5月龙湖数字官殷皓离职，出自猪八戒网的首席技术官叶萌入职。
近有龙湖数字官换人，也有碧桂园博智林机器人公司执行总裁张志远回归地产，远有万科孙嘉不再挂帅CFO，也不再主导万科的数字化变革。冲在数字化道路前面的龙湖、万科、碧桂园，其数字化进展一直受到密切关注。
不论是龙湖、万科还是碧桂园，都花费了大量资金在数字化系统的开发和应用上，也在内部的营销、财务、设计方面做出了很强的数字化改变。涉及到资金最直接的部门，数字化都是最为迅速的，工程、开发、招标等部门的数字化则相对缓慢。
作为一个在工程领域致力于数字化转型的工程人员，以目前对工程行业的了解，整个工程行业数字化之路仍然处于最早期，未见着曙光，仍在黎明前的黑暗中努力。
为何工程行业数字化之路如此缓慢？龙湖、万科、碧桂园都在这个行业很早同步开始数字化，财务、营销系统都已经能够实现数据实时化，可是工程版块各家开发的管理软件连最基本的施工进度实时化都达不到，开发的软件强力推广使用也效果不佳。是因为地产企业资金投入不够吗？还是因为开发的人员不够专业？
工程行业的数字化资金投入巨量，地产公司现有资金投入相对于整个行业的数字化之路来看确实很少。搞开发的工程师需要更加专业的人员参与进来，相对于高新的互联网大厂软件开发，工程行业的软件开发人员也较少，所以专业人员来源本身就是问题。
头部的地产公司在工程行业作出的数字化努力，也是摸着石头过河，这个过程中，开发的产品难免需要各个方向不断的尝试。作为一直冲在一线的工程管理人员，在使用软件和跟开发人员对接的过程中，发现地产公司软件开发思路还是有较多问题。
1、开发的软件普遍是没有抓住重点，存在哪个部门强势或者觉着重要了，就根据相应部门的需要来开发单点的功能。
比如龙湖的龙建app，第三方评估在工程管理中是特别重要的管控手段，龙建APP里专门应对第三方评估开发了数据录入。可是一个项目的进度仍无法实现实时更新，里面的所有进度计划均需甲方管理人员线下输入，这就导致项目的里程碑计划节点与项目的实际施工节点是有可控空间，过程管控无法做到精细，因此节点出了问题也是事后诸葛，很难产生预控。
2、管理人员都贪大求全，一个软件里面塞满了材料、进度、质量、安全、成本、第三方评估数据采集等。
开发这么多版块有什么用？多而不精视为无用，大部分都是为了应付检查而上传数据。为什么这不是管理人员不作为的原因？因为软件确实太难用了，不论是从繁杂的操作步骤（为了上传一个数据至少8步），还是巨量的数据录入，安排一个专员整天负责录入和复核都无法完成。
3、管控软件无法下沉至一线，也就是软件始终是管理层在为了使用而使用，甲方、监理、总包作为数据输入的主力，现场一线的操作人员被隔离开。甚至有的软件总包、监理大部分时候都是被隔离开的，只有甲方自顾自的在录入数据。
上面说的问题不是单个软件或者人的问题，这些问题是在工程数字化过程中必然经历的过程。可是如果我们明明知道道路有些偏了，仍不改正，那就有些执迷不悟，是时候应该转换思路进行了。
地产行业带动的企业太多，涉及到复杂的材料供应商、工程承包商、劳务公司等，地产开发人员把地产内部的数字化搞定尚且困难，更要求其把合作的施工方、材料商、劳务公司全进行数字化管理，这简直就是在要求吃螃蟹的去养螃蟹。因此抱着传统开发企业套路，从地产开发到建筑施工、材料供应等产业链一条龙控制的套路去做数字化开发的都是耍流氓。
地产公司做好自己是老大、是平台的角色，工程建设领域的数字化问题还是应该交给整个行业当中的每个细分企业去执行落实。
地产行业大部分时候招标都是唯低价中标，每个工程行业的公司在公开投标低价中标的同时，也做好了损失部分质量的准备。可是行业竞争太激烈，都要恰饭，不接工程就是死，接上工程还可以继续转起来。看起来让工程行业的分供方自己去研发数字化系统，又是痴人说梦，利润已经只够活了，谁还愿意花钱去做那效益不明显的事情。
虽然我不了解制造业，但是工程行业现在经历的很有可能就是10多年前制造业已经经历和正在经历的。都说手机很难再进入并且分一杯羹，可是小米、华为通过对行业供应链的打造，花费巨资打造自己的手机系统，几年时间在一片红海的手机行业杀出了一条血路。小米更是为了进军整个互联网家居，大量投资供应链上的工厂，既配给资金，又提供技术，把传统的制造业纳入数字化管理系统，在家居供应链上改造了一个又一个的传统工厂。
地产行业现在面临同样的情况，头部地产公司已经花费大量的人力物力去开发数字化软件，工程行业的数字化仍然举步维艰。搞地产开发的有大局观，但是不适合去下场具体指挥分供方如何数字化，分供方的数字化还是要交给分供方自己。工程行业又是一个分门别类太多的行业，因此工程数字化之路注定是漫长的，谁妄想通过短期大笔资金投入来实现数字化都是不现实的。这就跟互联网公司谷歌开发的安卓一样，谷歌提供了平台，里面上亿的APP需要每个开发者自己根据需求研发上线。
头部的地产企业应该放弃自己研发全产业链数字化系统的思路，而应寻找愿意跟随地产公司进行数字化尝试的分供方，给资源、给钱与每个细分行业的分供方进行合作。这里我复述一个刘润老师讲过的故事。
刘润老师讲他1999年刚加入微软的时候，员工对食堂的口味厌倦了，希望改变。但是，供应商动力不大。怎么办？
开会？一起分析菜品口味？向隔壁IBM学习优秀经验？没用。因为这些最终都将提升供应商的成本。他们不会愿意。
那怎么办？
改变模型、微软行政部出台规定：
1、选2家供应商，一家提供午饭，另一家提供晚饭；
2、每3个月做员工调查，是喜欢午饭还是晚饭；
3、如果喜欢晚饭的多，午饭、晚饭的供应商交换；
4、如果连续6个月，午餐都胜出的话，更换晚餐供应商。
因为午餐的消费量，远远大于晚餐，两家供应商都想做午餐。然后，为了不被淘汰，甚至最好一直做更赚钱的午餐，供应商们变着花样提供好吃的、好喝的。
地产企业改变合作模型：
1、将愿意进行数字化投入并分享数据纳入地产企业管理的供应商直接议标合作；
2、每个专业供应商选择2-3家进行合作，开发的数字化软件钱少、实用、效率高的进行打分排名，评分高的优先议标更多的项目合作；
3、入股供应商数字化系统，既作为分供方又作为合伙人；
地产公司数字化团队与分供方的数字化团队整合到一起沟通交流，真正做实工程行业的数字化，将行业数字化下沉至最前沿。
翻译：
Yin Hao, Longfor’s chief digital officer, left in May and Ye Meng, chief technology officer of Zhubajie, took over.
Recently, there has been a change in the official position of Longfor Digital Company, Zhang Zhiyuan, the CEO of Country Garden Prizhilin Robotics company, has returned to real estate, and Sun Jia of Vanke no longer holds the post of CFO and no longer leads the digital transformation of Vanke. Longfor, Vanke and Country Laurel Garden, which are in front of the digital road, have been closely watched for their digital progress.
Longfor, Vanke and Country Garden have all spent a lot of money on the development and application of digital systems, and have also made strong digital changes in internal marketing, finance and design. Related to the most direct capital departments, digitalization is the most rapid, engineering, development, bidding and other departments digitalization is relatively slow.
As an engineer committed to digital transformation in the field of engineering, based on the current understanding of the engineering industry, the whole road of digital engineering industry is still in the earliest stage, has not seen the dawn, and is still working hard in the dark before the dawn.
Why is digital engineering so slow?
Longfor, Vanke and Country Garden all started digitization early in this industry, and their financial and marketing systems have been able to realize real-time data. However, the management software developed by each company in the engineering section cannot even achieve the most basic real-time construction progress, and the strong promotion and use of the software is not effective. Is it because real estate enterprises have insufficient capital investment? Or is it because the developers are not professional enough?
The digital capital investment of the engineering industry is huge, and the existing capital investment of real estate companies is very small compared with the digital road of the whole industry. Development engineers need more professional personnel to participate in the development. Compared with the software development of big Internet companies, the engineering industry has fewer software developers, so the source of professional personnel itself is the problem.
The digital efforts made by the leading real estate companies in the engineering industry are also about crossing the river by feeling the stones. In this process, the products developed inevitably need constant attempts in all directions. As an engineering manager who has been rushing to the front line, I found many problems in the software development ideas of real estate companies in the process of using software and docking with developers.
Real estate company software development thinking problems
1. Software development generally fails to grasp the key points
Software development generally fails to grasp the key points. If any department is strong or feels important, a single point of function is developed according to the needs of the corresponding department.
For example, in Longjian app of Longfor, third-party evaluation is a particularly important management and control method in project management. Data entry is specially developed for third-party evaluation in Longjian APP. However, the progress of a project still cannot be updated in real time, and all the progress plans in it need to be input offline by Party A’s management personnel. As a result, there is controllable space between the milestone planning node of the project and the actual construction node of the project, and the process management and control cannot be refined. Therefore, the problems of the node are only after the fact, and it is difficult to generate pre-control.
2. Managers are all ambitious
2. Managers are all ambitious. A software is filled with materials, progress, quality, safety, cost, third-party evaluation data collection, etc.
What’s the use of developing so many sections? More than enough is useless, and most upload data for inspection. Why isn’t that a reason for management inaction? Because the software is so difficult to use, from the complexity of the process (at least eight steps in order to upload a single piece of data) to the sheer volume of data entry, it is impossible to assign a specialist to be responsible for entry and review all day.
3. The management and control software cannot be lowered to the front line
3. The management and control software cannot be lowered to the front line, that is, the software is always used by the management for the purpose of use. Party A, the supervisor and the general contractor are the main force for data input, and the operators at the front line of the site are isolated. Some software contractors and supervisors are even separated most of the time, and only Party A takes care of data entry.
The above mentioned problems are not individual software or human problems, these problems are inevitable in the process of engineering digitization.
But if we clearly know that the path is a little off, but still do not correct. Then a little stubborn, it is time to change the way of thinking.
There are too many enterprises driven by the real estate industry, involving complex material suppliers, engineering contractors, labor companies and so on. It is difficult for real estate developers to solve the internal digital problems of the real estate. And it requires them to carry out digital management of all the construction parties, material suppliers and labor companies in cooperation. Which is simply asking for crabs to raise crabs. Therefore, holding the traditional development enterprise routine, from real estate development to construction. Material supply and other industrial chain one-stop control routine to do digital development is rogue.
Real estate companies should play the role of being the boss and the platform. The digitalization problem in the field of engineering construction should be handed over to each subdivision enterprise in the whole industry to implement.
Most of the time in the real estate industry, the only way to win the tender is at a low price.
Every company in the engineering industry is prepared to lose some quality while winning the tender at a low price. But the industry competition is too fierce, to just rice, do not pick up the project is dead, pick up the project can continue to turn up. It seems that the sub-suppliers of the engineering industry to develop their own digital systems are a fool’s dream. The profit is only enough to live on. And who wants to spend money on things that are not obvious benefits.
I don’t know anything about manufacturing. But what the engineering industry is going through is probably what the manufacturing industry was going through and is going through more than 10 years ago. It is said that mobile phones are difficult to enter and share a share of the market. But Xiaomi, Huawei through the construction of the industry supply chain. Spend a lot of money to build their own mobile phone system, several years in a red sea of mobile phone industry to fight a bloody way. In order to enter the whole Internet home, Xiaomi invests a large number of factories in the supply chain, allocates funds and provides technology, integrates the traditional manufacturing industry into the digital management system, and transforms one traditional factory after another in the home supply chain.
Real estate industry is now facing the same situation, the head real estate companies have spent a lot of manpower and material resources to develop digital software, the digital engineering industry is still difficult.
Those who engage in real estate development have a big picture. But they are not suitable to direct the subsupplier to digitalization. The digitalization of the subsupplier should be handed over to the subsupplier itself. Engineering industry is also an industry with too many categories. So the road of engineering digitization is doomed to be long. And it is unrealistic for anyone to dream of realizing digitization through short-term large capital investment. This is similar to Android developed by Google, the Internet company. Which provides a platform for the hundreds of millions of apps that each developer needs to create and launch on their own.
The leading real estate enterprises should give up the idea of researching and developing the digital system of the whole industrial chain by themselves. But should look for sub-suppliers willing to follow the real estate companies to carry out digital attempts. And provide resources and money to cooperate with sub-suppliers of each industry segment. Here I retell a story told by Mr. Liu Run.
Mr. Liu said that when he joined Microsoft in 1999, employees were tired of the cafeteria’s taste and wanted to change. But suppliers have little incentive. What to do?
A meeting? Analyzing the flavor of the dishes together? Learn from IBM next door? No use. These will ultimately raise suppliers’ costs. They won’t want to.
So what? Change the model, Microsoft Administration Department issued a regulation:
1. Choose 2 suppliers, one for lunch and the other for dinner;
2, every three months to do a survey of employees, like lunch or dinner;
3, if you like dinner, lunch, dinner supplier exchange;
4. Change dinner suppliers if lunch wins for six months.
Because lunch is consumed much more than dinner, both vendors want to do lunch. Then, in order not to be left out, and even better to keep making more profitable lunches, vendors vary their offerings to taste good and drink good.
Real estate enterprises to change the cooperation model:
1. Direct bid negotiation cooperation with suppliers who are willing to make digital investment and share data into the management of real estate enterprises;
2. Each professional supplier shall select 2-3 companies for cooperation. And the digital software developed will be rated and ranked for its low cost, practical and high efficiency. Those with high scores will have more priority to negotiate bids for cooperation projects;
3. Participate in supplier digital system, both as a sub-supplier and as a partner;
The digital team of the real estate company and the digital team of the sub-supplier are integrated to communicate with each other. So as to truly implement the digitalization of the engineering industry and sink the digitalization of the industry to the forefront.
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