近日，2020易观 A10 数据智能峰会在北京成功举行。随着国内互联网化的不断深化，数字化在中国已经成为了最炙手可热的理念之一。本届峰会以【重构】为主题，邀请多位数字经济领域的企业高管、运营大咖及技术专家现场分享行业前瞻、运营干货和技术实践。数字化转型网szhzxw.cn
贝恩公司作为全球领先的咨询公司，对全球数字行业的发展有着深刻洞察和见解。贝恩公司资深全球合伙人、大中华区数字化研究院院长丁杰此次做客 A10 峰会现场，发表了【数字化重构之旅】主题分享，从行业发展历史到对现今企业经营模式的反思，丁杰先生现场梳理了企业数字战略的最优解。
以下内容根据丁杰先生现场演讲整理：
一、我们正经历50年一次的重大变革
变革，作为社会发展的驱动力，它充斥在人类社会发展过程中的每一个阶段。基于贝恩公司长久以来的观察和总结得出，过去曾经发生过多次重构的浪潮，而在重构浪潮之下，隐藏着的是每隔 50 年就会出现一次的管理理念变革。数字化转型网szhzxw.cn
从最近一次由管理理念驱动的【重构】来看，资本自由化的开放带来了股东价值至上的新一波管理理念创新。而现在，整个社会又站在一波新的起点之上，正是由于过去几十年间信息技术的快速发展，这种疯狂的增长速度为全球带来了更多的未知与不确定。而此番的重构，就在未知的基础上向各领域的深处蔓延。
当然，重构的同时自然会带来全新的变革格局。在当前的重构格局之下，数据、科技都是最重要的驱动力。毫无疑问，那些拥有了数据，且将数据能力最大化的公司，正在这次重构之中脱颖而出（见下图）。
以上图为例，横轴是每位员工对应的市值，纵轴是每单位资产所对应的市值。从上图我们可以清晰地看到，那些在象限中脱颖而出、拥有海量数据、拥有真正高价值资产的公司，在当前全球的经济体系下，它们已经爆发出了极高的价值。有优必有劣，有盛必有衰。在象限的左下角，一些行业由于诸多原因，无论是员工产值还是资产产值都在与右上角公司的差距越拉越大。数字化转型网szhzxw.cn
这样的变局，重新洗牌了全球市场力量，同时也为新兴经济体提供了更好的发展环境。在许多传统行业市场创造力不足的时候，互联网抓住了机遇，而中国企业则抓住了互联网。也正是在这个时代，中国企业终于迎来了用户数据的高光时刻。
但为什么没有发生在日本、欧美等发达地区，反而恰恰发生在中国？答案就是网络效应。中国、美国、日本之间存在着巨大的数量级层面的差异。这种网络化效益，是中国面向未来重构中最重要的底层逻辑，这也是未来发展最大的底气所在。尽管这一波重构可能会带来更大范围的不确定性，但同时，所带来的机遇也是呈现同比增长的。数字化转型网szhzxw.cn
二、在战略上回归核心
在这样的环境下，如何驾驭用户数据的无穷能量，特别是在中国环境下，真正实现企业的重构？
丁杰先生认为，首先应该在战略上重构，回归核心主业并对其进行升级，真正实现以“消费者为中心”的经营形式。聚焦企业的核心主业，同时又要对企业的核心主业进行评估与优化，以数据形式真正实现以消费者为核心的经营模态。
以贝恩 NPS 值为例，对于企业而言，NPS 值是检验客户对于产品满意度最直接的体现。其关注点不在于产品帮助客户提升了多少收益，而是将客户放在场景之下，询问是否愿意对亲朋好友进行推荐，让客户作为这个环节的主体去分享他对于此次服务的看法。以下图为例，占市场份额最高的企业，也一定拥有非常高的NPS值。这样，才能够通过用户来发现企业自身对于他们而言，最具价值的地方在哪里，从而做到有的放矢。数字化转型网szhzxw.cn
三、来自大自然的三大重构密码
基于数字化的重构将会为企业打造全新的增长引擎，但这种重构对于每一个企业和组织而言，在带来新机遇的同时也带来了诸多挑战。其中一点就是，未来不同企业间的生态边界将变得愈发模糊，企业和客户之间将会进入到一种全新的共创、共维的关系，整个生态将变得越发复杂，生态伙伴与企业间的协作将会更紧密，甚至成为企业的一部分，现有的生态边界和协作习惯正在被打破。数字化转型网szhzxw.cn
在这种背景之下，企业，甚至于行业应该如何思考自己的数字化重构之旅？丁杰先生认为，要将视野放宽，答案不一定只存在于商业之中，从自然中或许能找到关于数字化重构的灵感。
1、遗传
所有物种成功的前提是将最优秀的基因遗传下去，而对于企业来说，若想获得长久的成功，也应该把企业最优秀的基因遗传下去，而企业的基因就是企业的核心能力。
通过与全球各领域成功企业的深度合作，贝恩公司总结出一套企业核心能力框架。最下层是企业专有资产，中层通过企业运营能力来对这些资产进行运营以产生收益和价值，而运营的方法则来自于上层管理能力的输出。数字化转型网szhzxw.cn
由此可见，中层的『运营能力』就是企业的核心效益资产，从后台开始，最终目的就是在思考如何更好地服务于客户，为了满足客户需求需要企业配套怎样的资源与能力。
一家企业若要完成数字化重构之旅，首先要清晰回答这三个能力之中哪个是核心，这些核心中是哪些又是关键能力？不同的企业有不同的属性和特点，因此需要企业从中筛选出合适的能力来作为数字化重构的核心支点。当然，现阶段也能看出大部分企业的选择和趋势。根据贝恩公司的观察，越来越多的企业选择将『客户关系』视作为企业的核心能力。数字化转型网szhzxw.cn
2、变异
任何一个物种想要获得进化，只能依靠正确的基因变异。遗传只能维持现状不变，但毫无章法的变异也只是变异出奇形怪状的性征。这里的变异，对应到企业，就是创新。怎样的创新才能增加『变异』的成功率？
根据贝恩公司的研究，企业的创业和变异，要按照清晰的逻辑，从核心能力切入之后再进行相邻的扩张。耐克就是典型的例子，每进入到一个新领域，耐克都会选择从最基础的也是最擅长的鞋类领域入手，然后进入到服装、器械领域，进而完成网球、篮球、高尔夫等跨体育领域的扩张，最后发展成为当前覆盖所有主要体育项目运动的巨大品牌。数字化转型网szhzxw.cn
3、选择
仅有遗传和变异还不够，如何才能创造出额外价值，如何判断这样的创新是否会成功，如何判断这样的创新能够给用户带来新的价值？选择，这也是三要素中最重要的。
关于选择，不能只凭借企业自身实现，而是要更多依靠于用户、客户一起实现。让用户来告诉企业、来帮助企业筛选出最有核心能力、最有突破创新特点的产品与业务。在这之下，NPS 是实现这一能力的最重要工具。
NPS 分为内环和外环，从单点反馈到整个体系结构性转变的流程都从上图中展现出来。NPS 通过将企业内部的不同团队和外部的不同用户、生态结合起来，将整个流程视作一体化加速合作的过程，这也是实现重构的必须选择。数字化转型网szhzxw.cn
四、创始人精神
并非只要具备上面的因素企业就能获得成功，此外还得需要具备『创始人精神』。贝恩公司认为，创始人精神并非只是创始人才能拥有的精神，而是能够为这家企业所传承的精神。
关于创始人精神的组成要素，丁杰先生提出了以下3大要素：
> 要有远大的理想。创始人之所以创立这家企业，目的不只是为了挣钱，因为所有的创始人都代表了反抗现有产业规则的新生事物，他们是在替没被完全满足的用户起义、反抗，争取全新的价值。
> 要痴迷，要重视一线。企业规模扩张之后，随之而来的官僚体系下的各种层级矩阵，会让创始人听不到来自于一线的声音。因此所有创始人必须同一线员工共同奋斗，通过与一线员工的紧密互动来找回和用户之间的亲密关系，从而实现选择。数字化转型网szhzxw.cn
> 要有主人翁的精神，把公司的事情当作自己的事情。主人翁精神往往决定着企业生存的好坏，只有创始人将企业当做自己生命的一部分，才能促使旗下员工更加认同创始人的企业精神与理念。
翻译：
Recently, the 2020 Analysys A10 Data Intelligence Summit was successfully held in Beijing. With the deepening of the Internet in China, digitalization has become one of the hottest concepts in China. With the theme of “Restructuring”, the summit invited a number of business executives, operational experts and technical experts in the field of digital economy to share industry foresight, operational dry goods and technical practices.
As a leading global consulting firm, Bain & Company has deep insights and insights into the development of the global digital industry. Ding Jie, senior global partner of Bain & Company and Director of Digital Research Institute of Greater China, was a guest at the A10 Summit and published the theme sharing of “Digital Reconstruction Journey”. From the development history of the industry to the reflection on the current business model, Mr. Ding Jie combed the optimal solution of enterprise digital strategy on the scene.数字化转型网szhzxw.cn
The following content is organized according to Mr. Ding Jie’s live speech:
We are going through a once-in-50-year transformation
Change, as the driving force of social development, is filled in every stage of the development of human society. Based on Bain & Company’s long observation and conclusion, there have been many waves of restructuring in the past, and underneath the waves of restructuring, there is a change in management philosophy that occurs every 50 years.
From the perspective of the recent management-driven [reconfiguration], the opening of capital liberalization has brought a new wave of management concept innovation that puts shareholder value first. And now, the whole society is standing on a new starting point, it is because of the rapid development of information technology in the past decades, this crazy growth rate has brought more unknown and uncertainty to the world. And this reconstruction, on the basis of the unknown to the depths of the field spread.
Of course, restructuring will naturally bring about a new pattern of change.
Under the current restructuring pattern, data and technology are the most important driving forces. There is no doubt that the companies that own the data and maximize its capabilities are coming out on top in this restructuring (see chart below).
In the graph above, the horizontal axis is the market value per employee and the vertical axis is the market value per unit of assets. From the chart above, we can clearly see that the companies that stand out in the quadrants, have huge amounts of data, and have really high-value assets, and they have exploded in value under the current global economic system. There is no good without bad, and there is no good without decline. In the lower left corner of the quadrant, some industries, for a number of reasons, both employee output and asset value are widening the gap with the upper right corner of the company.数字化转型网szhzxw.cn
Such changes have reshuffled global market forces and provided a better development environment for emerging economies. At a time when market creativity in many traditional industries was lacking, the Internet seized the opportunity, and Chinese companies seized the Internet. It is also in this era that Chinese enterprises have finally ushered in the highlight moment of user data.
But why did it not happen in Japan, Europe and the United States and other developed regions, but happened in China? The answer is network effects. The differences between China, the United States, and Japan are of enormous magnitude. This network benefit is the most important underlying logic of China’s future-oriented restructuring, and it is also the biggest source of confidence for future development. While this wave of restructuring may bring wider uncertainty, the opportunities it presents are also growing year-on-year.数字化转型网szhzxw.cn
Return to the core strategically
In such an environment, how to harness the infinite energy of user data, especially in the Chinese environment, and truly realize the restructuring of enterprises?
Mr. Ding Jie believes that first of all, we should strategically restructure, return to the core business and upgrade it, and truly realize the “consumer-centered” business form. Focus on the core business of the enterprise, and at the same time evaluate and optimize the core business of the enterprise, and truly realize the business mode with the consumer as the core in the form of data.
Take the Bain NPS value as an example, for enterprises, the NPS value is the most direct reflection of customer satisfaction with the product. Its focus is not on how much revenue the product helps the customer improve, but puts the customer in the scene, asks if he is willing to recommend relatives and friends, and lets the customer share his views on the service as the main body of this link. In the following chart, the enterprise with the highest market share must also have a very high NPS value. In this way, users can find out where the most valuable place of the enterprise itself is for them, so as to achieve a target.数字化转型网szhzxw.cn
From nature’s three refactoring codes
Digital-based restructuring will create a new growth engine for enterprises. But for every enterprise and organization, this restructuring brings new opportunities as well as many challenges. One of them is that in the future, the ecological boundary between different enterprises will become more and more blurred. The relationship between enterprises and customers will enter a new co-creation, co-dimension, the whole ecology will become more complex, the cooperation between ecological partners and enterprises will be closer, and even become part of the enterprise, the existing ecological boundary and collaboration habits are being broken.
Against this backdrop, how should companies, and even industries, think about their digital reconfiguration journey? To broaden the horizon, the answer does not have to lie only in business, says Mr Dingjie. Inspiration for digital reconfiguration may be found in nature.
Heredity
The prerequisite for the success of all species is to pass on the best genes, and for enterprises, if they want to achieve long-term success, they should also pass on the best genes of enterprises, and the genes of enterprises are the core capabilities of enterprises.
Through in-depth cooperation with successful companies in various fields around the world, Bain & Company has developed a framework of core competencies. The lowest level is the proprietary assets of the enterprise, and the middle level operates these assets to generate revenue and value through the operational capabilities of the enterprise. And the operational methods are derived from the output of the upper management capabilities.数字化转型网szhzxw.cn
It can be seen that the middle-level “operation capability” is the core benefit asset of the enterprise. Starting from the background, the ultimate goal is to think about how to better serve customers and what resources and capabilities the enterprise needs to support in order to meet customer needs.
If an organization wants to complete the digital restructuring journey, it must first clearly answer which of these three competencies is the core. And which of these core competencies are the key competencies? Different enterprises have different attributes and characteristics. So it is necessary for enterprises to select suitable capabilities as the core fulcrum of digital restructuring. Of course, at this stage, we can also see the choice and trend of most enterprises. According to Bain & Company, more and more companies are choosing “customer relationships” as a core competency.数字化转型网szhzxw.cn
Variation
For any species to evolve, it can only depend on the right genetic variation. Heredity can only maintain the status quo, but random variation only mutates strange sexual characteristics. The variation here, corresponding to the enterprise, is innovation. What kind of innovation can increase the success rate of mutation?
According to the research of Bain & Company, the entrepreneurship and mutation of enterprises should follow a clear logic. And then carry out adjacent expansion after cutting into the core competence. Nike is a typical example, each into a new field, Nike will choose from the most basic is also the best footwear field. And then into the field of clothing, equipment, and then complete the expansion of tennis, basketball, golf and other cross-sports. And finally develop into the current coverage of all major sports sports huge brand.数字化转型网szhzxw.cn
Choose
Genetics and variation alone are not enough, how to create additional value, how to judge whether such innovation will be successful. How to judge such innovation can bring new value to users? Choice is the most important of the three.
On the choice, can not only rely on the enterprise itself to achieve. But to rely more on users, customers together to achieve. Let the user to tell the enterprise, to help the enterprise to select the most core capabilities. The most breakthrough and innovative characteristics of the product and business. Under this, NPS is the most important tool for achieving this capability.数字化转型网szhzxw.cn
NPS is divided into inner rings and outer rings. And the process from a single point of feedback to the structural transformation of the entire system is shown in the figure above. By combining different teams inside the enterprise with different users and ecosystems outside the enterprise, NPS regards the entire process as an integrated and accelerated cooperation process, which is also a must to achieve restructuring.
Founder spirit
It’s not just the above factors that make a business successful, but also the “founder spirit.” Bain & Company believes that the founder spirit is not a spirit that only founders can have. But a spirit that can be passed on to the organization.
As for the components of the founder’s spirit, Mr. Ding Jie put forward the following three elements:
Dream big. The reason why the founders founded this company is not just to make money, because all the founders represent the new things against the existing rules of the industry, they are on behalf of the user who is not fully satisfied, revolt, fight for new value.数字化转型网szhzxw.cn
Be obsessed and pay attention to the first line. After the scale of the enterprise, the bureaucracy under the various layers of the matrix, the founders will not hear the voice from the front line. Therefore, all founders must work together with front-line employees to find the close relationship between users and users through close interaction with front-line employees, so as to achieve choice.
Have a spirit of ownership and take the company’s affairs as your own. The spirit of ownership often determines the survival of the enterprise, only the founder of the enterprise as a part of their own life, in order to promote its employees to more agree with the founder’s spirit and concept of enterprise.
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