在最近的CIO Leadership Live会议上，家用电器巨头惠而浦的高级副总裁兼首席信息官Danielle Brown详细介绍了协作团队和数据管理如何成为产品领导力和整个客户旅程不可或缺的一部分。
作为家喻户晓的家居用品品牌，年销售额达22亿美元，惠而浦在全球拥有54个制造和技术研究中心，其产品组合包括几个熟悉的品牌，包括KitchenAid，Maytag，Amana，Yummly等。该公司在全球也拥有69,000名员工，该公司的高级副总裁兼首席信息官Danielle Brown对如何最好地领导公司的数字化转型战略有着独特的见解。
Brown 于 2020 年 <> 月加入公司，领导其全球信息系统，他明白交叉协作和有效利用数据来创建新产品和服务不仅对未来的成功至关重要，而且说明了特权地位的责任，即在谈判桌上倾斜，这意味着要有发言权并了解技术的发展方向。
“我们的愿景是成为最好的厨房和洗衣公司，不断追求改善家庭生活，这在过去几年中变得更加明显和重要，”她说。“数据显示，人们继续更持续地使用我们的产品。我们还看到人们在家里研究、浏览和购买更多在线。所有这些都是变革性的。 数字化转型网（www.szhzxw.cn）
当然，端到端的消费者旅程一直是惠而浦正在进行的工作，这项工作在布朗到来之前就开始了。“但是，在我们的领导团队中，”她说，“关于IT我经常说的一件事是，我们对公司有独特的看法。我们可以看到所有不同的过程。因此，有了这个独特的有利位置，我们的部分作用就是连接其中的一些点。这就是我们有机会将其作为一个完整的旅程来谈论并了解消费者拥有什么的地方。我们必须考虑这项技术以及它作为一个IT组织是如何分层的。这是我们带来的价值的一部分。因此，随着我的加入，这些是 IT 组织作为领导团队所关注的一些事情。
Brown 最近与 CIO Leadership Live 主持人 Maryfran Johnson 讨论了通过传感器数据提升产品功能、加速数字孪生战略、重塑供应链动态等。以下是该对话的一些编辑摘录。
关于企业数据战略： 我是一个自我承认的数据极客。利用内部数据时，需要围绕该数据进行治理。两者极其重要。我们的首要任务是提供产品创新，并拥有以数据为根本的数字孪生或数字线程。这是与我们的产品组织战略合作的，以及如何简化数据并确保数据以数字方式贯穿始终，或者是否嵌入到我们的记录系统中。围绕产品数据的正确治理也必须到位，以便可以在整个产品生命周期中使用。这就是数据治理对我们组织至关重要的原因，而分析是释放价值的一种方式。 数字化转型网（www.szhzxw.cn）
关于四个战略重点：一个是提供产品领导力，其中包括在整个产品生命周期中支持数字孪生和数字线程等内容的数据和技术。这就是 IT 组织真正帮助实现产品领先地位的地方。第二是利用物联网和人工智能来支持我们可以为消费者提供的新数字服务和新的数字产品。第三是利用该技术从购买前到购买后与客户互动，从而赢得数字消费者旅程。我们的第四个战略重点是重塑价值链，提高知名度。这是我们的 IT 组织能够与我们的业务合作伙伴并肩工作以推进这一目标的另一种方式。因此，从头到尾，我们的战略重点经受住了时间的考验。
关于重新招聘人才：今天的员工比过去有更多的选择。作为一家公司，我们必须确保推广我们的价值主张。俗话说：“人们会离开老板，但不一定会离开公司。他们想从老板那里得到的是一个关心他们事业的人。首先是员工的角色，但他们与老板或主管合作，因为他们的看法有限。因此，我们有一个名为职业指南针的工具，它分享员工的经验，并帮助员工知道经理关心他们的职业生涯。当你在一个组织中有不同的领导者或新的领导者时，你不希望你的经历被遗忘。因此，我们从这个人迄今为止的职业生涯开始，然后探索你想在职业生涯中去哪里，但不是在传统的阶梯上。我听说它被称为格子。有许多不同的路线可供选择。这不一定与工作或晋升有关;这是关于某人希望在职业生涯中拥有的经验，因为如果您想成为全球 CIO 或企业架构师，则需要这些经验。这样的事情真的很重要，可以让公司留住人才。
关于创新生态系统：你必须考虑什么技术是真正成熟的，而不是更具投机性的技术。人工智能和机器学习在今天已经成熟。你还有自然语言处理，通过RPA和类似性质的东西来做技术。因此，我们正在业务和市场中利用这些东西。但你也拥有更具投机性的技术，比如元界和区块链以及类似性质的东西。对于像这样的新兴技术，我们将在内部进行试验，并考虑它们如何应用于我们的业务，以及它如何创造新的或不同的机会。但事情必须为最终消费者增加价值。它不能只是为了技术而技术。 数字化转型网（www.szhzxw.cn）
翻译：
At the recent CIO Leadership Live conference, Danielle Brown, senior vice president and CIO of home appliance giant Whirlpool, detailed how collaborative teams and data management are an integral part of product leadership and the entire customer journey.
As a household name household goods brand with annual sales of $2.2 billion, Whirlpool has 54 manufacturing and technology research centers around the world.
And its product portfolio includes several familiar brands, including KitchenAid, Maytag, Amana, Yummly, and others. The company also employs 69,000 people worldwide, and the company’s senior vice president and CIO, Danielle Brown, has a unique perspective on how best to lead the company’s digital transformation strategy.
Brown, who joined the company in October 2020 to lead its global information systems, understands that cross-collaboration and the effective use of data to create new products and services is not only critical to future success, but speaks to the responsibility of a privileged position, a tilt at the table, which means having a voice and understanding where technology is going.
“Our vision is to be the best kitchen and laundry company, constantly striving to improve family life, which has become even more evident and important over the past few years,” she said. “The data shows that people continue to use our products more consistently. We also see people at home researching, browsing and buying more online. All of this is transformative.
Of course, the end-to-end consumer journey has always been a work in progress at Whirlpool, and one that began before Brown’s arrival. “But, in our leadership team,” she says, “one of the things I always say about IT is that we have a unique view of the company. We can see all the different processes. So with this unique vantage point, part of our role is to connect some of those dots.
That’s where we have the opportunity to talk about it as a complete journey and understand what the consumer has. We have to think about the technology and how IT is layered as an IT organization. That’s part of the value we bring. So, with me coming on board, these are some of the things that the IT organization is focused on as a leadership team. 数字
Brown recently sat down with CIO Leadership Live host Maryfran Johnson to discuss enhancing product functionality with sensor data.
Accelerating digital twin strategies, reshaping supply chain dynamics, and more. Here are some edited excerpts from the conversation.
On enterprise data strategy: I’m a self-confessed data geek. When you leverage internal data, you need to be governed around that data. Both are extremely important. Our priority is to deliver product innovation and to have digital twins or digital threads that are data based. This is in partnership with our product organization strategy.
And how to simplify the data and make sure that the data is digitally across the board, or whether it’s embedded in our system of record. The right governance around product data must also be in place so that it can be used throughout the product lifecycle. That’s why data governance is critical to our organization, and analytics is a way to unlock value. 数字化转型网（www.szhzxw.cn）
About the four strategic priorities: One is to provide product leadership, which includes the data and technology to support things like digital twins and digital threads throughout the product lifecycle. This is where the IT organization really helps achieve product leadership. The second is leveraging iot and artificial intelligence to support new digital services and new digital products that we can offer to consumers. The third is to use the technology to engage with customers from pre-purchase to post-purchase to win the digital consumer journey.
Our fourth strategic focus is to reshape the value chain and increase visibility. This is another way our IT organization can work side by side with our business partners to advance this goal. So, from start to finish, our strategic priorities have stood the test of time.
On re-hiring talent: Today’s employees have more options than in the past.
As a company, we have to make sure we promote our value proposition. As the saying goes, “People leave their bosses, but not necessarily their companies.” What they want from their boss is someone who cares about their career. The first is the role of the employee, but they work with the boss or supervisor because their perspective is limited. So we have a tool called the Career Compass, which shares employee experiences and helps employees know that managers care about their careers.
When you have different leaders or new leaders in an organization, you don’t want your experience to be forgotten. So we start with the person’s career to date and then explore where you want to go in your career, but not on the traditional ladder. I heard it’s called lattice. There are many different routes to choose from. It’s not necessarily about the job or the promotion; It’s about the experience someone wants to have in their career, because you need that experience if you want to be a global CIO or enterprise architect. Things like this are really important for companies to retain talent. 数字
On the innovation ecosystem: You have to think about what technologies are really mature, as opposed to more speculative technologies.
Artificial intelligence and machine learning have come of age today. You also have natural language processing, techniques that are done through RPA and things of that nature. So we’re leveraging these things in our business and in our markets. But you also have technologies that are more speculative, like metagames and blockchains and things of that nature. For emerging technologies like this, we will experiment internally and consider how they can be applied to our business and how it can create new or different opportunities. But things have to add value to the end consumer. It can’t just be technology for technology’s sake.
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