首先声明，这不是我的经历，是一个在论坛上的讨论帖子，到2020年刚好10年，是十年前作者30岁讨论十年的规划。参考链接在文末。
有规划的人生叫做蓝图，无规划的人生叫做流浪。
是否需要创业
经验积累到一定程度，有合适的机遇的话，创业往往更带来更大的成长空间，但往往风险也较大。高风险，高收益。通常创业成功的人不会超过1%。我觉得工作这么多年后开纯粹电脑店的可能不是很好的发展方向，除非能够在这块相当成熟的市场中找到比较好的商业模式，现在想像联想那样，缔造从一家电脑店，经历多年发展而今成为多元化跨国企业集团的神话则非常困难了，社会背景和经济发展背景均不一样了。
多个创业传奇都告诉我们：创业必须有很强的承受挫折的能力，能忍常人所不能忍，有眼光，有胆量，有魄力，有胸怀，而且也要有坚韧不拔的毅力。如果我们的状态是属于一种职业停滞状态，建议重新思考人生的意义。也有很多人一直都在做职业经理人，也做得非常成功，关键在于我们工作与生活的开心快乐。
是继续行业还是其他
（工程师—> IT经理 —> CIO—>。。。），我想也许还有另外一条路就是：工程师—》IT经理（兼顾业务）—》经过深造－》企业管理层。
我提及的另外一条路，也许不那么好走，但是我想，可能具有更多的保险系数，因为这个过程需要自己不断的学习以及深造，学习和深造有很多途径，比如参加一些MBA的课程，如此等等。学习和深造本来就是提升自己的一种有效的手段，这种优势是属于自己的。也给自己更多的自信。
如果我们的状态是属于一种职业停滞状态，建议重新思考人生的意义。
是该好好考虑了,建议你总结你前期的工作经验,形成自己特色的实施、管理等经验，并完善知识体系。
对于“三十而立”这句评语，后人给出的解释有很多，比较受认同的说法是“30岁人应该能依靠自己的本领独立承担自己应承受的责任，并已经确定自己的人生目标与发展方向”。简单一句话，30岁，人应该能坦然地面对一切困难了。
七个动作逻辑
The Seven Action Logics (zz)Firstly I'd really like to take the chance congratulate Xenor's successfully running away from all of us old buddies and found himself a better place for the time being. Heard of the bear joke millions of times yet still couldn't get to see it even once, except the reason and passion of change, has never changed.In life here are status quo - something to compare everything to, in life there are restless minds - committed to figure things out differently beyond status quo. Just wanna wish you all the best on the road of your TRANSFORMATION from Opportunist to Alchemist, and wish the brunch you own me could be repayed soon as well, hiahia...This is a powerful, well researched methodology that has discovered a strong link between individual performance and what David Rooke and William Torbert refer to as "Action Logics". For a more detailed explanation you can read papers on the subject by David Rooke and William Torbert. A shorter summary is provided below. The seven logics (originally 9) are: Opportunist - focuses on own immediate needs and opportunities. Seeks short-term advantage. Diplomat - seeks approval through socially expected behaviour. Seeks conformity, belonging and pleasant low stress relationships. Expert - believes in the 'right way' to do things, seeking to display own skills and expertise, follows procedures and behaves as expected. Admires efficiency, consistency, incremental improvement and perfection.Achiever - seeks effectiveness through logical application of objectives, plans, controls, delivers results and goals to secure success within the system.Individualist - enjoys being appreciated for own uniqueness, working through diverse relationships, experimenting with own power, developing increased sponteneity and pursuing new ideas. Strategist - sees the world as a dynamic of inter-related processes and relationships - plays many roles in these. Sees big picture and holds long-term perspective. Values integrity, principles and freedom in creating positive change. Alchemist - committed to transformation of self, organisations and society. Seeks common good. Enjoys interplay of purposes, actions and results. Is illusive, chameleon-like and powerful. The research discovered that three types of leaders (Opportunists, Diplomats and Experts) were associated with low levels of performance and accnted for 55% of the sample. They were less effective at introducing change strategies than 30% of the sample who measured as achievers. Only 15% of the sample fell into the categories if Individualist, Strategist and Alchemist. The research recognises, though believes it to statistically small, that environmental conditions influence the way leaders apply their preferred "action logic". If the culture values experts, then that is the action logic that is likely to dominate - even the work of natural strategists. The Seven Action Logics The Opportunist tends to focus on winning, seeing the world and other people as opportunities to be exploited. How they react to events depends on the extent to which they feel they can control them. They treat other people as objects or cogs in their machine. They reject feedback, externalise blame and retaliate harshly. They just think they are being "open and honest". Constant fighting and rule breaking make them impossible to work for for long, yet they can survive in a culture that values control and compliance. The Diplomat is less aggrresive than the optimist but they still generate negative repercussions. They seek to please higher status colleagues to avoid conflict and stay in control of themselves, cooperating with the norms and rules to provide the social glue and ensure that due attention is paid to the needs of colleagues. Such behaviour is valued at supervisory levels as they tend to be over polite and friendly. Fearing conflict they resist change - even to the point of self-destruction. They find it difficult to deal with staff who are not performing. The Expert represents the largest category and account for narly 40% of all professionals. They effect control by perfecting their knoweldge in their work and personal lives. Things need to be done properly and they prefer hard data and logic to get buy-in from others. Experts are valued because they pursue continuous improvement, efficiency and excellence. They view collaboration as a waste of time and treat lesser experts with contempt. Having emotional intelligence is neither admired nor appreciated. The Achiever will both challenge and support others and want to create a positive team and good relationships wity other functions and service partners. They focus their efforts on solutions and what they can deliver within the confines of their brief and resources - they find it difficult to think creatively 'oustide the box'. Achievers display a more complex and intgrated understanding of the world around them. They are open to feedback and appreciate that most conflicts are due to differences in interpretation and ways of relating and require sensitivity and the ability to influence others in positive ways. Achievers also tend to delegate more responsibly and achieved significantly higher levels of performance from their staff that those in the previous three action logics. As a result they don't always get on well with experts who want to "stop change" happening. The Individualist recognises that all action logics are constructions of oneself and the world. They understand the conflict that arises between their principles and their actions. It becomes a source of tension, creativity and a growing desire for further development. Individuals tend to get results by ignoring rules that they regard as irrelevant, which makes them a source of irritation to both colleagues and bosses. The Strategist accounts for only 4% of leaders. What sets them apart from Individualiosts is their focus on organisational constraints and perceptions, which they discuss as transformable. They can create shared visions with colleagues who have different action logics. Strategists seem to deal with conflict more comfortably because they handle people's instintive resistance to change. They are also concerned with personal relationships, organisational relations and national developments - they are socially conscious. The Alchemist has the ability to renew or even reinvent themselves and their organisation in significant ways. They can deal with many situations at multiple levels because they can talk comfortably with both kings and commoners. Alchemists never lose sight of long-term goals when dealing with immediate priorities. They are often charismatic and live by high moral standards, able to talk to people's hearts and minds.
七个动作逻辑（zz）首先，我真的很想借此机会祝贺Xenor成功地摆脱了我们所有的老伙伴，并暂时找到了一个更好的地方。听到无数次关于熊的笑话，但除了变革的原因和激情从未改变过，甚至连一次都看不到。生活中这里有现状-可以与一切进行比较的东西，生活中有躁动不安的人-致力于超越现状而另辟figure径。只是希望您在从机会主义者到炼金术士的转型过程中一切顺利，并希望您早日拥有我的早午餐，hiahia ...这是一种功能强大且经过充分研究的方法，它发现了个人表现与David Rooke和William Torbert所称的“动作逻辑”之间的紧密联系。有关更详细的说明，您可以阅读David Rooke和William Torbert撰写的有关该主题的论文。下面提供了简短的摘要。七个逻辑（最初为9个）是：机会主义者-关注自己的眼前需求和机遇。寻求短期优势。外交官-通过社会期望的行为寻求批准。寻求整合，归属感和令人愉悦的低压力关系。专家-相信“正确的做事方式”，力求表现出自己的技能和专长，遵循程序并表现出预期的行为。欣赏效率，一致性，逐步改进和完善。成就者-通过逻辑地应用目标，计划，控制，交付结果和目标来寻求有效性，以确保系统内的成功。个人主义者-享受因其独特性而受到赞赏，通过各种关系工作，尝试自己的力量，增强自发性和追求新想法。战略家-将世界视为相互关联的过程和关系的动力-在其中扮演着许多角色。看到大局，并具有长远的眼光。在创造积极变化时重视诚信，原则和自由。炼金术士-致力于自我，组织和社会的转型。寻求共同的利益。享受目的，行动和结果的相互作用。具有幻觉，变色龙般的力量。该研究发现，三种类型的领导者（机会主义者，外交官和专家）与绩效水平低下有关，并为样本的55％带来了影响。与30％的成功者相比，他们在引入变革策略方面的效果较差。如果是个人主义者，战略家和炼金术士，则只有15％的样本属于此类。该研究认为，尽管从统计学上讲很小，但环境条件会影响领导者应用其偏爱的“行动逻辑”的方式。如果文化重视专家，那么那就是可能占主导地位的行动逻辑-甚至是自然战略家的工作。七个动作逻辑机会主义者倾向于专注于获胜，将世界和其他人视为被剥削的机会。他们对事件的反应方式取决于他们感觉自己可以控制事件的程度。他们将其他人视为机器中的物体或齿轮。他们拒绝反馈，外在责备并严厉报复。他们只是认为自己是“开放和诚实”。不断的战斗和违反规则使他们无法长期工作，但它们可以在重视控制和遵守的文化中生存。外交官比乐观主义者更具侵略性，但他们仍然会产生负面影响。他们力求取悦地位更高的同事，以避免冲突并保持对自己的控制，与规范和规则合作以提供社会黏合力，并确保适当关注同事的需求。这种行为在监督级别受到重视，因为他们倾向于礼貌和友好。他们害怕冲突，他们抵制变革-甚至达到自我毁灭的地步。他们发现很难与表现不佳的员工打交道。专家是最大的类别，占所有专业人员的40％。他们通过完善工作和个人生活中的知识来实现控制。事情需要正确完成，他们更喜欢硬数据和逻辑来从别人那里买进。专家受到重视是因为他们追求持续改进，效率和卓越。他们将协作视为浪费时间，并且鄙视较少的专家。既不钦佩也不欣赏具有情商。成就者将挑战并支持他人，并希望建立一个积极的团队并与其他职能和服务合作伙伴建立良好的关系。他们将精力集中在解决方案以及可以在其摘要和资源范围内提供的内容上，他们发现很难以创造性的方式思考“打破常规”。成就者对周围的世界表现出更加复杂和完整的理解。他们愿意接受反馈，并赞赏大多数合作伙伴
参考
30岁IT男未来10年规划第1篇(2009-2020) 致敬曾经热血沸腾的ERP100壹佰网
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