Core Viewpoint - The digital transformation of the securities industry has entered a deep phase, focusing on "transformation" rather than just "digitalization" [1][2] Group 1: Digital Transformation Challenges - The digital transformation in the securities industry faces several challenges, including the "time lag" between technology iteration and business response, where business departments expect immediate technical solutions without considering current conditions [4] - The issue of "information silos" and the "disconnection of data value" is a common challenge, where independent systems can provide risk isolation but must be integrated to offer comprehensive customer lifecycle services [4] - Other contradictions include balancing security compliance with innovation efficiency, coexistence of standardization and personalization, short-term cost pressures versus long-term transformation returns, and the mismatch between digital talent supply and business demand [4] Group 2: "3+1" Digital Transformation Methodology - The company has developed a "3+1" digital transformation methodology, where "3" refers to the three core elements: customers, products, and employees, and "1" represents digital operations [6] - The vision is to utilize digital means to manage and present work processes and indicators, providing a measurable, efficient, and satisfactory digital experience for customers while sustainably enhancing business growth [6] - The implementation includes the "Four Everything" principles: record everything, analyze everything, measure everything, and improve everything, creating a continuous improvement cycle [6] Group 3: Intelligent Transformation - Intelligent transformation is viewed as the advanced form of digital transformation, with digitalization serving as the foundation for future intelligent development [8] - Successful digital transformation leads to the accumulation of a knowledge base and process data, which can be refined through intelligent methods to enhance the visibility and clarity of transformation outcomes [8] Group 4: Practical Experiences - The company has identified eight areas of experience in its digital transformation practice, emphasizing the importance of operational aspects over system construction, which is seen as only 30% of the effort [8] - Key operational aspects include agile attitudes towards transformation, classified management, and establishing maturity assessment standards [8]

人民财讯9月24日电，9月24日，由证券时报社主办的"2025中国证券业数字化实践高峰论坛"在北京隆重 举行。中信建投证券执委会委员、首席信息官肖钢作了《智能为引，标准强基，数据固本——中信建投 证券数字化转型实践与探索》的主题演讲。他介绍了中信建投数字化转型的一个案例——优问平台。优 问平台是中信建投于2016年推出的互联网金融服务平台，致力于为投资者提供7×24小时在线的金融咨 询服务，6000名顾问在线抢单及时解答，目前优问已成长为证券行业领先的在线咨询服务平台。据悉， 在优问平台上，客户的问题会发到全公司，然后员工进行抢答，模式类似于网约车平台的司机抢单。优 问平台每年服务量超百万级，累计已经一千多万次服务。 转自：证券时报 ...