数字经济事关国家发展大局，是中国经济高质量发展的重要驱动力，也是技术创新的重要高地。十年间，我国数字经济从无到有，深刻融入国民经济各领域，为我国经济发展提供了新动能。
数字化潮流的兴起，离不开国家政策的大力支持，也得益于各种数字技术的加持赋能，更有赖于各领域奋斗者们的探索创新。
他们，或许是工厂里的技术骨干，或许是农场里的养猪青年，或许是企业里的管理人员，或许是社区里的热心大妈……
岗位不同、职责各异，但他们都乐于接受新鲜事物，敢于直面困难挑战。他们既是数字化浪潮的受益者，也是数字化浪潮的推动者。某种意义上，正是这些数字中国奋斗者们的勇敢搏击，才让中国的数字化浪潮一直汹涌澎湃。
后疫情时代，数字经济是各国竞争新的制高点。加速数字化转型，也成为各国的共识。顺应这一潮流，无论是“十四五”规划，还是党的二十大报告，抑或刚刚闭幕的中央经济工作会议，都强调要加快发展数字经济。
正所谓知易行难，发展数字经济、实现数字化转型虽是大势所趋，但对于许多企业乃至行业而言，无异于一次新生，因此其过程也必定充满风险挑战。
“世上无难事，只要肯登攀”。许多先行者，已经为我们探索出数字化转型的某些诀窍和关键。对于后来者而言，最重要的就是总结前人的经验，蹚出一条适合自己的数字化转型之路。
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一、再传统不过的产业，数字化也能大显身手
在一般人眼中，很难将养猪和高大上的数字化联系起来，但双胞胎集团永新里田P5农场场长、90后“猪倌儿”刘灵，却让“猪宝宝们”插上了数字化翅膀，以更优质的姿态，飞往全国各地，乃至海外。
自小，家里长辈就靠养猪维持生计，这在幼小的刘灵心里隐隐埋下了一颗种子。如今，刘灵已在养猪行业摸爬滚打了九年。在这九年里，他不仅对自己的职业有了更深一步的认识，还对行业发展的痛点有了更深切的体会。
“规模小、劳动强度大、效率低的落后模式，是否还能改变？”
“面对屡屡出现的食品安全问题，如何利用自己的专业为猪肉盖上更安全的‘圆形章’？”……
面对这些问题，刘灵一直在思考，如何让养猪更简单、科学？一个偶然的契机，刘灵了解到了“数字农业”这个概念，这令长期埋头于生猪养殖工作中的他意识到：要改变落后的生产模式，必须进行数字化管理转型。
为此，刘灵通过与华为云合作，推动ISC-SUP制造流程体系建设，并于2021年带领所在农场正式开启数字化建设之路。
“从繁重的体力劳动到数据化管理，工作更高效更简单了。”谈及数字化转型的变化，刘灵感慨道：“以前我们家里养十几头猪，可能要父母一天到晚在里面忙，但是现在，单纯讲母猪，一个人就能养600至700头，数字化最终给养殖行业带来的就是降本增效。”
数字化已经开始影响社会经济生活的方方面面，即便如此，依然有很多领域可以借助数字化手段实现新生。即便是像养猪这样在普通人眼中再传统不过的产业，数字化同样可以大显身手。
正所谓“思想有多远，我们就可以走多远。”数字化之于人类的价值和意义仍有待我们进一步发掘，数字化转型的未来，依然有足够的想象空间。
二、转型没有固定的方式和路径，关键是“因地制宜”
对于数字化转型的重要性，已经有了普遍共识。很多企业对于推动数字化转型也有着坚定的决心、迫切的期望和大量的投入。但从实践来看，不少企业数字化转型的过程并不顺利，有的事半功倍、有的无疾而终。究其原因，是没有找准方向，导致数字化转型效果不佳。
数字化转型的挑战之一，是没有固定的转型方式和路径，绝大多数情况下只能“一事一议”。这也就意味着，数字化转型要取得成功，关键是“因地制宜”，每个企业只能根据自身的具体情况来寻找合适的转型方向。
国投新疆罗布泊钾盐有限责任公司是一家以罗布泊天然卤水资源生产钾盐的制造业企业。
2013年，从兰州理工大学材料成型及控制工程专业毕业的黄理学进入国投罗钾公司工作。2020年，他调任技术中心高新技术部主管，随后担负起了统筹规划国投罗钾“十四五”期间信息化、智能化工作的重任。
黄理学深知，钾盐属于资源型行业，受行业生产工艺限制，如果不进行数字化转型升级，公司的生产模式很难突破瓶颈。于是，他带领项目团队对公司各业务进行了深入调研，先后召开一百余次调研会，摸清了信息化现状及各业务需求，并从政策、趋势、行业、技术等方面深入分析，最终根据企业自身业务需求与痛点，量体裁衣明确出了具体的转型方向和路径。
黄理学总结认为：对于以生产制造为核心业务的企业，工业化与信息化深度融合才是数字化转型升级成功的核心。于是，便确定了以“两化融合”为主要方向，以优化整体生产工艺、全局协同为重点的信息化战略，完成了业务架构设计、应用架构设计并配套分阶段实施计划和投资估算，最终形成了具有科学性、指导性的整体规划，对国投罗钾公司的数字化转型升级具有重要意义。
需要提及的是，由于行业内企业少，缺少可以借鉴的数字化转型经验。为了少走弯路，在编制数字化转型的顶层设计规划时，黄理学还与华为云开展合作，充分借鉴其数字化转型的经验。
三、数字工厂打通全业务流程，使劳动效率提高3倍
对很多企业而言，数字化转型不是零敲碎打式的修修补补，而是一次伤筋动骨的重生。缺人才、缺技术、缺资金，再加上背后的利益纠葛，整个过程面临的艰难挑战可想而知。
狭路相逢勇者胜，数字化转型的决心一旦作出，就必须要有不畏挑战的勇气和迎难而上的作风。
浙江海亮集团的80后项目工程师赵能，一直认为数字化转型是大势所趋，但他也深知这条路走起来困难重重。
之前赵能所在公司也是做铜加工的，还是行业领先企业，但由于数字化转型不是很成功，便慢慢亏损倒闭。即便如此，在2016年加入海亮集团后，赵能依然不忘数字化转型的初心，与他的同事们一起致力于铜加工产业智能化产线开发管理工作。
为了做好充足准备，赵能和同事们一方面远赴美国和德国参观学习，一方面在国内开展广泛的考察调研。一次在上海参观机器人设备展时，赵能发现很多技术可以运用在铜加工上，便开始构想数字智能改造所需的规划与架构，并将智能化铜加工立项。
赵能回忆道，因为这是行业内首次数字化转型，要做很多开创性的工作和努力，对个人和企业的挑战都很大。当时，所有规划、架构都要自己来，要不停试错，好多问题需要实践中去发现，彻夜守在生产现场是常态。
不仅如此，刚开始搞智能化时，一些老员工非常抵触。以前工人都是拿纸抄数据，等人来收单子统计产量。现在要每天扫批号录入电脑系统，非常不习惯。因此就喜欢给他挑刺，抱怨说设备不好用。后来他就一个个教，拍视频做可视化操作手册，一遍遍培训，让大家慢慢接受。
类似的困难还有很多，赵能团队本着“兵来将挡，水来土掩”的精神一点点解决。
比如，工厂从前到后，数据采集点有3000多个，每天产生二十几万个数据。如果存储到企业自己的服务器，每隔一段时间就要被覆盖，想查半年前的数据已经没有了。赵能团队选择与华为云合作，通过ROMA解决方案解决了数据高效汇聚的问题。
困难挑战虽多，但数字化转型带来的收益也是实实在在的。赵能表示，华为云助力海亮集团全业务上云与数据治理，开启了属于海亮的数字化新征程。如今，海量集团的数字工厂打通全业务流程，成材率由91%提高到93%，单位产品综合能耗下降300kWh，劳动效率提高3倍。
四、老街区“智慧化”，居民足不出户便能解决问题
数字化三个字虽然听上去“高大上”，但决不是高高在上的空中楼阁。数字化转型要顺利推进，转型成果要得到认可，必须要坚持以人为本，要让人真正感受到转型带来的好处。
许兰婷是一个热心肠的人，有事没事便在小区里坐坐，也尽自己所能帮街坊邻居解决他们的问题。2015年她退休后，便发挥余热在县桥社区工作。
2020年初，安徽省合肥市庐阳区逍遥津街道党工委启动党群“解忧速递”工程，在县桥社区进行试点，线上线下同步融合，社会资源共同发力，将服务触角延伸到群众身边，从出题、领题到解题、破题，实现即时精准对接、就地化解矛盾，推进智慧社区建设。
许兰婷年近60，学习智能软件过程比较慢，对于社区里的高龄老人来说，智能手机的学习更是难事一桩，大家依旧习惯线下多次跑去社区咨询。但许兰婷在使用线上平台后，很多繁琐的工作变得规范化流程化，身份也由协调员转变为指挥员，从被动接收信息转变为规范统筹的核心大脑，日常工作高效了很多，许兰婷也更乐意去跟居民们推广使用，逐渐大家也开始更多地在群里线上反馈问题了。
“有了‘智慧庐阳’为民服务线上平台，居民们不必像以前那样一有事就得专门跑到社区办事大厅来，现在直接用微信群给我发个微信，就能上门给他解决。另一方面，遇到自己不能解决的，可以通过平台进行线上沟通，结合社区的各类资源为居民提供人性化、精准化的服务。”许兰婷说。
随着数字化在社区工作中的实践运用，县桥社区这样的老街区也将成为智慧社区。大家足不出户，一键触达，便可解决问题，居民的心更近，社区更美好。
五、成功“上云”后，还不能高枕无忧
不可否认，数字化转型是一项专业性很强的工作，这也是不少企业在转型过程中往往感到力不从心的原因之一。对绝大多数企业而言，要完全凭借自身力量来实现数字化转型，时间、投入都承受不起，技术上更是困难重重，因此选择合适的合作伙伴，携手共同推进数字化转型，无疑是明智之举。
从目前的实践看，“上云”是企业进行数字化转型最直接的方式之一，然而成功“上云”后却并不能高枕无忧。只有不断在“云端进化”，才能让企业在增量竞争中刷新优势，增强发展韧性，保持领先地位。
作为数字化先行者，华为云将华为30多年在ICT领域的技术积累和产品解决方案开放给客户，提供稳定可靠、安全可信、可持续发展的云服务。
例如，为解决中小制造企业在数字化转型过程中面临的“不会转”“不能转”和“不敢转”等压力，华为云制造业数字解决方案以数据先行切入数字化转型，构建数据采集、数据治理、智能分析和一站式云平台，帮助制造企业从具体业务场景出发从而获得实效。
以前述海亮集团为例，在华为云帮助下，海亮集团搭建了全新的数字底座，利用云上安全、数据库等服务开箱即用的特点，分钟级完成资源的开通和业务的部署，IT资源综合降本30%，业务效率更加敏捷。系统上云后，同步开展安全架构升级，通过灾备和安全等保建设，业务可靠性提升50%。
事实上，在制造、汽车、零售、金融、电商、文娱、游戏、医药等多个领域，都可以窥见华为云携手伙伴，助力千行百业“云端进化”的新探索、新思路和新路径。
有统计显示，截至2022年末，Top50游戏公司中85%选择华为云；5000万辆汽车在华为云上飞驰，领跑汽车云市场；Top50电商企业中九成选择华为云；超300家金融机构都选择了华为云……
市场的高度认可，让华为云在短短4年间，市场份额居中国第二。目前，华为云已上线240多个云服务、78000多个APIs，发展41000+全球合作伙伴，汇聚370+万开发者，云市场上架应用10000+个。
某种意义上，正是在华为云的助力之下，许多行业和企业数字化转型的门槛大大降低、速度明显加快、成功的几率也显著提升。
从上述一个个鲜活的实例不难看出，数字化转型虽难，但本身并不神秘。最关键的，是要找准方向和路径，一步步踏实前行。
刘灵、黄理学、赵能、许兰婷……还有许许多多和他们一样的普通人，用实际行动阐明了一个道理：数字化的美好未来，不仅是规划出来的，更是用行动打造的。
成功不会从天而降，时代呼唤更多的数字中国奋斗者。
翻译：
Digital economy bears on the overall development of China. It is an important driving force for high-quality economic development in China and an important plateau for technological innovation. Over the past decade, China’s digital economy has grown from scratch and been deeply integrated into all areas of the national economy, providing new driving force for China’s economic development.
The rise of the digital trend cannot be achieved without the strong support of national policies, the support and empowerment of various digital technologies, and more importantly, the exploration and innovation of strivers in various fields.
They may be the technical backbone in the factory, the young pig raisers in the farm, the managers in the enterprise, or the enthusiastic old ladies in the community…
They have different positions and responsibilities, but they are willing to accept new things and dare to face difficulties and challenges. They are both beneficiaries and enablers of the digital wave. In a sense, it is the brave fight of these digital Chinese strivers that keeps the digital wave surging in China.
In the post-COVID-19 era, digital economy is a new commanding position for competition among countries. Accelerating digital transformation has also become the consensus of all countries. In keeping with this trend, the 14th Five-Year Plan, the 20th CPC National Congress and the recently concluded Central Economic Work Conference all stressed the need to accelerate the development of the digital economy.
As the saying goes, it is easier to know than to do. The development of digital economy and the realization of digital transformation is the general trend, but for many enterprises and even industries, it is no different from a new birth, so the process is bound to be full of risks and challenges.
“Nothing is difficult if you put your heart into it.” Many pioneers have explored some of the secrets and keys of digital transformation for us. For latecomers, the most important thing is to sum up the experience of predecessors and wade out a suitable road of digital transformation.
This article is an original article of Outlook Think Tank. If you need to republish, please indicate the source of zhczyj and the author’s information before the article, otherwise you will be strictly investigated for legal liability.
1. Digital can play a big role in even the most traditional industries
In the eyes of ordinary people, it is difficult to connect pig farming with lofty digitalization. However, Liu Ling, the head of P5 farm in Yongxin Litian of the Twins Group and the “swineherd” born in the 1990s, has given the “baby pigs” digital wings and flown to all parts of the country and even overseas with a better attitude.
Since childhood, the family elders rely on pigs to make a living, which in young Liu Ling’s heart vaguely buried a seed. Liu has been working in the pig industry for nine years now. During these nine years, he not only had a deeper understanding of his career. But also had a deeper understanding of the pain points of the development of the industry.
“Can the backward model of small scale, heavy labor intensity and low efficiency be changed?”
“In the face of recurring food safety issues, how can I use my expertise to put a safer ’round stamp’ on pork?” …
Faced with these problems, Liu Ling has been thinking about how to make pig farming simpler and more scientific.
Liu Ling came to know the concept of “digital agriculture” by chance, which made him realize that in order to change the backward production mode, digital management must be transformed.
To this end, Liu Ling promoted the construction of ISC-SUP manufacturing process system through cooperation with Huawei Cloud, and led the farm to officially open the road of digital construction in 2021.
“From heavy manual labor to digital management, work is more efficient and easier.” Talking about the changes of digital transformation, Liu said: “In the past, we raised more than a dozen pigs at home, which might require our parents to keep busy all day long, but now, just talking about sows, one person can raise 600 to 700. Digitalization will ultimately bring cost reduction and efficiency to the breeding industry.”
Digitalization has begun to affect every aspect of social and economic life, but even so, there are still many areas that can be reborn through digital means. Even in industries that the average person would consider traditional, such as pig farming, digitization can play a big role.
As the saying goes, “We can go as far as our thoughts go.” The value and significance of digitization for human beings still need to be further explored. There is still enough imagination space for the future of digital transformation.
2. There is no fixed way or path for transformation. The key is to “adapt to local conditions”.
There is a general consensus on the importance of digital transformation. Many enterprises also have a firm determination, urgent expectations and a lot of investment in promoting digital transformation. However, from the perspective of practice, the process of digital transformation of many enterprises is not smooth, some get twice the result with half the effort, and some end up with nothing. The reason is that it does not find the right direction, leading to the poor effect of digital transformation.
One of the challenges of digital transformation is that there is no fixed way and path of transformation, and in most cases only “case by case” can be discussed. This means that the key to the success of digital transformation is to “adapt to local conditions”. Each enterprise can only find the right transformation direction according to its own specific situation.
Xinjiang Lop Nur Potassium Salt Co., LTD is a manufacturing enterprise producing potash salt from Lop Nur natural brine resources.
In 2013, after graduating from Lanzhou University of Technology majoring in material forming and control engineering, Huang joined the company. In 2020, he was transferred to be the director of high and new Technology Department of Technology Center, and then assumed the responsibility of overall planning of information and intelligent work during the “14th Five-Year Plan” period of SDIC Potassium.
Huang knows very well that potash is a resource-based industry, limited by industrial production technology. If there is no digital transformation and upgrading, the production mode of the company will hardly break the bottleneck. Therefore, he led the project team to conduct in-depth research on various businesses of the company, holding more than 100 survey meetings to find out the current situation of informatization and business needs, and in-depth analysis from the aspects of policy, trend, industry, technology, etc. Finally, according to the company’s own business needs and pain points, tailored specific transformation direction and path.
Huang concluded that: for enterprises with production and manufacturing as their core business, the deep integration of industrialization and informatization is the core of successful digital transformation and upgrading.
Therefore, it determined the informatization strategy with “integration of the two” as the main direction and the optimization of the overall production process and global collaboration as the focus, completed the business architecture design, application architecture design and supporting phased implementation plan and investment estimation, and finally formed a scientific and guiding overall plan, which is of great significance for the digital transformation and upgrading of SDIC Potassium Company.
It should be mentioned that, due to the small number of enterprises in the industry, there is a lack of digital transformation experience for reference. In order to avoid detturns, Huang also cooperated with Huawei Cloud to fully learn from its experience in digital transformation when compiling the top-level design plan for digital transformation.
3. Digital factory gets through the whole business process and improves labor efficiency by three times
For many companies, digital transformation is not a piecemeal tinkering, but a rebirth. Lack of talent, lack of technology, lack of capital, and behind the interest entanglements, the whole process faced a difficult challenge can be imagined.
The brave will win. Once the determination of digital transformation is made, it is necessary to have the courage to face challenges and work style.
Zhao Neng, a project engineer from Zhejiang Hailiang Group who was born in the 1980s, has always believed that digital transformation is the trend of The Times, but he also knows that the road is fraught with difficulties.
Before, Zhao Neng’s company was also engaged in copper processing and was still a leading enterprise in the industry. However, due to the failure of digital transformation, it slowly closed down with losses. Even so, after joining Hailiang Group in 2016, Zhao Neng still did not forget the original intention of digital transformation, and devoted himself to the development and management of intelligent production line of copper processing industry together with his colleagues.
In order to make full preparation, Zhao Neng and his colleagues visited and studied in the United States and Germany on the one hand, and carried out extensive investigation and research in China on the other. When visiting a robot equipment exhibition in Shanghai, Zhao Neng found that many technologies could be applied to copper processing, so he began to conceive the planning and architecture needed for digital intelligent transformation, and set up a project for intelligent copper processing.
Zhao recalled that because it was the first digital transformation in the industry, it required a lot of pioneering work and effort, which was very challenging for both individuals and enterprises. At that time, all the planning and architecture had to be done by ourselves, and many problems needed to be discovered in practice. It was normal to stay at the production site all night.
Not only that, at the beginning of intelligent, some old employees are very resistant.
Workers used to copy data on paper and wait for someone to collect the sheet and count the output. Now I have to scan batch numbers and input them into the computer system every day. I am not used to it. So I like to pick on him and complain that the equipment doesn’t work. Later, he taught them one by one, took videos and made visual manuals, and trained them over and over again.
There are many similar difficulties, Zhao Neng team in line with the spirit of “troops come, water come” to solve the little by little.
For example, the factory has more than 3,000 data collection points from front to back, generating more than 200,000 pieces of data every day. If stored to the enterprise’s own server, every once in a while will be covered, want to check the data half a year ago has no. Zhao Neng’s team chose to work with Huawei Cloud to solve the problem of efficient data aggregation through ROMA solution.
Despite the challenges, the benefits of digital transformation are real. Zhao Neng said that Huawei Cloud helps Hailiang Group in the whole business of cloud and data governance, which opens a new journey of digitization belonging to Hailiang. Today, the digital factory of Haiyang Group has integrated the whole business process, increased the finished product rate from 91% to 93%, reduced the comprehensive energy consumption per unit product by 300kWh, and increased the labor efficiency by 3 times.
4. The old neighborhood is “smart” and residents can solve problems without leaving their homes
Digital three words may sound “lofty”, but it is not a castle in the sky. For digital transformation to proceed smoothly and for the transformation results to be recognized, it is necessary to adhere to the people-oriented approach and let people truly feel the benefits of transformation.
Xu Lanting is a warm-hearted person, something fine will sit in the community, but also do their best to help neighbors solve their problems. After she retired in 2015, she began to work in Xianqiao community.
At the beginning of 2020, the Party Working Committee of Xiaoaojin Street, Luyang District, Hefei City, Anhui Province, launched the “express delivery” project of the Party and the masses, carried out the pilot project in Xianqiao Community, integrated online and offline simultaneously, made joint efforts of social resources, extended the service tentacle to the people’s side, from the problem set, leading to problem solving, solving, realizing real-time and accurate connection, resolving conflicts on the spot, and promoting the construction of smart community.
Xu Lanting is nearly 60 years old, and the process of learning intelligent software is relatively slow. For the elderly people in the community, it is even more difficult to learn smart phone.
However, after Xu Lanting used the online platform, a lot of tedious work became standardized and streamlined. And her identity changed from coordinator to commander, from passive receiving of information to standardizing and coordinating the core brain. Her daily work was much more efficient. Xu Lanting was also more willing to promote the use of residents. And gradually everyone began to feedback problems online in the group.
“With the online platform of Smart Luyang, residents don’t have to go to the community office as before. Now they can directly use wechat group to send me a wechat message. On the other hand, when encountering problems that cannot be solved by ourselves. We can communicate online through the platform and provide personalized and precise services for residents by combining various resources in the community.” Xu Lanting said.
With the practical application of digitalization in community work, old neighborhoods like Xianqiao Community will also become smart communities. With one touch, you can solve the problem without leaving your home. The hearts of residents will be closer and the community will be better.
5. You can’t rest easy once you’re on the cloud
Undeniably, digital transformation is a highly professional task. Which is also one of the reasons why many enterprises often feel powerless in the process of transformation. For the vast majority of enterprises, it takes too much time and investment to achieve digital transformation completely by themselves, and even more difficulties in technology. Therefore, it is undoubtedly wise to choose the right partners to jointly promote digital transformation.
From the current practice, “going to the cloud” is one of the most direct ways for enterprises to carry out digital transformation. However, after successful “going to the cloud”, they can not rest easy. Only by constantly evolving in the cloud can enterprises refresh their advantages in incremental competition, enhance development resilience and maintain a leading position.
As a digital pioneer, Huawei Cloud opens its 30-plus years of technology accumulation and product solutions in the ICT field to customers, providing stable, reliable, secure and sustainable cloud services.
For example, in order to solve the pressure of “not turning”, “not able to turn” and “not afraid to turn” faced by small and medium-sized manufacturing enterprises in the process of digital transformation, Huawei cloud manufacturing digital solution enters into digital transformation with data first, builds data collection, data governance, intelligent analysis and one-stop cloud platform. And helps manufacturing enterprises start from specific business scenarios to obtain actual results.
Take the aforementioned Hailiang Group as an example. With the help of Huawei Cloud, Hailiang Group has built a brand new digital base and utilized the out-of-the-box features of security. Database and other services on the cloud to complete resource opening and business deployment in minutes. The comprehensive cost of IT resources has been reduced by 30% and the business efficiency is more agile. After the system is on the cloud, the security architecture is upgraded simultaneously. And the service reliability is improved by 50% through disaster recovery and security protection.
In fact, in manufacturing, automobile, retail, finance, e-commerce, entertainment, games, medicine and other fields. We can see the new exploration, new ideas and new paths of Huawei Cloud to help thousands of industries “cloud evolution”.
Statistics show that by the end of 2022, 85% of the Top50 game companies choose Huawei Cloud. 50 million cars gallop on Huawei Cloud, leading the car cloud market. 90% of the Top50 e-commerce enterprises choose Huawei Cloud. More than 300 financial institutions have chosen Huawei Cloud…
Highly recognized by the market, the market share of Huawei Cloud ranks the second in China in just 4 years.
At present, Huawei Cloud has launched more than 240 cloud services and 78,000 APIs, developed 41,000 + global partners, gathered 3.7 million + developers. And launched 10,000 + applications in the cloud market.
In a sense, it is precisely under the help of Huawei Cloud that the threshold of digital transformation of many industries and enterprises is greatly lowered. The speed is significantly accelerated, and the probability of success is also significantly increased.
From the above vivid examples, it is not difficult to see digital transformation, but it is not mysterious. The most important thing is to find the right direction and path, step by step.
Liu Ling, Huang Xinli, Zhao Neng, Xu Lanting… There are many ordinary people like them who have demonstrated that the digital future is not only planned, but also built.
Success will not fall from the sky, The Times call for more digital Chinese strivers.
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