Differences between the technical director and CTO: The Role of CTO-how software companies enable source-based throttling (I)

I have been thinking about how software companies can increase revenue and reduce expenditure.
Of course, the boss is also thinking about open-source and throttling.
Of course, the boss is thinking about open-source and throttling at the company's operation level. As a CTO, I am thinking about this issue from the perspective of product operation. Otherwise, a software company depends on software products for its survival and development. In addition, there is no other source of income, as a product owner, I feel that I have no responsibility to think about the profit and development of the company. Should I leave this problem to the boss who is busy with sales every day and busy with money to manage the company? So what do you need this CTO? Is it just to make you a foreman to manage a group of people?

Some companies only have technical directors and no CTO. The technology is good, but it is not close to the company's strategic development. If technology alone cannot be used, the company's business development will not be able to use his technology. The reason is that the technical director is thinking about products, but does not think about the combination of products and the company's strategic development.

In addition, it is very difficult for a product to be successful, and sales can support and develop a company. You cannot make a product. Moreover, a product is not an independent task. Its success must be associated with many people.

First, you do not understand the boss's Development Strategy (first, the boss has to like you. I like a person who has a bad temper and a bad temper. I also have your temperament, management ability, vision, courage, determination, and Prestige. I also have reasons for your loyalty to my boss. If a boss doesn't feel at ease and doesn't like it, he will not be able to get killed by the boss sooner or later. Of course, the boss won't let you know what he is thinking. You don't even know what the boss is thinking. How do you make products that are appropriate to the boss's thoughts? This is also the reason why many technical directors and CTO have never been able to get started, let alone operate a successful product. Although this topic is dismissive to many people who advocate career management, the reality is that. Either you wait for China to become a professional democracy, or you can do it now. Successful people are all done when they are not possible. If everything is ready, what is the difference between the boss and others ?), There is no chance to create a product, let alone time resources and technical training resources for human resources and research.

Even if you understand it, you have to come up with products that match it. This is the second step.

But do not think that a good idea can be successful. You need to organize your human resources for implementation. The dilemmas of a company are different. There are no companies that are proud to allow you to dispatch resources with your desired needs. The resources provided by the boss are always less than the resources required by the officers. This is the reality.

The first is human resources. There are so many people who are qualified. Therefore, your vision should not only match the company's strategy, but also match the company's current situation. It is not easy to find a balance point.

So much is not easy. Both of you have taken into consideration the current situation, challenges, opportunities, dilemmas, and changes in the customer industry in the next three to five years. Then, your product may be in line with the boss's ideas, but you cannot sell it (the boss has an ideal and a dream, but it may not be able to keep the boss's ideal and dream in sync with the development of the customer.

People are in your care, and people are in this way. It is impossible to improve and reverse in the short term. Therefore, you must start. However, if everyone's ideas are consistent, they can move toward your goal, and if the quality of their cooperation can meet your requirements, they will not be able to quickly move forward. The launch of this product is a leader, in addition, it is very likely that they cannot be pushed out because of internal chaos. It's not easy if it's slow. People are selling well. It's not easy if you want a hot spot to highlight you.

People also have fatigue periods. When people lose their temper, their mental inertia is also great, and their personalities are also different. How do you continuously add fertilizer to this team and trim branches to prevent insects and damage? Sometimes you have to bask in the sun and see the wind. Sometimes you have to move to a shade. You need to check whether the team shows any bad signs from time to time.

After the product was made, other departments of the company did not know how to promote and sell, how to implement, and how to consult and support. I dreamed of implementing it through the process. I said to myself that developing products is my R & D business, and whether or not to promote products is your marketing department. In this way, I am deceiving myself. In this way, it is easy for the product team to get out of the R & D department. You have no sense of accomplishment at all. Of course, you have no material rewards, and it is very likely that you are a professional manager. Therefore, the CTO must be placed above the technical director to manage the implementation support of enterprise consulting and coordinate the marketing and sales.

Transmission will be distorted, especially a management concept that requires great effort to demonstrate white. So you understand 100%, R & D personnel understand 70%, implement 50% on the product, transfer 30% to the market, and reach 20% on the implementation, and reach the customer, customers only absorb 10%. Therefore, the customer can only receive 10% of the benefits of a management software built on a good management philosophy. Therefore, management software customers think that it is about 600 yuan, just a spreadsheet of advanced points. In particular, with the loss and replacement of customer staff and the loss and replacement of software company staff, there will be no more left in the end. The benefits that software can present to customers cannot be said at all.