Surviving the Internet+ Shift: A CTO’s Survival Guide for Traditional Companies

As traditional industries—especially manufacturing—slow down due to macro‑economic changes, many companies in trade and retail are either voluntarily or forcibly shifting to an Internet‑based model.

Some firms have fully re‑engineered their business for the Internet, while most still view it merely as a simple tool or channel, equating operations with marketing and treating product development as a collection of features, driven by arrogance.

These companies often see product R&D as hiring expensive, unevenly skilled “talents” and pressuring developers like a client, turning technical staff into reluctant laborers.

Management in such firms values eloquence over results, rewarding those who can align with business interests even without tangible achievements.

Technical staff with poor communication skills may find themselves juggling demands from superiors, peers, and subordinates, leading to overwhelming pressure.

Entering the Company

When you join an Internet‑plus company, negotiate salary, benefits, social security, lunch and transportation subsidies, and even reasonable tax‑saving measures; never sacrifice your interests for face.

First, deeply understand the boss’s style. Traditional‑industry leaders are often personable yet authoritarian, expecting rapid system development and cost‑effective hiring.

Typical boss profile: 40+ years old, multi‑million annual revenue, easy‑going but decisive. Desired manager: any age, gentle, compliant, able to hold the line in critical situations, and possibly ready to dismiss “slackers.”

Don’t rush to prove yourself; observe and listen before acting.

Internet‑plus companies may have departments led by relatives of the owner or overseen by market or HR personnel, blending sales, marketing, and operations into a large “operations” unit with diverse backgrounds.

Actively Build Relationships

Maintaining relationships across all levels—peers, other departments, and especially the boss—is crucial. Understanding each department’s internal and external interests helps you form a common‑interest community, which is essential when driving change.

External “experts” may act as the boss’s advisors, sometimes facilitating and sometimes hindering progress; learn to collaborate with them while keeping momentum.

Knowing others’ needs can be more valuable than stubbornly pursuing what you think is right.

Personal and Team Management

Clarify your own personality, leverage strengths, and mitigate weaknesses. In an Internet‑plus environment you must speak loudly, earn respect, and satisfy the boss.

Purely technical, introverted engineers may suffer in certain scenarios; openness, patience, and constant progress reporting are essential.

If the boss becomes unresponsive, be alert to potential problems and adjust your approach accordingly.

In pure Internet firms you’ll not only write code and design architecture but also engage frequently and deeply with people, keeping communication channels open.

Leaders should boost morale, guide the team, and establish authority as a habit.

Some team members lack intrinsic motivation and need direction to become the contributors you expect.

When faced with difficulties, frustration is normal; avoid criticism, seek solutions, and value the psychological impact of your leadership.

Stay active, communicate constantly, and remember that failure is a stepping stone to success—embrace it bravely.

Ultimately, understand what you want, and choose your company, boss, and work environment wisely.

This story is purely fictional; any resemblance to real events is coincidental.