Generally speaking, the CTO position has the most comprehensive capability requirements for technical leaders, and can basically cover all aspects of the core competencies of technical management. In the previous column, we shared "The Competency Model of Technicians Determines Your Position", so we specially invited seven current or former CTOs and asked them to summarize the core competencies that CTOs need to have based on their experience in their work. Very interesting in comparison.
AdMaster co-founder and CTO Hong Bei:
The three English words or five Chinese characters of "CTO" and "Chief Technology Officer" have actually revealed the core competencies required by a CTO. My own summary is 5 "shi" characters.
The first is the "soldier" taxi, that is, to be able to lead troops. The words "chief" and "officer" naturally give you the responsibility to lead the army. Therefore, understanding the characteristics of each team member, caring about the growth of each small partner, and building a team that can fight are the most important requirements for the CTO;
The second is "doing things". In addition to leading people, the CTO also needs to take the lead and face the difficulties. The CTO does not have the ability to attack and level things, and is ashamed of the word "technology";
The third is the perspective of "perspective". CTOs must also have industry insights, market thinking, and cost perspectives. Only by observing the products they develop, the users they serve, and the market environment they are in can find more matching technologies from multiple perspectives. Solutions to create value for employees, enterprises and society;
The fourth is the trial of "trial and error". CTOs should have the courage to try and make mistakes. Of course, if there are mistakes, they should also have the courage to take responsibility and be diligent in summarizing. CTOs dare not try and make mistakes, and even team members dare not try and make mistakes. Innovation and success come from countless trial and error;
The fifth is the trend of "following the trend". If the CTO cannot predict the development trend of technology, the team will definitely face the dilemma of no head fly or just passing by. At the same time, the CTO also needs to learn to follow the trend, and rely on the resources and strength of all parties to better lead the team, overcome difficulties, and make smart trial and error;
CTO is such a position that needs to be able to lead people, be able to tackle tough problems, have a vision, be willing to try and make mistakes, and know how to follow the trend.
Wang Fuqiang, founder of Hangzhou Fuqiang Technology Co., Ltd.:
There are many requirements for the ability of CTO, but I think there are several abilities that belong to the core competencies:
The first is operational capability. Of course, because the CTO mainly focuses on the technical prefix, he is responsible for the operation of the technical organization, including daily, organizational structure, technical culture and marketing and a series of soft and hard operation methods. ;
The second is the ability to transfer. The core responsibility of the CTO and the product technology department is to support the CEO and the company's business. Therefore, it is necessary to be able to understand the intentions and plans of the CTO and the Peer department well, and then promote the implementation;
The third is the ability to attract stars. Love is like life. When the CTO pays more attention to people than technology, the pattern of CTO will be improved.
These are some of my superficial knowledge, for reference only.
Youzan CTO Cui Yusong:
CTO is firstly an O, O itself represents a management position, and secondly, there is the meaning of Owner. He must have a good understanding of the company's business, including talent strategy, market strategy, user strategy, growth strategy, etc., and even must participate in these formulation of strategies.
Technology is ultimately for the business, unless the technology is the business itself. In many companies, technology has really become a tool to meet the needs of other departments, and I think that CTO is definitely not qualified to do so. First of all, it cannot affect the strategy. The requester will undergo many transformations. If it is not derived based on the strategy, the whole process will be distorted.
Second, I think the most important is the ability of business architecture, perhaps the management ability is second. For management ability, I think the most important thing is the perception ability of the team, because once he reaches the level of CTO, he has already left the front line, and it is difficult to restore some details. If there is no very delicate perception ability, many decisions will be biased.
If he's not a business architect, someone who can point the team in a better direction, he'll end up being a requirements translator who does what the product manager says he does. He was more responsible for ensuring the quality of the product and the speed of development, and was eventually dismembered into a very trivial person. Once the team reaches a certain scale, the team will move from pure demand realization to team operation, and operation needs direction, and business architecture is a comprehensive capability based on operation and data.
To sum up, I think the most important thing is the ability to participate in strategy formulation, strategy implementation and strategy decomposition. Secondly, it is the ability of business architecture, the ability to perceive the team, and the ability to perceive microscopic things.
Lilac Garden CTO Fan Kai:
I think a CTO needs to have the following five qualities:
1. Good technical vision and excellent architectural design ability
CTO要有良好的技术视野，不需要各种技术都样样精通，但是必须要所有涉猎，有所了解，对各种技术领域的发展趋势，主流非主流技术的应用场景要非常了解。知道在什么场景应用什么技术，公司业务发展到什么规模应该预先做哪些技术储备。产品架构的设计要有足够的弹性，既能够保证当前开发的高效率，又能够对未来产品架构的演进留出扩展的余地。
二、动手能力要强，学习能力出色
CTO并不需要自己亲自动手写代码，但是如有必要，自己可以随时动手参与第一线的编码工作，CTO不能长期远离一线工作，自废武功，纸上谈兵。否则长此以往，会对技术的判断产生严重的失误。另外，CTO也应该是一个学习能力非常出色的人，毕竟IT行业的技术更新换代速度非常快，如果没有快速学习能力，是没有资格做好CTO的。
三、管理研发团队过硬，能建立团队研发文化
CTO的责任是负责整个公司的产品实现，所以CTO要善于管理研发团队，掌控好研发工作进度，能够在规划好的时间内，步步为营，好整以暇地完成公司产品的研发工作。
此外CTO还要擅长培养研发梯队力量，建立研发团队内部具有向心力的，开放性的，交流学习型组织文化。让研发团队具备自我学习能力，自我培养能力，自我建设能力。这样的研发团队工作极度默契，战斗力极强，而且员工归属感很强，流失率很低。
四、具备良好的产品意识，以及跨部门跨背景的沟通能力
CTO不仅要懂技术，还要对互联网产品有良好的感觉，从产品的逻辑性，可实现角度提出产品改进和完善的总体性设想。因为产品经理或者业务人员设想的产品，很可能是逻辑上不严密，存在实现矛盾的。
此外CTO还需要极强的沟通能力，要能够和不同背景的人有良好的沟通能力，能够用对方的思维方式和话语体系来描述他不理解的专业问题。
五、敢于对CEO说“不”
只要不是技术出身的CEO，必然对研发是门外汉，很可能对产品也是门外汉。因此，CEO不是每个想法都靠谱的，CTO有责任站在更加专业的角度去帮助CEO纠正，推演，完善想法。一个不敢对CEO说不的CTO，这个公司肯定要走很长很长的弯路的。
易宝支付 CTO 陈斌：
在我看来，CTO可以不写代码，但是这意味着你有更重要的事情要做，比如需要具备技术战略、体系建设、人才培养、企业文化、商业眼光、领导艺术等方面的素质。
首先，CTO是技术战略的主导者。在CTO的这些素质中，最基本是要有技术战略。比如：编程语言选Java还是其他的语言，有新技术出现的时候，及时地安排团队的人去学，以备不时之需。当然CTO自己也要不断学习新的技术，不断更新自己的知识储备。
其次，企业文化是非常有力的管理工具。企业文化很重要，但在实践当中经常会被忽略。CTO也要管企业文化，不但要引导企业文化，而且要身体力行。其实企业文化是一个能够帮你把整个企业的研发人员、氛围、管理过程组织起来的有效手段。
最后，要打造良好的技术团队氛围。研发人员需要一位能指导他们、了解他们的大哥，我在易宝经常会跟兄弟们抽抽烟，聊一聊，有的时候也会写写代码，原因在于可以通过写代码去了解大家在想些什么。你作为技术领导者，必须进到那个氛围，了解一线员工在做什么。然后作为他们的代言人，代表技术团队跟公司管理层争取一些利益和福利，大家才会觉得这是我们的带路人。
携程首席科学家叶亚明：
在我看来，合格的CTO有六大要素：
要素1：技术问题的解决能力
技术领导者会面临很多技术问题，尤其业务发展了以后，过去的一些技术瓶颈，都会变成问题。在这种情况下，要具备快速解决问题的能力；另外，你要指明方向，带领团队共同前进。
要素2：具备强烈“还债”意识
几乎所有的互联网公司都会遇到技术债，当业务发展到某个阶段时，一定会爆发。有技术债怎么办？除了能够“发现”债的存在，还要适时“还债”，作为技术领导要有这种前瞻性。
要素3：构建与CEO的良好伙伴关系
首先，要从业务负责人或CEO的角度去思考他提的需求是什么。其次，要会平衡产品需求，判断产品需求的优先级。第三，要提高交付满意度。第四，要有业务洞察力，要对业务有强烈的兴趣。如果你对业务非常有感觉，那么你跟CEO的交流就会上升一个层次。
要素4：清晰的自我认识
你要意识到自己处于什么位置？周围的人跟你的平衡点在哪里？自己的优势和短板在哪里？对自我有一个清晰的认识非常重要。认识自我还不够，还要认识团队。团队整体技术水平是什么样？团队的短板在哪里？有这样的意识，你就知道在哪个方面应该补强。
要素5：团队人才建设
实践起来主要有四点：第一，招募培养接班人；第二，CTO自身的影响力；第三，自己的人格经要得起别人的挑剔，做到客观公正；第四，能创造优秀的团队文化。
要素6：给工作注入新的东西
作为一个技术领导者，如果你经常为整个业务或者团队带来新的东西或思路，与公司授予你的权力相结合，那么推进起来会非常快。虽然自下而上的创新也可以成功，但是根据经验和中国互联网过去的发展，从上到下去推动改变会更快一些。
磁云科技创始人及CEO、 京东终身荣誉技术顾问李大学：
一个好的CTO是能够把商业和技术结合起来，或者说具有商业敏感性的CTO。我认为有三点：
第一，CTO应该具备商业洞察能力。我比较喜欢看一些商业书籍，来锻炼自己的商业分析能力、判断力、决策力，因为只有把技术和商业去结合的时候，它的价值才能呈现出来。
第二是战略思维。很多CTO都是从技术人员做起来的，技术人员往往会想一个问题怎么做，他解决的是how的问题，但是在研究战略问题的时候，我们更多研究的是What和who的问题，或者说，我们更多的是看趋势、看未来，如果看得远，就可以反过来思考，现在做得是否对。我们有时候太关注技术本身，没有站在战略角度考虑问题。
第三是个人的影响力。这种影响力包括影响同事，影响下属，甚至影响CEO，当你有一定影响力后你会发现，你能团结凝聚更多的人，那你做事情就比较容易。对于CTO来说，领导力的核心就是影响力。
结语
以上就是七位现任或曾任CTO总结的“CTO的核心能力”，我们会发现，其中有很多相通之处，也有一些独特的观点。或许可以这样理解：是否具备CTO们都非常看重的能力，决定了你是否能够成为一个技术领导者；而是否具备部分CTO非常看重的能力，决定了你将成为一个什么风格的技术领导者。
http://www.infoq.com/cn/news/2018/04/cto-core-capabilities