江阴模塑集团子公司(抵押贷款的更好选择——房利美的数字化之路)

Posted 2023-05-31

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江阴模塑集团子公司(抵押贷款的更好选择——房利美的数字化之路)

Fannie Mae

房利美（Fannie Mae）是美国抵押贷款融资的主要来源之一。作为房利美的首席信息官，Ramon Richards在这里工作了23年，最近一次晋升是在2021年8月，CIO是他的第七个头衔。

最近Richards接受了采访，分享了房利美正在进行的技术转型和业务转型，以及他对CIO 角色未来的看法。

问：房利美的数字化转型是怎样的？

Ramon Richards：作为一家企业，我们的目标是提供能够改善借款人和租户生活的抵押贷款解决方案，这就意味着，要对我们的人才、流程、技术环境、以及提供新解决方案的方式进行转型。我们数字化转型的关键是让我们采用敏捷开发的方式日渐成熟，将敏捷扩展到软件交付之外的领域，将我们的技术资产迁移到云端，以及通过持续集成和部署(CI/CD)实现软件管道的自动化。

新冠疫情刚刚爆发的时候，失业率迅速飙升到14.7%左右。作为一家企业，我们的目标是帮助租房者和房主保住他们自己的家。因此，我们迅速部署了一种新的付款延期解决方案。通过利用成熟的敏捷流程，我们能够比之前更快速地提供这些解决方案，为国家解决关键的需求。

另一个例子是贷方能够通过房利美的自动承保系统将租金支付历史作为信用风险评估过程的一部分，以确定借款人是否符合条件。我们通过使用数据平台和CI/CD交付模式让这个过程实现了自动化，能够快速地进行交付。

问：你是如何让CEO接受CI/CD的？

Ramon Richards：我会从业务成果开始，一旦我们投入生产，软件就需要是高质量的、不会出错的。我会跟CEO解释说，CI/CD让我们的软件通过自动检查点，有助于确定解决方案是否满足控制和网络安全方面的要求。我要补充一点的是，CI/CD让我们能够确保弹性和附加的非功能性要求，例如可靠性、性能和可维护性，被直接整合到产品中。CXO UNION（CXO联盟）、数字化转型网（szhzxw.cn）、中国数字化转型展、华东CIO大会、CDLC中国数字化灯塔大会、CXO数字化研学之旅、数字化江湖-讲武堂，数字化江湖-大侠传、数字化江湖-论剑、CXO系列管理论坛（陆家嘴CXO管理论坛、宁波东钱湖CXO管理论坛等）、数字化转型网，走进灯塔工厂系列、ECIO、iTdaily 、It经理人、CIO训练营、数字化江湖等

问：你认为敏捷开发和CI/CD之旅中什么是最关键的？

Ramon Richards：当我们谈论如何让技术环境实现现代化的时候，我们的数字和技术团队要处于前沿和核心的位置，这样我们就可以为贷方、房主和租房者提供更多服务。我们谈到了创建“一个团队”（One Team）这种新结构的必要性，这样才能更好地将技术与业务职能相结合，鼓励团队之间进行更多的协作。

我们还讨论了授权的重要性。如果我们将一群跨职能的人聚集在一个具有共同目标的敏捷团队中，并赋予他们对整个产品交付生命周期的所有权，他们就会有充足的动力去打造能够给出恰当的解决方案，并产出恰当的成果。

当你开始在敏捷成熟度曲线上攀升的时候，就需要话语权了。一旦一个团队在一个共同的目标上展开合作，能够成功地定期交付功能，那么团队就会信任这个流程，管理层也会信任这个团队，这时候你就拥有了话语权。

“测试和学习”对我们来说也是一个重要的概念。我们无法知道每个想法都是正确的，因此我们现在的结构是通过正确的试点和反馈循环，来进行恰当的概念验证。

问：你如何衡量敏捷团队所取得的成功？

Ramon Richards：当我们最终确定目标CI/CD软件管道的时候，我们会为所有敏捷团队的新版本发布频率设定季度和年度目标。

这让我们能够看到开发过程的哪些阶段正在拖慢我们的速度，从而发现冲突和矛盾问题。当我们消除了这些障碍并开始加快步伐时，会收紧下个季度的目标。

问：你是如何让业务团队参与到数字化转型过程中的？

Ramon Richards：我们的数字化转型旨在提供创新解决方案来解决美国所面临的最大的住房挑战，是一种业务上的转型，而不是通过技术对业务做了什么事。

这一切都要归结于“一个团队”的模式。产品负责人来自业务团队并领导跨职能团队，因此他们是参与其中的；我们的指导委员会中包括了业务合作伙伴，他们帮助我们应对挑战并取得进展，因此他们也是参与其中的。

大多数属于数字化转型的项目，业务负责人都会从监督的角度参与进来。因此，产品负责人在实地执行，业务领导则在监督我们如何追踪目标、面临哪些障碍、需要做出哪些权衡决策。最终，我们向管理委员会和董事会就进展进行汇报。CXO UNION（CXO联盟）、数字化转型网（szhzxw.cn）、中国数字化转型展、华东CIO大会、CDLC中国数字化灯塔大会、CXO数字化研学之旅、数字化江湖-讲武堂，数字化江湖-大侠传、数字化江湖-论剑、CXO系列管理论坛（陆家嘴CXO管理论坛、宁波东钱湖CXO管理论坛等）、数字化转型网，走进灯塔工厂系列、ECIO、iTdaily 、It经理人、CIO训练营、数字化江湖等

问：你认为CIO的角色发生了什么变化？

Ramon Richards：如今我的职责包括房利美的技术资产、网络安全、企业数据资产以及数字解决方案的实施。

我也是房利美管理委员会的成员，这反映了数据安全对业务的至关重要性，以及数字化转型对我们业务未来的重要性。

CIO的角色将逐渐在开发敏捷思维方式和环境方面发挥更大的作用。长期以来，敏捷的目标一直是为了改变产品和技术交付团队的运作方式。但是，当我们开始关注流程中哪个部分放缓了、哪些方面有提高效率的机会时，就回归到把敏捷运营和敏捷的思维方式扩大到整个企业上下。这时候，CIO这个角色对于敏捷企业文化的发展来说是至关重要的。

CIO在确保业务合作伙伴理解和接受我们的网络安全优先事项方面，也发挥着重要的作用，这意味着未来的CIO要把更多的时间花费在教育和风险管理方面。

今天的前瞻性思维就是明天的遗产，因此CIO们必须投身到持续教育、创新，并打造一个能够带来新想法的团队。

作者:Martha Heller

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原文：

CIO is the seventh title Ramon Richards has held at Fannie Mae, a leading source of financing for mortgages in the US. The latest promotion came in August 2021 for Richards, who is in his 23rd year with the company.

I recently spoke with Richards to learn about the technology and business transformation under way at Fannie Mae, and to get his perspective on the future of the CIO role. What follows is an edited version of our interview.

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Learn from your peers: Check out our State of the CIO report on the challenges and concerns of CIOs today. | Find out the 7 skills of successful digital leaders and the secrets of highly innovative CIOs.

]

Martha Heller: What is Fannie Mae’s digital transformation?

Ramon Richards: Our goal as a company is to deliver mortgage solutions that improve the lives of borrowers and renters. This means transforming our talent, processes, technology environment, and the way we deliver new solutions. Key to the digital transformation has been maturing our use of agile development, expanding agile beyond just software delivery, migrating our technology assets to the cloud, and automating our software pipeline through continuous integration and deployment (CI/CD).

When the pandemic started, unemployment quickly jumped up to around 14.7%. Our goal as a company was to help renters and homeowners keep their homes. So, we quickly deployed a new payment deferral workout solution. By leveraging our mature agile processes, we were able to deliver that capability a lot faster than in the past, and serve a critical need for the country.

Another example is the lender’s ability to use rental payment history as part of the credit risk assessment process through Fannie Mae’s automated underwriting system to determine if a borrower is eligible. This is now an automated process that we are able to deliver quickly because of our data platforms and our CI/CD delivery.

How would you educate a CEO on CI/CD?

I would start with the business outcome and the need for the software to be high quality with no errors once we are in production. I would explain that CI/CD allows our software to pass through automated checkpoints which help determine if the solution is meeting the right controls and cybersecurity requirements. I would add that CI/CD allows us to ensure resiliency and additional non-functional requirements, such as reliability, performance, and maintainability, are incorporated right into the product.

What was critical in your journey to agile development and CI/CD?

Our digital and technology teams were front and center as we talked about how to modernize our technology environment so that we could deliver more for lenders, homeowners, and renters. We talked about the need to invest in a new “one team” structure to better integrate technology with our business functions, and to encourage more collaboration.

We also discussed the importance of empowerment. If we bring a cross-functional group of people together in an agile team with a common goal, and give them ownership of the complete product delivery life cycle, they will be motivated to build the right solution with the right outcome.

Empowerment happens when you move up the agile maturity curve. Once a team that is working together on a common goal with a regular cadence of feature delivery gets a few wins, then the team trusts the process, and management trusts the teams. That’s when you get empowerment.

“Testing and learning” has also been an important concept for us. We cannot know that every idea will be the right one, so we are now structured to do the right proofs of concept with the right pilots and feedback loops.

How do you measure the success of the agile teams?

When we had finalized our target-state CI/CD software pipeline we set quarterly and annual objectives for the rate of new releases across all of our agile teams.

This allowed us to see which phases of the development process were slowing us down, so that we could identify conflicts and road blocks. When we removed those road blocks and started to pick up the pace, we tightened our next quarterly goal.

How have you kept the business engaged through the digital transformation?

This digital transformation, which is to offer innovative solutions to solve America’s biggest housing challenges, is a business transformation. This is not technology “doing something” to the business.

It all comes down to the “one team” model. The product leaders come from the business and lead cross-functional teams, so they are engaged. Our business partners are on our steering committees and help work through our progress and challenges, so they are engaged.

For most of the projects that fall under the transformation umbrella, our business leaders are at the table from an oversight perspective. So, the product leader is on the ground executing, with business leadership providing oversight on how we are tracking against our goals, what obstacles we are facing, and what trade-off decisions we need to make. And ultimately, we report on our progress to our management committee, as well as our board.

How is the CIO role evolving?

Today, my responsibilities include Fannie Mae’s technology assets, cybersecurity, our enterprise data assets, and implementation of our digital solutions.

I am also on Fannie Mae’s management committee, which reflects the vital importance of data security to our business, as well as the importance of digital transformation to the future of our business.

The CIO role will evolve to play an even greater part in developing an agile mindset and environment. For a long time, agile has been about changing the way product and technology delivery teams operate. But when we start to look at where our processes slow down and where there are opportunities for efficiency, it comes back to expanding our agile way of operating and thinking across the enterprise. The CIO role is critical to the development of an agile corporate culture.

The CIO also plays an important role in ensuring that our cybersecurity priorities are understood and accepted by our business partners. This means the CIO of the future will spend even more time on education and risk management than today.

What is forward thinking today is legacy tomorrow, so the CIO has to engage in continuous education, innovation, and building a team that brings new ideas to the table.