This article analyses why some technical staff and business managers still champion the mid‑platform approach, reviews its successes and failures, and extracts practical lessons for the AI era, emphasizing domain division, decoupling, tooling, and organizational governance.
Enterprise Architecture (EA) aligns technology with business strategy by defining the roles of architects, distinguishing developers from architects, outlining three main architect types—application, solution, and enterprise—and highlighting the benefits of establishing an internal EA team for strategic decision‑making and value delivery.
The article explains the concept of systemic risk in both economics and technology, compares it with non‑systemic risk, describes how it propagates, lists common sources, outlines its impact on technical teams and business value, and provides a step‑by‑step framework for modeling, identifying, and governing such risks.
This article presents a practical three‑step model—the Golden Thinking Circle—that helps technology managers assess technical proposals by first clarifying business goals, then examining concrete solution attributes, and finally planning implementation and stakeholder coordination.
The article explains how enterprise architects drive digital transformation, outlines the dynamic responsibilities and required hard and soft skills for senior roles, and describes the path and strategic functions needed to advance to a chief enterprise architect position.
This article outlines practical steps for developers aspiring to become CTOs, covering expanded skill sets, community building, leadership preparation, and learning to let go, while highlighting real‑world examples from industry leaders and offering actionable strategies for career growth.
In this interview, Li Yi, head of 58 Group’s Front‑End Technology Department, explains how the company built its large‑scale front‑end service system—including a Hybrid permission platform, a React Native hot‑update platform, and the Beidou monitoring system—while discussing cross‑platform frameworks, performance challenges, low‑code adoption, and advice for newcomers.
The article presents a strategic technology planning framework (STREET) and guidance for enterprise architecture teams to adopt emerging technologies in a structured, business‑aligned manner, emphasizing scope, tracking, ranking, evaluation, evangelism, and knowledge transfer.
The article explores how the technical operations teams behind Beijing 2022’s winter venues built, tested, and maintained a complex information‑technology system—turning the venues’ IT infrastructure into the lifeblood that kept the Games running smoothly despite harsh weather, remote locations, and tight deadlines.
A former startup engineer shares a candid analysis of how large tech firms redefine "getting things done," foster internal politics, inherit massive technical debt, and resist innovation, while offering practical strategies for leaders to keep technology evolving within such organizations.
The article analyzes the current marginalization of IT departments in traditional enterprises due to limited value, hierarchical organization, and misaligned assessment, and proposes that digital transformation—redefining IT roles, aligning technology with business goals, and building a digital foundation—can turn IT into a profit‑center and strategic enabler.
The author reflects on years of experience as an algorithm engineer and argues that solving problems should not be tied to specific technologies, offering three practical principles—avoiding obsession with the newest tools, supplementing technology with money, communication, and management, and broadening one’s technical horizon—to help engineers advance their skills and deliver real‑world impact.
The article explains what a software architect is, outlines their evolving responsibilities across development phases, describes various architect specializations, highlights essential skills and team collaboration practices, and offers career guidance for aspiring architects.
The article analyses how large enterprises are shifting from traditional cost‑center IT to a digital‑first mindset, critiques Gartner's bimodal IT model, proposes a broader "technology dual‑mode" framework, and illustrates the approach with examples from Alibaba, Huawei and modern platform strategies, emphasizing the need for agile, customer‑centric, and capability‑focused organization structures.
A senior Alibaba technologist shares his 15‑year journey from hardware engineering at Huawei to AIoT leadership, outlining four personal insights, the importance of crisis awareness, structured thinking, presentation skills, and business sense for engineers seeking growth.
This article outlines the key abilities a technology leader needs—communication, business sense, product planning, team management, problem‑solving, and personal influence—and offers practical advice on how ordinary engineers can rapidly develop these skills to become effective CTOs in small to mid‑size companies.
The article explores the multifaceted role of a CTO, covering responsibilities from hands‑on technical work to strategic leadership, team organization, cultural stewardship, process optimization, technical debt management, and security, while also highlighting Yibao Payment's technical practices and industry positioning.
At the 2018 GTLC Global Technology Leadership Summit, Suning's IT executive Jo Xinliang shared strategic insights on technology management, decision‑making frameworks, and the evolution of Suning Cloud, highlighting how perspective, data, and governance shape effective corporate tech decisions.
The article explores why many programmers feel lost amid rapid tech change, arguing that true mastery comes from understanding the business‑technology‑software value chain, aligning architecture with business goals, and prioritizing cost‑benefit to become owners of technology rather than its slaves.
A veteran programmer reflects on decades of coding, realizing that without authority, technical skill alone cannot change failing products or projects, and regrets not taking management roles that could have offered greater impact, financial reward, and career fulfillment.
The article shares real‑world stories of startups suffering from unreliable CTOs and provides practical criteria—such as delivery focus, use of existing tech assets, large‑scale system experience, and sensitivity to new technologies—to help founders select a competent technical co‑founder.
