在《失去的制造业：日本制造业的败北》一书中，有几个章节谈了日本退出 DRAM（动态随机存取存储器）市场、瑞萨电子的衰落、日本电视产业的崩溃等，该书作者、日本精密加工研究所所长汤之上隆认为，这些悲剧发生的共同原因是：
公司在遭遇产业转型的洪流，陷入产品创新的窘境，最终导致公司的陨落。
上述几家公司并非等闲之辈，它们的产品市场占有率都曾位居世界前列，都曾创造出世界级的顶尖品牌，都拥有世界上最先进的技术，但最终还是失去了市场，从产品制造业中退出，乃至导致破产和覆灭。
万物无时不刻不在变化，如果谈“变”色变，拒绝改变的话，哪怕是世界级的巨头也会很快走向衰落。因此，汤之上隆呼吁，日本制造业当务之急就是抓住转型的契机，未雨绸缪，寻找创新的机会。
“制造业是国家经济的命脉所系，要做优做强实体经济。”当下，当反垄断大棒真正打在实体经济巨头身上时，人们对中国领导人的这句话体会更深刻。中国政府对于制造业的数字化转型已经定下节奏。
4 月 14 日，国家工信部网站发布《“十四五”智能制造发展规划》征求意见稿，该意见稿提出了我国制造业的发展目标：
到 2025 年，规模以上制造业企业基本普及数字化，重点行业骨干企业初步实现智能转型；
到 2035 年，规模以上制造业企业全面普及数字化，骨干企业基本实现智能转型。
制造业进行数字化转型，既是符合国家战略，也是企业参与市场竞争的必然抉择。然而麦肯锡的一份报告显示，一般企业数字化转型只有 20% 的成功率。即便冒着如此高的风险，上规模的企业也都会放手一搏，因为“不翻身，就翻船”。采访了制造业领域的 CIO 及 IT 负责人，试图通过一些微观样本，来观察国家战略下的企业数字化实践与 CIO 在其中所扮演的角色。
一、两个数字化转型样本
一个是通润驱动，一个是新奥动力。
苏州通润驱动设备股份有限公司（“通润驱动”）前 CIO 许宏，总结了他在通润驱动四年来所亲历的数字化转型历程，平静、坦率又感慨万千。
通润驱动原是通润机电集团的三大业务板块之一，后三大业务各自独立运营，通润装备已经上市，通润汽车计划上市，通润驱动因上市目标尚未明晰而暂无上市计划。
通润驱动主要研发生产电梯曳引机、电梯部件、驱动设备空气压缩机以及高端铸造件等产品，其客户主要是蒂森克虏伯等全球头部及国内电梯主机厂商。
过往的 20 年是房地产和基建项目快速扩张的 20 年，也是通润驱动快速崛起的 20 年，公司除了在湖南常德与中联重科联合建立工厂之外，在常熟亦建有四个厂区。目前，通润驱动的员工增长到 1100 余人，年销售额约 20 亿元。
实际上，从 2014 年开始通润驱动就遇到了挑战，电梯产品从“少品多量”的增量市场进入“多品少量”的存量市场，存量市场下的竞争不仅要争取更多的市场份额，还要在争取来的市场份额中获得真正的利润增长，难度不言而喻。
此前，通润驱动的大量工作依靠传统方式展开，仅靠传统分销网络关系，很难及时收集信息和提供支援，后端调动资源时，很多工作就会与后端的研发生产产生冲突。人员要么过于闲散，要么因突然爆发的工作忙得不可开交，响应速度和资源调配缺乏合理性。
“公司当时正处于高速成长期，我们下了非常大的决心做数字化转型，不断摸索，很多次做错了又从头再来，执著于转型，民营企业在这方面还是比较有骨气和韧性的。”许宏说。
为了应对挑战，通润驱动根据自身的特点，决定重点在销售端、研发端以及整个供给链的数字化制造三个方面进行数字化转型：
1. 销售环节数字化。实时洞察资源的度量、调度和配备，与电梯主机厂商、设备运维服务商协同起来，数字调节供需关系。
2. 研发环节数字化。通润驱动与通力、上汽通用等厂商联合研发铸件，快速对接需求。研发成果可即时反馈给生产和工艺，使其能够做相应的预制准备，避免造成制造实践和制造资源的损失，提高工艺成熟度，缩短客户从研发产品到量产过程中的准备时间。
3. 制造环节数字化。数字化的加持使合理安排后端制造资源成为可能，由于定制化产品居多，通润驱动的原材料可以做到相对零库存。一个产品当天可以走完整个生产线，订单下达五个工作日即可交货。
在公司软件系统方面，CIO 许总说，通润驱动最早上的是 ERP（企业资源计划），公司希望提高组织内外的协同性，从资源管理入手来了解自己的经营情况，以资源拉动订单。2000 年之后做 ERP 项目，公司先后反反复复实施四次，2010 年以后系统才逐步处于稳定状态。
2014 年以后，通润驱动的产品进入“多品少量”时代，为了高效处理这些订单，业务和流程的调整导致繁重的系统二次开发工作，IT 团队全员负荷再辅以外包团队，这样的状态持续了五年才走出来。
新奥能源动力科技（上海）有限公司（“新奥动力”）是新奥集团旗下微、小型燃气轮机的研制厂商，牛透社与该公司 战略与数字化 负责人胡昊就数字化转型话题深入交流。
燃气轮机被誉为装备制造业“皇冠上的明珠”，不仅是能源系统的心脏，也是飞机、舰船的核心动力设备，代表了全球装备制造领域的高端技术。截至 2021 年 2 月，新奥动力微燃机示范项目有 12 个已投产运营，17 个在建即将投产。
2020 年 10 月，新奥集团成立了新奥新智公司，公司致力于打造跨行业智能物联网平台，提高为客户创值的能力，践行“用产业智能提高能力，轻松创值、满意分享”的使命，实现“以物联促进智能，用智能升级产业，做智能生态运营商”的愿景。
新奥新智成立以来托管和赋能集团旗下所有行业公司，全面推进整个集团数字化转型，目标是打造跨行业平台，建立组织中台、行业中台、数智中台及智能互联网、新智云、平台技术等。
“此前，整个新奥集团的数字化水平参差不齐，新奥能源这位‘老大哥’作为上市公司其数字架构比较先进，其他的行业公司稍微落后，甚至还存在纸质办公的情况，传统系统还面临着数据孤岛问题，数据未打通，信息还没共享。”。
二、数字化转型，未来怎么打？
新奥动力的数字化转型规划与整个新奥集团保持一致。
该集团规划了“1+1+3”数字化发展矩阵：
前两个“1”分别是新奥新智和旗下上市公司新智认知。新智认知是新奥集团旗下数字产业核心企业，以上海为总部，面向智能警务、智能公服、智能城市等领域，帮助政企客户实现数字化转型升级。
“3”是能源互联网“泛能网”—数能科技，健康领域的“来康网”—来康集团，以及做公共数据服务的 — e 城 e 家。
未来，新奥集团就是通过“1+1+3”的模式，来沉淀中台能力，推动整个集团的数字化转型。
通润驱动的规划也同样雄心勃勃。目前，公司的销售额是约 20 亿元，定下了 2025 年实现 50 亿元的年销售目标。
为了达到该量化目标，通润驱动未来三年的业务战略发展方向主力都将在智能制造上面，发力数字孪生，加强业务对于变化调整的预分析能力，比如对于人员规模的变动、运营部署情况的分析等，提高作业能力。
三、数字化转型，最看重什么？
传统制造型企业通过人治的方式进行管理，对市场的预测充满不确定性，不可量化的环节太多。
通润驱动的管理者期待通过数字化转型，使各环节可量化、可预测、可计算和清晰透明。量化的过程就是信息化的过程，彼此之间要协同起来，就需要建立可以信赖的机制，相互之间在业务上面透明度更高。
以前遇到问题，往往是通润驱动部门内做出处理，现在，追求的不仅是处理与否的问题，最重要的是怎样让这类事情不再发生，减少客户的损失。此外，数字化使环节与环节之间实现了可预判性，整个供给链也实现了可预判。
在数字化转型中，新奥动力最看重的是为客户创值，这是终极目标，以客户为中心，来驱动整个企业的数字化转型。
“我们前端接触的客户特别广，但我们没法形成合力，而且有些能力没法复用，所以我们打造中台，希望能把这些能力抽取出来，沉淀在中台上，赋能给新奥动力所有的客户及生态伙伴，进行创值服务。”。
四、经验教训与转型反思
麦肯锡报告认为，组织文化不足是企业数字化转型取得成功的绊脚石之一。许宏对人和组织在数字化中转型中所起的作用深有感触。
通润驱动数字化转型取得成绩的同时，也充满了争议，至少内部对于转型本身有不同看法。
在许宏看来，技术对业务的支撑并没有形成可以快速逻辑化的组合调整，很多东西就是“头痛医头，脚痛医脚”，并没有从本质上分析问题的本因。如果在逻辑层面不断抽象，一旦需要调整的话，可以通过不同的逻辑组合应对客户不同内容的要求。
以前公司靠人海战术，响应会时时滞后，虽然去很多问题都能解决，但这种解决问题的方式并没有产生更有价值的收益或带来能力的增长。事后看来，IT 部门在全负荷运行情况下，反反复复的大量迭代工作，其实还是无效工作居多，久之，业务成员对 IT 团队没了信心。
关于数字化转型的困境，服务过外企又做过咨询管理的许宏有自己的反思。他发现，越是从一线城市下沉，有两个特点越明显：一是人员的认知能力不足，与外企相比，民营企业这方面更明显。二是企业组织科学化管理的成熟度偏低。许宏将民营企业陷入困境的本质总结这两点。
但并非找一个制造领域最好的系统就能够解决该问题，因为系统毕竟是工具，工具带来的是管理的方法可执行、可落地。典型的案例或更好的应用场景，都是用来帮助企业去参照和理解优秀的管理方式。
许宏表示：“工具是弹性的，可以凝结管理方法，前提是要用好它，需要自己有成熟的管理思维框架，并且建立可持续的管理梯队。因为企业发展的话，人也需要发展，梯队也需要发展，最终起到最大作用的，或能够感受到一线炮火的都是前沿的每一个人，并不是机器。”
如果团队缺少能力建设，未形成梯队组织，就会导致对变化和能力反馈的不敏感，信息系统和业务关系的多变就成了约束条件。
许宏认为，企业的管理人员应该理解企业经营的本质，并且在一个组织内大家应该有共同的理解，这样才能在共同制定的目标下达成共识，相互之间不产生质疑和困惑，能够果决地发挥自己的能力特长或角色的职能作用，然后在这个范畴内才能做到有创新思维的洞察和解决问题的能力思维框架。
“管理人员将过多时间放在事务性工作，但并非所有工作都能产生价值，相当于做了很多无效工作，加大了交易成本。”许宏说。
新奥集团十年前就开启了数字化的转型，做信息化建设。集团的数字化投入力度很大，也取得了一些成果，但是在业务复杂的变化过程中，还是很难应对。
“我们也是在研究和推行适合新奥自己的数字化转型道路，这是个比较独特的方法论。”胡昊说。
五、数字化对组织的影响
数字化对组织的影响可以细分为对组织管理的影响和对组织关系的影响。
许宏认为，数字化对传统组织管理的思维框架是一个变革，由于采用了数字化，管理者角色能够获得的信息量远远大于其它管理方法。
在数字化管理框架下，每个岗位能够获得的信息量更全面，通过数字化搜集的面，实时可达，准确度和智能性较高，管理决策岗位在业务上可做出更准确的决策。
“所获得的信息量、信息面有多大，做出决策的风险就有多小。风险最小，决策的结果是和你想要得到的结果是最接近的，这和投资有异曲同工之处。”许宏表示。
在数字化转型之后，新奥动力以客户为中心，所有的能力沉淀下来之后，组织也跟着变化，根据客户的创值需求来确定组织。
新奥动力打造生态组织亦有两三年，他们是按需聚合。要给客户创造什么价值，这个价值由谁来牵头，怎么组团队，最后创造的价值怎么分享，这一系列环节已经形成了一个闭环。
数字化对组织关系的影响也十分明显。数字化之后，一个组织的文化可以很明确、快速地形成共同的语言，共识和特点更容易明辨清楚。许宏称，这种情况下，企业的组织文化本身也就包含了数字化的基因。
六、如何激活数据的价值？
企业数字化的过程中会产生很多数据，这些数据会慢慢变成可运营的资产，那么该如何激活数据的价值呢？
胡昊表示：“数据就是企业的核心财富，整个新奥集团有很多训练数据和获取数据的场景，我们通过物联接入，无论是能源、生活还是智慧城市，都要先获取数据，再通过大数据分析或人工智能的 AI 模型方式激活这些数据，更好地为客户创值。”
目前，新奥集团在健康和能源方面已经做了大量的工作，数据方面也已经有所积累，比如能源方面，集团接入工业园区和用能客户，帮助他们进行调峰处理、节能降耗等，为客户节省运营成本；健康方面通过体检、病例和生活等数据，管理家庭健康，引导健康生活方式，帮助人们保持健康状态。
许宏认为，对于各业务而言，业务的数据化不仅是着眼于现状和未来，历史对现状和未来也都有很大的参考意义，历史数据应该妥善收集，进行相应的数据管理和治理。
许宏表示，企业不仅要重视单一业务场景的数据积累，更为重要的是，首先要打通各业务之间的数据，把业务之间的关系打通，打通的过程中相互之间会产生关联数据。
然后，再从组织数字化能力的角度去识别能力的构成要素，这些构成要素要明辨清楚，并且形成构成要素的业务组织模型，后面企业庞大的数据中，就可以从该模型的角度思考，这些模型可以服务特定的业务场景和业务对象组织。
他强调，治理好数据之后，最重要的是明确识别数据赋能的场景，数据存了不少，到底如何发挥这些数据的作用需要思考。
七、CIO 的挑战：角色终将消亡？
数字化时代，CIO 应该具备什么样的思维和创新能力呢？
胡昊认为，首先要做好客户认知，了解需求，同时结合公司的战略发展，围绕这如何为客户创值的思路去工作去创新，并且要与之俱进，持续学习数字技术，不断的去推进业务发展，甚至引领业务发展。
许宏将 CIO 这个角色看得很通透，看似悲观但又透出一丝淡然。
“虽然我们承接了信息技术和组织业务整合、融合的角色，我个人觉得 CIO 这个角色也是有生命周期的。随着人的不断迭代，未来很大一部分人就是数字原住民记忆的场景，所以，CIO 这个角色在那个时代可能就已经属于过渡期的产物，肯定也会有消亡的时间。”许宏向笔者分析道。
理论上讲，在数字化最如火如荼的现时代，CIO 们作为企业数字化的关键角色，受到的关注肯定是空前的。当数字原住民一代代崛起时，或许有那么一天，企业或组织的业务与信息技术之间不再需要这么一座桥梁，CIO 可能真的不需要存在了。难道这不正是数字化或数字化转型所想达成的愿景吗？
回到现实与当下，许宏还是给出了具体的建议：
作为传统的非数字原生产业，产业数字化的道路上，作为企业负责信息技术融合业务的 CIO，需要对自己组织的经营模式，甚至每个业务点的运营管理模式都要有非常深刻的学习和理解。
不管是人力资源、生产制造，还是财务，将这些数字化不同场景的内容，融合现在已经具备的各种数字化条件，使企业在这些方面具备数字化的能力。作为 CIO，可以从现有业务的数字化能力来构建洞察力，形成的数字化能力可以构成和增强企业的核心竞争力，将其作为战略目标。
采访结束时，两位受访人都说了几句或温情或让人深思的话。
胡昊：很庆幸自己处在这个数字时代，也感恩公司能带着我们搏击风雨不断地前行，希望尽微薄之力回馈公司，在万物互联的世界里助力公司业务腾飞。
许宏：上世纪 80 年代末，知名经济学家茅于轼教授指出中国是一个低效社会，今天这句话仍然可以准确反映中国的现状。工业互联网可以消除低效产生的根源，提供真实的需求、真实的供给，所有的东西都会回归到经济本身。
翻译：
In “Lost Manufacturing: The Defeat of Japanese Manufacturing,” the book has several chapters about Japan’s withdrawal from the DRAM (dynamic random access memory) market, the decline of Renesas Electronics, and the collapse of the Japanese television industry. Taka Yutaka, the author and director of the Precision Machining Research Institute of Japan, believes that the common cause of these tragedies is:
The company is encountering the flood of industrial transformation, falling into the predicament of product innovation, and finally leading to the downfall of the company.
All of these companies had the world’s largest market share, created world-class brands, and had the world’s most advanced technology, but they eventually lost their markets, withdrew from manufacturing, and even went bankrupt.
Everything is changing all the time. If you talk about “changing” and refuse to change, even the world’s giants will quickly decline. Therefore, Takashi Yuka calls for the urgent task of Japanese manufacturing industry to seize the opportunity of transformation, prepare for the rainy day and seek the opportunity of innovation.
“The manufacturing sector is the lifeblood of the national economy. We need to improve and strengthen the real economy.” Today, when the anti-monopoly stick is really being used against the giants of the real economy, people can appreciate the Chinese leader’s words even more deeply. The Chinese government has set the pace for the digital transformation of manufacturing.
On April 14, the website of the Ministry of Industry and Information Technology published the draft of the “14th Five-Year” intelligent Manufacturing Development Plan, which proposed the development goals of the Chinese manufacturing industry.
The development target of Chinese manufacturing industry:
By 2025, digitalization will be popularized in manufacturing enterprises above designated size, and key enterprises in key industries will initially realize intelligent transformation.
By 2035, all manufacturing enterprises above designated size will be digitalized, and key enterprises will basically realize smart transformation.
The digital transformation of manufacturing industry is not only in line with national strategy, but also an inevitable choice for enterprises to participate in market competition. Yet according to a McKinsey report, the average corporate digital transformation has only a 20% success rate.
Even at such high risks, companies of scale are willing to take a chance because “it’s either turn or sink”.
Cougar News interviewed CIOs and IT directors in the manufacturing field, trying to observe the enterprise digitalization practice under the national strategy and CIO’s role in it through some micro samples.
1. Two samples of digital transformation
One is the Tongrun drive, the other is the new Austrian power.
Xu Hong, the former CIO of Suzhou Tongrun Drive Equipment Co., LTD. (” Tongrun Drive “), summed up his experience of digital transformation in the past four years in Tongrun Drive to Niu Tuo News. He was calm, frank and full of emotions.
Tongrun Drive was originally one of the three business segments of Tongrun Mechanical and Electrical Group, but the latter three businesses operate independently. Tongrun Equipment has been listed, Tongrun Auto plans to be listed, and Tongrun Drive has no listing plan for the time being due to unclear listing objectives.
Tongrun Drive mainly develops and produces elevator tractors, elevator components, driving equipment air compressors, high-end casting parts and other products. Its customers are mainly ThyssenKrupp and other global leading elevator manufacturers and domestic main engine manufacturers.
The past 20 years witnessed the rapid expansion of real estate and infrastructure projects, as well as the rapid rise driven by Tongrun.
In addition to the factory jointly established by Zoomlion in Changde, Hunan Province, the company also built four factories in Changshu. At present, the number of employees driven by Tongrun has grown to more than 1,100, and the annual sales volume is about 2 billion yuan.
In fact, since 2014, Tonggrun drive has encountered challenges, elevator products from the incremental market of “fewer products and more quantity” into the stock market of “more products and less”, the competition under the stock market not only to fight for more market share, but also to gain real profit growth in the market share, the difficulty is self-evident.
Previously, a lot of work driven by Tongrun was carried out in the traditional way. It was difficult to collect information and provide support in time only with the traditional distribution network relationship. When the back-end mobilized resources, many work would conflict with the R&D and production of the back-end. People are either too idle or too busy with sudden bursts of work, and response speed and resource allocation are not rational.
“At that time, the company was in a period of rapid growth. We made a very strong determination to do digital transformation. We kept exploring, and many times we made mistakes and started all over again. Xu Hong said.
In order to cope with the challenges, Tongrun Drive, based on its own characteristics, has decided to focus on the digital transformation of the sales end, the research and development end and the digital manufacturing of the whole supply chain.
Three aspects of digital transformation:
1) Digitalization of sales link. Real-time insight into the measurement, scheduling and allocation of resources, with elevator host manufacturers, equipment operation and maintenance service providers, digital adjustment of supply and demand.
2) Digitization of research and development. Tongrun Drive, Kone, SAIC General Motors and other manufacturers jointly develop castings to meet demands quickly. The research and development results can be immediately fed back to the production and process, so that they can make corresponding prefabrication preparation, avoid the loss of manufacturing practices and manufacturing resources, improve the process maturity, and shorten the preparation time of customers from product development to mass production.
3) Digitalization of manufacturing links. The addition of digitalization makes it possible to rationally arrange back-end manufacturing resources. Because of the majority of customized products, the raw materials driven by Tongrun can achieve relatively zero inventory. A product can go through the entire production line on the same day, and the order can be delivered within five working days.
In terms of the company’s software system, CIO Xu told Niu Tuo News that ERP (Enterprise resource planning) was the first product of Tongrun Drive. The company hoped to improve the synergy inside and outside the organization, understand its own business situation from resource management, and use resources to drive orders. After 2000, the company carried out the ERP project repeatedly for four times. After 2010, the system was gradually in a stable state.
After 2014, the products of Tongrun entered an era of “more products and less products”. In order to deal with these orders efficiently, the adjustment of business and process led to heavy system secondary development work, and the full load of IT team was supplemented by the outsourcing team. This situation lasted for five years before coming out.
New Ao Power Technology (Shanghai) Co., LTD. (” New Ao Power “) is a manufacturer of micro and small gas turbines owned by New Ao Group.
Niu News had an in-depth exchange with Hu Hao, the head of strategy and digitalization of the company, on the topic of digital transformation.
Gas turbine is known as the “crown pearl” of the equipment manufacturing industry. It is not only the heart of the energy system, but also the core power equipment of aircraft and ships, representing the high-end technology in the field of global equipment manufacturing. By February 2021, 12 demonstration projects of ENN Austrian Power micro-gas turbine have been put into operation, and 17 are under construction and will soon be put into operation.
In October 2020, Xinao Xinzhi Company was established by Xinao Group. The company is committed to building a cross-industry intelligent Internet of Things platform, improving the ability to create value for customers, practicing the mission of “improving ability with industrial intelligence, easily creating value and sharing with satisfaction”, and realizing the vision of “promoting intelligence with Internet of Things, upgrading industry with intelligence, and becoming an intelligent ecological operator”.
Since its establishment, Xinao Xinzhi has managed and empowered all the companies in all industries of the group, and comprehensively promoted the digital transformation of the whole group. The goal is to build a cross-industry platform, establish an organization center, an industry center, a digital intelligence center, intelligent Internet, new intelligence cloud, platform technology, etc.
“Previously, the digitalization level of the whole EnN Group was uneven. As a listed company, the digital architecture of ENN Energy, the ‘big brother’, was relatively advanced, while other industry companies lagged behind. There were even paper offices, and the traditional system was faced with the problem of data island, data had not been connected and information had not been shared. Hu Hao told Niu News agency.
2. Digital transformation, how to fight in the future?
The digital transformation plan of ENN Power is consistent with the whole ENN Group.
The group plans the “1+1+3” digital development matrix:
The first two “1” are New Ao New Intelligence and its listed company New Intelligence Cognition. Xinzhi Cognition is the core enterprise of digital industry under Xinao Group. Headquartered in Shanghai, Xinzhi Cognition helps government and enterprise customers realize digital transformation and upgrading in intelligent police, intelligent public service, intelligent city and other fields.
“3” is the energy Internet “Panneng” – digital energy technology, the health field “Laikang network” – Laikang Group, and do public data services – e City e home.
In the future, ENN Group will use the mode of “1+1+3” to precipitate the capacity of middle Taiwan and promote the digital transformation of the whole group.
Tongrun-driven plans are equally ambitious. Currently, the company’s sales are about 2 billion yuan, and it has set an annual sales target of 5 billion yuan by 2025.
In order to achieve this quantitative goal, the business strategic development direction of Tongrun Drive in the next three years will mainly focus on intelligent manufacturing, make efforts on digital twin, strengthen the pre-analysis ability of the business for changes and adjustments, such as the change of personnel size, the analysis of operation deployment, and improve the operational ability.
3. What do you value most in digital transformation?
Traditional manufacturing enterprises manage by the way of the rule of man, the market forecast is full of uncertainty, and there are too many unquantifiable links.
Tungron-driven managers look forward to making all aspects quantifiable, predictable, calculable and clear through digital transformation. The process of quantification is the process of informatization. To cooperate with each other, it is necessary to establish a reliable mechanism and make each other more transparent in the business.
In the past, problems encountered were often dealt with within the department driven by Tongrun. Now, the pursuit is not only to deal with the problem or not, the most important is how to let such things do not happen again, reduce the loss of customers. In addition, digitization enables predictability between links, as well as predictability throughout the supply chain.
In the digital transformation, the most important thing for Xinao Power is to create value for customers, which is the ultimate goal. It takes customers as the center to drive the digital transformation of the whole enterprise.
“We contact a wide range of customers at the front end, but we can’t form a joint force, and some capabilities can’t be reused, so we build the middle platform, hoping to extract these capabilities, precipitation in the middle platform, enabling all the customers and ecological partners of Xinao Power, to create value services.” Hu Hao told Niu News agency.
4. Experience, lessons and transformation reflection
According to the McKinsey report, inadequate organizational culture is one of the stumbling blocks to the success of enterprises’ digital transformation. Xu Hong is deeply aware of the role that people and organizations play in digital transformation.
While Tongrun’s drive for digital transformation has been successful, it has also been fraught with controversy, at least internally, about the transformation itself.
In Xu Hong’s opinion, technology’s support for business has not formed a rapid logical combination adjustment, and many things are just a “remedy for pain”, without analyzing the root cause of the problem in essence. If you continue to abstract at the logical level, you can respond to different content requirements through different logical combinations if you need to adjust.
In the past, companies relied on the crowd approach, and response was often delayed. While many problems could be solved, this approach to problem solving did not yield more valuable benefits or lead to increased capabilities. In hindsight, when the IT department was running at full load, IT did a lot of iterative work over and over again. In fact, it was mostly ineffective work. Over time, business members lost confidence in the IT team.
As for the dilemma of digital transformation, Xu Hong, who has served foreign companies and done consulting management, has his own reflection. He found that the more you move down from first-tier cities, the more obvious two characteristics are: one is the lack of cognitive ability of personnel, which is more obvious in private enterprises compared with foreign enterprises. Second, the maturity of scientific management of enterprise organization is low. Xu Hong summarized these two points as the essence of private enterprise’s predicament.
However, it is not necessary to find the best system in the manufacturing field to solve this problem, because the system is a tool after all, and the tool brings the management method can be implemented and implemented.
Typical cases, or even better application scenarios, are used to help enterprises to reference and understand good management methods.
Xu Hong said, “Tools are flexible and can coagitate management methods. The premise is to use them well, you need to have a mature management thinking frame and build a sustainable management team. Because when companies grow, people also need to grow, echelons need to grow, and in the end, it’s everyone at the front who plays the biggest role or can feel the fire on the front line, not the machine.”
If the team lacks capacity building and echelon organization is not formed, it will lead to insensitivity to change and capability feedback, and the changeability of information system and business relationship will become a constraint.
Xu Hong believes that managers of enterprises should understand the nature of business operation and have a common understanding within an organization. Only in this way can they reach a consensus under the jointly formulated goals, avoid questions and confusion between each other, and play their own abilities and strengths or roles decisively. Only in this category can we achieve innovative insight and problem-solving ability thinking framework.
“Managers spend too much time on transactional work, not all of which produces value, which amounts to doing a lot of ineffective work and increasing transaction costs.” Xu Hong told the news agency.
Xinao Group started its digital transformation and information construction ten years ago. The Group has invested heavily in digitization and achieved some results. But it is still difficult to cope with the complex changes in the business.
“We are also studying and implementing our own digital transformation path, which is a relatively unique methodology.” Hu Hao said.
5. The impact of digitization on the organization
The impact of digitalization on organizations can be subdivided into the impact on organizational management and the impact on organizational relations.
Xu Hong believes that digitization is a change to the thinking frame of traditional organization management. Because of the adoption of digitization, the information that managers can obtain is far greater than other management methods.
Under the digital management framework, each post can obtain more comprehensive information, through the digital collection surface, real-time reachable, high accuracy and intelligence, management decision-making posts can make more accurate decisions in the business.
“The amount of information you have, the amount of information you have. The amount of risk you have in making a decision. The risk is minimal, and the outcome of the decision is closest to the outcome you want to get, which is similar to investing.” Xu Hong said.
After the digital transformation, Xinao Power is customer-centric. After all the capabilities have been deposited, the organization also changes. And the organization is determined according to the customer’s demand for value creation.
Enn Power has been building ecological organizations for two or three years, and they are aggregating on demand. What value should be created for customers, who should take the lead in this value. How to form a team, and how to share the value created at last have formed a closed loop.
The impact of digitization on organizational relations is also clear. After digitization, the culture of an organization can be clearly and quickly formed into a common language, and the consensus and characteristics are easier to identify. In this case, Xu said, the organizational culture itself contains the digital gene.
6. How to activate the value of data?
In the process of enterprise digitization, a lot of data will be generated. And these data will gradually become operational assets, so how to activate the value of data?
Hu Hao said: “Data is the core wealth of the enterprise, the whole ENN Group has a lot of training data and data acquisition scenarios, we through the connection of things, whether it is energy, life or smart city, to obtain the data first, and then through big data analysis or artificial intelligence AI model activation of the data, to better create value for customers.”
At present, Xinao Group has done a lot of work in health and energy, and has accumulated some data.
For example, in the aspect of energy, Xinao Group connects with industrial parks and energy users to help them with peak adjustment, energy saving and consumption reduction. So as to save operating costs for customers. Health through physical examination, medical records and life data, family health management, guide healthy lifestyle, help people to maintain a healthy state.
Xu Hong believes that for each business. The data of business not only focuses on the status quo and future. But also has great reference significance for the status quo and future. Historical data should be properly collected and corresponding data management and governance should be carried out.
Xu Hong said that enterprises should not only pay attention to the data accumulation of a single business scenario. But more importantly, the first thing is to open up the data among different businesses, to open up the relationship between businesses. And in the process of opening up, they will generate associated data.
Then, from the perspective of the organization’s digital capability, we can identify the components of the capability. These components should be clearly identified, and the business organization model of the components can be formed. Later, in the huge data of the enterprise, we can think from the perspective of the model. And these models can serve specific business scenarios and business object organization.
He stressed that after managing the data well. The most important thing is to clearly identify the scenario of data empowerment. There are a lot of data, and we need to think about how to play the role of these data.
7. The CIO Challenge: Will Roles Die?
Digital age, CIO should have what kind of thinking and innovation ability?
Hu Hao believes that first of all, we should do a good job in customer cognition and understanding of needs. At the same time, combined with the strategic development of the company. We should focus on the idea of how to create value for customers to work and innovate. And we should continue to learn digital technology, constantly promote business development, and even lead business development.
Xu Hong will CIO this role to see very transparent, seemingly pessimistic but also a hint of indifference.
“While we take on the role of integration and convergence of IT and organizational business. I personally feel that the CIO role has a life cycle. As people continue to iterate, a large part of the future will be the scene of digital native memory. So the role of CIO may have been a product of transition at that time, and will certainly have time to die.” Xu Hong to the author analysis way.
In theory, CIOs are getting more attention than ever as key players in the digitalization of the enterprise in this era. As digital Natives rise from generation to generation. There may come a time when a business or organization no longer needs such a bridge between its business and information technology. And the CIO may not really need to exist. Isn’t that the vision that digitization or digital transformation is trying to achieve?
Back to reality and the present, Xu Hong still gave specific advice:
As a traditional non-digital native industry, on the road of industrial digitalization. As a CIO responsible for information technology integration business. It is necessary to have a very deep learning and understanding of their own organization’s business model. And even the operation and management model of each business point.
Whether it is human resources, production and manufacturing, or finance, the contents of these different scenes of digitization are integrated with various digital conditions that have been available now. So that enterprises can have the ability of digitization in these aspects. As a CIO, insights can be built from the digital capabilities of existing businesses. Which can form and enhance the core competencies of the enterprise as a strategic goal.
At the end of the interview, both interviewees said something either tender or thought-provoking.
Hu Hao: I am glad that I live in this digital age. And I am also grateful that the company can lead us to keep moving forward in the face of wind and rain. I hope to do my best to give back to the company. And help the company’s business soar in the world of the Internet of everything.
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