“提起数字化转型的现状，普遍存在两个情况：一是做的没有想的好，二是别人家做的似乎都比自己家做得好。到底该怎么做?形成共识是非常不容易的事。”新希望集团数字科技部部长程振林在发表《对传统企业数字化转型的若干思考》的主题演讲时如是说。
新希望集团是中国最大的民营企业之一，创立于1982年，连续18年位列中国企业500强前茅，是中国最大的肉蛋奶综合供应商，2020年年收入超过2100亿元。目前，新希望集团已逐步成为以现代农业与食品产业为主导，并持续关注、投资、运营具有创新能力和成长性的新兴行业的综合性企业集团。
当今时代，各行各业都在被数字化浪潮席卷和颠覆，农牧行业也不例外。程振林介绍，新希望的整个产业布局就是信息化、数字化技术不断延展和深挖出来的结果，在农业生产数字化基地、农业装备、智慧畜牧、智慧牧场、智慧水厂、厂域物联、智慧冷链、数字治理、普惠金融等领域逐渐形成自己的智慧方案，新希望在数字科技领域不断投入，方才形成今天的产业布局。
在程振林看来，数字科技与新希望近40年形成的产业底座更像是DNA的两个螺旋，是不断迭代上升的过程，也是互相帮扶的命运共同体。从新希望在过去五年来数字化发展留下的基本经验来看，不论是工厂、冷链、三农，还是供应链金融和金融科技，只要数字科技能够真正与产业密切结合，做到“真信、真学、真用”，就能在这些细分领域比一般的IT公司更具独特的竞争优势。
面对产业链、价值链和供应链中的痛点，例如中小企业缺订单、餐饮企业低价或优价采购的需求、三农经营主体的产销对接难题等，新希望针对这些行业痛点所衍生出来的数字科技的延伸，往往比较成功，也更有生命力。
正所谓产业成长的烦恼，伴随的就是数字科技生长的机会，产业培育的底座，馈赠的就是数字科技发育的土壤。
经过多年的实践，程振林总结了新希望集团在数字化转型过程中的五大感悟：
1.价值vs值价
数字化转型的价值毋庸置疑，但当涉及到战略、投入和决心时，每一次立项都会问它是否值这个价。诚然，我们听过很多数字化转型的成功故事，但在转型过程中失败者远比成功者要多得多。我们究竟该如何认识数字化转型的价值和它真正产生的效益也就是值价呢?
程振林在此提出两个观点：
第一，商业和科技要从相对分立到“翻一本字典”。在数字化转型的过程中，IT部门与业务部门的描述存在很大差异，但是从经营、运营以及企业长期发展的角度来看大家必须翻一本字典，这就要求双方要有业务、商业和经营的思维，具备换位思考的能力，这样才能在内部达成共识。程振林强调：“内部达成共识远比做成一个项目要难、要根本、要基础、要关键!”
第二，从注重单维度产出到重视能力体系建设。数字化转型的价值，大家往往注重系统建设以及业务流程和管理制度的建设，除此之外还应关注数字化转型在其他维度中所发挥的价值，包括与数据资产、团队能力、数字化信念、数字化领导力、商业创新和利益安排等多个维度的关系，这些价值也同样不容忽视。
这是业务和IT达成共识的两条基本经验。
2.焦虑vs焦点
传统企业面临数字化浪潮难免焦虑，但一定要有焦点，必须聚焦和挖掘卓越运营的关键场景，从场景出发，小切口、深刀口的去做好数字化转型。其实数字化转型不仅仅是建设某个系统，更多的是聚焦在运营场景里，进行商业逻辑的不断优化、业务价值的持续提升，以及商业与IT并行治理体系的落地。
程振林将信息化建设中的系统和项目比作是“药”，将业务、商业逻辑和商业价值比作是“饭”，他认为传统企业应该在焦虑中找到卓越运营的焦点来做数字化转型，而不是一感到焦虑就吃药，因为药毕竟不能当饭吃。
3.有心vs有数
做数字化转型的企业都在建各种应用系统，选各类解决方案，看似做的都差不多，然而是否有心去做，差异很大。商业逻辑以及商业模式的创新，需要IT跟业务部门一起用心去琢磨，首先要有心，才能有数，有数就是用数字科技的手段将业务流程梳理，经营洞察，用信息化和数据化的手段加以固化和优化。
与此同时，程振林强调：“流程再造和创新的难度和重要性，高于信息系统本身的互联互通性。尽管信息架构、数据架构、基础架构、互联互通看起来很难，但其实业务更难。我们要打强BIT专班，B是业务，IT是信息科技。”
4.架构vs构架
作为IT人一定十分清楚架构的重要性，新希望集团在企业治理的过程中发现架构的树立和逐步深化非常关键，但是CIO们会意识到：不是设想的每一幅美好蓝图都能顺利实现，CIO们也会经常做一些类似下雨天修房子、高速路上换轮胎的工作，这表明CIO们在构架方面的能力同样重要。做计划与时时刻刻应对新场景做出的变化，哪个更重要?在今时今日来看应对变化的能力更难能可贵。
CIO要在技术不断演进的过程中创造出革命的效果，需要心中胸怀架构，但是行动还是离不开构架。程振林在此引用了敏捷宣言中的一段话：“个体和互动高于流程和工具;工作的软件高于详尽的文档;客户合作高于合同谈判;响应变化高于遵循计划。”也就是说，CIO们需要在架构与构架之间取得平衡。
5.体检和检体
以前人们期望过健康的高质量生活，只能定期体检。人们往往更加关注离散性、指标性的结果，而不去关注健康管理的持续性过程。而现在，人们提到健康都会想到戴智能手表或智能手环，因为数据更加精准、连续、个性化。企业信息化也面临着这样的问题，管理者应该从关注离散性结果向关注持续性进程转变，将重心从管理流程的信息化向生产经营的数字化转变，从粗颗粒度数据到追求更加细颗粒度的数据。
数据的重要性不言而喻，没有数，所有的业务决策都失去了依据。那么数据和企业之间的关系是什么呢?程振林认为：“数据的边界定义了企业的边界!数据从某种意义上来讲决定了企业发展的极限。”他以滴滴为例，以前出租车司机在开车时听广播，现在听滴滴，滴滴的数据决定了整个公司的业务边界，也吞没了打车市场。
金融领域也是如此，互联网金融之所以能够野蛮生长，关键在于互联网企业掌握了信用、风险和定价的数据，这是金融的核心，当它掌握一家店铺的经营者过往的经营记录，信用等级，甚至是存货、交易量、顾客情况，就可以为他的金融服务做出风险的评估和定价，一旦拥有数据，企业的边界就在延展。
最后，程振林表示，新希望一直在思考如何从品牌生产商、从肉蛋奶综合供应商变成未来饮食行业的产业中台，实现食材供应一体化和产业互联，思考数据从哪儿来，采购、生产、经营、销售等企业业务如何更好的在线化，以及思考如何拉伸企业边界更好的去创造客户价值。
数字化转型是一个与业务同步生发、同步成长的过程，是一个知行合一的过程，是一个不断定义、不断锻造的过程，是一个艰辛且充满希望的过程!但笔者相信，历经数字化转型的新希望集团，未来一定像它的企业名称一样，充满希望。
翻译
“When it comes to the current state of digital transformation, two things are common: it’s not doing as well as it would like, and everyone else seems to be doing better than your own family. What exactly is to be done? It is not easy to form a consensus.” Cheng Zhenlin, Minister of Digital Technology Department of New Hope Group, said in the keynote speech of “Some Thoughts on Digital Transformation of traditional enterprises” at the 2021CIOC National CIO Conference.
Founded in 1982, New Hope Group is one of the largest private enterprises in China. It has ranked among the top 500 enterprises in China for 18 consecutive years and is the largest comprehensive supplier of meat, egg and milk in China, with an annual revenue of over 210 billion yuan in 2020. At present, New Hope Group has gradually become a comprehensive enterprise group with modern agriculture and food industry as the leading. And continues to pay attention to, invest in and operate the emerging industries with innovation ability and growth.
Nowadays, all walks of life are being swept and subverted by the digital wave, and the farming and animal husbandry industry is no exception.Cheng Zhenlin introduced that the whole industrial layout of New Hope is the result of the continuous extension and deep digging of informatization and digital technology. It gradually forms its own intelligent solutions in the fields of agricultural production digital base, agricultural equipment, intelligent animal husbandry, intelligent pasture, intelligent water plant, factory domain Internet of Things, intelligent cold chain, digital governance, inclusive finance, etc. New Hope continuously invests in the field of digital technology. Just formed today’s industrial layout.
Cheng Zhenlin’s view
In Cheng Zhenlin’s view, the industrial base formed by digital technology and New Hope in the past 40 years is more like two spirals of DNA, a process of continuous iteration and rising, but also a community of shared future that helps each other. From the basic experience of New Hope’s digital development in the past five years, whether IT is factory, cold chain, agriculture, rural areas, or supply chain finance and fintech, as long as digital technology can be truly closely integrated with the industry and achieve “true trust, true learning and true application”, it can have a unique competitive advantage over ordinary IT companies in these segments.
In the face of the pain points in the industrial chain, value chain and supply chain, such as the shortage of orders for small and medium-sized enterprises, the demand for low or high price purchase of catering enterprises.And the difficulties of connecting production and sales of the main business of agriculture, rural areas and so on, the extension of digital technology derived from New hope for these pain points is often more successful and more dynamic.
The so-called industry growth troubles are accompanied by opportunities for the growth of digital technology, the base of industrial cultivation, and the gift is the soil for the development of digital technology.
After years of practice, Cheng Zhenlin summed up five insights of New Hope Group in the process of digital transformation:
1.Value vs “Value”
There is no doubting the value of digital transformation. But when it comes to strategy, commitment and determination, every project is asked if it is worth it. Sure, we hear many success stories about digital transformation, but there are far more losers than winners in the process. How on earth can we recognize the value of digital transformation and its real benefits, namely value?
Cheng Zhenlin puts forward two points here:
First, business and technology need to move from relative separation to “turning a dictionary”. In the process of digital transformation, there are big differences between the description of IT department and business department. But from the perspective of operation, operation and long-term development of the enterprise, we must read a dictionary, which requires both sides to have the thinking of business, business and operation, and have the ability to think in other people’s shoes, so as to reach an internal consensus. Cheng Zhenlin stressed: “Internal consensus is far more difficult than to complete a project, to the foundation, to the foundation, to the key!”
Second, from focusing on single dimension output to emphasizing capacity system construction. In addition to the value of digital transformation, we should also pay attention to the value played by digital transformation in other dimensions, including the relationship with data assets, team capacity, digital belief, digital leadership, business innovation and interest arrangement. These values should also not be ignored.
These are two basic lessons that business and IT agree on.
2.Anxiety vs Focus
Traditional enterprises are inevitably anxious in the face of the digital wave, but they must have a focus. They must focus on and excavate the key scenes of excellent operation. Starting from the scene, they should do a good job in digital transformation with small incision and deep knife edge. In fact, digital transformation is not only about the construction of a certain system. But more about the focus on the operation scenario, the continuous optimization of business logic, the continuous improvement of business value, and the implementation of the parallel governance system of business and IT.
Comparing the system and project in informatization construction to “medicine”, and comparing business, business logic and business value to “rice”, Cheng Zhenlin believes that traditional enterprises should find the focus of operational excellence in anxiety to do digital transformation, instead of taking medicine as soon as they feel anxious, because medicine cannot be a meal after all.
3.Mind vs Know
The enterprises doing digital transformation are all building a variety of application systems, choosing a variety of solutions, seemingly doing the same. But whether they have the heart to do it, there is a big difference. The innovation of business logic and business model requires IT and business departments to think carefully together. The first thing is to have a heart in order to have a clear picture. The clear picture is to use digital technology to sort out the business process, business insight, and solidify and optimize it by means of information technology and data.
At the same time, Mr Cheng stressed: “The difficulty and importance of process reengineering and innovation is higher than the interconnectivity of information systems themselves. As hard as information architecture, data architecture, infrastructure, connectivity may seem, business is harder. We want to play a strong BIT of professional class, B is business, IT is information technology.”
4.Architecture vs Construct
As an IT person, we must be very clear about the importance of architecture. New Hope Group finds that the establishment and gradual deepening of architecture is very crucial in the process of corporate governance. But CIOs will realize that: Not every rosy picture is going to materialize, and CIOs often do things like fixing a house on a rainy day or changing a tire on a highway, suggesting that CIOs are just as important in their architectural skills. Which is more important, planning or responding to changes in a new scenario? The ability to cope with change is even more valuable today.
CIO to create a revolutionary effect in the process of technological evolution, need to mind the framework. But the action is still inseparable from the framework. Here, Cheng quotes a passage from the Agile Manifesto: “Individuals and interactions over processes and tools. Working software over detailed documentation. Customer cooperation over contract negotiation. Responding to change over following the plan.” In other words, CIOs need to strike a balance between architecture and architecture.
5.Check vs Checking
In the past, people were expected to live a healthy and high-quality life and could only have regular medical check-ups. People tend to focus more on discrete, indicative outcomes than on the ongoing process of health management. Now, when it comes to health, people think of wearing a smart watch or smart bracelet. Because the data is more accurate, continuous and personalized. Enterprise informatization is also faced with such a problem. Managers should shift their focus from discrete results to continuous process, shift their focus from informatization of management process to digitization of production and operation, and shift from coarse granularity data to the pursuit of finer granularity data.
The importance of data is self-evident. Without numbers, all business decisions lose their basis. So what is the relationship between data and the enterprise? Cheng Zhenlin believes: “The boundary of data defines the boundary of the enterprise! Data, in a sense, is the limit of how far you can go.” He cites Didi, where taxi drivers used to listen to the radio while driving, as an example. Now they listen to Didi, whose data defines the boundaries of the entire company and engulfs the car-hailing market.
The key to the wild growth of Internet finance lies in the fact that Internet enterprises have mastered the data of credit, risk and pricing, which is the core of finance. When they have mastered the operating records, credit rating, and even the inventory, trading volume and customers of a shop operator, they can assess and price the risks of their financial services. Once you have data, the boundaries of your business are stretching.
Digital transformation
Finally, Cheng Zhenlin said that New Hope has been thinking about how to transform from a brand manufacturer and a comprehensive supplier of meat, eggs and milk into the middle of the industry in the future food industry, realizing the integration of food material supply and industrial interconnection, thinking about where the data comes from, and how to better online the procurement, production, operation, sales and other business. And thinking about how to stretch the boundaries of the business to better create customer value.
Digital transformation is a process of simultaneous generation and growth with business, a process of integration of knowledge and practice, a process of continuous definition and forging, a difficult and hopeful process! However, the author believes that after digital transformation, the future of New Hope Group must be as promising as its corporate name.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源：首席数字官，作者：程振林。编辑/翻译：数字化转型网八九四。
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