这是最好的时代，也是最坏的时代。数字技术贯穿着技术和产业发展的方方面面，驱动着新产品、新模式，进而带动形成新业态、新产业、新市场。但数字技术的蜂拥而来也让传统企业无所适从。作为数字化转型的领导者，首席信息官必须洞察数字技术背后的作用机理，并恰当地应用于企业的组织管理改革中，搭建起利于提升企业业务效率、驱动技术产品创新、调动各方潜能、强化多方协同的新型组织形态。
综述
一、未来已来 拥抱数字化新时代
“这是最好的时代，也是最坏的时代。”当前的时代是独一无二的，你无法拿以前任何一个时代与之相提并论；当前的科技和产业革命也是独一无二的，你也无法拿之前的任意一次产业革命与之类比看待。这是最好的时代，数字技术赋予了整个技术圈、产业界无限的想象力，创新贯穿着整个时代演进的始终，贯穿着技术和产业发展的方方面面，新技术驱动着新产品、新模式，进而带动形成新业态、新产业、新市场。创新者可以在短短几年实现井喷式的财富增长，移动支付、共享单车、无人零售也在不断革新人们的生产生活方式。这是最坏的时代，行业市场的竞争面临极大的创新压力，数字技术的蜂拥而来让传统企业无所适从。一方面，传统企业正在加快新技术的应用部署；另一方面，初创企业也在试图从某个切入点实现突破，进而抢占市场空间。此外，拥有数字技术的互联网企业亦无孔不入，加速向新的市场领域大幅迈进，这一现象，在汽车、传媒领域已经非常突出。对于传统行业企业而言，数字化转型已经成为必修课，是企业能否在新时代背景下持续发展的核心课题。
二、“大道至简”
数字技术是美的，用简单的0和1两位数字编码来实现一切信息的表达和传输。随着软件定义世界的不断演进，各行各业、各类事务都正在进行着一场数字化的革命，一切事物都有可能拥有“信息的DNA”。这一转变将对未来时代的发展带来极其深刻的影响。由于信息能以光速传播，数字化时代就意味着信息交流在时间上可以“瞬时”到达地球的另一端，数字技术引发信息技术革命，而信息技术革命则将带动更深层次的全球化。
数字化已渗透到了我国经济社会发展中的方方面面。全面走向“数字化”已成为我国经济发展的明显趋势。以“数字化转型”为主线，坚持创新发展，这为“数字中国”实现经济新旧动能转换，为产业革新提供动力，为前沿科技的发展与应用打造强载体起到至关重要的积极作用。数字化将带动数字经济持续发展，据统计，当前我国数字经济总体规模已经超过20万亿元，位居全球第二。要实现“数字中国”的快速发展，则必须以企业数字化转型为重要依托。
对于企业而言，数字化带来的就是一场全方位的革命。在早期，企业的主要工作在于从模拟技术向数字技术的转变，从而将各种工作流程和职能数字化。而在当下，通过与云、大数据、人工智能等多种技术结合，数字化的重点已经从企业产品的需求、用途或期望转变为了企业与客户、合作伙伴的关系，这就要求企业通过数字技术的应用，向客户、合作伙伴、员工以及其他利益相关方提供更有吸引力的独特体验。对传统企业而言，数字化转型涉及从根本上对战略、运营和技术进行彻底改造。战略上，要重点关注体验而非生产；运营商，要推动持续调整，持续改进，确保现实世界与数字世界的无缝对接；技术上，应实现技术能力的合作、共享与开放。
三、“工欲善其事必先利其器”
对于企业而言，数字化转型是一项长期的、艰巨的任务，不可能一步到位、一蹴而就。而要实现这一伟大的目标，则必须有一位卓越的领导者，首席信息官（CIO）将是合理的人选。事实上，根据普华永道发布的《首席数字官》研究报告，其倾向于企业通过设立首席数字官（CDO）来全面负责企业的数字化转型，这一提法与数据在企业数字化发展中的核心地位是一致的，但从调查结果来看，仅有不足10%的企业设立了首席数字官。因此，对于大多数的企业而言，首席信息官亦就是首席数字官，是企业数字化转型的绝对领导者。但是，数字化转型并不是简单的数字技术的应用，其涉及领域众多、覆盖环节繁杂，对于首席信息官而言也是极大的挑战。从企业数字化转型需求来看，首席信息官应至少在以下三个方面做好准备，“磨好利剑”：一是新兴数字技术的应用。当前，云计算、大数据、人工智能、区块链等新技术不断涌现，要求首席信息官必须尽快掌握新技术的核心原理和应用价值，并适时运用到企业数字化转型过程中。在这个过程中，大数据、人工智能更为关键，前者正在带来以数据驱动的转型新思路，后者则正在带来以智能为手段的转型新路径。二是探索覆盖企业全业务的体系架构。数字化转型不是简简单单的信息系统的升级，而是对企业业务环节的改造，因此，首席信息官应该具有大局观，全面审视企业的各种业务环节，并通过统一的架构打通各环节之间的信息传输，建立新型的数字化业务体系。三是研究新型的数字化组织形态。前文中提到，数字化的发展方向正在从驱动产品、业务向驱动组织关系发展，未来的企业组织形态也将伴随数字化的发展而变化。因此，作为数字化转型的领导者，首席信息官必须洞察数字技术背后的作用机理，并恰当地应用于企业的组织管理改革中，搭建起利于提升企业业务效率、驱动技术产品创新、调动各方潜能、强化多方协同的新型组织形态。在这个过程中，首席信息官在企业管理决策中的价值亦将得到不断提升。
调查
一、数字化转型价值需可衡量且有待证明
2018年3月，《中国信息化周报》对近200家企业以及其业务决策者就数字化转型工作的推进情况进行了调查评估。调查结果显示，对大部分企业而言，积极实施数字化转型对于保持竞争力优势至关重要，大部分企业已经意识到，数字化转型战略可能会影响到企业未来是否成功。其中，63.2%的受访企业表示，企业已经开展数字化转型工作，20.6%的企业已将数字化转型作为企业下一步的计划工作。
创新商业模式，重构核心竞争优势是企业数字化转型的核心驱动力。调查显示，企业普遍在寻找通过数字化转型构建高效的产品服务供给体系、提高企业管理效率的有效途径，从而实现企业新旧发展动能的转换。另外有超过50%的企业将数字化转型作为提高客户服务效率和质量、催生新的产品及服务模式的有效途径。企业要通过数字化转型构建核心优势，需要从新模式、新业态、新生态进行全面的顶层设计，实施全面的数字化转型方案，确保数字化能力的全面提升。
二、数字化转型 企业尚未明确主要负责人
调查同时显示，企业尚未明确数字化转型工作的主要负责人，这可能导致企业无法实施数字化战略。企业对谁应该负责制定数字化战略并推动数字愿景没有达成明确共识。在参与调研的企业中，其转型主导权分别在企业管理部门（41.2%）、IT部门（42.6%）和业务部门（11.8%），并且对谁应该具体负责数字化工作也不明确。
实际上，数字化转型需要确定的领导来负责制定数字化战略，并推动数字化转型工作。为使数字化转型取得成功，领导者还必须协调各部门合作以实现共同的愿景。IT部门的重点不应再限于解决内部问题，营销部门不应该继续专注于单一的营销方式。相反，这些部门和其他部门应该共同协作推进数字化转型。因此，需要明确领导人员，推动持续发展和跨职能部门协作。
CIO在数字化转型中的作用明显。在参与调研的企业中，CIO在数字化转型中起决定性作用的占18.3%，起主导作用的占46.7%，起辅助作用的占35%。由于数字化技术不断发展演变的特性，企业数字化转型需要技术的长期跟踪和落实到位，CIO作为数字化技术的跟踪者和执行者，应当在数字技术的治理机制和应用推广等方面起到决定性作用。
企业普遍认为，大数据是实现数字化转型最核心的关键技术之一。83.1%的受访企业持这种观点。这意味着，不应再继续将大数据仅看做一种技术工作，必须给予其足够的重视，使其为品牌打造数字化的“门面”。备受企业关注的关键技术还有网络安全。49.2%的受访企业认为网络安全是数字化转型的重要基础。企业要想赢得监管者、生态环境，以及客户的信任，就必须以产品和服务的创建为起点，在每个环节都考虑到网路安全。其他备受企业关注的数字化技术还有云计算（46.2%）、企业管理系统（35.4%）、虚拟化（30.8%）、物联网（30.1%）、商业智能（23.1%），以及网络接入（18.5%）等。
大部分企业的IT投入用于创新和应用，这是影响数字化转型的关键。其中，企业投入IT建设的资金主要用于提升企业业务能力（71.2%），建设更高效的组织管理平台（65.2%），维护现有IT系统（59.1%），创造新的业务方向和模式（39.4%），以及提升客户服务满意度（37.9%）。调查结果显示，旧IT正在逐渐过渡到新IT。平台模式被大部分企业接受，企业正在通过IT转型来构建自己的生态环境，实现业务持续创新。
调查发现，数据价值已初现，但数据孤岛问题仍很严重。如今，大部分企业已经意识到数据的价值，开始部署最新的大数据工具，加大对数据综合分析的投入，并纷纷购置最新的数据可视化软件。在调查中，39.1%的企业已经实现各部门、各环节数据的全流通。14.6%的企业已经通过大数据技术挖掘数据价值，提升业务能力。但是，还有很多企业存在数据孤岛的问题，没有应用端到端的数据解决方案。30.4%的企业存在数据尚未在部门间流通、各部门数据孤立使用的问题。
三、不见兔子不撒鹰 企业数字化转型投入不高
围绕数字化转型，企业仍面临着一系列挑战。其中人才和资金问题是数字化转型面临的最大问题，超过60%的企业认为转型的最大限制在于精通数字技术的人才和为转型投入的配套资金。
其次，管理方面的问题也成为转型的一大挑战，48.5%的受访企业认为目前的管理机制落后，43.9%的企业认为主管部门领导对转型的关注度不高。
再者，转型期的企业对数字化技术的掌握能力不高，43.9%的企业认为其传统的IT平台和架构限制了数字化转型的推进工作，而数字化技术不成熟也是将近40%的企业面临的挑战之一。
企业在确定数字化转型带来切实可见的竞争力优势之前，通常不会进行大量资金投入。调研发现，只有28.4%的企业明确表示会在未来一段时间加大对数字化转型的投资，而更多的企业（41.8%）表示，未来一段时间只会对投入有小幅度的增长。14.8%的企业表示会维持现状，6%的企业甚至会减少在转型上的投入。
这表明，为了推动数字化转型工作的持续投资，决策者需要衡量并证明其转型战略的价值。
观点
一、数字化转型即重构
中钢集团CIO李红对数字化转型的思考
思想精粹
数字化转型本质上是新一代信息技术驱动下的一场业务、管理和商务模式的一次深度变革和重构，技术是表象、业务是内核，CIO决不能缺席数字化转型。
作为长期从事企业信息化的IT老兵，中钢集团CIO李红曾经历过几番从IT到管理之间的角色转换，对近年掀起的“数字化转型”有着自己独特的见解，也投入了较多的精力开展研究。他认为，基于新一代信息技术正在推动社会、经济和产业发生巨大变革，企业也正处在信息化、数字化和智能化相互交替和迭代发展的关键时期，谁能早日认清数字化转型内在的价值和意义，谁能有效利用数字化转型所带来的动力和机遇，谁能够率先驾驭数字化转型释放的潜能和价值，谁就有可能赢得未来竞争的新优势。
1. 正确认识数字化，别再来“洋冒进”
中国企业长期以来一直习惯于“跟随式”发展和“模仿式”进步。但是最近这些年不一样了，我国的互联网企业做起来了，我们的技术也越来越硬了，而我国这些用户也越来越懂什么是信息化了，其实现在可以返回头指导指导技术厂商，或者至少是跟厂商交流交流需求是什么，应该怎么做了。但并不是所有人都能看清眼前的局面，看到未来趋势。
随着经济进入“新常态”，特别是互联网时代的加速到来，许多传统企业陷入“转型焦虑症——不转型等死、乱转型找死”和“互联网综合症——既不能像互联网企业那样随心所欲搞烧钱游戏，也不愿甘心等待被他人所颠覆”的困境。许多大型企业也把“十三五”信息化战略确定为“数字化转型”，但具体实施往往仍然遵循传统方式和思维，还是在延续过去，做的还是功能扩展，没有任何变化。这其中的问题其实很严重——搞信息化的人不考虑企业在干什么、应该干什么，这说明IT与业务脱节了，CIO与这个时代脱节了。
北京航空航天大学刘强教授曾提出“三不”观点：不要在落后的工艺基础上搞自动化，不要在落后的管理基础上搞信息化，不要在不具备数字化网络化基础时搞智能化。李红对此非常认同。他认为，从产业发展规律上看、从国外先进企业的探索历程上看，国内大多数企业尚处于从信息化向“数字化”过渡阶段，数字化是走向智能化不可逾越的阶段，即便国外一些领先企业也是将智能化作为未来奋斗的目标。盲目推动智能化，不仅浪费资源、而且贻误时机，只能带来又一轮“洋冒进”。正因如此，这些从事信息化工作的CIO们更应关注“数字化”。
2. 何为数字化转型
李红认为，数字化转型既有“数字形态”转变的意思（如视频磁带转换成视频数字），同时也有“数字重构”的意思（如数字孪生、数字建模、虚拟实体等），也有“数字变革”的意思（如数字营销、数字产品、数字服务等）。
从实体企业角度看，通过“数字化转型”，内部要打通全流程、各环节数据采集、传输和共享，实现生产、运营、管理、营销和服务更加全面的数字化，支撑敏捷生产、动态维护、精益管理、实时监控、高效决策；外部要打造互联互通平台、联通用户个性化需求、改善用户体验、支撑远程维护，实现产品全生命周期的客户化服务，构建新的产业生态和数字生态等，进而推动业务模式重构、管理模式变革、商业模式创新与核心能力提升。数字化转型本质上是新一代信息技术驱动下的一场业务、管理和商务模式的一次深度变革和重构，技术是表象、业务是内核，比如海尔、红领。
李红认为，数字化转型具体包括三方面内容：一是“转换”，从传统的信息技术承载的数字转变成“新一代IT技术”的数字，实现技术应用的升级；二是“融合”，从实体状态的过程转变成信息系统中的数字、从物理形态的数字转变成虚拟形态的数字，打通全方位、全过程、全领域的数据实时流动与共享，实现信息技术与业务管理的真正融合；三是“重构”，适应互联网时代和智能时代的需要，在基于数字化实现精准运营的基础上，加快传统业态下的设计、研发、生产、运营、管理、商业等的变革与重构。
3. “数字化转型”赋予CIO新使命
作为企业信息化的推动者和执行者，CIO在数字化转型的新使命面前应该发挥什么作用，值得CIO高度重视。CIO决不能缺席数字化转型、决不能排斥数字化转型，要跟上时代进步的步伐、适应企业转型升级和创新发展的需要。
李红认为，CIO要尽快转变观念、转换思维、提高认识、提升能力，争做数字化转型的参与者和推动者，应通过5个思维方式的转变来完成从“技术使能者”到“价值赋能者”的转型：战略思维，适应企业战略性的数字化转型需要，拓展变革思维的视野，从单纯的技术思维向全局性复合型思维转变；产业思维，适应企业“核心业务”数字化转型的需要，助力“融合发展”，从技术专家向跨界专家转变；商业思维，适应企业营销方式和客户服务“平台化”转型的需要，信息技术服务从面向企业内部向面向社会转变；管理思维，适应企业组织、流程和管控模式数字化转型的需要，助力企业扁平化、去中心、平台化等互联网模式转变；数字思维，适应“数字化企业”的转型需要，技术服务更敏捷、更简化，从功能构建的适能者向价值实现的赋能者转变。
过去，传统企业的信息化建设往往是在既有的业务和管理模式基础上，用信息技术提升效率和改善流程。而“数字化转型”对于传统企业的信息化建设而言，不仅仅是依靠企业自身的状况、数字化转型、实施环境和成熟度，还包括人、投入产出、知识与能力、财务、企业文化是否能接受或适应转型等进行分析和考虑，对标行业标竿，制定每一个阶段的目标和终极目标，更是一种思维方式的转型、甚至是颠覆。
二、智能工业 实现工业互联网最佳途径
访中国华能集团有限公司首席信息师朱卫列
思想精粹
我国的互联网在To B方面还有很长的路要走，要通过实施工业互联网创新发展战略，将新一代信息技术与制造业深度融合，为实现我国制造强国而奋斗。
工业互联网是近来的热点话题，一周前《中国信息化周报》记者走访了中国计算机用户协会工业互联网与大数据应用分会理事长、中国华能集团有限公司首席信息师朱卫列，与他就我们国家工业互联网建设进行了有益的探讨，以下是采访的核心内容。
1. 在实现工业互联网的进程中，既要关注离散型企业，也要关注流程型企业
朱卫列认为：工业领域可以大致分为流程型企业和离散型企业两大类。离散型企业如汽车制造厂、家电制造厂、服装制造厂等，这些制造企业一般具有产品多样性、市场化程度高等特点，如何解决客户化定制、小批量生产的柔性制造成为他们的核心问题。各种资料显示，目前国内宣传从事工业互联网建设的基本上是离散型企业。流程型企业一般为重资产型企业，他们由大量的工业设备组成，如石油、石化、发电、钢铁、电解铝、水泥等均是流程型企业。粗略地从产值上统计，我国流程型企业在整个工业制造业的比重占据半壁江山。未来我国工业互联网发展正面临着一个重要的高速发展期，流程型企业亦处于战略发展窗口期，我们决不能忽视工业互联网在这一重点领域的发展。
2. AI将成为新一代工业互联网的核心
未来的工业互联网必须具备互联和智能两种属性。在工业领域全面推广应用人工智能技术，使工业互联网真正智能化。由于流程制造行业的工业数据是以秒甚至以毫秒来采集的，所以数据量巨大，这为人工智能的应用奠定了数据基础。目前，华能集团、国电大渡河公司已开始在水电站、火电厂内部应用人工智能技术，通过计算设备“特征值”的缓变率来判断设备的健康状态，为实现设备状态检修奠定了基础。人工智能还可以应用于发电厂的运行优化，实现智能经济运行。特别值得一提的是，被行业内公认为非常难的火电厂配煤掺烧已经被人工智能技术攻破，我们利用大数据、人工智能技术指导燃煤锅炉火焰中心“左右”以及“上下”移动，解决“W”型火焰中心检测与管壁超温等问题，进而指导发电厂运行人员实现配煤掺烧优化，其经济效益显著。这些成果标志着人工智能技术在工业领域有着广阔的应用前景，也展示出我国人工智能技术在工业领域的实践已经可以和国外大型企业相媲美。未来我们要充分利用流程型企业拥有工业大数据的天然优势，将人工智能技术全面应用于我国的工业互联网建设中去，真正实现信息化与工业化的深度融合。
3. 智能工业 实现工业互联网最佳途径
如何快速实现工业互联网建设的目标？《中国制造2025》是有时限的，中国在第四次工业革命的进程中如何实现领跑？这是我们这些信息化从业人员必须认真研究思考的问题。几年的信息化实践告诉我们：常规的信息化项目实施速度太慢，工业互联网是个庞大的系统工程，要想快速推广，必须将信息化应用产品化、工业化。过去的几年我们在开发人工智能应用过程中采用了：业务场景结构化、开发过程流程化、工作标准化及功能产品化的工业化形式，大大缩短了开发周期，也带来了推广的便利。在国电大渡河公司应用的人工智能产品很快也能低成本、可复制的应用于华能四川水电。华能珞璜火电厂的一些人工智能应用也可以很快应用于其他火电厂。实践证明，工业智能化是实现先进制造的必然选择，而智能工业化又是快速实现工业互联网的必然选择。
4. 工业互联网的网络架构将是扁平化的星云架构
以过去4年多的研究与实践，我们的团队认为未来的工业互联网架构将是扁平的星云架构。端节点、节点很像宇宙中恒星与行星的关系，应用把节点与端节点联系在一起；高层次应用相当于行星之间的关系，从而共同组成星云的形态。任何端节点可以是数据原点，可以是设备，也可以是企业。节点既是数据计算节点，也是计算后的新数据原点，每个应用均既可采集端节点数据又可采集节点数据，所以应用端的计算也可分布在各个节点上。工业互联网的终极目标是要打破这种局限性，以一种包容性非常强的形态让所有的行业、企业都可以实现互联互通，让所有开发的应用都可以相互作用，从而达到大规模的工业化协作。
华能于2009年率先提倡集中统一建设ERP，这次的工业互联网建设一开始也准备继续采用集中部署模式，但经过两年的实践，发现采用分布式更加具有优势。我们也分析了美国GE公司提出的集中模式，认为确实存在一定的问题。这次提出扁平化的星云架构是一种探讨，希望在今后的实践中能与业内其他专家、学者共同研究、完善工业互联网的业务形态和技术架构。
5. 在工业领域，不同层级的人工智能应用将改变未来
未来的工业互联网将通过共享、交易等方式“流”着不同种类的工业数据、业务数据，也将会有众多企业、个人会利用这些数据参与到工业互联网的应用开发过程中，开发出不同层级的人工智能应用。
未来工业互联网将使工业企业工作效率获得巨大提升、工业企业之间的资源得到不断的优化、整合，中国的制造强国之梦一定会得以实现。未来的工业互联网中与网络与数据安全尤为重要，因此在强调数据共享的同时，必须做好网络安全与数据加密等工作。
三、港铁的数字化转型之旅
访香港铁路有限公司资讯科技主管 孙耀达
因高效、安全可靠和服务优良，香港铁路有限公司（以下简称“港铁”）被称为“香港的骄傲”。目前，港铁已将地铁营运业务拓展至北京、广东及深圳等城市，及伦敦、斯德哥尔摩、墨尔本、悉尼等国外城市。香港铁路有限公司资讯科技主管孙耀达接受《中国信息化周报》记者的采访，讲起了港铁的数字化转型之旅。
面对快速变化的运输业务格局，为响应不断变化的客户需求，港铁将IT技术策略性地融入业务流程中，通过构建数字化蓝图。港铁信息技术服务部目前涵盖四个职能，一是软件设计开发，二是IT基础设施运维，三是业务组合管理，四是信息安全保障，四个组别各司其职。
目前，港铁有140多个IT应用系统，服务于不同业务领域。如车务运作管理就由OMIS、ETMS及AFC构成。OMIS作为综合车务运作管理系统，可为港铁遍布香港18区接近90个车站的运作提供有效操作管理；ETMS由港铁自主研发，利用AI技术，可为日常路轨维修占用提高安全有效管理；AFC能有效收集、整理、分析每日超过500万人次自动车资收费系统数据，提供多维度分析报表。
港铁IT建设采用双轨并行模式（Bi-modal），一种是传统瀑布方式，另一种是敏捷模式，后者尤其适用于一些与消费者密切相关的业务部门。它能使港铁快速响应数字化转型所产生的不确定性和敏捷性服务需求。这也是港铁140多个应用系统能够快速推出的重要原因。
港铁顺应科技前沿不断创新的脚步从未停止。在大数据应用方面，港铁已经有所实践。港铁拥有大量不同数据，如收费系统数据、列车行车数据或基建资产维护数据等。如何有效利用这些数据？有这样一个案例。通过收集、分析、研究列车行车时噪音资料，找出潜在问题，及时更正，避免产生运作延误而影响乘客。这项工作的切入点是利用大数据的收集及分析，找出问题核心，解决业务需求，也产生了实质效果。具体实施也会有挑战和难点，如大数据的质量，收集数据的成本及可行性，以及是否有足够相关的数据分析人员和数据触觉等。
港铁智能手机应用程序也进展顺利。港铁采用新兴技术，如云服务、移动技术和微服务等，来提升手机MTR Mobile APP，为乘客提供更贴心的乘车体验。MTR Mobile APP中含有更多个人化的选择和更多数字化功能，如能够提供实时行车交通/服务信息，方便乘客了解最新车务状况，决定交通安排；如使用信标网络(iBeacon)，可提供站内导航服务，引领乘客找到站内最佳路径；如可以提供智能聊天室，让乘客实现信息查询自助服务，方便随时找到所需信息。
港铁平均每天拥有超过500万人次的乘客量，这款APP自发布以来，下载量已超过400万，成为一个有效的信息发布平台。乘客和游客可以通过这一平台，了解最新的行车服务信息、路线规划和最新的旅游内容等。港铁现在正计划将其升级，让它成为端到端以用户为中心的行程助手。
此外，港铁还有其他具有代表性的应用系统，如RailASSURE，这是一个自主研发的综合铁路资产管理系统，可有效处理铁路基建及列车维修检验安排，从而提供安全、可靠、准时的列车服务。
为应对新兴技术和不断提升的客户需求，港铁的业务也在不断变化。其中一个重点项目就是强化数字化服务(Digitalization)：构建了数字化蓝图，为来年IT与业务发展确定方向。数字化蓝图由多方面的专家代表共同制定，如信息技术服务部、客户体验部、市场营销部、企业战略部、工程和铁路运营领域人员等，这一蓝图将通过IT和业务部门的密切沟通，进行有效协调，跨部门的接触点负责人会协调任务，以确保规划顺利执行。
翻译：
It was the best of times, it was the worst of times. Digital technology runs through all aspects of technological and industrial development, driving new products and new models, and then driving the formation of new forms of business, new industries and new markets. But the rush of digital technology has also left traditional companies at a loss. As the leader of digital transformation, CIO must have an insight into the mechanism behind digital technology, and properly apply it to the organizational management reform of enterprises, so as to build a new organizational form that is conducive to improving enterprise business efficiency, driving technological product innovation, mobilizing the potential of all parties and strengthening multi-party collaboration.
Summary
The future has come to embrace a new digital age
“It was the best of times, it was the worst of times.” The current era is unique. You can’t compare it to any previous era. The current technological and industrial revolution is also unique, and you can’t compare it to any previous industrial revolution. This is the best era. Digital technology has endowed the entire technology circle and industry with unlimited imagination. Innovation runs through the whole evolution of the era and all aspects of the development of technology and industry. Innovators can achieve a burst of wealth growth in just a few years, and mobile payments, bike-sharing, and unmanned retail are revolutionizing the way people live and work.
This is the worst era, the competition in the industry market faces great pressure of innovation, and the influx of digital technology makes traditional enterprises at a loss. On the one hand, traditional enterprises are accelerating the application and deployment of new technologies; On the other hand, start-ups are also trying to make breakthroughs from an entry point to capture market space. In addition, Internet companies with digital technologies are also ubiquitous, accelerating their big strides into new market areas. This phenomenon has been very prominent in the fields of automobiles and media. For enterprises in traditional industries, digital transformation has become a compulsory course, which is the core subject for enterprises to develop sustainably in the new era.
“Simple road”
Digital technology is beautiful, with a simple 0 and 1 two digit encoding to achieve all information expression and transmission. As the software-defined world continues to evolve, all walks of life and affairs are undergoing a digital revolution, and everything may have “information DNA”. This transition will have an extremely profound impact on the development of the coming era. Since information can travel at the speed of light, the digital age means that information communication can be “instantaneous” in time to the other side of the earth. Digital technology leads to the information technology revolution, and the information technology revolution will drive deeper globalization.
Digitization has penetrated into the development of Chinese economy and society.
It has become the obvious trend of our economic development to move towards digitization. Taking “digital transformation” as the main line and adhering to innovative development, it plays a vital positive role in “digital China” to realize the transformation of old and new economic drivers, provide impetus for industrial innovation, and create a strong carrier for the development and application of cutting-edge technologies. Digitalization will drive the sustainable development of digital economy. According to statistics, the overall scale of China’s digital economy has exceeded 20 trillion yuan, ranking the second in the world. To realize the rapid development of “digital China”, enterprises must rely on digital transformation.
For enterprises, digitalization is a revolution in all directions. In the early days, companies focused on the transition from analog to digital technology, digitizing workflow and functions. At present, through the combination of cloud, big data, artificial intelligence and other technologies, the focus of digitalization has changed from the needs, uses or expectations of enterprise products to the relationship between enterprises and customers and partners, which requires enterprises to provide customers, partners, employees and other stakeholders with more attractive and unique experiences through the application of digital technology. For traditional enterprises, digital transformation involves a fundamental overhaul of strategy, operations and technology. Strategically, focus on experience rather than production; Operators should promote continuous adjustment and improvement to ensure the seamless connection between the real world and the digital world. In terms of technology, cooperation, sharing and opening of technical capability should be realized.
“To do a good job, one must first sharpen one’s tools.”
For enterprises, digital transformation is a long-term and arduous task, which cannot be achieved in one step. To achieve this great goal, there must be a great leader, and the chief information officer (CIO) would be the logical choice. In fact, according to the Chief Digital Officer study published by Pricewaterhousecoopers, they prefer companies to set up chief digital officers (Cdos) to be fully responsible for the digital transformation of the enterprise. This idea is consistent with the central role of data in the enterprise digital development, but according to the survey results, less than 10% of companies have set up Cdos. Therefore, for most enterprises, the chief information officer, also known as the chief digital officer, is the absolute leader of the enterprise digital transformation.
However, digital transformation is not a simple application of digital technology, it involves many fields and covers complex links, and it is also a great challenge for CIO. From the perspective of enterprise digital transformation needs, CIO should at least make preparations in the following three aspects, “sharpen the sword” : First, the application of emerging digital technology. At present, new technologies such as cloud computing, big data, artificial intelligence and blockchain keep emerging, requiring CIOs to grasp the core principles and application value of new technologies as soon as possible, and timely apply them to the digital transformation process of enterprises. In this process, big data and artificial intelligence are more critical. The former is bringing new ideas of data-driven transformation, while the latter is bringing a new path of transformation by means of intelligence. Second, explore an architecture covering the whole business of the enterprise.
Digital transformation is not simply the upgrade of information system, but the transformation of business links of the enterprise.
Therefore, CIO should have a big picture view, comprehensively examine various business links of the enterprise, and through a unified framework to open up the information transmission between all links, to establish a new digital business system. The third is to study the new digital organization form. As mentioned above, the development direction of digitalization is changing from driving products and businesses to driving organizational relations, and the organizational form of enterprises in the future will also change with the development of digitalization.
Therefore, as the leader of digital transformation, CIO must have an insight into the mechanism behind digital technology and properly apply it to the organizational management reform of enterprises, so as to build a new organizational form that is conducive to improving the business efficiency of enterprises, driving technological product innovation, mobilizing the potential of all parties and strengthening multi-party collaboration. In this process, the value of the CIO in corporate management decisions will also be enhanced.
Investigation
The value of digital transformation needs to be measurable and unproven
In March 2018, China Information Weekly surveyed nearly 200 enterprises and their business decision makers about the progress of digital transformation work. The survey results show that for most enterprises, active implementation of digital transformation is essential to maintain competitive advantage, and most enterprises have realized that digital transformation strategy may affect the success of enterprises in the future. Among them, 63.2% of the surveyed enterprises said that they have carried out digital transformation work, 20.6% of the enterprises have taken digital transformation as the next planned work.
Innovation of business model and reconstruction of core competitive advantages are the core driving forces of enterprise digital transformation. The survey shows that enterprises are generally looking for effective ways to build efficient product and service supply system and improve enterprise management efficiency through digital transformation, so as to realize the transformation of old and new development drivers of enterprises. In addition, more than 50% of enterprises see digital transformation as an effective way to improve the efficiency and quality of customer service and generate new product and service models. To build core advantages through digital transformation, enterprises need to carry out comprehensive top-level design from new models, new business forms and new ecology, implement comprehensive digital transformation schemes, and ensure the comprehensive improvement of digital capabilities.
Digital transformation enterprises have not yet identified the main person in charge
The survey also showed that companies have yet to identify who is in charge of their digital transformation efforts, which may prevent companies from implementing digital strategies. There is no clear consensus on who should be responsible for developing digital strategies and driving digital visions. Among the enterprises participating in the survey, the leading power of transformation is in the enterprise management department (41.2%), IT department (42.6%) and business department (11.8%), and it is not clear who should be responsible for digital work.
In fact, digital transformation requires identified leaders to develop digital strategies and drive digital transformation efforts. For digital transformation to succeed, leaders must also coordinate across sectors to achieve a shared vision. The IT department’s focus should no longer be limited to solving internal problems, and the Marketing Department should no longer focus on a single marketing approach. Instead, these and other sectors should work together to promote digital transformation. Therefore, clear leadership is needed to promote sustainable development and cross-functional collaboration.
CIO’s role in digital transformation is obvious.
Among the enterprises participating in the survey, CIO plays a decisive role in digital transformation, accounting for 18.3%, playing a leading role for 46.7%, and playing a supporting role for 35%. Due to the continuous development and evolution of digital technology, the digital transformation of enterprises needs long-term tracking and implementation of technology. CIO, as the tracker and executor of digital technology, should play a decisive role in the governance mechanism and application and promotion of digital technology.
It is widely believed that big data is one of the key technologies at the core of digital transformation. This view was held by 83.1 percent of the surveyed enterprises. This means that big data should no longer be seen as just a technical work, but must be given enough importance to create a digital “front” for brands. Other key technologies that companies are focusing on are cyber security. 49.2% of the surveyed enterprises believe that network security is an important basis for digital transformation.
If companies want to win the trust of regulators, the environment, and customers, they must start with the creation of products and services and consider cyber security at every step. Other digital technologies that are attracting much attention from enterprises include cloud computing (46.2 percent), enterprise management systems (35.4 percent), virtualization (30.8 percent), Internet of Things (30.1 percent), business intelligence (23.1 percent), and network access (18.5 percent).
The majority of an enterprise’s IT investment is in innovation and applications, which are key to influencing digital transformation.
Among them, the funds invested by enterprises in IT construction are mainly used to improve their business capabilities (71.2%), build a more efficient organization and management platform (65.2%), maintain existing IT systems (59.1%), create new business directions and models (39.4%), and improve customer service satisfaction (37.9%). The survey results show that the old IT is gradually transitioning to the new IT. The platform model has been accepted by most enterprises, and enterprises are constructing their own ecological environment through IT transformation to achieve continuous business innovation.
The survey found that the value of data has emerged, but the problem of data silos is still serious. Today, most organizations have realized the value of data and are deploying the latest big data tools, investing in comprehensive data analysis, and purchasing the latest data visualization software. In the survey, 39.1% of enterprises have realized the full circulation of data of all departments and links. 14.6 percent of enterprises have used big data technology to mine data value and improve business capabilities. However, many enterprises suffer from data silos and do not apply end-to-end data solutions. 30.4% of enterprises have the problem that the data has not been circulated among departments and the data of each department is used in isolation.
Enterprises have not invested much in digital transformation
Companies still face a number of challenges around digital transformation. Among them, talent and capital are the biggest problems faced by digital transformation. More than 60% of enterprises believe that the biggest limitation of transformation lies in talents proficient in digital technology and supporting funds invested for transformation.
Secondly, management issues have also become a major challenge in the transformation. 48.5% of the surveyed enterprises believe that the current management mechanism is backward, and 43.9% of the enterprises believe that the competent authorities do not pay enough attention to the transformation.
Moreover, the enterprises in transition have a low ability to master digital technology. 43.9% of them believe that their traditional IT platform and architecture limit the promotion of digital transformation, and the immaturity of digital technology is also one of the challenges faced by nearly 40% of them.
Companies typically do not invest heavily until they have identified tangible competitive advantages from digital transformation. The survey found that only 28.4 percent of enterprises explicitly said they would increase investment in digital transformation in the coming period of time, while more enterprises (41.8 percent) said they would only have a small increase in investment in the coming period of time. 14.8 percent said they would maintain the status quo and 6 percent said they would even reduce their investment in transformation.
This suggests that in order to drive sustained investment in digital transformation efforts, policymakers need to measure and demonstrate the value of their transformation strategies.
Viewpoint
Digital transformation is reconstruction
Li Hong, CIO of China Steel Group, thinks about digital transformation
Essence of thought
In essence, digital transformation is a deep transformation and reconstruction of business, management and business model driven by a new generation of information technology. Technology is the representation and business is the core. CIO must not be absent from digital transformation.
As an IT veteran engaged in enterprise informatization for a long time, Li Hong, CIO of Sinosteel Group, has experienced several times of role transformation from IT to management. She has her own unique views on the “digital transformation” set off in recent years, and has also invested more energy to carry out research. In his view, the new generation of information technology is driving great changes in society, economy and industry, and enterprises are also in a critical period of alternating and iterative development of informatization, digitalization and intelligence. Who can recognize the inherent value and significance of digital transformation as soon as possible, and who can effectively use the power and opportunities brought by digital transformation? Those who are the first to harness the potential and value unleashed by digital transformation are likely to win a new competitive edge in the future.
1. Understand digitalization correctly, and stop “rushing into the world”
Chinese companies have long been accustomed to “follow” development and “imitate” progress. But these years have not been the same, our Internet enterprises have been doing, our technology is becoming more and more hard, and our users also more and more understand what is the information technology, in fact, now can go back to guide the technical manufacturer, or at least communicate with the manufacturer what the demand is and how to do. But not everyone can see where this is going.
As the economy enters the “new normal”, especially the accelerated arrival of the Internet era, many traditional enterprises fall into the dilemma of “transition anxiety” and “Internet syndrome”, which means that they cannot engage in the game of burning money at will like Internet enterprises, nor are they willing to wait for being subverted by others. Many large enterprises have also identified the “13th Five-Year” information strategy as “digital transformation”, but the specific implementation often still follow the traditional way and thinking, or in the continuation of the past, or do function expansion, without any change. The problem here is actually very serious — people who engage in information technology do not consider what the enterprise is doing and should do, which shows that IT is out of touch with the business, CIO is out of touch with The Times.
Professor Liu Qiang of Beijing University of Aeronautics and Astronautics once put forward the “three Nos”
Professor Liu Qiang of Beijing University of Aeronautics and Astronautics once put forward the “three Nos” : do not automate on the basis of backward technology, do not use information on the basis of backward management, and do not use intelligence without the foundation of digital networking. Li Hong agrees. He believes that, from the industrial development law, from the exploration of foreign advanced enterprises, most of the domestic enterprises are still in the transition stage from information to “digital”, digitalization is an insurmountable stage to intelligence, even some foreign leading enterprises will be intelligent as the goal of the future. Blindly promoting intellectualization will not only waste resources and delay opportunities, but will only lead to another round of “foreign aggression”. Because of this, these CIO engaged in information work should pay more attention to “digital”.
2. What is digital transformation
Li Hong believes that digital transformation not only means the transformation of “digital form” (such as video tape conversion into video digital), but also means “digital reconstruction” (such as digital twin, digital modeling, virtual entity, etc.), and also means “digital transformation” (such as digital marketing, digital products, digital services, etc.).
From the perspective of entity enterprises, through “digital transformation”, the whole process and data collection, transmission and sharing of all links should be open internally, so as to realize a more comprehensive digitization of production, operation, management, marketing and service, and support agile production, dynamic maintenance, lean management, real-time monitoring and efficient decision-making. Externally, it is necessary to build a connectivity platform, connect users’ personalized needs, improve user experience, support remote maintenance, realize the customized service of the whole life cycle of products, build new industrial ecology and digital ecology, etc., so as to promote business model reconstruction, management model reform, business model innovation and core capability enhancement. In essence, digital transformation is a deep transformation and reconstruction of business, management and business model driven by the new generation of information technology. Technology is the representation and business is the core, such as Haier and Red Collar.
Li Hong believes that digital transformation includes three aspects
Li Hong believes that digital transformation includes three aspects: one is “transformation”, from the traditional information technology-borne digital to the “new generation of IT technology” digital, to realize the upgrade of technology application; The second is “fusion”, which changes from the process of physical state to the number in the information system and from the number in physical form to the number in virtual form, to open up the real-time flow and sharing of data in an all-round, whole-process and whole-field, and realize the real integration of information technology and business management. The third is “reconstruction”, which ADAPTS to the needs of the Internet age and the intelligent age. On the basis of realizing accurate operation based on digitalization, it speeds up the transformation and reconstruction of design, research and development, production, operation, management and business under the traditional business mode.
3. “Digital transformation” gives CIO a new mission
As the promoter and executor of enterprise informatization, CIO should play a role in the face of the new mission of digital transformation, which deserves CIO’s high attention. CIO must not be absent from digital transformation, never reject digital transformation, to keep up with the pace of progress of The Times, to adapt to the needs of enterprise transformation and upgrading and innovative development.
Li Hong believes that CIO should change the concept as soon as possible. Change the thinking, improve the awareness, enhance the ability. And strive to become a participant and promoter of digital transformation. Should be through the transformation of five ways of thinking to complete the transformation from “technology enabler” to “value enabler” :
Strategic thinking, to adapt to the strategic digital transformation needs of enterprises, expand the vision of revolutionary thinking, from the simple technical thinking to the overall compound thinking. Industrial thinking, adapt to the needs of the digital transformation of the enterprise’s “core business”, help the “integrated development”, from technical experts to cross-border experts. Business thinking, adapt to the needs of enterprise marketing mode and customer service “platform” transformation, information technology services from internal to social transformation; Management thinking, adapt to the needs of digital transformation of enterprise organization, process and control mode, and help enterprises to transform into flat, decentralized, platform and other Internet modes; Digital thinking, to adapt to the transformation needs of “digital enterprises”, technical services more agile, more simplified, from the function of the fitter to value enabler transformation.
In the past, the information construction of traditional enterprises was often based on the existing business and management mode, using information technology to improve efficiency and process.
For the informationization construction of traditional enterprises. “Digital transformation” not only depends on the enterprise’s own situation, digital transformation, implementation environment and maturity, but also includes the analysis and consideration of whether people, input-output, knowledge and ability, finance, corporate culture can accept or adapt to the transformation. And the goal and ultimate goal of each stage are made according to the industry benchmark. It is a transformation and even subversion of the way of thinking.
Intelligent industry is the best way to achieve industrial Internet
Visit Zhu Weilei, chief information officer of China Huaneng Group Co., LTD
Essence of thought
The Internet still has a long way To go in the B aspect. We should strive to realize the Chinese manufacturing power through the implementation of the industrial Internet innovation and development strategy, the new generation of information technology and the deep integration of manufacturing industry.
Industrial Internet is a hot topic recently. A week ago, a reporter from China Information Weekly visited Zhu Weilei, chairman of the Industrial Internet and Big Data Application Branch of China Computer Users Association and chief information officer of China Huaneng Group Co., LTD., and had a helpful discussion with him on the construction of industrial Internet in our country. The following is the core content of the interview.
1. In the process of realizing industrial Internet, attention should be paid to both discrete enterprises and process enterprises
Zhu Weilie believes that the industrial field can be roughly divided into two categories: process enterprises and discrete enterprises. Discrete enterprises such as automobile manufacturers, household appliances manufacturers, clothing manufacturers, etc., these manufacturing enterprises generally have the characteristics of product diversity and high degree of marketization, how to solve the customization, small batch production of flexible manufacturing has become their core problem. Various information shows that the domestic propaganda engaged in the construction of industrial Internet is basically discrete enterprises.
Process enterprises are generally asset-heavy enterprises. Which consist of a large number of industrial equipment. Such as petroleum, petrochemical, power generation, steel, electrolytic aluminum, cement, etc., are process enterprises. Roughly calculating from the output value. The proportion of Chinese process enterprises in the industrial manufacturing industry occupies half of the total. In the future, the development of industrial Internet is facing an important period of rapid development. And the process enterprises are also in the window period of strategic development. We can not ignore the development of industrial Internet in this key field.
2. AI will be the core of the new industrial Internet
The industrial Internet of the future must have two attributes: interconnection and intelligence. In the industrial field to promote the application of artificial intelligence technology, make the industrial Internet truly intelligent. Because the industrial data of the process manufacturing industry is collected in seconds or even milliseconds. The amount of data is huge, which lays the data foundation for the application of artificial intelligence. At present, Huaneng Group and Guodian Dadu He Company have begun to apply artificial intelligence technology in hydropower station and thermal power plan. And judge the health state of equipment by calculating the slow variation rate of equipment “characteristic value”. Which lays a foundation for the realization of equipment condition maintenance. Ai can also be applied to the operation optimization of power plants to realize intelligent economic operation.
In particular, it is worth mentioning that coal blending and firing in thermal power plants, which are considered very difficult by the public in the industry, has been breached by artificial intelligence technology.
We use big data and artificial intelligence technology to guide the movement of the flame center of coal-fired boilers “left and right” and “up and down” to solve the problems of “W” shaped flame center detection and overtemperature of pipe wall. And then guide the power plant operators to realize the optimization of coal blending and firing. Its economic benefits are remarkable. These achievements indicate that artificial intelligence technology has a broad application prospect in the industrial field. And also show that the practice of Chinese artificial intelligence technology in the industrial field has been comparable to that of large foreign enterprises. In the future, we should make full use of the natural advantages of process enterprises with industrial big data. And fully apply artificial intelligence technology in the construction of industrial Internet in China. So as to truly realize the deep integration of informatization and industrialization.
3. Intelligent industry is the best way to achieve industrial Internet
How to quickly achieve the goal of industrial Internet construction? The Made in China 2025 initiative is time-bound. How can China take the lead in the fourth Industrial Revolution? This is our information practitioners must seriously study and think about the problem. Years of informationization practice tells us: conventional informationization project implementation speed is too slow. Industrial Internet is a huge system engineering. In order to promote quickly, must be informationization application productization, industrialization.
In the past few years, in the process of developing artificial intelligence application. We have adopted the following industrial forms:. Business scenario structure, development process process, work standardization and function productization. Which has greatly shortened the development cycle and also brought the convenience of promotion. The same AI products used at Guodian Dadu River will soon be available at Huaneng Sichuan Hydropower at low cost and replicable. Some of the AI applications at Huaneng Luohuang thermal power plant could soon be applied to other thermal power plants. Practice has proved that industrial intelligence is the inevitable choice to realize advanced manufacturing. And intelligent industrialization is the inevitable choice to quickly realize industrial Internet.
4. The network architecture of the industrial Internet will be a flat nebula architecture
Based on the research and practice over the past 4 years. Our team believes that the future industrial Internet architecture will be a flat nebula architecture. End node, node is much like the relationship between stars and planets in the universe. The node and end node should be connected together. The high level application is equivalent to the relationship between the planets. Which together make up the shape of the nebula.
Any end node can be a data origin, a device, or an enterprise. A node is a data computing node and the origin of new data after calculation. Each application can collect both node data and node data. Therefore, the calculation of the application can be distributed on each node. The ultimate goal of the industrial Internet is to break this limitation, in a very inclusive form. So that all industries and enterprises can realize interconnection. So that all applications can interact, so as to achieve large-scale industrial cooperation.
Huaneng took the lead in advocating centralized and unified ERP construction in 2009. And planned to continue to adopt centralized deployment mode at the beginning of industrial Internet construction this time. However, after two years of practice, it found that distributed was more advantageous. We also analyze the centralized mode proposed by GE, and believe that there are some problems. The flat nebula architecture proposed this time is a discussion. Hoping to work with other experts and scholars in the industry to study and improve the business form and technical architecture of the industrial Internet in the future practice.
5. In industry, AI applications at different levels will change the future
In the future, the industrial Internet will “stream” different kinds of industrial data and business data through sharing, trading and other means. There will also be many enterprises and individuals who will use these data to participate in the application development process of the industrial Internet and develop artificial intelligence applications of different levels.
In the future, the industrial Internet will greatly improve the work efficiency of industrial enterprises. Continuously optimize and integrate the resources among industrial enterprises. And China’s dream of becoming a manufacturing power will surely be realized. In the future industrial Internet and network and data security is particularly important. So in the emphasis on data sharing at the same time,.We must do a good job in network security and data encryption.
MTR’s digital transformation journey
Interview with Mr. Eric Suen, Head of Information Technology of MTR Corporation Limited
The MTR Corporation Limited (” MTR “) is known as the “pride of Hong Kong” for its efficiency, safety, reliability and excellent service. At present, MTR has expanded its subway service to cities such as Beijing, Guangdong and Shenzhen. As well as overseas cities such as London, Stockholm, Melbourne and Sydney. Mr Eric Suen, head of Information technology at the MTR Corporation Limited. Talks about the MTR’s digital transformation journey in an interview with China Information Weekly.
In response to changing customer needs in the face of a rapidly changing transport business landscape. MTR has strategically integrated IT technology into its business processes by building a digital blueprint. The Information Technology Services Division of the MTR currently covers four functions:. Software design and development, IT infrastructure operation and maintenance, business portfolio management and information security.
At present, the MTR has more than 140 IT application systems serving different business areas.
For example, the vehicle operation management consists of OMIS, ETMS and AFC. As an integrated train operation management system. OMIS provides effective operational management for MTR’s nearly 90 stations in 18 districts of Hong Kong. The ETMS, independently developed by MTR, uses AI technology to improve the safety and effective management of daily track maintenance. AFC can effectively collect, sort out and analyze the data of automatic car fare collection system for more than 5 million people per day, and provide multidimensional analysis reports.
The IT construction of MTR adopts Bi-modal. One is traditional waterfall mode. The other is agile mode, the latter is especially suitable for some business departments closely related to consumers. It will enable MTR to respond quickly to the uncertain and agile service demands arising from digital transformation. This is also an important reason why more than 140 application systems of MTR can be rolled out quickly.
The MTR has never stopped innovating at the forefront of technology. In terms of big data application, MTR already has practice. The MTR has a large amount of different data such as toll collection system data, train operation data or infrastructure asset maintenance data. How to use this data effectively? There is a case for this.
By collecting, analysing and studying the noise data of trains running,
we can identify potential problems and correct them in time to avoid any operational delays that may affect passengers. The entry point of this work is to use the collection and analysis of big data to find out the core of the problem and solve the business needs. Which has also produced substantial results. Specific implementation will also have challenges and difficulties. Such as the quality of big data, the cost and feasibility of data collection. And whether there are enough relevant data analysts and data savvy, etc.
The MTR smartphone app is also progressing smoothly. MTR uses emerging technologies. Such as cloud service, Mobile technology and micro service, to improve its MTR Mobile APP and provide passengers with a more intimate ride experience. MTR Mobile APP contains more personalized choices and more digital functions. For example. It can provide real-time traffic/service information to facilitate passengers to know the latest train conditions and decide traffic arrangements. If the use of iBeacon network (iBeacon). Can provide station navigation services, leading passengers to find the best route within the station. If you can provide intelligent chat room. So that passengers realize information query self-service, convenient to find the required information at any time.
With an average of more than 5 million passengers per day, the APP has been downloaded more than 4 million times since its launch, making it an effective platform for information distribution.
Through this platform, passengers and tourists can learn the latest driving service information, route planning and the latest travel content. The MTR is now planning to upgrade it to become an end-to-end, user-centred travel assistant.
Other representative applications include RailASSURE, a self-developed integrated rail asset management system that can effectively handle rail infrastructure and train maintenance inspection arrangements to deliver a safe, reliable and on-time train service.
The MTR’s business is also changing in response to emerging technologies and rising customer demand. One of the key projects was Digitalization:. A digital blueprint was created to set the direction for IT and business development in the coming year. The digital blueprint has been developed by a wide range of expert representatives from Information Technology Services, customer Experience, marketing, corporate strategy, engineering and rail operations, etc. This blueprint will be effectively coordinated through close communication between IT and business. With cross-functional contact point leaders coordinating tasks to ensure smooth implementation.
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