrived. In the era of transformation, it is more important for technical managers to make strategic choices in line with the trend. Thank you!

The opposing side argues against Fu Kui

As the contestant Zheng Fang said just now, our era is developing, many companies are ups and downs, and our digital economy has achieved many achievements. Although in the middle, everyone keeps changing technologies and changing directions. But one thing we all know, the original intention has not changed. What is the original intention? No matter how the times change, technology managers should grasp the focus and enthusiasm for technology.

First of all, abide by the original intention is the primary responsibility of technical managers. To engage in technical management means that our technical personnel have to change from being good at themselves to worrying about doing other people's things. The scope of responsibility has changed a lot. As a technical manager, you must never make irresponsible choices that follow the trend, and you must always abide by the original intention. You should continue to play in your own field, lead the team to achieve greater efficiency, and achieve the effect of 1+1 greater than 2.

Second, adhering to the original intention is the guiding light for creating achievements. The original intention cannot be forgotten, otherwise our voyage will be lost. Whether it is a start-up company or a Fortune 500 company, all have their own struggles and foundations. If we don't know where to go, how do we know how to work hard, what direction to work hard in, if the direction is wrong, the effort will be in vain.

Third, sticking to the original intention is a good work method. Only by clarifying our own original intentions can we find ways to allocate resources, help the team grow, and help companies and organizations achieve our business goals. Only by sticking to our original intention can we formulate strategies around our original ideas, make improvements, and do our work with perseverance and perseverance.

Fourth, abiding by the original intention is the attitude of dealing with people and things. People need to be trustworthy, and they should do what they say they should do. They cannot change their goals casually. This kind of lack of contract spirit is more likely to hurt their own team and organization. Only by sticking to the original intention can you give others a more reliable feeling. I believe our bosses, colleagues and team members want to always have a very predictable outcome, direction and attitude when communicating with us.

Fifth, abiding by the original intention is the historical law of the organization's survival. Adhering to the original intention is the source of the power of our technical managers, and you cannot give it up. If you know what to do, the whole world will make way for you. Adhering to the original intention is the law of history, it is our enterprising spirit for the cause, it is our awe for the cause, and it is the way that technical managers, especially the managers of companies whose technology leads to entrepreneurship, must practice. Those who follow the laws of history will succeed more and fail less. Those who do not follow the laws of history will succeed less and fail more.

Attack and defense

Square two debates

In some places, the teacher who argues against Fang Yi is secretly changing concepts. He refuted the trend in a cultural way. In fact, in technology management, culture is culture, technology is technology, and there is no need to change concepts. To follow the trend is not to make random changes, but to have judgment, and we must change according to the change of the situation.

For example, ten years ago, cloud vendors have begun to dabble in the CDN field. How do CDN vendors iterate technically? How to change the backward storage technology? At this time, a forward-looking CTO came and went to implement the reform of CDN manufacturers. Even if the direction was right, it would inevitably encounter many people, organizations and technical problems in the middle, and eventually ended in failure. This example tells us that it is no problem for everyone to do things with the original intention, but this original intention is not to measure the technology. What we need to do is to judge the technology. We change the trend and follow the trend does not mean changing the flag. It does not mean irresponsible. If we do technology, then we must continue to innovate and change our small goals. When there is a problem with the current small goal, we have to change it.

Another example is the app that developed in the short video era, such as the development process from QQ to WeChat. If it does not follow the trend of mobile Internet to change, then if he does not destroy his own life, others will come to destroy his life. Only by reclaiming our own lives can we have a better future and better development. If a road itself is not correct, or if this road is correct at the beginning, when external factors develop to a certain extent, we still hold on to the successful cases we have done before, or hold on to the successful cases we have done before. As a technical manager, this is a state of being completely irresponsible or lying flat, and he can only lead his team into the fire pit.

I have a few questions for our debaters. Do you think technology trend management is a secondary position in technology management? The second question, if the reasonable needs of users or customers are changing with each passing day, if you do not meet the needs at this time, the customer can replace you at any time and use another manufacturer, then the size of your customers at this time. There will be fewer and fewer, you will be eliminated, and even in the end there may be no you in this market. In order to meet the needs of our users or customers, what adjustments will you make? If technology trends are not decisive in leadership, I would like to ask you to answer, is it not decisive? Is it like this? Do you think trend management is necessary? Please answer yes or no.

The second defense against Peng Aihua

Mr. Liu raised a lot of questions just now. First of all, I think there is a relatively big flaw. That is to say, whether we are technical managers or a certain position in the ascending channel, you are in a certain position. There should be only one goal at a given historical stage. If we have decided on our original intention, we can no longer shake it. The original intention is our attitude and our determination, and it cannot be changed.

Mr. Liu, Fang Erbian, gave a very good example. He mentioned that Tencent has evolved a lot of products in order to continue to develop in the field of social networking, such as QQ, WeChat and so on. However, holding this product, holding this goal, simply a certain position in the middle process, do you think that is Tencent's original intention to socialize? My answer is at least No, and I believe everyone here will have the same idea as me. I think Tencent, whether you are doing QQ in the PC Internet stage in the past, or WeChat in the current mobile Internet stage, I believe it is to enable everyone to communicate conveniently and conveniently at all times, and to gain people-to-people connections. I think it is very, very important to understand the original intention of such an ability to communicate between people.

This kind of change, this trend of conformity, must stick to the original intention and the source. Only then can we get Tencent behind us, including Tencent Cloud founded by Tencent, which provides the majority of B-end users with good digital convenience and convenience. value. If you didn’t stick to this original intention at the beginning, all following the trend can’t be called a very valuable thing, it can only be called going with the flow.

I switched to IT at the age of 30. This year is my 20th year in the IT industry. I am nearly 500 years old. I should stick to my original aspiration like everyone here. Although I have worked on virtualization, private cloud, and public cloud, I am now turning to industry consulting. I think whether you are the same as me or not, whether we want to take this month from the cloud, for example, if I want to take the month from the cloud of Tencent Cloud, or I want to dig it out from the artificial intelligence, we must not leave the square. A defense of what Mr. Xiao Li has repeatedly taught us online, the ability to provide the best quality service and to be the best and most trusted advisor and expert for our clients. I believe that if I uphold this original intention and do it within this framework, then I will follow the trend later, including so many questions mentioned by Mr. Liu in the previous two debates. I believe that my answers are all in it.

Zeng Yonghong

I listened to the other party's speech, in which he mentioned the original intention in the argument, and said that we must adapt to the times, which means that trend management is very important. one. Second, he also mentioned that the direction is wrong, and efforts are in vain. Isn't that just proof that we need to manage trends? I would like to ask the other party for the second argument, are you still using floppy disks to save personal data? Are you still taking pictures with your film camera? Do you agree that the development of technological trends has eliminated outdated and backward technologies?

It is understandable that the opposing friend dared not directly answer my question, because everyone knows that this is an obvious problem. With the current computer technology update, it is impossible for him to use the old floppy disk now. The original intention is actually in constant iteration with the development of technology. When we talk about mentality and values, these things are actually not in the scope of our technical discussion today, because the mission and responsibilities of technical managers are determined. We cannot wait for ten thousand years. Technical strategic decision makers must avoid being affected by the current technology or organizational structure. Limited, we should evaluate how to improve technical capabilities and end-to-end processes, enhance customer service capabilities and value.

Under the conditions of new technology application, we must also manage digital transformation, not only to retain the original intention, but also to focus on action. Cisco's boss has said that at least 40% of enterprises will die in the next ten years. If enterprises do not transform in time to adapt to new technologies and new scenarios, there will be more examples in the future. Therefore, we say that the original intention is important, but if you don’t adapt to the development of the times, adapt to the needs of talents, capabilities, and various aspects, and cannot become the trendsetter of digital transformation, then it will be difficult for us to achieve digital achievements. Thanks!

Three arguments against Wang Xiaobo

Our two teachers have cited many examples from ancient and modern Chinese and foreign, celebrities and great people, all of which prove the importance of sticking to the original intention. We also checked the official websites of major companies, and everyone in the organizational culture agrees to abide by the original intention, which in itself is a reflection of our views.

Another example is the so-called Nokia's decline in the era of smartphones, but the problem is that Nokia still exists, and its original intention is not in selling mobile phones, but in the field of communications. At present, Nokia's weak position in the field of mobile phones does not mean that Nokia's second rise in the field of mobile phones will someday in the future, because its original intention in communication has not changed. In the same way, another mobile phone manufacturer, Apple, was ignored in the earliest days, but today it has broken through the closed loop of industrial design, operating system and concept culture, which is also the result of its adherence to the original intention.

We are all programmers, do we have any special moment when we recall what was the first line of code we wrote? I believe that many technical students will feel deeply and remember what the first line of code they wrote in junior high school, high school, college, and the first day of work. What is the meaning behind these? The meaning is to tell us that what we do is not pure management, nor do we do anything else, we are doing technology, and we are chasing our dreams from the original origin.

All the development, the management of all trends, it must be based on an original intention. Just say what this original intention is, how to find this original intention, and whether it is right to find the original intention. If it is not right, if there is no change in the original intention, if there is no blind bump in the original intention, there is a saying called stepping on the watermelon skin, where you slide it counts.

Positive Defense Summary Xiao Li

Thanks to the opposing parties for some of their views, I think it happened to fully prove our point of view. For example, in the case of Nokia, many people may not know that Nokia started out as a lumber rather than a communication manufacturer, and it also constantly switched tracks in the process of development and finally chose the direction of communication equipment. Although the company still exists at present, it is not the same as the global market share of more than 70% at its peak. Apple was originally a PC rather than a mobile phone, and it also continued to develop in accordance with the trend of the times. The return of Steve Jobs led to the subsequent Apple, and it also continued to develop and change in the process of trend.

In the previous section, the questions I asked the other party have not been answered. Instead, the positive and negative sides continue to confirm our point of view based on past cases. Nokia or Apple, or Kodak film, it's all the same. The book "Digital Survival" argues that the transition from atoms to bits is irreversible and unstoppable, because the change is exponential, and even small differences can have shocking results. Therefore, in the era of digitalization and transformation, it is more important for technical managers to follow the trend, thank you!

Summary of the counter-attack and defense by Fu Kui

First of all, there are more than four mistakes made in the defense section of the positive party: the discussion is not about having a few original intentions, but the issue of whether or not to abide by the original intention once it is determined; the concept of the original intention and the product is confused; the questions raised by the square are not valid Responsiveness; refute the so-called generalization with a case of partial generalization.

We always believe that only by abiding by the original intention in this industry, exerting 120% of hard work, and constantly enriching everyone here, can we become the so-called God's favorite. It is persistence rather than constant change of the track. The original intention of the individual is very important and cannot be shaken.

Secondly, the original intention of the organization is very important and cannot be shaken. Forgetting the original intention is a manifestation of the irresponsibility of an organization. When we develop at any time, we must withstand external temptations and tests. Of course, when we make mistakes in decision-making, it does not mean that we do not need to stick to it. The original intention of technical management is very important. Some of our organizations have faced the wall for ten years, and some people say that life is just like the first time. Many businesses and organizations tend to walk so far that they forget why they started. I remember that there was a bicycle-sharing company in China in the early days. It developed very well at the beginning. I don’t know what its original intention was, but I think they developed very well. Later, they moved their minds and moved some of the users' deposits, which eventually led to the company's disaster. Of course, I don't know whether the company is here or not. I think that because their original intentions changed, which led to the disaster of the company, we must maintain our original intentions for individuals and organizations.

The third point is that we can adjust our way of working on the basis of our original intention, choose the best method, find the most suitable product, and use the most advanced technology. The original intention is the fundamental thing, it is the core. Our other external applications are applications. In order to allow people to better store data, we have invented floppy disks, mobile storage, NARS storage, etc. In order to allow people to communicate better, we have invented the Internet, invented WIFI, and used 5G. Technology, etc. In order to reduce costs and increase efficiency in digital transformation, a basic platform such as cloud computing has been designed. In order to make the network more secure, a large number of security companies have been created.

Fourth, as TVP members, we actually had some original intentions when TVP was established. In order to let everyone use technology to influence the world, let technology benefit everyone, and practice the original intention and original intention of science and technology for goodness, we will continue to organize various activities and influence the industry to carry out work. Although our performances are different, our original intention has not changed.

Finally, I would like to add that I personally have been doing this for three years as an entrepreneur. I feel very clearly that as a startup, when you go to communicate with investors, partners and customers, they first ask you what your company does. They don't want you to say that you are doing storage in the morning and network in the afternoon. They don't want you to change it every day. The more stormy the waves are, the more we need to be firm, especially our entrepreneurs adhere to our original aspirations for starting a business, just like the Dinghaishenzhen in Journey to the West, only when the sea is fixed, you can have your own judgments, and only accurate judgments on technologies and trends. , in order to apply these technologies and trends to our products and companies, and ultimately help us achieve our original intentions.

Conclusion

Four arguments against Yu Limin

What should the original intention of a technical manager be? We have summarized three aspects:

The first point is that technical managers need to realize the value of the software. We need to choose the appropriate technology to solve customer problems, complete the functions of the product, and finally realize the value brought by the software according to the characteristics of the team members. This is the most basic and most important prerequisite feature, which is the technical manager an aspect of originality.

Second, as a manager, we must pay attention to the growth of our team. As a manager, he has a strong technical ability, and he must drive the personnel of different roles in the team and let them grow and develop in various positions, in order to drive the realization of the value of the first software. Only in this way can our real technology be transformed into social value, or the needs of the entire product and customer realization. Through this teamwork process, we need to find a balance point, let our managers and technicians promote each other's growth.

The third point, the ultimate goal is to bring everyone a process of happy growth and happy life, whether it is customers, developers or managers themselves. Our own technology comes from the front line, and our technical managers cannot be separated from the front line. For the growth of the team, we continue to communicate and iterate on the technical level to achieve our entire process of successful software interaction. thank you all!

Square Four argues Yu Jipeng

Our view is that the trend is king. In the era of digital transformation, it is more important for the strategic decision of technology management to conform to the trend. In fact, a very important point is missed in the summary of the negative side. What is the original intention of the technical manager for the enterprise itself? The goal of enterprise development is growth. It is obviously not enough to have this original intention. Although your growth is important, you must follow the trend. With this trend, the enterprise can live better. If you don't grasp the trend well, the company and the team are gone, does it still matter where the original intention is?

In addition, with the advent of the Z era, consumers' consumption habits have also changed. Now they all want the ultimate experience, there is a lazy culture, and they pay more attention to the feeling and experience of being served well. Short video technology and live broadcast technology are widely used and become the support of important technology platforms in the Z era. What does this mean? Douyin and Kuaishou, which follow the trend, have developed rapidly. Why? Because it follows this trend.

The technology manager chooses the appropriate technology according to the situation of his own enterprise. Digital transformation is the trend and it is irresistible. Only by grasping the trend of technological change and development and keeping pace with the times can you master core technologies, iterate core technologies, build a technological moat, and be invincible in the technical field. If you do things too early or too late, you will not be able to mature, and you will only get twice the result with half the effort. Only by keeping pace with the times and grasping the trend can we keep up with the pace of the times, and only by controlling the opportunities can we grasp the future, follow the trend, and the trend is king.

This debate, which is no less intense than that of programming languages, framework disputes and other programmers' Holy Grail topics, has finally come to an end. Witnessed by all the participants and TVP experts in this venue, the opposing view "Technical managers adhere to their original aspirations" More Important" won the final victory, and Mr. Fu Kui won the MVP of this debate.

At the end of the closed-door meeting, the host of this session, Tencent Open Source Collaboration senior operation expert Wang Yonghe, was deeply moved. As a veteran in the industry for many years, many aspects of the debate moved him. The only constant in this industry is change. The value brought by the confrontation between the positive and negative sides does not lie in the outcome of the game, but in the interpretation of the original intention and trend. Let us give ourselves a reason to ask ourselves whether we need to make changes and whether we should persist in our future work, when we encounter difficulties and when we need to make choices. Thanks to the TVP experts for their wonderful sharing, and honored to be the host.

Epilogue

Digital transformation is an overwhelming torrent, and the importance of technology managers in this is self-evident. When development engineers use code to build the foundation of the digital world, technical managers need to stand on the "tower crane" of technology and overlook the overall situation of the digital world.

From the very beginning of its establishment, TVP hopes to "influence the world with technology", so that technology can benefit everyone, and practice the original intention and original intention of science and technology for good. This is the original intention of sharing with technical managers and practitioners in the digital age, and it is also the root cause of TVP's continuous holding of industry closed-door meetings to help individuals, enterprises and industries adapt to the trend.

Technicians, following trends and sticking to their original aspirations, can always coexist. If you don't believe me, you'll know when you come to TVP.