Followed by the Chief Operating Officer, Chief Operating Officer, Chief Technology Officer, Chief Technology Officer, Chief Financial Officer and Chief Financial Officer. Functionally, they almost don't want to interfere, and the company affairs involved are different. Within the enterprise, they are equal, and there is no question of who leads whom.
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The biggest difference between technical VP and director lies in the enhancement of system construction ability. Each vice president will be supported by one or more technical directors. A resume system will make technology research and development run efficiently, and the system construction ability is higher than that of CTO, because he is the general manager of CTO. The technical ability is slightly stronger than that of the director, and the leadership ability and cultural structure have been improved. The biggest difference between VP and CTO is whether he can be responsible for the final result of technology, not only the technology itself, but also the financial and strategic defense.
It is often difficult to make a decision, because no matter whether the CTO is directly caused by you or not, you have to bear all the consequences, so technical VP generally does not report directly to the CTO, because there are only 0 and 1 in the CEO, and no reason will be accepted. At the same time, the company's internal and external cultural construction ability is also the difference between VP and CTO.
The chief architect should be the most comprehensive and powerful person in the company, and the technical organization is the best match with the overall technology of the company. The chief architect can be a Geek, because he is not responsible for the final result of the business, but for the overall architecture, foresight and system of the technology itself. Therefore, the chief architect will often report the scheme to the technical VP or CTO for selection, and will not make the final typesetting. The chief architect is very skilled, but his leadership ability and cultural construction ability are relatively weak.
CTO is the most balanced one in the capability matrix. For example, the initial ability is leadership and cultural structure, not technical strength. When the company is small, the CTO may be the most skilled person in the company, but the CTO must have the ability to establish a culture and system, quickly integrate people who are more skilled than himself and have stronger system building ability into the company, and then make decisions at a higher level. CTO should control the layout rhythm, business results and so on related to technology.
CTO's technical muscles are usually uniform, because he is the company's technical muscle coach, he can be weak, but he needs to know what kind of technical muscle team to find to meet the company's needs and win the game. Similarly, if the CTO is obsessed with technology, but has no effective suggestions on CEO's financing strategy, strategic decision-making, business layout, COO /CFO's company operation and financial operation, and is not responsible for the results, then it is difficult for the CTO to become the three important O-level figures of the company. So the final management principle is the same. If you choose CTO as your career path, you have actually given up the growth path of the strongest person in the company.