Adobe 的新任首席信息官（CIO）对于开始一个新领导职位的建议
![](/data/attachment/album/201611/10/135626jrr1s5exzgw0ytpg.png)


我目前的几个月在一家十分受人尊敬的基于云的技术公司担任新的 CIO 一职。我的首要任务之一就是熟悉组织的人、文化和当务之急的事件。


作为这一目标的一部分，我访问了所有主要的网站。而在印度，上任不到两个月时，我被问道：“你打算做什么？你的计划是什么？” 我回答道，这个问题不会让经验丰富的 CIO 们感到吃惊：我现在仍然处于探索模式，我在做的主要是聆听和学习。


我从来没有在入职时制定一份蓝图说我要做什么。我知道一些 CIO 们拥有一本关于他要怎么做的”剧本“。他会煽动整个组织将他的计划付诸行动。


是的，在有些地方是完全崩坏了并无法发挥作用的情况下，这种行动可能是有意义的。但是，当我进入到一个公司时，我的策略是先开始一个探索的过程。我不想带入任何先入为主的观念，比如什么事应该是什么样子的，哪些工作和哪些是有冲突的，而哪些不是。


以下是我作为新任命的领导人的指导原则:


### 了解你的人


这意味着建立关系，它包括你的 IT 职员，你的客户和你的销售人员。他们的清单上最重要的是什么？他们想要你关注什么？什么产品受到好评？什么产品不好？客户体验是怎样的？了解如何帮助每一个人变得更好将决定你提供服务的方式。


如果你的部门就像我的一样，是分布在几层楼中的，你可以考虑召开一个见面会，利用午餐或者小型技术研讨会的时间，让大家可以进行自我介绍并讨论下他们正在进行的工作，如果他们愿意的话还可以分享一些他们的家庭小故事。如果你有一个公开的办公室政策，你得确保每一个人都很好的了解它了。如果你有跨国跨州的的员工，你应该尽快的去拜访一下。


### 了解你的产品和公司文化


来到 Adobe 后最让我震惊的是我们的产品组合是如此的广泛。我们有一个横贯三个云的提供解决方案和服务的平台——Adobe 创新云、文档云和营销云——和对每一个产品的丰富的组合。除非你去了解你的产品和学会如何为他们提供支持，否则你永远也不知道你的新公司有着多么多的机会。在 Adobe 我们给我们的零号客户使用许多数字媒体和数字市场解决方案，所以我们可以将我们的第一手经验分享给我们的客户。


### 了解客户


从很早开始，我们就收到客户的会面请求。与客户会面是一种很好的方式来启发你对 IT 机构未来的的思考，包括各种我们可以改进的地方，如技术、客户和消费者。


### 对未来的计划


作为一个新上任的领导者，我有一个全新的视角用以考虑组织的未来，而不会有挑战和障碍来干扰我。


CIO 们所需要做的就是推动 IT 进化到下一代。当我会见我的员工时，我问他们我们三到五年后的未来可以做什么，以便我们可以开始尽早定位。这意味着开始讨论方案和当务之急的事。


从那以后，它使领导小组团结在一起，所以我们能够共同来组建我们的下一代体系——它的使命、愿景、组织模式和操作规范。如果你开始从内而外的改变，那么它会渗透到业务和其他你所做的一切事情上。


贯穿整个过程，我对他人都表现一种开明的态度，这不是一个自上而下的命令。也许我对我们当前要做的事有一个自己的看法，但是我们必须使看法保持一致，我们是一个团队，我们应该共同找出我们需要做的事。




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via: <https://enterprisersproject.com/article/2016/9/adobes-new-cio-shares-leadership-advice-starting-new-role>


作者：[Cynthia Stoddard](https://enterprisersproject.com/user/cynthia-stoddard) 译者：[Chao-zhi](https://github.com/Chao-zhi) 校对：[wxy](https://github.com/wxy)


本文由 [LCTT](https://github.com/LCTT/TranslateProject) 原创编译，[Linux中国](https://linux.cn/) 荣誉推出


OK
I’m currently a few months into a new CIO role at a highly-admired, cloud-based technology company. One of my first tasks was to get to know the organization’s people, culture, and priorities.

As part of that goal, I am visiting all the major IT sites. While In India, less than two months into the job, I was asked directly: “What are you going to do? What is your plan?” My response, which will not surprise seasoned CIOs, was that I was still in discovery mode, and I was there to listen and learn.

I’ve never gone into an organization with a set blueprint for what I’ll do. I know some CIOs have a playbook for how they will operate. They’ll come in and blow the whole organization up and put their set plan in motion.

Yes, there may be situations where things are massively broken and not working, so that course of action makes sense. Once I’m inside a company, however, my strategy is to go through a discovery process. I don’t want to have any preconceived notions about the way things should be or what’s working versus what’s not.

Here are my guiding principles as a newly-appointed leader:

**Get to know your people**

This means building relationships, and it includes your IT staff as well as your business users and your top salespeople. What are the top things on their lists? What do they want you to focus on? What’s working well? What’s not? How is the customer experience? Knowing how you can help everyone be more successful will help you shape the way you deliver services to them.

If your department is spread across several floors, as mine is, consider meet-and-greet lunches or mini-tech fairs so people can introduce themselves, discuss what they’re working on, and share stories about their family, if they feel comfortable doing that. If you have an open-door office policy, make sure they know that as well. If your staff spreads across countries or continents, get out there and visit as soon as you reasonably can.

**Get to know your products and company culture**

One of the things that surprised me coming into to Adobe was how broad our product portfolio is. We have a platform of solutions and services across three clouds – Adobe Creative Cloud, Document Cloud and Marketing Cloud – and a vast portfolio of products within each. You’ll never know how much opportunity your new company presents until you get to know your products and learn how to support all of them. At Adobe we use many of our digital media and digital marketing solutions as Customer Zero, so we have first-hand experiences to share with our customers

**Get to know customers**

Very early on, I started getting requests to meet with customers. Meeting with customers is a great way to jump-start your thinking into the future of the IT organization, which includes the different types of technologies, customers, and consumers we could have going forward.

**Plan for the future**

As a new leader, I have a fresh perspective and can think about the future of the organization without getting distracted by challenges or obstacles.

What CIOs need to do is jump-start IT into its next generation. When I meet my staff, I’m asking them what we want to be three to five years out so we can start positioning ourselves for that future. That means discussing the initiatives and priorities.

After that, it makes sense to bring the leadership team together so you can work to co-create the next generation of the organization – its mission, vision, modes of alignment, and operating norms. If you start changing IT from the inside out, it will percolate into business and everything else you do.

Through this whole process, I’ve been very open with people that this is not going to be a top-down directive. I have ideas on priorities and what we need to focus on, but we have to be in lockstep, working as a team and figuring out what we want to do jointly.

## Comments

it's critical to comprehend the present condition of the IT business. The part of the CIO is intensely affected by how IT procedure, new PC frameworks and an undertaking's steadily changing targets and objectives adjust. Clearly, you esteem the general population and give them considerations, that is the critical part of CIO!

Here, here! I echo Cynthia's advice and wisdom for on-boarding onto a new CIO leadership challenge. I have used a simple "listen, look and learn" approach during my first 90 days.