2020年9月10日，CIO发展中心数字创新地产联盟在上海成功举办第三届房地产数字化转型 • 产业互联峰会。中南控股集团首席信息官黄澄分享的主题是《多业态地产集团向全能服务型转型之数字化的思考》。他认为，地产企业进行服务型转型是企业生存的唯一办法，房企可以考虑建立“投资商、开发商、建设商、运营商”四商一体的商业模式，全面从健康物理开发向数字化、智能化开发最后向全能服务型开发转变。他指出，采用“OKR”管理工具建立新型管理体系和通过数字科技洞悉客户的需求，以客户为中心服务客户是房企转型的有效方法。
以下为演讲实录，文章经过嘉宾确认，略有删减。
今天不谈信息化，谈一些老板很感兴趣的，也是在座各位都感兴趣的，即CIO以后的职业发展方向。我从事信息化工作差不多二十多年，是一个没有安全感的人，所以一直规划和思考未来。以前在外企做信息化时，做到亚太区负责人就遇到了天花板，这也成为我去民企的一个铺垫和触动。现在，数字化时代给了我更深层次的认识，数字化业务和对人才的需求今后会迅猛增长，而且这条路会越来越宽。今后有可能有些CEO是从CIO做出来的，但是这种绝对是凤毛麟角。除此之外呢，很多做传统信息化人的职业生涯或者职业道路会更加的坎坷，我觉得今天的演讲可能会带给大家一些思考，不仅仅是业务转型，而且包括职业发展。
一、地产企业为什么要进行服务型转型
今年年初以来，我跟着我们集团主席做了很多次调研，跑了中国数十个城市、几十个项目，所以有了这次分享。谈到转型，我认为2020年是地产转型元年。因为过去二三十年，整个地产行业一直在吃刚需的红利，但是从今年开始往后的十、二十年，地产慢慢地从刚需时代走向改善时代。在这时，地产行业要回归商业本质——以客户为中心，这就需要企业做好两件事。第一是产品，客户一定喜欢更好的产品；第二是服务，企业一定要把客户服务好。
我也一直在跟随我的老板学习企业转型，之前很多地产商都是从单一地产到多业态，现在，老板确认我们企业转型方向，他说了一句话就是：建立投资商、开发商、建设商、运营商四商一体。其实很多地产商在运营上是非常弱的，物业服务也交给第三方企业或者物业部门的地位在企业里不高，也就是建设开发和物业分开。老板思考了很久，提出了全面向健康物理开发，向数字化、智能化开发，最后向全能服务型开发转型。这一点给我的触动非常很大，当数字化变成企业的战略目标，这也意味着IT在企业也会受到重视。很多时候我们只知道数字化、信息化很重要，但我相信很多公司数字化甚至都不是一级的部门。除非是像龙湖、旭辉这种对信息化有领悟的，所以数字化部门在公司的地位还是相当重要的。
二、地产服务型转型有哪些探索方向和案例
接下来，我重点分享我们在地产服务转型方面的一些案例：
1. 仁恒河滨花园 – 品质物业，细节决定成败败
第一个案例–仁恒河滨花园 ，它是一家15年的楼盘，房子容积率很高但口碑非常好，大家注意看几个细节。
第一，它做了个连廊，在中国很多开发商都没有往这方面去想，这其实是不难的一件事，但是会给大家特别是生活在南方的客户带来很多生活便利；
第二，它在路面做了良好的排水系统，因此下雨时候，仁恒的地面绝大部分都相对干燥。
我们很多时候没有注意这些细节，但这些细节背后是需要从产品设计、施工环节开始考虑的，否则最后堆积到物业，服务是不可能做好的。
2. 阿那亚 – 始于度假，终于社区
第二个案例是阿那亚，中南集团在唐山湾做了一个非常大的文旅项目，我跟着老板去文旅项目考察时，看我们哪些地方做的不好，如何学习标杆企业做改进，并且带我们考察一个附近做得好的文旅项目秦皇岛的阿那亚。在考察的这一路上，我也是不断地在思考，阿那亚是如何从一个“死盘”变成“神坛”的。
它是从2014年开始转型，一直到今天已经做第九期开发了。文旅一般都设有休闲配套项目，但阿那亚除了丰富的配套之外，它更重要的是文化和生活方面，它融入了创新元素，从住宿、高端度假娱乐项目到观鸟屋、海边教堂、海边公益图书馆、小剧场等等方面提供一系列的生活度假解决方案。不仅仅局限于旅游地产项目，而是打造一个美好生活的社区。除了配套之外，最重要的是运营模式的转变。
阿那亚在遭遇传统旅游地产开发瓶颈之后，及时转变发展路径，由短线投资快周转模式转变为长线投资慢周转的重持有经营模式。由传统的旅游地产开发商转变为运营商，通过拓展盈利链条、增加新的赢利点为项目带来发展新契机。
那它是如何转型的？它通过社群运营，一个基于行业的兴趣划分做社群运营。把真正有兴趣的人粘在一起，在阿那亚有很多文艺青年，包括导演、演员也会过去，甚至是跟业主成立一个兴趣团，让业主这些非职业演员能够排练，然后到国家大剧院里面去演出，所以对这些人而言，他对生活有了一个更好的期待。但社群运营的成功绝不是依靠一个活跃的微信群，它是一项战略，是一把手工程，它把原来的高周转战略转变成了一个精细化的运营，通过这个战略之后他有服务、有业主、有社区营造，是一个闭环。但这件事前期的投入是非常大的，地产公司有实施文娱盘打算的，在前期一定要有规划和准备，阿那亚的成功很难复制，但是成功的模式可以给大家一些思考。
3. 通过BIM平台打造建筑全生命周期服务
在今年突如其来的疫情之后，让之前有点征兆的趋势越发明显——建筑行业的工人越来越稀缺。在这时，给我触动最深的是BIM平台和装配式建设搭档引领了智慧建筑，它从设计到采购、到施工、到运营都是一体化。中南控股不仅有地产同时也有建筑，因此我倡导了一个项目，即在苏州中南中心实施一个智慧工地。这个智慧工地实现了可视化的应用、劳务实名制、绩效管理、现场监控，可以让甲乙双方的协同做得更好，同时，我们把智慧工地项目做成数字孪生，可以提前预测项目遇到的问题，以及客户的今后需求。这个楼今后一共有一百五十多万的数字组件，如果我把这些数据都导入在BIM平台，那它对今后的运营、对前期的建造都是非常有帮助的。如果我们在基于BIM平台实现可视化，就可以在建造之前对管道开放、车流规划、水电燃气等都有提前的预判，这样对今后的运维和服务实现良好的导向。
三、转型体系 – 如何建立新的管理体系
上述我分享了这么多服务转型的好处，其实服务转型很难，因为任何一个公司转型面对的就是革自己的命。
首先，在转型之前，企业要打造一个更好的协同体系，千万不要小看协同体系，我在地产做了四年，认为地产界的跨部门协同做得非常差，这就是为什么大运营体系如此重要；在向服务转型的同时，企业一定要有很好的使命，并且把使命感深深植入到每个员工的心中。拥有使命之后一定要有所行动，企业可以通过一些管理机制，比方说OKR，让结果对使命有所触动。
其次，企业要以客户为中心，一定要直面转型，看到未来。转型肯定会带来创伤，知道有创伤之后再做转型，就不是不顾创伤的转型，而是刮骨疗毒。与此同时我们要留住和招募优秀的人才，企业理想的状态是永远招募明天的人才，而如今的现状是因为要向老板交付项目，有坑填坑看不到未来。接下来是数据，我们要深入的探索更好的指标体系、更好的KPI来唤醒公司里一些沉睡的数据，让数据流动起来，基于数据分析透过现象看本质。
最后，重塑战略也要重塑流程。虽然这件事非常痛苦，但我觉得可以把它简单化，可以参考五张幻灯片的战略，比如说:了解你现在的竞技场是谁，了解你的竞争对手是谁，了解你自己是谁，后面一年有可能在竞技场发生的变量值、你有没有变量的机会，你的优势是不是要进入市场、如何进入市场等等。
在传统公司，很多组织都是四级、五级、六级，这个时候做创新是很难的一件事。这时候可以借助互联网重塑公司内部流程，互联网最大的优势是敏捷，能给传统企业带来的是红利和扁平化。其他的就不过多赘述了，信息化也好、数字化也好、智能化也好，企业一步都不能落下，要齐头并进。
今年大家有很多焦虑，我也告诉在座的所有的人，不要做无所谓的焦虑，你知道清楚你的远方是什么，不忘初心，永远抱有一颗好奇心，那结果肯定不会差。谢谢大家。
翻译：
On September 10, 2020, CIO Development Center Digital Innovation Real Estate Alliance successfully held the third real Estate Digital Transformation and Industrial Interconnection Summit in Shanghai. The theme shared by Huang Cheng, chief information officer of Zhongnan Holdings Group, is “Thoughts on Digitalization in the transformation of Multi-business real estate Group to All-round Service Type”. He believes that service-oriented transformation is the only way for real estate enterprises to survive. Real estate enterprises can consider establishing a four-in-one business model of “investors, developers, builders and operators”, and comprehensively transform from health physical development to digital and intelligent development and finally to all-round service-oriented development. He pointed out that the use of “OKR” management tool to establish a new management system and through digital technology to understand the needs of customers, customer as the center of service is an effective way to transform real estate enterprises.
The following is the transcript of the speech, the article has been confirmed by the guest, slightly deleted.
not only about business transformation, but also about career development
Today do not talk about information, talk about some boss is very interested, but also all of you are interested in, that is, CIO future career development direction. I have been engaged in information technology work for more than 20 years. I am an insecure person, so I always plan and think about the future. In the past, when I worked in a foreign company doing informatization, I met a ceiling when I was in charge of the Asia-Pacific region, which also served as a foundation for me to go to a private company.
Now, the digital age has given me a deeper understanding that the digital business and the need for talent will grow rapidly in the future, and the road will get wider and wider. It’s possible that some ceos will come from CIOs in the future, but that’s definitely rare. In addition, the career or career path of many traditional informatization workers will be more bumpy. I think today’s speech may give you some thoughts, not only about business transformation, but also about career development.
Why should real estate enterprises carry out service-oriented transformation
Since the beginning of this year, I have followed the chairman of our group to do a lot of research, and visited dozens of cities and projects in China, so I have this sharing. When it comes to transformation, I think 2020 is the first year of real estate transformation. Because in the past 20 or 30 years, the whole real estate industry has been eating just-needed dividends, but from the beginning of this year in the next 10 or 20 years, the real estate slowly from the just-needed era to the era of improvement. At this point, the real estate industry needs to get back to its business nature – customer-centric, which requires companies to do two things well. The first is the product, customers must like better products; The second is service, enterprises must be good customer service.
I have also been learning enterprise transformation from my boss.
Before, many real estate companies changed from single real estate to multiple business types. Now, my boss confirmed the direction of our enterprise transformation, and he said in one sentence: to establish investors, developers, builders and operators as one. In fact, many real estate enterprises are very weak in operation, and the property service is also handed over to the third party enterprises or the property department has a low status in the enterprise, that is, the construction and development are separated from the property.
The boss thought for a long time, and proposed a comprehensive transformation to health physical development, to digital and intelligent development, and finally to all-round service development. This impressed me very much. When digitalization becomes a strategic goal of the enterprise, IT also means that IT will be valued in the enterprise. Most of the time, we only know that digital and information technology is very important, but I believe that in many companies, digital is not even a first-tier department. Unless it is like Longfor, Xu Hui this understanding of information, so the digital department in the company’s position is very important.
What are the exploration directions and cases of real estate service transformation
Next, I would like to share some examples of our transformation in real estate services:
1) Yan Heng Riverside Garden – Quality property, details determine success or failure
The first case is Renheng Riverside Garden. It is a 15-year-old real estate with a high floor area ratio but a good reputation. Please pay attention to a few details.
First, it creates a corridor, which many developers in China do not think about. This is actually not difficult, but it will bring a lot of convenience to everyone, especially customers living in the south.
Second, it has a good drainage system on the road surface, so when it rains, most of Yanlord’s ground is relatively dry.
Most of the time, we do not pay attention to these details, but these details need to be considered from the product design, construction links, otherwise eventually accumulated in the property, the service is impossible to do well.
2) Anaya-begins with vacation, ends with community
The second case is Anaya. Zhongnan Group conducted a very large cultural tourism project in Tangshan Bay. When I followed my boss to investigate the cultural tourism project, I saw what we did poorly, how to learn from benchmarking enterprises to make improvements, and took us to investigate Anaya, a nearby cultural tourism project that did well. Along the way, I also kept thinking about how Anaya changed from a “dead plate” to a “shrine.”
It began its transformation in 2014 and is now in its ninth phase of development. Cultural tourism generally has leisure supporting projects, but Anaya in addition to the rich supporting facilities, it is more important for culture and life, it integrates innovative elements, from accommodation, high-end resort entertainment projects to bird watching house, seaside church, seaside public library, small theater and so on to provide a series of life vacation solutions. Not just for tourism real estate projects, but for creating a community of good living. In addition to supporting, the most important is the transformation of the operating model.
After encountering bottlenecks in the development of traditional tourism real estate, Anaya changed its development path in time from a short-term investment model with fast turnover to a long-term investment model with slow turnover of heavy holdings.
From the traditional tourism real estate developer to the operator, by expanding the profit chain and adding new profit points to bring new development opportunities for the project.
So how did it transform? It operates through a community, a community of interest based on industry. In Anaya, there are many artistic youth, including directors and actors, who will also go there. They even set up an interest group with the owners so that these non-professional actors can rehearse and then perform in the National Grand Theater. Therefore, for these people, he has a better expectation for life. However, the success of community operation does not depend on an active wechat group. It is a strategy and a leading project. It has transformed the original high-turnover strategy into a refined operation. But it is a very big investment in the early stage, the real estate company has the implementation of entertainment disk plan, in the early stage must have planning and preparation, Anaya’s success is difficult to copy, but the successful model can give you some thinking.
3) BIM platform is used to build the whole life cycle service of buildings
In the wake of this year’s sudden outbreak, a previously ominous trend has become more apparent: workers in the construction industry are increasingly scarce. At this time, what impressed me most was that BIM platform and prefabricated construction partners led smart buildings, which were integrated from design to procurement, construction and operation. Zhongnan Holdings has not only real estate but also construction, so I initiated a project, namely the implementation of a smart site in Suzhou Zhongnan Center. This smart site has realized visual application, real-name labor service system, performance management and site monitoring, which can make the cooperation between Party A and Party B better.
Meanwhile, we make the smart site project into digital twin, which can predict the problems encountered by the project and the future needs of customers in advance. There will be more than 1.5 million digital components in this building in the future. If I import these data into the BIM platform, it will be very helpful for the future operation and early construction. If we realize visualization on the BIM-based platform, we can predict in advance the opening of pipelines, traffic flow planning, water, electricity and gas, etc., before construction, so as to achieve good guidance for the future operation and peacekeeping services.
Transformation system – how to establish a new management system
I’ve shared so much about the benefits of service transformation. But service transformation is hard because any company that transforms itself is going to lose its life.
First of all, before the transformation, the enterprise should build a better collaborative system.
Never underestimate the collaborative system. I have been working in the real estate industry for four years. And I think the cross-departmental coordination in the real estate industry is very poor. Which is why the big operation system is so important. In the transformation to service, the enterprise must have a good mission. And the sense of mission deeply implanted in the hearts of every employee. After having a mission, we must take action. Enterprises can use some management mechanisms, such as OKR, to make the result touch the mission.
Secondly, enterprises should be customer-centered, must face the transformation and see the future.
Transition will certainly bring trauma, knowing that after the trauma to do the transition. It is not regardless of the trauma of the transition, but scraping the bone to cure poison. At the same time, we need to retain and recruit good people. The ideal state of business is to always recruit tomorrow’s talent. But today’s status quo is because you have to deliver projects to the boss, and you can’t see the future. The next step is data. We need to further explore a better indicator system and KPI to wake up some sleeping data in the company. Let the data flow, and look at the essence through the phenomenon based on data analysis.
Finally, reinventing strategy is also about reinventing process.
Although this is very painful, I think it can be simplified by referring to the five slide strategy. Such as:. Know who your current arena is, know who your competitors are, know who you are, know the value of the variables that are likely to happen in the arena in the next year, do you have the opportunity of variables. Whether your advantage to enter the market, how to enter the market, etc.
In traditional companies, many organizations are level 4, 5, 6, and it is very difficult to innovate at this time.
At this time, the internal process of the company can be reshaped with the help of the Internet. The biggest advantage of the Internet is agility, which can bring dividends and flatness to traditional enterprises. The others will not be repeated. Whether it is informatization, digitalization or intellectualization, enterprises should not fall behind one step and should advance in tandem.
This year, we have a lot of anxiety. I also tell all the people here, do not do the indifferent anxiety, you know clearly what you are far away. Do not forget the original intention, always have a curiosity, the result will not be bad. Thank you very much.
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