作者简介
Mr.K，国内知名IT管理专家，畅销书《技术人修炼之道》《技术管理之巅》作者，曾担任壹药网 技术VP、1号店技术总监。分享个体成长、团队管理、企业数字化转型、IT热点评论。
前几天，跟一位零售行业的CIO朋友交流数字化转型，他给我讲了发生在他们公司的一件事情：
上个月，运营部同事跟产品经理提了一个需求：在已有App里，做一个套餐购买功能，赶在“年货节”之前上线。于是产品经理完善了需求，梳理出12个功能页面，交给开发人员预估工时，开发说做这个需求，需要开发一套支付系统、套餐管理系统，测试说涉及到钱，还要增加40%的安全测试工作……
一番沟通下来，结论是：在已有App里做一个套餐购买功能，需要280人日。也就是说，3个开发和1测试做这个功能，需要3个多月。
CIO很是崩溃，这只是他们几百个项目中的其中一个，他觉得整个研发团队已经失控了，问我怎么办？
我说，这是“牛鞭效应”，这个现象在企业数字化建设过程中非常普遍。
什么是“牛鞭效应”？这是经济学的概念，指的是供应链当中，信息流从客户端传递到供应商端，被层层放大、扭曲的现象，就像一条扬起的“牛鞭”，最终导致生产预估严重脱离实际需求。
在企业数字化建设过程中，开发需求在部门间传递的过程当中，被层层放大、扭曲，导致工时预估严重脱离实际需求。
“牛鞭效应”对企业危害很大，既浪费了IT成本，又使企业丧失了机会成本，不论规模多大的企业，都很容易被拖垮，要格外警惕。
之前的文章里，我们探讨了许多数字化转型Why和What的问题，本文就来聊一聊，数字化转型如何更好地在企业当中落地，即How的问题。
数字化转型是企业战略，任何一个战略的落地，都离不开5个要素：组织、人才、制度、技术、文化。下面我们分别从这5个方面来探讨，企业数字化如何落地。
一、组织：塑造企业数字化能力模型
要想让数字化战略顺利落地，就必须打造数字化组织，这个组织必须包含5种能力模型：
战略能力。企业数字化要上升到战略高度，而不是通过一两个IT项目就能够完成转型。数字化战略的关键在于，要有战略定力，要一点长期主义精神，把数字化融入企业DNA当中，重塑企业核心竞争力。
变革能力。企业数字化转型是一场变革，就像鸡蛋一样，必须从内向外打破，才能换发新的生机，而从外向内打破，就是灾难。
组织能力。数字化转型的过程是组织升级的过程，肯定会动到个别人的利益，引起一部分人强烈的反对，这时候要有大局观，也要尽量兼顾员工的个人发展。
创新能力。没有对业务模式进行创新再造的数字化，是没用的数字化，要么降本增效，要么驱动业务创新，归根结底要为企业提供价值增量。
执行能力。企业员工的执行力，几乎决定了数字化转型的成败，因为员工好比企业的每一个细胞，数字化就是要激发每一个细胞的活力，让组织充满无限动力。打造数字化组织，就是要建立一套数字化能力模型，并且通过这套模型，快速培养员工的数字化能力。
二、技术：抓顶层设计，从场景切入
数字化转型，要从企业顶层架构设计入手，梳理各业务板块的战略、关键业务流程、核心系统模块等。数字化转型的4大架构包括：业务架构、数据架构、应用架构、技术架构。
简单来说，在厘清业务架构的基础上，对应用架构进行梳理，界定各系统间的业务域划分，方案很多，如：领域建模等。进而对数据架构进行整体梳理，进行数据资产的统一定义、统一管理。最后是企业技术架构规划，包括云架构、网络架构、存储架构、安全规划等等。
离开了应用场景的数字化，都是“伪数字化”，每个企业的业务模式存在差异，那么数字化的应用场景也应该不同。K哥梳理了零售、批发、制造、物流、医药、金融等行业，总结了数字化转型的6大场景，对于各行各业来说都具有一定的借鉴意义。
CIO对数字化转型应用场景把握不准确，或无从下手的时候，不妨考虑从这6个场景切入：
产研数字化——重新定义产品
许多以产品研发为主的企业，通过对研发过程进行数字化升级，缩短idea to market的时间，降低试错成本，全渠道收集用户反馈，实现了“软件定义产品”，重塑了企业的核心竞争力。
比如瑞幸、小米、海底捞等企业，都是产研数字化成功的典范。
生产数字化——智能制造
在这一波数字化大潮当中，以智能制造为代表的生产数字化，正如火如荼地开展着。我国是制造大国，许多企业正在经历从低端代工到高精尖制造的转型，数字化作为主要的手段，决定了制造企业未来的路究竟能走多远。
三一重工的“灯塔工厂”、特斯拉的“超级工厂”、上汽的“数字化车间”，已经成为智能制造的标杆企业。
供应链数字化——松耦合供应链
供应链管理能力，是一家企业的核心竞争力。供应链数字化就是要建立一个松耦合的供应链体系，进一步提升供应链的速度和敏捷性。
苹果就是一家以极致供应链著称的公司，他们管理着分布在全世界数万家供应商，通过打造数字化供应链，不断提高企业间的协同效率，成为全球市值最高的科技公司之一。
营销数字化——持续成交力
数字化营销，是一种营销模式的变革，帮助企业从被动方变成主动方，建立企业持续成交的能力。结合数字化技术与人工智能，以数据整合为核心，重塑客户价值。
国内有许多专注于营销数字化的厂商，产品涵盖了：品牌互动、客户管理、消费者运营、精准营销等等领域。
财务数字化——业财双向赋能
财务数字化，一直以来都走在所有数字化应用场景的前列。“业财一体”也逐渐成为企业数字化转型的重要里程碑之一。
国内，以金蝶、用友为代表的企业，深耕财务领域几十年，已经是当之无愧的规则制定者，行业中的头部玩家。、
经营数字化——数智化管理
马云曾发表过企业经营数字化的看法：“以前的数字化，是用互联网营销、互联网管理、互联网运营，它只是让企业活得好，而今天，数字化是让企业活下去的关键。”
以数据驱动为抓手，以商业洞察为辅助，帮助企业管理者提升决策质量、提高决策速度，让企业全面实现数智化管理。
三、人才：用数字化思维武装每一个人
企业数字化转型，最难的就是员工思维的转变，就是要用数字化思维来武装员工的头脑。什么是数字化思维？这是一种复杂性思维，包含多个不同学科的思维，具体可以拆解为6种思维：
数据思维。企业决策过程从原来的拍脑袋、凭经验，转向数据决策、商业洞察指导的科学决策方式，以提升整体决策的质量。
系统思维。数字化提供了丰富的数据视图，从用户反馈、经营分析、财务分析、企业成本、行业竞争对手数据，对企业进行全局视角的思考。
敏捷思维。借鉴互联网公司敏捷迭代的思维，在不确定的时代，快速反应，不断完善自身。
用户思维。传统企业从市场导向、营销导向，转变为以用户导向、以产品导向的思维，让客户价值驱动企业发展。
产品思维。以产品为中心，以客户需求为导向，以大规模定制为主要生产理念。
生态思维。构建良好企业生态环境，实现上下游产业链的共生。
要想让数字化人才在企业数字化建设中发挥作用，就离不开制度建设。
四、制度：让数字化“有法可依”
制度建设的意义在于，为企业数字化建设提供机制上的保障，让员工做起事情“有法可依”，把数字化建设写进制度里，写到企业章程里。
需要注意几个原则：
一、需要原则。建设体系要符合实际需要，不要假大空，不指望一个体系治好所有病。要联系实际，不做表面文章。
二、适用原则。所建制度应具有实际内容，不搞模糊数学、神秘哲学。
三、稳定原则。制度要相对稳定，不能朝令夕改。
具备了组织、人才、制度等软性条件，企业数字化就可以真枪实弹地进行了。
五、文化：用数字化“刷新”企业
企业数字化转型，通过对文化的全面刷新，将数字化理念注入到企业的DNA当中，以数字化驱动企业创新、商业模式变革，重塑企业核心竞争力，让数字化成为企业的护城河。
微软现任CEO纳德拉，在2014年走马上任以后，提出“刷新”的数字化转型理念，带领微软向云服务、移动、企业赋能等领域进行深度业务转型。微软公司本身就拥有强大技术实力、优秀数字化人才，在全面“刷新”企业文化之后，只用了几年时间就突破了万亿市值，让科技巨头微软再次走在科技行业的前列，焕发出新的生机。
结束语
小结一下，本文聊了企业数字化转型How的问题，从实操的角度讲了企业数字化战略落地的组织、技术、人才、制度、文化等5个方面。
企业数字化转型，要警惕“牛鞭效应”问题，从顶层设计出发，从企业经营管理的5个场景作为抓手切入；在组织层面建设数字化能力模型；将数字化思维武装每一个员工；用机制来保障数字化转型的过程不变形；通过数字化文化全面刷新企业，最终实现企业数字化变革。
最后，以曼德拉的一句名言作为结尾，与你共勉：“我没有失败过，要么赢得胜利，要么学到东西。”
翻译：
About the author
Mr.K, well-known IT management expert in China, founder of “Insight Hill”, founder of technology media “Technology Leadership”. Bestselling author of “The Way to Cultivate Technical People” and “The Top of Technology Management”, he used to serve as technical VP and Technical director of Yiyao. Share personal growth, team management, enterprise digital transformation, IT hot comments.
The other day, I was talking to a CIO friend in the retail industry about digital transformation, and he told me something that happened in his company:
Last month, colleagues from the operation department asked the product manager for a requirement: to make a package purchase function in the existing App, which could be launched before the “New Year Shopping Festival”. So the product manager perfected the requirements, sorted out 12 functional pages, and gave them to the developers to estimate the working hours. The development said that to make this requirement, a payment system and package management system should be developed. The test said that money was involved, and 40% more security testing should be done…
After some communication, the conclusion is: to do a package purchase function in the existing App, it needs 280 people per day. That is, 3 development and 1 test to do this feature, takes more than 3 months.
The CIO was devastated. This was just one of hundreds of projects. He thought the R&D team was out of control.
This, I say, is the “bullwhip effect”, a phenomenon that is very common in the process of enterprise digital construction.
What is the bullwhip effect?
This is an economic concept. It refers to the phenomenon that information flow in the supply chain from the client side to the supplier side is magnified and distorted layer upon layer, like a raised “bull whip”, which eventually leads to the production estimate being seriously divorced from the actual demand.
In the process of enterprise digital construction, development needs are amplified and distorted in the process of inter-departmental transmission, which leads to the serious separation of working hour estimation from actual demand.
“Bullwhip effect” is very harmful to enterprises, which not only wastes IT costs, but also makes enterprises lose opportunity costs. No matter how big the enterprise is, it is easy to be dragged down, so we should be extra vigilant.
In previous articles, we have discussed a lot of questions about Why and What of digital transformation. In this article, we will talk about How to better implement digital transformation in enterprises, namely how.
Digital transformation is an enterprise strategy. The implementation of any strategy cannot be separated from five elements: organization, talent, system, technology and culture. Here we discuss how to implement enterprise digitization from these five aspects.
1. Organization: Shaping enterprise digital capability model
For the digital strategy to work smoothly, a digital organization must be built, and this organization must include five capability models:
Strategic capability. Enterprise digitization needs to rise to a strategic level, not be transformed through one or two IT projects. The key to digital strategy is to have strategic concentration, to have a bit of long-term spirit, to integrate digital into the DNA of the enterprise, to reshape the core competitiveness of the enterprise.
The ability to change. Enterprise digital transformation is a revolution, just like an egg, which must be broken from the inside out to develop new vitality, while breaking from the outside in is a disaster.
Organizational skills. The process of digital transformation is the process of organizational upgrading, which will definitely affect the interests of individuals and cause strong opposition from some people. At this time, we should have a big picture view and try to take into account the personal development of employees.
Innovation ability. Digitalization without innovation and reconstruction of business model is useless. It either reduces cost and increases efficiency or drives business innovation. In the final analysis, it needs to provide value increment for enterprises.
Executive ability. The executive power of employees almost determines the success or failure of digital transformation, because employees are like every cell of an enterprise, and digitalization is to stimulate the vitality of every cell and make the organization full of unlimited power. To build a digital organization is to establish a set of digital ability model, and through this model, quickly develop the digital ability of employees.
2. Technology: grasp the top-level design, from the scene
The digital transformation should start from the top-level architecture design of the enterprise and sort out the strategy, key business processes and core system modules of each business segment. The four major architectures of digital transformation include: business architecture, data architecture, application architecture and technology architecture.
To put it simply, on the basis of clarifying the business architecture, the application architecture is sorted out to define the division of business domains among various systems. There are many solutions, such as domain modeling. Then the data architecture is sorted out as a whole, and the unified definition and management of data assets are carried out. Finally, enterprise technology architecture planning, including cloud architecture, network architecture, storage architecture, security planning and so on.
The digitalization without application scenarios is “pseudo-digitalization”. Each enterprise has different business models, so the application scenarios of digitalization should also be different. Brother K sorted out retail, wholesale, manufacturing, logistics, medicine, finance and other industries, and summed up six scenarios of digital transformation, which have certain reference significance for all walks of life.
When the CIO has an inaccurate grasp of the application scenarios of digital transformation, or is unable to start, it may consider starting from these six scenarios:
Digitization redefines products
Many enterprises focusing on product research and development, through the digital upgrade of the research and development process, shorten the time of idea to market, reduce the cost of trial and error, all-channel collection of user feedback, realize the “software defined product”, reshaping the core competitiveness of the enterprise.
For example, Luckin, Xiaomi, Haidilao and other enterprises are successful models of digital production and research.
Production digital intelligent manufacturing
In this wave of digital tide, the production of digital represented by intelligent manufacturing, is in full swing. China is a large manufacturing country. Many enterprises are undergoing the transformation from low-end OEM to high-end and sophisticated manufacturing. Digitalization, as the main means, determines how far manufacturing enterprises can go in the future.
Sany Heavy Industry’s “Lighthouse factory”, Tesla’s “Gigafactory” and SAIC’s “digital workshop” have become benchmarking enterprises in intelligent manufacturing.
Supply chain digital loosely coupled supply chain
Supply chain management ability is the core competitiveness of an enterprise. Supply chain digitization is to establish a loosely-coupled supply chain system to further enhance the speed and agility of supply chain.
Apple is a company famous for its extreme supply chain. It manages tens of thousands of suppliers around the world. By building a digital supply chain, it constantly improves the collaborative efficiency among enterprises and becomes one of the most valuable technology companies in the world.
Marketing digital continuous transaction power
Digital marketing is a transformation of marketing mode, which helps enterprises change from passive to active, and establishes the ability of enterprises to continue transaction. Combining digital technology and artificial intelligence, with data integration as the core, to reshape customer value.
There are many domestic manufacturers focusing on digital marketing, whose products cover the fields of brand interaction, customer management, consumer operation, precision marketing and so on.
Financial digitization enables both industry and finance
Financial digitization has always been at the forefront of all digital application scenarios. “Integration of industry and finance” has gradually become one of the important milestones of enterprise digital transformation.
In China, the enterprises represented by Kingdee and Yonyou have been deeply engaged in the financial field for decades. They have become the well-deserved rule makers and the top players in the industry. ,
Operation of digital number intelligent management
Jack Ma once expressed his view on the digitalization of enterprise operation: “In the past, digitalization was to use the Internet for marketing, Internet management and Internet operation. It just made the enterprise live well, but today, digitalization is the key to make the enterprise live.”
With data-driven as the starting point and business insight as the auxiliary, it helps enterprise managers to improve the quality and speed of decision-making, so that enterprises can fully realize the intelligent management of data.
3. Talent: Equip everyone with digital thinking
In the digital transformation of enterprises, the most difficult thing is to change the thinking of employees, which is to arm the minds of employees with digital thinking. What is digital thinking? This is a kind of complex thinking, including the thinking of many different disciplines, which can be broken down into 6 kinds of thinking:
Data thinking. The decision-making process of enterprises has changed from the original process of taking the head and relying on experience to the scientific decision-making method guided by data and business insight, so as to improve the quality of overall decision-making.
Systems thinking. Digitization provides a rich data view, from user feedback, business analysis, financial analysis, enterprise cost, industry competitor data, to think about the enterprise from a global perspective.
Quick thinking. Learn from the agile and iterative thinking of Internet companies, respond quickly in the uncertain era, and constantly improve themselves.
User thinking. Traditional enterprises from market – oriented, marketing – oriented, to the user – oriented, product – oriented thinking, let the customer value to drive the development of enterprises.
Product thinking. Product as the center, customer demand as the guidance, mass customization as the main production philosophy.
Ecological thinking. Build a good ecological environment for enterprises and realize the symbiosis of upstream and downstream industrial chains.
In order to let the digital talents play a role in the enterprise digital construction, it is inseparable from the system construction.
4. System: Make digitalization “law-based”
The significance of system construction is to provide institutional guarantee for enterprise digital construction, so that employees can do things “according to the law”, and write digital construction into the system and the articles of association of enterprises.
Several principles need to be noted:
First, the principle of need. Systems should be built in line with actual needs, and we should not assume that one system can cure all diseases. Keep in touch with reality and don’t do superficial things.
Ii. Applicable principles. The system should have practical content and not engage in fuzzy mathematics and mysterious philosophy.
Third, the stability principle. The system should be relatively stable and not subject to change.
With the organization, talent, system and other soft conditions, enterprise digitization can be carried out with real bullets.
5. Culture: digital “refresh” enterprise
Enterprise digital transformation, through the comprehensive refresh of culture, infuses the digital concept into the DNA of the enterprise, drives enterprise innovation, business model reform, reshapes enterprise core competitiveness, and makes digitalization become the enterprise moat.
After Microsoft’s current CEO Nadella took office in 2014, he put forward the concept of “refreshing” digital transformation and led Microsoft to carry out deep business transformation to cloud services, mobile, enterprise empowerment and other fields. Microsoft itself has strong technical strength and excellent digital talents. After comprehensively “refreshing” its corporate culture, it only took a few years to break through the trillion market value, making the technology giant Microsoft once again walk in the forefront of the technology industry and show new vitality.
Concluding remarks
In summary, this paper talks about How the enterprise digital transformation problem, from the perspective of practical implementation of the enterprise digital strategy implementation of the organization, technology, talent, system, culture and other five aspects.
In the digital transformation of enterprises, we should be alert to the problem of “bullwhip effect”. Starting from the top-level design, we should start from the five scenes of enterprise operation and management. Building digital capability model at organizational level; Equip every employee with digital thinking; Use mechanism to guarantee the process of digital transformation without deformation; Through the digital culture to refresh the enterprise, finally realize the enterprise digital change.
Finally, finish with one of Mandela’s famous words for your encouragement: “I did not fail, either win or learn.”
本文由数字化转型网（www.szhzxw.cn）转载而成，来源：技术领导力 ，作者：Mr.K；编辑/翻译：数字化转型网宁檬树。
免责声明: 本网站(https://www.szhzxw.cn/)内容主要来自原创、合作媒体供稿和第三方投稿，凡在本网站出现的信息，均仅供参考。本网站将尽力确保所提供信息的准确性及可靠性，但不保证有关资料的准确性及可靠性，读者在使用前请进一步核实，并对任何自主决定的行为负责。本网站对有关资料所引致的错误、不确或遗漏，概不负任何法律责任。
本网站刊载的所有内容(包括但不仅限文字、图片、LOGO、音频、视频、软件、程序等) 版权归原作者所有。任何单位或个人认为本网站中的内容可能涉嫌侵犯其知识产权或存在不实内容时，请及时通知本站，予以删除。
