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## 还在死磕新技术？CIO 们都在偷偷“缝缝补补又三年”！
最近雨生看到一篇 CIO 的文章，讲的是啥？
**别再一根筋搞全新技术了！** 那些聪明的 CIO 们，都在琢磨怎么把老古董和 AI、云这些新玩意儿缝合怪一样拼起来用！
**雨生视角：**
我说句实话，现在谁家 IT 没点历史遗留问题？代码一打开，祖传的 Bug 糊一脸，想重构？先看看银行卡余额再说！
这篇文章简直说出了广大 CIO 的心声：**能用就别扔！新三年 旧三年，缝缝补补又三年！**
**深度解读：**
* **省钱才是硬道理：** 全新换代，动辄几百万上下，升级优化，说不定几十万就搞定了。CIO 们又不是印钞机，能省则省啊！
* **稳定压倒一切：** 老系统虽然慢，但稳啊！核心业务出问题，老板第一个找你谈心。
* **数据迁移是噩梦：** 别跟我提数据迁移，谁做谁知道！光是兼容性测试，就能让你头发掉光！
**行动指南：**
1. **评估现有系统：** 哪些是核心业务，哪些是鸡肋功能？别眉毛胡子一把抓。
2. **拥抱“缝合怪”战略：** 新技术不是用来取代旧技术的，而是用来增强旧技术的。比如，用 AI 给老系统加个智能客服，用户体验蹭蹭往上涨！
3. **小步快跑，持续迭代：** 别想着一口吃个胖子，一点点优化，风险更小，效果更好。
**互动环节：**
各位出海的兄弟姐妹们，你们公司 IT 系统里，有没有什么让你哭笑不得的“传家宝”？ 评论区分享一下，让大家乐呵乐呵！
**知识星球引流：**
想知道更多关于“缝合怪”IT 战略的内幕？想了解如何用最低的成本实现最好的效果？欢迎加入我的知识星球“雨生的VIP朋友们”！这里有：
* **独家报告：** 深扒国内外云计算和出海案例，避坑指南，让你少走弯路。
* **专家问答：** 亲自解答你的技术难题和出海困惑，一对一指导，让你茅塞顿开。
* **社群交流：** 汇聚各行各业的出海精英，资源共享，让你拓展人脉。
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**新闻原文中英文对照版本：**
**Ways CIOs can synergize modernization and legacy infrastructure** | CIO [https://share.google/lY4jdEbTTfMNhhEhG](https://share.google/lY4jdEbTTfMNhhEhG)
**CIO 如何协同升级传统 IT 设施** | CIO [https://share.google/lY4jdEbTTfMNhhEhG](https://share.google/lY4jdEbTTfMNhhEhG)
Smart IT leaders are figuring out how to upgrade legacy systems with AI, cloud, and analytics without taking on the risks that come with starting from scratch.
聪明的 IT 领导者正在考虑如何使用 AI、云和分析来升级传统系统，而无需承担从头开始的风险。
The old approach to dealing with legacy systems was simple: rip them out and start over. These days, though, most CIOs will tell you a different story that sometimes the best path forward isn’t about replacing everything but making what you have work better.
过去处理传统系统的方法很简单：将其拆除并重新开始。但现在，大多数 CIO 会告诉你一个不同的故事，有时最好的前进道路不是替换所有东西，而是让你拥有的东西更好地工作。
With emerging tech multiplying at such a furious pace, some companies are getting creative about how to retrofit old technology. Sometimes the choice to keep legacy systems in place comes down to if it’s still working, why change it? But the reality is rarely that clear cut.
随着新兴技术以如此惊人的速度成倍增长，一些公司正在创造性地改造旧技术。有时，保留传统系统的选择归结为如果它仍然有效，为什么要改变它？但现实很少如此明确。
Take Yahoo, for instance. The company’s physical storage infrastructure has been humming along for years, handling massive volumes of email data with rock-solid reliability. “We’ve kept it because it’s delivering the reliability and compliance we need,” says CTO Lee-Ming Zen. “We want to make sure we do the highest quality job, and having that on-premise physical storage lets us do that in a very safe, controlled way.”
以雅虎为例。 该公司的物理存储基础设施多年来一直运行良好，以坚如磐石的可靠性处理大量的电子邮件数据。 “我们保留它是因为它提供了我们需要的可靠性和合规性，”首席技术官 Lee-Ming Zen 说。 “我们希望确保我们做到最高质量的工作，并且拥有这种内部物理存储可以让我们以非常安全、受控的方式做到这一点。”
Liberty Mutual’s mainframe processes billions of critical transactions every year, including policy management, claims processing, and other essential functions. Andrew Palmer, the company’s EVP and CIO, says it remains in place because of the resiliency it provides for essential insurance functions. “The decision isn’t about clinging to old technology,” he says. “It’s about maintaining stability for mission-critical operations.”
Liberty Mutual 的大型机每年处理数十亿笔关键交易，包括保单管理、理赔处理和其他基本功能。 该公司的执行副总裁兼首席信息官 Andrew Palmer 表示，它之所以保留下来，是因为它为基本保险功能提供了弹性。 “这个决定不是关于坚持旧技术，”他说。 “而是为了维持关键任务运营的稳定性。”
Industry specifics can play a huge role, too. Brown-Forman has been using the same product lifecycle management tool for over 15 years to track every recipe variation for its brands, including Jack Daniel’s and Woodford Reserve. Mike Homer, who heads up the firm’s master data management unit, points out that the organization’s entire liquid history lives in that system. “The tool also happens to be a common one used in the spirits industry, so we’re not the only ones using it,” he says.
行业细节也可能起着巨大的作用。 Brown-Forman 15 年来一直使用相同的产品生命周期管理工具来跟踪其品牌的每种配方变体，包括 Jack Daniel’s 和 Woodford Reserve。 负责公司主数据管理部门的 Mike Homer 指出，该组织的整个液体历史都存在于该系统中。 “该工具恰好也是烈酒行业中常用的工具，所以我们并不是唯一使用它的公司，”他说。
The challenges can be even more pressing for smaller companies. At network management company Auvik, COO John Astorino faces the reality of maintaining a legacy system built in Scala. While Scala has proven reliable over the years, Astorino says it’s become increasingly difficult to work with.
对于小型公司来说，挑战可能更加紧迫。 在网络管理公司 Auvik，首席运营官 John Astorino 面临着维护用 Scala 构建的传统系统的现实。 虽然 Scala 多年来已被证明是可靠的，但 Astorino 表示，使用起来变得越来越困难。
“One of the biggest challenges is the scarcity of engineers who are both skilled in Scala and eager to work with it, which makes long-term maintenance a real concern,” he says. Rather than taking on the enormous risk and cost of rewriting everything at once, Auvik took a practical route: keeping the most stable, low-change parts of the system intact while steadily rewriting other sections in Go.
“最大的挑战之一是既精通 Scala 又渴望使用它的工程师的稀缺，这使得长期维护成为一个真正的问题，”他说。 Auvik 没有承担一次性重写所有内容的巨大风险和成本，而是采取了一种实用的方法：保持系统中最稳定、变化最小的部分完好无损，同时稳步地用 Go 重写其他部分。
“This strategy allows us to balance reliability with modernization, ensuring business continuity while positioning our technology stack for the future,” he says.
“这种策略使我们能够在可靠性和现代化之间取得平衡，确保业务连续性，同时为未来的技术堆栈定位，”他说。
But at ADAMnetworks, CEO David Redekop has taken a different approach to legacy debt. “Fortunately, we’ve been able to address technology debt except for some behind-the-scenes services relying on Python versions prior to 3.8,” he says. “The only reason these technologies are still in place is because we can still use them. They don’t represent an urgent business problem in that there’s no risk exposure.”
但在 ADAMnetworks，首席执行官 David Redekop 采取了不同的方法来解决遗留债务。 “幸运的是，我们已经能够解决技术债务，除了一些依赖于 3.8 之前 Python 版本的幕后服务，”他说。 “这些技术仍然存在的原因是因为我们仍然可以使用它们。 它们并不代表紧急的业务问题，因为没有风险暴露。”
Redekop’s strategy involves restricting new deployments and updates in old code. That means anytime an update is imperative, that’s when code is refactored on an as-needed basis, he says.
Redekop 的策略包括限制旧代码中的新部署和更新。 他说，这意味着任何时候必须进行更新时，都会根据需要重构代码。
The art of having it both ways
兼得的艺术
Smart CIOs know they don’t have to toss out reliable systems to get the benefits of new technology. Instead, they’re finding ways so they can work together, letting proven systems keep doing their jobs while modern tools handle the innovation.
聪明的 CIO 知道他们不必抛弃可靠的系统来获得新技术的优势。 相反，他们正在寻找方法，以便它们可以协同工作，让经过验证的系统继续完成其工作，而现代工具则处理创新。
Yahoo shows how this works in practice. “We’ve built a number of features in the cloud that integrate into how mail works,” Zen says. “So for example, TLDR, which summarizes emails for people, that’s an AI-based feature we built using cloud technologies, but without having to change the way our physical infrastructure works today.”
雅虎展示了这在实践中是如何运作的。 “我们在云中构建了许多功能，这些功能集成到邮件的工作方式中，”Zen 说。 “例如，TLDR 可以为人们总结电子邮件，这是我们使用云技术构建的基于 AI 的功能，但无需改变我们今天物理基础设施的工作方式。”
Over at IBM, CIO Matt Lyteson describes how the company has managed to make decades-old applications play nice with modern development practices. “We have many older applications operating on legacy systems integrated with a CI/CD pipeline, enabling secure and frequent code deployment into the environment,” he says. “Automation tools such as Ansible and Python are used to administer the core operating system and hardware.”
在 IBM，CIO Matt Lyteson 描述了该公司如何设法使数十年前的应用程序与现代开发实践良好地配合使用。 “我们有许多在传统系统上运行的旧应用程序与 CI/CD 管道集成，从而可以安全且频繁地将代码部署到环境中，”他说。 “Ansible 和 Python 等自动化工具用于管理核心操作系统和硬件。”
The integration strategies vary depending on what each organization needs. Brown-Forman focused on data integration, connecting its product lifecycle management system to a master data management platform that pulls information from multiple enterprise applications. This approach eliminated the manual data copying that used to eat up time and introduce errors, according to Homer.
集成策略因每个组织的需求而异。 Brown-Forman 专注于数据集成，将其产品生命周期管理系统连接到主数据管理平台，该平台从多个企业应用程序中提取信息。 根据 Homer 的说法，这种方法消除了过去浪费时间并引入错误的手动数据复制。
Auvik demonstrates a sophisticated data synchronization approach. “We integrate modern capabilities by synchronizing all relevant data between the legacy system and our new platform in near real-time,” Astorino explains. “This ensures core operations remain stable within the legacy environment, while enabling centralized access to data for cloud-based analytics, AI-driven insights, and new product functionality. By decoupling the data layer from the legacy system, we avoid operational disruption.”
Auvik 展示了一种复杂的数据同步方法。 “我们通过近乎实时地同步传统系统和我们新平台之间的所有相关数据来集成现代功能，”Astorino 解释说。 “这确保了核心运营在传统环境中保持稳定，同时实现了对数据的集中访问，以进行基于云的分析、AI 驱动的见解和新产品功能。 通过将数据层与传统系统分离，我们避免了运营中断。”
For ADAMnetworks, the integration philosophy centers on sustainability. The catch is you can always add and integrate new tools, Redekop says. It’s tempting because the quick wins are easy to grab, but you have to weigh both the short- and long-term costs, especially when those short-term gains come with the risk of building up tech debt, he adds.
对于 ADAMnetworks 而言，集成理念的核心是可持续性。 Redekop 说，问题在于你总是可以添加和集成新工具。 这很诱人，因为很容易获得快速的胜利，但你必须权衡短期和长期的成本，尤其是当这些短期收益伴随着积累技术债务的风险时，他补充道。
“Our approach has been to balance new capabilities in a scalable and sustainable way with a clear path of methodically eliminating tech debt,” he says. “We often liken this to operating on the heart with the elevated importance of not killing the patient in the process.”
“我们的方法是以可扩展和可持续的方式平衡新功能，并明确有条不紊地消除技术债务的途径，”他说。 “我们经常将此比作在心脏上进行手术，并且更加重视不要在此过程中杀死患者。”
IT services company CDW has taken a similar approach with what senior VP and CTO Sanjay Sood calls the company’s system of engagement, essentially a flexible mid layer that lets it plug in new capabilities without reworking core systems.
IT 服务公司 CDW 采取了类似的方法，高级副总裁兼首席技术官 Sanjay Sood 称之为公司的参与系统，本质上是一个灵活的中间层，允许它插入新功能，而无需重新设计核心系统。
“This architecture gives us the ability to decouple components, making it much easier to add or replace functions as our business evolves,” he says.
“这种架构使我们能够解耦组件，从而使我们更容易随着业务的发展添加或替换功能，”他说。
People make or break every tech project
人是成败的关键
When it comes to modernization, the most difficult challenges often aren’t technical, they’re human. Employees get comfortable with systems they’ve used for years, sometimes decades. Try to change too much too fast, and they’ll push back, disrupting even the best-laid plans.
在现代化方面，最困难的挑战通常不是技术性的，而是人为的。 员工习惯了他们使用多年，有时甚至几十年的系统。 尝试过快地改变太多，他们会反击，扰乱即使是最好的计划。
Auvik’s Astorino has learned this lesson firsthand. “Culture and change management are pivotal when modernizing legacy infrastructure,” he notes. “Success depends on strong leadership alignment and the ability to guide teams through not just technical shifts, but mindset shifts as well.”
Auvik 的 Astorino 已经亲身吸取了教训。 “在传统基础设施现代化时，文化和变革管理至关重要，”他指出。 “成功取决于强大的领导层协调以及指导团队不仅经历技术转变，而且经历心态转变的能力。”
Astorino highlights a common pitfall. “A common challenge is people often expect the modern system to replicate 100% of legacy functionality, when in fact modernization should reflect today’s market needs rather than the assumptions baked into systems years ago.”
Astorino 强调了一个常见的陷阱。 “一个常见的挑战是人们经常期望现代系统复制 100% 的传统功能，而事实上，现代化应该反映当今的市场需求，而不是多年前嵌入系统中的假设。”
ADAMnetworks’ Redekop takes an even more direct approach to organizational alignment. “This is a huge and often misunderstood aspect of change in general,” he says. “Getting engagement and alignment with everyone that may be affected by a change can’t experience a shortcut. The effort of all rowing in the same direction for the same reason is a requirement that, when not met, will lead to bigger and worse problems than the one being solved.”
ADAMnetworks 的 Redekop 采取了更直接的方法来实现组织协调。 “这是变革中一个巨大且经常被误解的方面，”他说。 “让所有可能受到变化影响的人参与并保持一致，不能走捷径。 所有人都朝着相同的方向努力，这是必要条件，如果不满足，将导致比正在解决的问题更大更糟糕的问题。”
Helena Nimmo, CIO at IFS, is even more blunt. “It’s not just changing technology,” she says. “It’s a behavioral change.” Her team invests heavily in stakeholder engagement, training, and building internal advocates who can help others navigate the transition.
IFS 的 CIO Helena Nimmo 更加直言不讳。 “不仅仅是改变技术，”她说。 “这是一种行为改变。” 她的团队在利益相关者参与、培训和建立内部倡导者方面投入了大量资金，他们可以帮助其他人完成转型。
CDW’s Sood has seen this dynamic play out repeatedly. His approach focuses on turning modernization into a growth opportunity that empowers teams to spend less time on maintenance, and more on innovative, value-added projects, he says.
CDW 的 Sood 已经多次看到这种动态发挥作用。 他说，他的方法侧重于将现代化转变为增长机会，使团队能够减少在维护上花费的时间，而将更多的时间用于创新、增值的项目。
Detective work: finding the real problem
侦探工作：找到真正的问题
One of the trickiest parts of working with legacy systems is figuring out whether problems are actually caused by the technology itself or by the data, processes, and people that have grown up around it over the years.
使用传统系统最棘手的部分之一是弄清楚问题实际上是由技术本身引起的，还是由多年来围绕它发展起来的数据、流程和人员引起的。
Astorino offers a practical diagnostic framework. “In my experience, challenges with legacy systems often stem from a mix of technology, data, processes, and people,” he says. “The key is to look at the symptoms: instability points to technology, inefficiency points to processes, blind spots point to data, and skill gaps point to people.”
Astorino 提供了一个实用的诊断框架。 “根据我的经验，传统系统面临的挑战通常源于技术、数据、流程和人员的混合，”他说。 “关键是查看症状：不稳定指向技术，效率低下指向流程，盲点指向数据，技能差距指向人员。”
Astorino breaks it down further. “It’s about technology when the system itself becomes unstable or increasingly hard to maintain,” he says. “It’s about people when critical expertise has left the organization and new staff struggle to operate or extend the system. Data becomes the issue when poor quality or rigid structures prevent insights and integration, and processes are the culprit when outdated workflows embedded in the system no longer align with how the business needs to operate today.”
Astorino 进一步分解了它。 “当系统本身变得不稳定或越来越难以维护时，这就是技术问题，”他说。 “当关键专业知识离开组织并且新员工难以操作或扩展系统时，这就是人员问题。 当质量差或结构僵化阻止了洞察力和集成时，数据就成了问题，而当嵌入系统中的过时工作流程不再与企业今天的运营方式保持一致时，流程就是罪魁祸首。”
ADAMnetworks’ Redekop takes a business-first perspective on system evaluation. “Charting the entire process from outset to outcome has to make business sense,” he says. “Ultimately, we’re always prioritizing eliminating biological bottlenecks, but it should always consider the whole, never just a small portion of the process.”
ADAMnetworks 的 Redekop 从业务优先的角度看待系统评估。 “从开始到结果绘制整个过程必须在业务上讲得通，”他说。 “最终，我们始终优先考虑消除生物瓶颈，但它应该始终考虑整体，而不仅仅是过程的一小部分。”
His philosophy centers on customer experience. “The right over-arching motivation ought to be the best business process possible for the organization’s objective,” he adds. “That objective must be dominated by the desire for fantastic client experience.”
他的理念以客户体验为中心。 “正确的首要动机应该是为组织目标提供最佳的业务流程，”他补充道。 “该目标必须以对出色客户体验的渴望为主导。”
Liberty Mutual has built what Palmer calls a proprietary tech debt management framework that evaluates multiple variables, including code quality, system age, business impact, data complexity, and ownership gaps. This systematic approach helps the insurance giant avoid the trap of assuming every pain point requires a technical solution.
Liberty Mutual 构建了 Palmer 称之为专有的技术债务管理框架，该框架评估多个变量，包括代码质量、系统年龄、业务影响、数据复杂性和所有权差距。 这种系统的方法有助于这家保险巨头避免陷入假设每个痛点都需要技术解决方案的陷阱。
Show me the money: when modernization pays off
给我看看钱：现代化何时见效
An IT strategy only matters if it drives real business results. Companies that have modernized their legacy systems say the benefits are clear, with gains that flow straight to the bottom line.
IT 战略只有在推动实际业务成果时才重要。 已经实现传统系统现代化的公司表示，好处是显而易见的，收益直接流向了底线。
Auvik shows how making the right changes can give customers real benefits. Astorino describes the company’s decision to modernize its alerting system. “A clear example of modernization delivering business value was our decision to move the alerting engine out of Scala and into our new Go services,” he says. “The architectural limitations of Scala made it nearly impossible to introduce meaningful enhancements, such as noise suppression, that our customers needed.”
Auvik 展示了做出正确的改变如何为客户带来真正的利益。 Astorino 描述了该公司决定将其警报系统现代化的决定。 “现代化带来商业价值的一个明显例子是我们决定将警报引擎从 Scala 移到我们新的 Go 服务中，”他说。 “Scala 的架构限制使得几乎不可能引入有意义的增强功能，例如客户需要的噪声抑制。”
The results were immediate and measurable. “By rebuilding the alerting engine in Go, we were able to introduce significant improvements, including a tolerance factor, time-in-state adjustments, and downstream alert suppression,” Astorino says. “These features not only reduced alert fatigue but also improved the accuracy and actionability of alerts, leading directly to better operational efficiency and customer satisfaction.”
结果是立竿见影且可衡量的。 Astorino 说：“通过在 Go 中重建警报引擎，我们能够引入重大改进，包括容差系数、状态内调整和下游警报抑制。” “这些功能不仅减少了警报疲劳，而且提高了警报的准确性和可操作性，从而直接提高了运营效率和客户满意度。”
ADAMnetworks demonstrates how modernization can enhance resilience and scalability at the same time. “One area where legacy systems carry clear value is in resilience and scalability, often addressed with the same modernization,” Redekop says.
ADAMnetworks 展示了现代化如何同时提高弹性和可扩展性。 Redekop 说：“传统系统具有明显价值的一个领域是弹性和可扩展性，通常通过相同的现代化来解决。”
The company’s approach includes implementing multi-zone, multi-cloud architectures with multiple service providers being load-balanced, he adds, offloading to a content delivery network, and making use of Anycast networks to deliver the fastest, best content that’s closest to the end-user.
他补充说，该公司的做法包括实施多区域、多云架构，其中多个服务提供商进行负载平衡，卸载到内容交付网络，并利用 Anycast 网络来交付最快、最佳的、最接近最终用户的内容。
Yahoo has seen dramatic improvements in development velocity, too. Teams that used to have to wait for hardware provisioning can now spin up cloud resources instantly. “We’re seeing faster shipping velocity across all of our business units,” Zen says. “We’ve definitely improved our time to innovation, speeding up how quickly we can build.”
雅虎也看到了开发速度的显着提高。 过去必须等待硬件配置的团队现在可以立即启动云资源。 Zen 说：“我们看到所有业务部门的运输速度都更快了。” “我们绝对提高了我们的创新时间，加快了我们的构建速度。”
Liberty Mutual’s contact center transformation shows how strategic integration delivers multiple benefits simultaneously. Instead of ripping out the company’s telephony platform entirely, the company modernized around it, achieving a double-digit percentage of calls now handled digitally, significant annual recurring savings projected through reduced infrastructure, lower maintenance, and fewer manual call-handling needs, Palmer says.
Liberty Mutual 的联络中心转型表明战略集成如何同时带来多重好处。 Palmer 说，该公司没有完全拆除其电话平台，而是围绕它进行了现代化改造，实现了两位数的百分比的呼叫现在以数字方式处理，并通过减少基础设施、降低维护和减少手动呼叫处理需求来预计显着的年度经常性节省。
Over at Brown-Forman, they’ve achieved both cost savings and quality improvements through its data integration project, Homer says. By eliminating manual data copying between systems, they improved data quality while reducing the number of software licenses they needed.
Homer 说，在 Brown-Forman，他们通过其数据集成项目实现了成本节约和质量改进。 通过消除系统之间的手动数据复制，他们提高了数据质量，同时减少了他们需要的软件许可证数量。
The new rules of technology evolution
技术发展的新规则
What organizations have figured out is whether you’re big or small, the approach to modernization is the same: decide what to keep, what to improve, and what to replace.
组织已经弄清楚的是，无论你规模大小，现代化的方法都是相同的：决定保留什么、改进什么以及替换什么。
“As technology becomes more complex, it’s essential to take elements that make it more logical and simpler while simultaneously advancing,” says Redekop. “This may seem counterintuitive or even impossible, but it can be done. There’s majesty in simplicity and simplicity in majesty.”
Redekop 说：“随着技术变得越来越复杂，至关重要的是要采取使技术更合乎逻辑和更简单的元素，同时不断发展。” “这似乎有悖常理，甚至是不可能的，但它可以做到。 简单之中蕴藏着庄严，庄严之中蕴藏着简单。”
This strategy requires patience, planning, and a solid understanding of the technology as well as the business needs. But the payoff is clear for organizations willing to make the leap to get the benefits of modern technology without the risks and costs of wholesale replacement.
该策略需要耐心、计划以及对技术和业务需求的扎实理解。 但对于愿意冒险获得现代技术的好处而无需承担整体更换的风险和成本的组织来说，回报是显而易见的。
