最近老杨在和国内一些CIO朋友交流过程中发现一个特别有意思的现象，那就是一些头部型企业特别是央国企在今年都密集成立内部的科技公司，以有效推动企业内部的数字化转型建设，初衷是好的，但在大部分内部科技公司运营的过程中却逐步变了味道，做为这种模式的经历者，老杨认为：企业领导在搞不清数字化转型本质的情况下，不要贸然去成立内部科技公司，为什么？老杨分析如下：
一、为什么要成立内部科技公司？
1.1、从需求角度讲，功能难以满足：
第三方软件并不能100%满足企业需求，很多企业为了一两个功能满足需求而去采购一套系统，结果导致80%的功能不使用白白浪费；
1.2、从实施角度讲，存在很多不确定的风险：
由于实施人员的能力差异，对行业的熟悉程度，直接导致实施失败、软件项目烂尾的情况不在少数；
1.3、从投入角度讲，购买第三方软件是一个不断投入的过程，且企业无主动权，成本无法控制且在不断攀升：
购买第三方软件并不能满足全部应用需求，千企千面，还有一点企业的业务是不断变动的，而软件代码是预先设定不可移动的，所以企业需不断对软件功能进行调整，以满足当前业务需求，也就是二次开发，这一切需要费用，不断的投入；而一旦使用某软件产品一段时间，产生大量数据后，主动权并不在企业，要么接受软件公司的报价方案，要么换产品，而更换系统的风险及时间方面的投入远远大于二次开发，所以企业只能被动接受，鸡肋感满满；
1.4、从服务角度讲，对于服务质量而言软件公司都是看钱说话：
软件源代码并不在企业自己手中，任何软件的修改在不考虑投入成本的前提下需厂家来解决，而厂家的服务响应时间一直为行业诟病，因为技术团队在本地的软件公司是少数，大多情况下与企业接触的是一些技术实力欠缺的代理商；
1.5、从集成角度讲，企业无源代码，技术易被卡脖子：
数字化建设一段时间后，企业会引进各种业务系统，这个时候数据孤岛问题严重，企业又不得不投入另一笔费用去做各种系统的数据集成、做企业门户建设，以保障系统之间数据互通，这个时候数据接口显得尤为重要，如果某软件公司不配合不提供某数据接口，或者为某数据接口漫天要价，对于企业而言只有郁闷的份儿；所以基于以上痛点，企业为了打造一套符合自身管理特色的信息系统，在实力允许的情况下不得不招兵买马建立自己的开发团队甚至成立科技公司。
二、企业进行软件自研的优势在哪里？
2.1、量体裁衣，打造符合自身需求的业务系统，功能匹配度高，应用性强；
2.2、代码在自己手里，需求变动，随时就改；
2.3、服务上有需求马上响应，同时自己公司的技术团队又熟悉公司业务，沟通上不存在障碍；
2.4、有自己的数据标准，后期数据集成更方便；
三、成立了内部科技公司企业内部的数字化问题都会迎刃而解吗？
不会！
内部科技公司可以在一定程度上解决企业数字化转型过程中的一些技术问题，但众所周知数字化转型的本质在于转型而非数字化技术本身，需要的是企业战略的支持，需要的是技术与业务的融合，需要的是转意识、转组织、转模式等，而当前大部分企业的领导做数字化转型并未深刻认知数字化的深刻内涵，只浮于技术层面、成本层面、或者任务层面、政绩层面，所以我们会看到这样的场景：即使成立了内部科技公司，进行了数字化组织的升级，但企业并未进行深入的数字化变革，最终内部科技公司大都困于企业内卷，具体表现为：内部科技公司在数字化项目建设过程中：立项难、需求收集难、开发过程难、应用难、最终价值体现难。
①立项难具体表现在：
领导与员工消极配合在当前数字化环境下，虽说企业内部对数字化系统的应用有了全新的认识，都清楚软件系统的应用的好处，但当决定是否做某一个信息系统时，就难以下决定了，一方面软件系统的透明性让某些员工、领导有所顾忌，用软件意味着透明、灰度没有了，同时又担心数据安全；如果不用系统工作效率难以提高，因为传统的文档、表格用起来实在麻烦；特别又是在企业“降本增效”模式下，大家都秉承多一事不如少一事的心态，担心搞数字化建设工作出了错，引起不必要的麻烦，因此除非 非常有必要，否则业务部门不会做数字化项目立项。立项阶段的工作难点还体现在过程沟通上、价格谈判上、流程审批上，企业内复杂的流程并不会因为你是内部科技公司而减少。
②需求收集难主要表现在：
需求模糊多反复需求收集是数字化建设的重要环节，尤其是涉及企业订制开发项目。大部分业务部门在项目初期对于需求是模糊的，只会说如下内容：我就要一套ERP系统； 软件我不懂，你们看着搞吧！ 你们按这个页面去开发就是了！ 你们不是专业的吗？怎么还问我？我不知道 这个功能我不清楚，你问其他部门需求不明、需求收集难，对于订制开发团队来说是非常致命的陷阱，业务部门对于需求有可能朝令夕改，让技术开发部门陷入不断修改、不断推翻的死循环，因此在需求收集阶段，产品经理的沟通能力非常重要，一方面要从与业务部门沟通的只言片语中寻找价值线索，拼凑出一个初步的产品框架，同时又要引导业务部门，防止业务部门的思维不断发散，让产品架构变的非常庞大，功能做的非常臃肿，导致开发周期遥遥无期。
③开发过程难主要表现在：
项目管理难需求确定了、立项报告通过了，那么接下来就是技术部门火力全开搞软件开发的阶段，这个阶段也可以说是无比艰辛，主要问题体现在：业务需求变动频繁，软件架构成型难；时间进度把控难，项目成本控制难；精细化过程管理难；人员管理难；所以在软件开发过程中，时间即成本、需求反复即成本，业务部门、技术部门均需要有成本意识。
④应用难主要表现在：
缺乏系统推广与运营意识及能力软件开发完成后，项目团队面临的另一个问题即是应用难题，这个时候往往忽略的是以为软件是订制开发的，完全安装业务部门需求量身打造的，无需花大量时间精力去推广，结果导致被业务吐槽软件不好用、软件没有达到预期的管控效果、质疑开发团队的能力。除了以上系统的立项难、需求收集难、开发过程难、应用难四大难点，其实很多企业往往忽略的是企业经营管理内卷对内部科技公司价值的影响，这主要表现在如下：
1. 科技公司定位模糊：是服务于企业内部数字化，还是开展对外业务经营产生盈收？在此问题上摇摆不定，战略定位不准，将直接影响科技公司的战略发展；
2. 企业战略的影响：最直观的影响即是领导层的更替，俗话说“一朝天子一朝臣”，不同的领导有不同的管理模式与思维，对数字化的认知及重视程度也不相同，前期的领导可能重视内部数字化的应用，而后期的领导可能要内部科技公司去做对外经营，企业数字化战略变化将直接影响的是内部科技公司的价值体现，摇摆的数字化战略对于企业而言就是瞎折腾。
3.企业经营内卷的无奈：内部科技公司大都由企业信息中心升级而来，从部门到公司的性质转变，也让其背负了更多的企业经营内卷，比如作为科技公司，企业内部可能会让其自负盈亏，之前信息中心的服务属性变成了公司的服务行为，那么有的企业会想当然的要科技公司对企业内分子公司的数字化服务项目进行收费，而作为企业内部的其他分子公司自然不会愿意出这些费用，于是各种扯皮、各种推诿随之而来，最后科技公司账面全部为亏损，如果此时再以不切实际的经济指标进行考核，那么将直接影响内部科技公司的正常运营。所以有时候干掉内部数字化发展的不是技术而是内卷。
4. 对外盈收的困惑：之前老杨前期有文章对此进行过详细阐述，在这里不做过多的描述，所以老杨要说的是在对外市场盈收的问题上：如果没有企业的战略支持、雄厚的资金支持、稳定的团队支持、较强的市场管理能力支持，企业内部的科技公司如果过早想市场化、从外部搞营收，来体现其价值，将难以逃脱被淘汰、解散的命运。
单纯以技术的热情，来应对市场的冰冷与残酷，是不可取的，以技术的视角做市场运营未必太天真了，所以老杨在这里建议企业负责人及内部科技公司负责人们要冷静，内部数字化建设都未完成，都未形成体系化、最佳案例实践，就去做外部营销，那成功率几乎不足1%，结果就是什么都想做，最后什么都做不好。
企业科技公司要经得起外部市场诱惑，先练内功，不要过早市场化，否则内部需求未解决，又被外部市场拖进泥潭，腹背受困，这种情况下只能去扩大人力规模，造成运营成本过高，亏损是肯定的；后果就是对内满足不了需求，被业务部门吐槽，对外解决不了客户问题，被客户骂死，最后把自己玩死！最后老杨要说的是企业领导层需要深入理解数字化转型的深刻涵义，有技术能力、有技术团队并不等于数字化转型，自研产品如果项目管理不善也并不能真正降低成本；内部科技公司并不是企业数字化转型的救命稻草，也不是领导的政绩工程，如果领导搞不懂数字化转型的本质就不要成立内部科技公司。
翻译：
Recently, Lao Yang found a particularly interesting phenomenon in the process of communicating with some CIO friends in China, that is, some leading enterprises, especially central state-owned enterprises, have intensively set up internal technology companies this year, in order to effectively promote the construction of internal digital transformation. The original intention is good, but in the process of operation of most internal technology companies, the taste has gradually changed. As someone who has experienced this model, Yang argues that corporate leaders should not launch in-house technology companies without a clear understanding of the nature of digital transformation. Why? Lao Yang’s analysis is as follows:
First, why set up an internal technology company?
1.1. From the perspective of demand, functions are difficult to meet:
Third-party software cannot meet 100% of enterprise needs. Many enterprises purchase a system for one or two functions to meet the needs, resulting in a waste of 80% functions.
1.2. From the perspective of implementation, there are many uncertain risks:
Due to the differences in the ability of the implementer and the familiarity with the industry, there are not a few cases that directly lead to the failure of the implementation and the end of the software project.
1.3 From the perspective of investment, the purchase of third-party software is a process of continuous investment, and the enterprise has no initiative, and the cost is uncontrollable and constantly rising:
The purchase of third-party software can not meet all the application needs. There are thousands of enterprises. In addition, the business of enterprises is constantly changing, and the software code is pre-set and immobile. However, once a software product is used for a period of time and a large amount of data is generated, the initiative is not in the enterprise. It can either accept the quoted plan of the software company or change the product. However, the risk and time investment of changing the system is far greater than that of secondary development, so the enterprise can only passively accept and feel full of fear.
1.4 From the perspective of service, software companies are all money wise when it comes to service quality:
The software source code is not in the hands of the enterprise itself, any software modification needs to be solved by the manufacturer without considering the input cost, and the service response time of the manufacturer has been criticized by the industry, because the technical team in the local software companies are few, most of the contact with the enterprise is some agents lacking in technical strength.
1.5. From the perspective of integration, the enterprise has no source code, and the technology is easy to be stuck:
After digital construction for a period of time, enterprises will introduce various business systems. At this time, the problem of data island is serious, and enterprises have to invest another amount of money to do the data integration of various systems and the construction of enterprise portal, so as to ensure the data interworking between the systems. At this time, data interface is particularly important. Or charging too much for a data interface, which is depressing for companies. Therefore, based on the above pain points, in order to create a set of information system in line with their own management characteristics, enterprises have to recruit people to establish their own development teams and even set up technology companies.
Second, what are the advantages of enterprise software self-development?
2.1 Tailor the business system to meet its own needs, with high function matching degree and strong application;
2.2, code in their own hands, demand changes, change at any time;
2.3. Immediately respond to service needs, and the technical team of the company is familiar with the company’s business, so there is no barrier in communication;
2.4. It has its own data standard, and later data integration is more convenient;
Third, the establishment of an internal technology company will the internal digital problems will be solved?
No!
Internal technology companies can solve some technical problems in the process of enterprise digital transformation to some extent, but as we all know, the essence of digital transformation lies in transformation rather than digital technology itself. What is needed is the support of enterprise strategy, the integration of technology and business, the transformation of consciousness, organization and mode, etc. However, the leaders of most enterprises do not have a deep understanding of the profound connotation of digitalization when they do digital transformation.
They only focus on the technical level, cost level, task level and political performance level, so we can see such scenes: Even if an internal technology company is established and the digital organization is upgraded, the enterprise does not carry out in-depth digital reform, and most of the internal technology companies are trapped in the internal volume of the enterprise. The specific performance is as follows: in the process of digital project construction, the internal technology companies are difficult to establish a project, collect demands, develop, apply and embody the final value.
1. The difficulty of project approval is manifested in the following aspects:
In the current digital environment, although enterprises have a new understanding of the application of digital systems, are clear about the benefits of the application of software systems, but when deciding whether to do a certain information system, it is difficult to make a decision. On the one hand, the transparency of the software system makes some employees, leaders have concerns, using software means transparency, gray no longer.
At the same time, they worry about data security; If you do not use the system, the efficiency is difficult to improve, because the traditional documents and forms are really troublesome to use; Especially in the enterprise “cost reduction and efficiency” mode, everyone adhering to the mentality of more than one thing less, worried about digital construction work made a mistake, cause unnecessary trouble, so unless very necessary, otherwise the business department will not do digital project. The difficulties in the project establishment stage are also reflected in the process communication, price negotiation and process approval. The complex process in the enterprise will not be reduced just because you are an internal technology company.
2. The difficulty of demand collection is mainly manifested in:
Fuzzy and multi-iteration demand collection is an important link in digital construction, especially involving enterprise customized development projects. Most business departments are vague about the requirements at the beginning of the project and will only say the following: I want a set of ERP system; I don’t understand the software, you see how it works! You click this page to develop! Aren’t you professionals? Why are you asking me? I don’t know about this function. If you ask other departments about unclear requirements and difficulty in collecting requirements, it is a deadly trap for customized development team.
Business departments may change their requirements one after another, making technical development department trapped in a dead-end cycle of constant modification and overturning. On the one hand, it is necessary to find value clues from the words and phrases communicated with the business department to piece together a preliminary product framework. At the same time, it is necessary to guide the business department to prevent the thinking of the business department from diverging, so that the product architecture becomes very large, the function is very bloated, resulting in the development cycle is far away.
3. The difficulties in the development process are as follows:
After the difficult requirements of project management are determined and the project approval report is approved, the next step is the stage when the technical department is fully engaged in software development. This stage can also be said to be extremely difficult. The main problems are as follows: business needs change frequently, and the software architecture is difficult to form; Difficult to control time schedule and project cost; Fine process management is difficult; Personnel management is difficult; Therefore, in the process of software development, time is cost, repeated demand is cost, business departments and technical departments need to have cost awareness.
4. Application difficulties are mainly manifested in:
Lack of awareness and ability of system promotion and operation after the completion of software development. Another problem faced by the project team is the application problem. What is often ignored at this time is that the software is customized and developed. And it is fully installed and tailored to the needs of the business department, without spending a lot of time and energy to promote. As a result, the business teased that the software was not useful. The software did not achieve the expected control effect, and the ability of the development team was questioned. In addition to the four difficulties of project approval, requirement collection, development process and application of the above system. In fact, many enterprises tend to ignore the impact of the internal volume of enterprise operation and management on the value of internal technology companies. Which is mainly reflected in the following aspects:
This is mainly reflected in the following aspects:
1. Ambiguous positioning of technology companies:
Do they serve internal digitization or carry out external business operations to generate profits? Wavering on this issue, inaccurate strategic positioning, will directly affect the strategic development of technology companies;
2. Influence of corporate strategy:
As the saying goes, “the son of God is the courtier”, different leaders have different management modes and thinking. And their cognition and emphasis on digitalization are also different. Leaders in the early stage may attach importance to the application of internal digitalization. While leaders in the later stage may require internal technology companies to conduct external operations. The change of enterprise digital strategy will directly affect the embodiment of the value of internal technology companies. The wavering digital strategy is nonsense for enterprises.
3. The helplessness of internal volume of enterprise management:
Most of the internal technology companies are upgraded from the enterprise information center. And the transformation from the nature of a department to a company also makes them bear more internal issues of business operation. For example, as a technology company, the internal enterprise may be responsible for its own profit and loss. And the service attribute of the information center has changed into the service behavior of the company.
Therefore, some enterprises will take it for granted that technology companies will charge for digital service projects of internal molecular companies. While other internal molecular companies will naturally not be willing to pay these fees. So all kinds of wring and bucking will follow. Finally, the book of the technology companies will be a loss. If the assessment is carried out with unrealistic economic indicators at this time. It will directly affect the normal operation of internal technology companies. So sometimes what kills internal digital development is not technology but internal volume.
4. Confusion of external earnings:
Lao Yang has elaborated on this in his previous article, so I will not give too much description here. So what Lao Yang wants to say is on the issue of external market earnings:. Without the strategic support, strong financial support, stable team support and strong market management ability of the enterprise. If the internal technology companies try to market and generate revenue from the outside too early to reflect their value. It will be difficult to escape the fate of elimination and dissolution.
It is not advisable to deal with the cold and cruelty of the market simply with the enthusiasm of technology, and it is not necessarily naive to do market operation from the perspective of technology.
So Lao Yang here suggests that the heads of enterprises and those in charge of internal technology companies should be calm. The success rate of external marketing is almost less than 1% before the completion of internal digital construction and the formation of systematic and best case practices. The result is that you want to do everything and end up doing nothing well.
Enterprise technology companies should withstand the temptation of the external market and practice internal skills first, rather than early marketization. Otherwise, if the internal demand is not solved. They will be dragged into the quagmire by the external market and trapped in the back and the stomach. In this case, they can only expand the scale of manpower, resulting in high operating costs and certain losses. The result is that we can’t meet the demand internally, be ridiculed by the business department, can’t solve the customer problem externally, be scolded by the customer to death, and finally play ourselves to death!
Finally, Lao Yang said that the enterprise leadership needs to deeply understand the profound meaning of digital transformation. Having technical ability and technical team is not equal to digital transformation. If the project management of self-developed products is not good, it can not really reduce the cost. Internal technology companies are not the life-saving straw of enterprise digital transformation, nor are they the performance projects of leaders. If leaders do not understand the nature of digital transformation, they should not set up internal technology companies.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于湘江数评 ，作者：老杨 ；编辑/翻译：数字化转型网宁檬树。
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