钱志新
原江苏省发改委主任，博士，博导，南京大学教授，高级工程师。长期以来，从事宏观经济管理和企业管理相关工作，从宏观与微观相结合的角度指导地区经济的改革和发展。
王区长、王秘书长、各位同仁，下午好。感谢SUC邀请，参加此次中国产业数字化峰会，这是一次学习与交流的好机会。
我还是按照今天会议的主题，讲一些实际性的东西。会议的主题我看了一下是关于产业数字化，接下来我想围绕产业数字化跟大家做三个方面的交流。
第一个，产业数字化的核心是什么？产业数字化的核心就是要打造产业数字化的能力。当然我这个产业包括企业，就是你这个产业、你这个企业，要怎么样打造你的数字化能力，这个是最核心的。作为一个企业也好，一个产业也好，应该具有三大能力。第一个能力是生产能力。这个大家最重视了，天天在那里扩产能；第二个是市场能力。你这个产品卖不卖得掉；第三个是研发能力。你的产品质量要提高，要研发。生产能力、市场能力、研发能力，是你作为一个产业、一个企业应该具备的。数字化转型网www.szhzxw.cn
现在我们要加第四个能力，就是数字化能力。这个能力应该是新的能力。这个能力有什么用呢？这个能力实际上是对前面三大能力的赋能。生产能力、市场能力、研发能力都是要通过数字化能力来增加它的价值，使它的价值能够倍增。所以这个数字化能力很重要，现在光靠你原来的能力已经没用了，特别是产能的问题，你再增加也产能过剩了。那么这个企业怎么增加效益，怎么创造更好的价值呢？就是要有第四个能力——数字化能力。
所以数字化能力上去了，你这个产业、你这个企业才能够使你的价值倍增。到底能不能实现价值倍增呢？我这里有几个数据跟大家讨论一下。联合国和世界银行有个专家做了一个模型，这个模型是什么意思呢。就是当一个产业或者一个企业，它的数字化水平如果超过了75%，那么不要投资一分钱，它的价值可以提升3.5倍。这个3.5倍都是数字化能力解决的。
到底行不行呢？我对这个数字，对这个模型开始也是感觉到很疑惑的，到底有没有这个情况。但经过我的实地考察，确实是能够解决这个问题。大家知道我们江苏有个徐工，我去年去考察，那个企业是工信部搞的一个数字化示范企业。它一共做了三年，这个企业确实搞的很好。我跟他们董事长测算了一下，我说你搞了三年数字化能力的建设，到底有没有效果。他把所有的财务报表进行分析以后得出一个结论：这三年他的利润正好是3.5倍。所以我发现联合国和世界银行的专家做的模型是有根据的，我在这里找到了一个样板。
根据我的观察，徐工是原来基础相当好的企业，既然它能增加3.5倍，那我们其他基础比它差的企业就不止3.5倍，可能有3-5倍这样一个希望。所以我认为这个数字化能力对我们三个能力的倍增效应是很明确的。
投入产出怎么样呢？他们说我通过数字化，我花一块钱可以得到五块钱的产出，这个是很厉害的。在我们江苏这两年投入一块钱只有四毛钱的产出，而如果是投入一块钱有五块钱的产出，那就是12倍，这是相当可观的。
搞数字化是否需要大量投资呢？不一定，几万块钱就可以了。我们去看了一个搞服装的企业，这个企业的设备很好，但就是没有订单。这个老总很焦虑，我们告诉他，你能不能尝试一下平台，这个平台就是在阿里。阿里上面有个什么平台呢？你将过剩的生产能力告诉我，我去给你找订单。我说你去试试吧，他们找了阿里这个平台后，阿里说这个企业我没有办法做，因为没有数字。那怎么办？我们到你那里去考察一下看看能不能搞数字化。派人去后，阿里说可以。他们搞了二十个摄像头、二十个传感器，把所有的数据都采集下来。采集后在平台上经过整合找到了订单，三天就拿到了。这个企业很高兴，花了五万块钱、五天时间，就改变了拿不到订单的状况。说明搞数字化不需要大量投资，几百万、几千万。不一定，关键就是你存在什么问题，要解决什么问题，只要把数据拿到，都能解决问题。数字化转型网www.szhzxw.cn
用数字化能力来赋能商业能力，确实是有效的。为什么会产生这样的效果呢？数字红利这么大呢？我分析了有这么几个变化。我们传统产业或者传统企业存在“四个不”。第一不连接，内部所有的部门、所有的设备、所有的产业、所有的人不连接，不连接就没有数据。第二不匹配，第三不协同，第四不及时。好多问题没有办法解释，所以传统产业、传统企业存在的“四个不”，大量的消耗我们的资源，大大的影响我们的效益。
如果我们数字化，可以达到四个效果。第一是精准化，它能够精准的找到客户，精准的工艺科学化，精准的提高产品质量。
第二是高效，因为计算机的效率比人高多了。
第三是节约。第四是预判，它能够预判没有发生的事情。由于这四个效果，解决了刚才讲的四个矛盾，所以它使这个系统得到了最优解，把效果充分的体现出来。这就是关于数字红利完整的原理。
所以我们应该相信数字红利，特别是我们把数字能力搞上去以后，能够把我们的生产能力、市场能力、研发能力最大化。我刚才讲的应该说是实践中碰到的，不是理论问题。
我有个很有趣的事例。有一次我到一个企业去交流，在考察仓库备件时，这个老总说我们这里的采购量不能超过三个月。因为我们很好的执行制度。我们说既然来了就去看看吧，你搞的好，我们帮你推广。结果到仓库一看，他最大的一个备品备件可以用80年。因为没有数字，老总不知道。那么老总讲的不是三个月吗，现在可以用八十年了，那怎么办？很简单，我们搞一个软件，你这个信息到不了财务部门，财务部门不会给你付钱，避免造成资源的浪费，数字化就把你这个问题解决了。所以数字红利希望大家一定要相信，3-5倍我认为是没有问题的。
我们的产业、我们的企业要搞数字化，核心是什么？就是你没有数字化能力，没有再教育也没有用。
第二个，产业数字化能力的关键在哪里？我把它归纳成“一二三”，一就是第一资源，二就是两个一切，三就是三大融合。这是三个关键。第一资源是数据，不是土地、不是资金。现在我们把土地、资金作为第一资源是不对的，今后数据是第一资源。这个问题如果不解决，你不要去搞数字化。如果是这样的话，我们企业一定要建立自己的数字大脑，现在我们企业不是没有数据，问题是你的数据没有连接起来，没有形成一个大脑。你身体是健康的，但大脑很小，会像恐龙一样要死掉。
所以有一个大脑把你所有的数据集合到一起来开发利用。我认为很多企业一定要建立数据大脑，开发数据作为数字化的第一个关键。我们南浔电梯这个大行业，你的数据有没有用好呢？我讲一下，我们无锡有一个企业它没有搞数字化，但它远程监控了120万个电梯。120万个电梯的数据每时每刻都到它的数据大脑中，然后把这些数据进行分析，通过人工智能把开发的数据价值再返回到每个电梯。它这个电梯每年只需要18元钱，但可以节约3000元钱。即你只要节约了18元钱，你就可以节约3000元钱。这就是数据的价值，所以我们一定要把数据作为第一资源来看。
第二是两个一切。什么叫两个一切呢？我们要用数据来驱动业务，不是用人来驱动业务，这就是两个一切。第一个“一切”是一切业务数字化，所有业务都变成数据，第二个“一切”是所有的数据到了数据库后我们进行加工、处理后，再把这个数据业务化，形成一个闭环。
这里给大家讲一个案例，一个汽车轮毂的企业为全球一百多个汽车公司造轮毂，所以他的轮毂品种非常丰富，人处理不了，所以他一定不能用人来处理，那他怎么办？就把需要的生产要素都变成数据，把人数据化，每个人都有一个标签；把原料数据化，每个原料都有一个二维码；把产品数据化，每个产品都有一个传感器；把能源数据化，每个能源都有传感器。他把整个的工艺数据化，在这五个数据化后他打一个数据包，再在流水线上让工人根据这个二维码来操作，这个就是一切数据业务化。反过来一切业务数据化，小批量、多品种的产品一定要在流水线上完全能够适应生产。数字化转型网www.szhzxw.cn
还有一个案例是青岛的红领服装，你去那里看了车间后很失望的，因为你去看他那个车间跟我们普通的服装车间是一模一样的，都是大量的缝纫机、大量的人员，看上去没有什么变化。虽然他的身体没有变，但他的灵魂已经变掉了。他所有的东西都是定制化的，每个人的服装都是定制化的，都用数据来操控每个生产轨迹。他是用数据来驱动业务，而不是用人来驱动业务，所以红领服装它能够引领整个服装行业，来实现定制化生产。
第三个是做三大融合。搞数字化要三个方面融合起来，第一个是场景，第二个叫DT，是数字级的，第三个我们叫OT，这三个要融合起来，要深度的互动融合才能得到智能的解决方案，三个缺一不可。先要有一个场景，深度的融合交融以后才能产生智能的解决方案。对于场景的问题，我感觉到现在有个误导，认为我搞了机器人、搞了无人车间，搞了黑灯工厂就是数字化。对一个企业来讲，我认为是五大场景，不是光生产的数字化就能改进一切。首先是产品的数字化，比如你们这里电梯、电机，它完全可以数字化，你有没有用芯片？有没有用传感器？所以你的产品本身要数字化。
第二，你的研发设计要数字化。你的研发设计是不是先做一个数字模型，跟用户充分的互动后，你再来设计这个产品。我们原来做数字双胞胎，先搞一个虚的，再搞一个实的。现在跟过去不一样，不是先搞一个虚的，是先搞一个数字模型，这个数字模型是用来充分的跟用户互动的，等到用户认同后，再把这个产品做出来，也是个性化的、定制化的。所以研发设计数字化很重要。
第三，供应链数字化。现在我们供应链上不协同、不协调的问题太多了。所以你怎么样在你整个供应链上实现数字化？比如你这个电梯，需要很多零部件、原材料，这样的供应链你怎么把它打通，还有客户关系怎么打通，这个数据链怎么打通。把这个数据链打通以后，再指导你的业务链，根据我们的实践这个效果是最好的。
第四才是生产的数字化。我认为重点不在数字化，重点不在提高效率。生产数字化重点是搞定制化、柔性化生产，你能不能搞分布式的生产？这个生产不是在一个车间，不是在一个工厂，分布式的生产，这是生产数字化的内涵，生产数字化不是光为了提高效率、提高产能，现在已经有了大量的产能，再提高的话就卖不掉了。关键是你能不能定制化，能不能分布式生产，这才是生产智能化、生产数字化的核心。
第五，你的服务和运维要数字化。你为客户服务要数字化，你的运维要数字化。刚才我讲的电梯它就是远程的运维数字化，上海有一家企业就是搞了几千台锅炉，你这个企业的锅炉你不要管了，我来帮你管，对锅炉的服务运维的数字化。
所以我们对场景一定要研究，不是光生产的场景，作为一个企业有五大场景，产品的数字化、研发设计的数字化、供应链的数字化、生产制造的数字化、服务跟运营的数字化。不是光一个方面，光生产、搞几个机器人、几个机器臂就是数字化了，这是狭义的理解。
我们在数字化的过程中不是这五大场景一起搞，而是你存在什么问题就解决什么问题，客户需要什么就解决什么问题，我们是客户导向、需求导向。该用人的地方一定要用人，不是全部搞自动化一个人都不用。我到红领服装去看了，他那个人还是很多，没有减少。数字化关键是你要用数据来驱动业务，不在于你用多少人，你一个人不用也不一定数字化，我用了十个人也不一定不数字化。
我们原来的国道、省道现在换成高速公路，要换道不是弯道超车。我们改革开放以来两次换道。第一次是上世纪的八十年代九十年代，从计划经济走向市场经济，这次换道我们花了二十年解决。现在是我们第二次换道，从传统经济转向数字经济，这个换道我估计也要十年到二十年。为什么呢？因为好多人想不通，现在优秀的企业存在“三个不”，不愿转型、不敢转型、不会转型。第一不愿意转型，他看不到摸不到的东西就不愿意去弄；第二是不敢转型，要花多少钱；第三是不会转型，最大的问题就是我们价值观的问题没解决。
包括我们的软件企业，你不要认为你是软件企业就是数字产业，不一定软件企业就是一个数字化的企业。我看了很多软件企业它是“穿新鞋走老路”，这样的企业是传统企业，同样不是数字化企业，因为它的业务不是以数字来驱动的，还是通过人驱动的。所以这个换道是很重要的，怎样从传统经济转到数字经济上面，关键要建立数字价值观。
这里面核心的就是提高我们的认知水平，原来是提高我们的情商、智商，现在要提高“数商”，你要对这个时代有新的认知。人的认知水平决定你的发展水平。这里我讲一个很有趣的故事，1903年大清朝的时候，我们中国的第一条铁路，从北京到上海的铁路，当时存在两个问题，其中一个问题就是这条铁路怎样过江。开始的时候是准备从镇江来过江，但镇江的知府不同意，他说如果铁路搞了以后，我的龙脉要变了，对我风水不好，所以他说我坚决抵制。那不让搞怎么办？就到南京去商量，南京的府台说可以的，你到我这里走，你看现在南京跟镇江的发展，大家可想而知了。人的认知水平决定了发展水平。
第二个是江苏接到上海从哪里接的问题。第一个方案是从常熟接到上海，因为常熟有一个两代帝师的大佬，他的家乡在常熟，他说不要去搞，如果铁路到常熟除非把他打倒。后来去跟昆山去商量，昆山的知县说好，你从我这里走，现在去看昆山跟常熟它的发展完全是不一样的。
这个案例说明什么问题呢，我们对时代的认知水平决定了你的发展水平。
关于产业数字化、企业能力化的数字建设我就跟大家做这么三个交流。最后我想提一点建议，我建议CIO的称呼改一下，改叫CDO比较好，因为从信息化到数字化不是同一个概念，数字化是在信息化基础上发展的，但是反过来它是有质的变化。信息化跟数字化有什么差别呢？它们有很大的差别，数据跟业务的关系，信息化它是以业务为主体的，数据只是一个辅助。但到了数字化的时候，他是以数字为主体，业务只是一个基础，所以它的位置发生了根本性的变化，数据为主导，业务为基础了。数字化转型网www.szhzxw.cn
信息化它只能解决自动化的问题，而数字化能解决智能化的问题。因为有了数据才能智能，所以这两个完全是不同的概念，我希望我们CIO自动的向CDO升级，提供给大家这么一个建议。
谢谢大家。(完)
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翻译：
Qian Zhixin
Former director of Jiangsu Development and Reform Commission, Doctor, doctoral supervisor, professor of Nanjing University, senior engineer. For a long time, he has been engaged in macroeconomic management and enterprise management related work, guiding the reform and development of regional economy from the perspective of combining macro and micro.
Mr. Wang, Secretary General Wang, colleagues, good afternoon. I would like to thank SUC for inviting you to the China Industry Digital Summit, which is a great opportunity to learn and exchange ideas.数字化转型网www.szhzxw.cn
Let me stick to the theme of today’s meeting and say something practical. The theme of the conference is about industrial digitalization. Next, I would like to share with you three aspects about industrial digitalization.
First, what is the core of industrial digitization?
The core of industry digitization is to build the ability of industry digitization. Of course, my industry includes enterprises, that is, your industry, your enterprise, how to build your digital capability, this is the most core. As an enterprise or an industry, it should have three major capabilities. The first capacity is productivity. We pay the most attention to this, every day in there to expand capacity; The second is market power. Whether you can sell this product; The third is research and development capability. The quality of your product needs to be improved and developed. Production capacity, market capacity, research and development capacity, you as an industry, an enterprise should have.
Now we want to add a fourth capability, which is digital capability.
This ability should be a new ability. What is the use of this ability? This ability is actually an enablement of the previous three. Production capacity, marketing capacity, research and development capacity is to increase its value through digital capacity, so that its value can be multiplied. So this digital capacity is very important, and now your original capacity is useless, especially the capacity problem, if you add more capacity, you will have excess capacity. So how can the enterprise increase its efficiency and create better value? It’s about having a fourth capability — digital capability.
So when digital capabilities go up, you as an industry, you as an enterprise can multiply your value. Can you actually multiply the value? I have a couple of numbers here to talk about. There’s an expert from the United Nations and the World Bank who did a model, and what does that model mean. That is, when the digital level of an industry or an enterprise exceeds 75%, its value can be increased by 3.5 times without any investment. This 3.5 times is all digital capability.数字化转型网www.szhzxw.cn
Will it work or not?
I was also very confused about this number and this model at first, whether this was the case or not. But after my field trip, I can solve this problem. As you know, there is a Xugong company in Jiangsu Province. I visited the company last year. The company is a digital demonstration enterprise conducted by the Ministry of Industry and Information Technology. It has been in operation for three years. The enterprise is really doing well. I had a calculation with the chairman of the board, and I said, “Do you have any effect after three years of digital capacity building?” After analyzing all the financial statements, he came to the conclusion that his profit in the three years was exactly 3.5 times. So I found the models made by experts at the United Nations and the World Bank to be valid, and I found a sample here.
According to my observation, Xugong is an enterprise with a very good foundation. Since it can increase by 3.5 times, there is a hope that our other enterprises with a worse foundation will be more than 3.5 times, and there may be 3-5 times such a hope. So I think the multiplier effect of this digital capability on all three of our capabilities is pretty clear.
What about input-output?
They say I can get five dollars for every dollar I spend by digitizing, which is pretty impressive. In Jiangsu Province, the output of one dollar invested in the past two years is only 40 cents, while if the output of five dollars invested in one dollar, it is 12 times, which is quite considerable.
Does digitization require a lot of investment?
Not necessarily. Tens of thousands of yuan will do. We went to see a garment enterprise, this enterprise equipment is very good, but there is no order. The boss was very anxious, we told him, can you try the platform, the platform is in Ali. What platform does Alibaba have? You tell me the excess production capacity, I will find an order for you. I said you have a try, they found the platform Ali, Ali said I can not do this enterprise, because there is no number. So what? Let’s go over to your place and see if we can go digital.
After sending someone, Ali said yes. They got 20 cameras, 20 sensors, and they took all the data. After collection, I found the order through integration on the platform and got it in three days. This enterprise is very happy, spent fifty thousand yuan, five days, to change the situation can not get the order. This shows that digitization does not require a large investment of millions or tens of millions. Not necessarily, the key is what problems you have, what problems to solve, as long as you get the data, can solve the problem.
It does work to empower business with digital capabilities. Why does this work?
How big is the digital dividend? I’ve analyzed a couple of changes. There are “four Nos” in our traditional industries or enterprises. First, there is no connection. All internal departments, all equipment, all industries and all people are not connected. Without connection, there is no data. Second mismatch, third uncoordinated, fourth untimely. There is no way to explain many problems. Therefore, the “four Nos” in traditional industries and enterprises consume a lot of our resources and greatly affect our benefits.
If we go digital, we can do four things. The first is precision, it can accurately find customers, accurate technology science, accurate improve product quality.
The second is efficiency, because computers are much more efficient than people.
The third is to save. The fourth is anticipation, which can anticipate things that don’t happen. Because these four effects solve the four contradictions just mentioned, so it makes the system get the optimal solution, the effect is fully reflected. That’s the whole idea of digital dividends.
So we should believe that digital dividends, especially when we put our digital capabilities to the highest level, can maximize our production capacity, marketing capacity, research and development capacity. What I have just said is a matter of practice, not theory.数字化转型网www.szhzxw.cn
I have a very interesting example.
Once I went to a company to communicate.
When I was inspecting spare parts in the warehouse, the boss said that our purchase quantity should not exceed three months. Because we do a good job of enforcing the rules. We said come and see, you do well, we help you promote. Turns out his biggest spare part in the warehouse will last 80 years. Because there is no number, the boss does not know. So the boss said not three months, now can use 80 years, then how to do? Very simple, we develop a software, your information can not reach the financial department, the financial department will not pay you, to avoid the waste of resources, digitalization will solve your problem. So I hope you must believe that digital dividend, 3-5 times I think there is no problem.
What is the core of digitalization in our industries and enterprises? If you don’t have digital skills, it doesn’t work without re-education.
Second, what is the key to the industry’s digital capability?
I summarize it into “one, two, three”, one is the first resource, two is the two everything, three is the integration of the three. Those are the three keys. The first resource is data, not land or money. It is not right for us to regard land and capital as the first resource. In the future, data will be the first resource. If this problem is not solved, you should not go digital. If so, our enterprise must build its own digital brain. Now our enterprise is not without data, the problem is that your data is not connected to form a brain. Your body is healthy, but your brain is small and will die like a dinosaur.
So there’s a brain that pulls all of your data together and exploits it.
I think many enterprises must build a data brain, the development of data as the first key to digitization. In this big industry of Nanxun elevator, are your data useful? Let me tell you, we have a company in Wuxi that doesn’t do digital, but it monitors 1.2 million elevators remotely. Every day, 1.2 million elevators are fed into its data brain, which is then analyzed, and artificial intelligence is used to return the developed data value to each elevator. It only costs 18 yuan a year, but can save 3,000 yuan. That is, if you save only 18 yuan, you can save 3000 yuan. This is the value of data, so we must look at data as the first resource.
The second is two everything. What do you mean two things? We need to drive the business with data, not with people. Those are the two things. The first “everything” is all the business digitization, all the business into data, the second “everything” is all the data in the database after processing, processing, and then the data business, forming a closed loop.
Here are a few examples:
Here to tell you a case.
A car hub enterprise for the global more than one hundred car companies manufacturing hub, so his hub variety is very rich, people can not deal with, so he must not use people to deal with, that he how to do? Turn the required production factors into data, digitize people, and each person has a label; The raw material data, each raw material has a two-dimensional code; Digital products, each product has a sensor; Digitized energy sources, every energy source has sensors. He digitized the whole process. After the five digitized processes, he typed a data package, and then asked workers to operate according to the two-dimensional code on the assembly line. This is all the data business. Conversely, all business data, small batch, variety of products must be fully adaptable to production on the assembly line.
Another case is the red collar garment in Qingdao.
You were very disappointed after you went there to see the workshop, because the workshop you went to see is exactly the same as our ordinary garment workshop, with a large number of sewing machines and a large number of personnel, and there seems to be no change. Although his body has not changed, his soul has. Everything is customized, everyone’s clothes are customized, and every production trajectory is controlled by data. He is data-driven, not people-driven, so red collar is able to lead the entire apparel industry to achieve customized production.
The third is to do three fusion. 数字化转型网www.szhzxw.cn
Digitalization requires the integration of three aspects, the first is the scene, the second is called DT, is a digital level, the third we call OT, these three should be integrated, to the depth of interaction integration to get intelligent solutions, three is indispensable. You have to have a scenario, a deep fusion, to produce an intelligent solution. As for the problem of scene, I feel there is a misdirection that I think the robot, unmanned workshop and black light factory are digitalization. For an enterprise, I think there are five scenarios, not the digitalization of production alone can improve everything. The first is the digitalization of products. For example, elevators and motors here can be completely digitalized. Do you have any chips? Are there any sensors? So your product itself has to be digital.
Second, your R&D design needs to be digital.
Your R & D design is not to do a digital model first, with the user full interaction, then you design the product. We used to do digital twins, one imaginary, then one real. Now is different from the past, not to create a virtual first, is to create a digital model, the digital model is used to fully interact with the user, wait until the user identity, and then make the product, is personalized, customized. So it’s important to digitise research and design.
Third, supply chain digitization.
There are too many uncoordinated and uncoordinated problems in our supply chain. So how do you digitize your entire supply chain? For example, your elevator needs a lot of parts and raw materials. How can you get through this supply chain? How can you get through the customer relationship? How can you get through this data link? After getting this data link through, you can guide your business chain. According to our practice, this effect is the best.
The fourth is the digitization of production.
I don’t think it’s about digitization, it’s not about efficiency. Production digitization focuses on customized and flexible production. Can you do distributed production? This production is not in a workshop, not in a factory, distributed production, this is the connotation of production digitization, production digitization is not just to improve efficiency, increase capacity, now there is already a lot of capacity, if further increase will not be sold. The key is whether you can customize, can not distributed production, this is the core of intelligent production, digital production.
Fifth, your services and operations should be digital.
You serve your customers digitally, you operate digitally. The elevator I just talked about is the digitization of remote operation and maintenance. There is an enterprise in Shanghai that has made thousands of boilers. You don’t need to manage the boiler of your enterprise, but I will help you manage the digitization of the service operation and maintenance of the boiler.
Therefore, we must study the scenarios, not the scenarios of mere production.
As an enterprise, there are five scenarios, namely, the digitalization of products, the digitalization of R&D and design, the digitalization of supply chain, the digitalization of production and manufacturing, and the digitalization of service and operation. In a narrow sense, the production of robots and robotic arms is digitalized.
In the process of digitization, we do not deal with these five scenarios together, but solve whatever problems you have, and solve whatever problems customers need. We are customer-oriented and demand-oriented. The use of the place must be used, not all engage in automation a person do not need. I went to the red collar costume to see, he that person is still many, not reduced. The key to digitization is that you need to use data to drive the business, not how many people you use, you don’t necessarily use one person digital, I use ten people do not necessarily not digital.
Our original national road and provincial road are now replaced by expressways, and we need to change lanes instead of overtaking on curves.
We have changed lanes twice since the reform and opening up. The first was in the 1980s and 1990s, when we moved from a planned economy to a market economy. It took us 20 years to make this transition. This is the second time that we have changed track, from the traditional economy to the digital economy, and I think it will take ten to twenty years to change track. Why? Because many people can not understand, now there are “three Nos” in excellent enterprises, unwilling to transform, dare not transform, will not transform. First, he is not willing to transform. He is not willing to do something that he cannot see and touch. Second, dare not transform, how much money will be spent; The third is that there will be no transformation. The biggest problem is that the problem of our values has not been solved.数字化转型网www.szhzxw.cn
Including our software enterprise, you do not think that you are a software enterprise is a digital industry, not necessarily a software enterprise is a digital enterprise. I look at a lot of software companies and it’s “old shoes with new shoes.” It’s a traditional company, but it’s also not a digital company, because its business is not driven by numbers, it’s driven by people. Therefore, this change of track is very important. How to transfer from the traditional economy to the digital economy, the key is to establish digital values.
The core of this is to improve our cognitive level, the original is to improve our emotional quotient,
IQ, now to improve the “number quotient”, you need to have a new understanding of this era. People’s cognitive level determines your level of development. Here I will tell you an interesting story. In 1903, during the Qing Dynasty, when China built its first railway from Beijing to Shanghai, there were two problems.
One of them was how to cross the river. At the beginning, I was ready to cross the river from Zhenjiang, but the governor of Zhenjiang did not agree with him, he said that if the railway is made, my dragon veins will change, the feng shui is not good for me, so he said I firmly resist. What if we don’t let it happen? I went to Nanjing to discuss it, and the government of Nanjing said it was OK. You can come to me. You can imagine the development of Nanjing and Zhenjiang. People’s cognitive level determines the level of development.
The second is the question of where to pick up from Jiangsu to Shanghai. The first plan is from Changshu to Shanghai, because Changshu has a two-generation imperial division of the big boss, his hometown in Changshu, he said not to do, if the railway to Changshu unless beat him down. Later, I went to discuss with Kunshan, and the governor of Kunshan said well, you go from me, and now I go to see the development of Kunshan and Changshu is completely different.
What’s the point of this case? Our level of understanding of The Times determines your level of development.
I would like to make three exchanges with you on the digital construction of industrial digitization and enterprise competence. Finally, I would like to make a suggestion, I suggest that the CIO’s name change, change to CDO is better, because from information to digital is not the same concept, digital is developed on the basis of information, but conversely it is qualitative change. What’s the difference between informatization and digitization? They have a big difference, the relationship between data and business, information it is business as the main body, data is just an auxiliary. However, when it comes to digital, it is digital as the main body, and business is just a foundation, so its position has changed fundamentally, data is dominated, and business is based.
It can only solve the problem of automation, and digital can solve the problem of intelligence. Because there is data to intelligence, so these two are completely different concepts, I hope that our CIO automatically upgrade to CDO, to provide you with such a suggestion.数字化转型网www.szhzxw.cn
Thank you very much. (finish)
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