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網路化企業 CTO 實戰手冊（繁體中文版）

打造面向未來組織的實用指南

Romano Roth and TranslateAI

《網路控制論企業技術長實戰手冊》幫助現代科技領導者將戰略轉化為執行。它為技術長們提供可行的策略、評估方法和轉型路線圖，以建立自適應的、人工智能增強的、反饋驅動的組織。學習如何將人員、流程和技術整合成一個生命系統，使其能夠感知、決策，並以超越環境變化的速度進化。

This book is a translation into Chinese (Traditional) of The Cybernetic Enterprise CTO Playbook which was originally written in English

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控制論企業技術長實戰手冊是一本為期望打造適應性強、面向未來的組織的技術領導者所編寫的實用指南。基於控制論企業中介紹的概念，本實戰手冊將理論轉化為執行方案，把原則轉變為具體行動，並將行動轉化為可衡量的成果。

本書為技術長和技術主管提供了結構化的路線圖，指導如何構建簡潔高效的架構、賦能自主團隊、擴展平台工程、負責任地整合人工智能，以及通過反饋驅動學習來領導轉型。每一章都提供了切實可行的見解、評估框架，以及基於實際企業經驗的轉型策略。

這本實戰手冊並非一個需要嚴格遵循的框架。它是一本為那些希望帶領企業能夠比環境變化更快地感知、決策和適應的技術長所準備的操作手冊。

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This book is a translation into Chinese (Traditional) of The Cybernetic Enterprise CTO Playbook which was originally written in English

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About the Authors

Romano Roth

Romano Roth is a pioneering thought leader in cybernetic transformation, enterprise evolution, and platform engineering, with over two decades of experience in the technology sector. As the Global Chief of Cybernetic Transformation at Zühlke, Romano shapes the global strategy and service portfolio for cybernetic enterprises, platform engineering, AI integration, and cloud solutions. His visionary approach redefines how organizations innovate, adapt, and scale in industries such as finance, insurance, cybersecurity, energy, healthcare, and aerospace.

In a world reshaped by Artificial Intelligence (AI), Romano believes the key to resilience and competitiveness lies in the transformation toward the Cybernetic Enterprise, a new operating model driven by feedback loops, AI-augmented workflows, and self-learning systems that place customer success at the center. His work empowers companies to continuously create value by harmonizing people, processes, technology, and AI.

​

Romano began his journey at Zühlke 23 years ago, evolving from software engineer and architect to trusted consultant, and now to his leadership role in cybernetic transformation. His passion for value creation through automation and quality led him from engineering into the DevOps movement and further into the forefront of enterprise transformation.

He is the organizer of the monthly DevOps Meetup in Zürich and the president of DevOps Days Zürich, an annual conference within the global DevOps movement. Romano shares his insights via his YouTube channel, with over 250 videos, and through more than 30 blog articles focused on DevOps, architecture, leadership, and transformation.

His commitment to thought leadership and education extends to his role as a lecturer in DevOps leadership, agile methodologies, digital transformation, and enterprise architecture at the Lucerne University of Applied Sciences and Arts. omano’s work champions a culture of innovation and agility, helping enterprises evolve into adaptive systems capable of thriving in complex, fast-changing environments.​

Leanpub Podcast

Episode 321

An Interview with Romano Roth

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Contents

Table of Contents

    • 簡介
      • 為何需要本實戰手冊
      • 控制論企業的含義
      • 作為CTO你將實現什麼
      • CTO視角：三個整合領域
      • 如何使用本實戰手冊
      • 本實戰手冊與主書的關係
      • 本實戰手冊不是什麼
    CTO的使命
      • 你需要負責的成果
      • 控制論企業的獨特之處（以及為什麼這是你的責任）
      • CTO的核心職責
      • 你必須領導的接口
      • 指標（執行層記分卡）
      • 需及早消除的反模式
      • 結論
    實戰方案集
      • 什麼是「實戰方案」（以及什麼不是）
      • 為何需要實戰方案：從模型到行動
    • CTO的營運原則
      • 1. 質疑需求
      • 2. 堅決刪除
      • 3. 先簡化再優化
      • 4. 明智地加速
      • 5. 最後才自動化
    • 領導網路控制型企業的十大原則
      • 1. 執行長即首席推廣者
      • 2. 圍繞價值流而非部門壁壘組織
      • 3. 重視成果而非產出
      • 4. 以簡潔性和模組化為架構原則
      • 5. 平台賦能
      • 6. 無處不在的回饋
      • 7. 賦權自主團隊
      • 8. 人工智能增強
      • 9. 預設透明
      • 10. 適應作為常態
    • 執行方案
      • 1. 為簡單性和規模化進行架構設計
      • 2. 賦能產品團隊
      • 3. 建立企業平台
      • 4. 將數據和 AI 作為核心能力
      • 5. 構建安全性和彈性
      • 6. 構建可靠的環境和可擴展的測試
      • 7. 主動運維和自我修復系統
      • 8. 使技術與價值流程保持一致
      • 9. 以反饋和實驗為導向
      • 10. 無阻力治理
      • 如何運用這些策略
    評估
      • 簡介
      • 轉型評估的目的
      • 評估的關鍵原則
      • 如何使用和解讀評估等級
      • 組織評估
      • 技術評估
      • 流程評估
      • 結論
    轉型
    • 成功轉型的關鍵
      • 1. 讓CEO親自參與
      • 2. 將技術作為骨幹
      • 3. 招募並指導真正的產品經理
      • 4. 賦權產品負責人
      • 5. 將設計置於核心
      • 6. 建立授權工程
      • 7. 運行以洞察為導向的產品策略
      • 8. 重塑利害關係人關係
      • 9. 持續宣導成果
      • 10. 以企業勇氣領導
      • 11. 在各處嵌入回饋迴圈與AI
      • 12. 輕度治理，持續維持
      • 結論
    • 實施路線圖
      • 第一階段：啟動（0-6個月）- 奠定基礎
      • 第二階段：擴展（6-18個月）- 擴大規模與加速
      • 第三階段：持續（18個月以上）- 內化與演進
      • 結論
    結語
  • 附錄
    • 深入了解本書
      • 作者簡介

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