前一段头哥组织了一次直播，我和付老师参加，主题是聊聊数字化转型。剪辑了一些片段，有兴趣的朋友可以看看。视频在最下方。
头哥侃码
付总也很可爱，最后表示“你要实在掰不清楚，你就别掰了”。
右军
感谢王友强兄弟录制了9分钟左右的片段，不然几个G处理还真没有时间去搞。
文字版：
我是从我的视角做一些补充，付老师上次直播其实也聊过，包括线下的时候，他从国家有关政策方面，确定数字化这个提法，可以讲是国内的一个比较正统的一个概念，其实业界呢，也有一些众说纷纭，我以几个观点补充。
第一个，好像是Gartner还是哪个咨询机构，他给了一个定义，他说数字化转型是建立在数字化转换，数字化升级的基础，进一步触及公司的核心业务，新建一种商业模式为目标的高层次的这个转型。
有点绕啊，然后这个这个东西怎么理解啊？
我有几个观点。第一个观点呢就是数字化跟信息化有什么区别啊？我认为信息化是数字化的基础，或者说必然阶段，我们先把那个信息（information）简单一点，就是有PC以来，我们不就是把我们日常的业务本身搬到了这个信息系统里边嘛。有网络，就实现了信息系统的互联互通。
比如说在古代没有发明计算机，他有那个账户在的，其实他也有收支，有借贷，对吧？有借贷。其实我今天是在数据库里面做这个借贷，那差别在啥呢？它不能很好支持查询呢，它的统计要人肉，对不对？要加算盘。那我这个很方便了，就发生了一个革命。
我其实是把我的业务过程，业务的这些要素，用信息的方式存在起来，可以认为它是一个信息化的过程。然后，在这里面数字化他是个进阶。
付老师提到一点我蛮认同的，就是数据这个要素有没有发挥更大的作用。你把数据存下来，有可能数据是一种负担。比如说我存了多少那个T的数据，我没去规整它，没去规范它，甚至没很好的去进行那个企业级架构。然后我这些数据消费的时候，准不准，口径的问题，各个部门去汇报，说出来都是扯皮，浪费了很多精力。数据如果不准，不能及时产出，首先他就不可信，他不可信，又如何能去支持经营决策呢？就支持不了。
所以，把信息化的底子打好，用正向的这个从企业架构到软件应用架构这一层一层去把它建设好，数据才能发挥更大作用。所以我把数字化是定义为，在信息化做到一定水准的基础上，进一步挖掘数据的价值的一个阶段。数字化服务三个目的。其中能完成一个，我认为它就是一个层次的达成。分别是：提升效能，降低成本和产生新的商业模式，或者叫做第二曲线也好，新的赛道也好，我是这样的来区分一下这个信息化到数字化。
然后再聊一点，数字化转型。
转型本来是一个动词啊，比较有意思。之前某某银行发个通告，某行完成了数字化转型，收获大概有，一是我的那个研发效能提升吧。我之前那个是一个月发布一次，我现在每周都在发布。我的那个App的日活又增加了，我的业务接入的丰富度又增加了。我就跟业界的一些朋友在聊，这这意味着他转型成功了吗？那这个转型成功有没有标准啊？后来我把这事儿想明白了，转型成功是自己定义的啊。转型成功没有标准。
最近这个研究微软又是一波潮流。其实几年前就有一本书，他们的第三任CEO是一个印度人嘛，他写了一本《刷新》。其实他在微软内部，他的说法是，我们就问你刷新完了没，他说还在进行中，他把刷新定义为无限迭代。
（头哥：这个词牛，无限迭代。我学到了。）
如果刷新结束了，就好像我就该走下坡路了，对不对？我永远在，所以他自己进行了三个维度的刷新。
第一个是使命愿景，比如比尔·盖茨提出，“计算机进入家庭, 放在每一张桌子上,使用微软的软件”。这很牛逼，但是也做到了。后来，他们一度失去了梦想，因为都完成了。我下面再往哪奔呢？他（微软第三任CEO萨提亚·纳德拉）现在改为：任何个人，任何组织，都要进行赋能，让他不凡。包括工业组织，包括公司，包括个人。你看他把toB、toG都加进来了，以前的使命愿景，感觉家庭就是一个to c的东西，对吧？
然后第二个呢，是之前是封闭式的windows加office套装软件，然后绝对看不起开源的对吧？我弄这个收费，那些人想免费享财富。现在呢，是云为先，移动为先。。只要你跑在微软的云，下面用linux也行啊，为啥他要这样做呢？是因为钱赚不完，他赚其中一一段就行了。他其实是可以跟很多的企业从竞争对手变成部分的合作。
然后第三个就是他文化的刷新。之前不是有一个大企业的那个图，说那个Oracle是那个法务部人很多，然后那个微软是相互之间是拿枪指着对方。因为他们是一群很优秀的人，但是是提倡内部竞争，也提倡这个汰换排名。
他现在把他改革了，之前他们有一个报道是绩效进行了改革，他的评价很有意思。第一，不只是说你做了多大贡献，而是去评价你用了兄弟团队多少东西，帮你达成你的业务目标，用的越来越差。
他们就横向评价，你跟所有人关系都搞得很好，但除了喝酒吃饭以外，是人家对觉得你对他有帮助，你帮他的这个东西进行了拉动。
你可能就是好绩效，就不只是你上级对你的评分。哎，很有意思的视角。他最后发现微软这群很聪明的人能拧成一股绳，之前就是我都很牛逼，那我就看不起其他牛逼的人，我觉得他们是傻逼，结果让这个很优秀的微软一度迷失了。在第二任CEO股价都跌成这样了，现在又上来了，所以很有意思。
ps：据公开消息，微软新的绩效体系目的是打造所有员工通力合作的“一个微软”（One Microsoft）。
操作上，以“影响力”为原则，围绕三个维度展开：你是否整合、利用了前人的工作成果？你是否为他人做出了贡献？你自己的贡献是什么？ 新的绩效系统取消了评分，关注点不再是绩效排名，而是帮助员工成长——频繁的有关员工学习、发展和创造价值的指导性对话，而不是之前每年一次或两次固定频率的上下沟通。这样，上级就能够根据工作进度更及时地提供反馈，帮助下属进行反思，促进其进步。
我这里面是想呼吁一下呢，就是有一些顾问也好，卖软件的厂商也好，咨询机构也好，喜欢去忽悠。平台不够用了，中台不够用了，跟人家说大数据、AI、区块链，然后你们数据化转型把这些都用上，看起来很牛逼的样子。其实就外面宣传的财务这个领域而言，智能化也只是部分场景，大部分公司数字化程度还没有足够高，遑论智能财务时代？
还是回到一个类似于第一性原理的追问吧。就是你这家企业，你要解决你的什么问题，问题是否得到解决。解决好了，牛逼。没解决好，都是扯淡。
因为你的中台也好，你请人来跟你做那个数字化咨询，然后你再往那个方向转，都是药方，对吧？你要看疗效的。
所以阿里研究院副院长安筱鹏，他之前在一次公开演讲表达过一个观点，我比较认同。他说，一家企业一条产线到底是否智能，不在于它有多少智能设备，有没有使用AI，有没有采用大数据分析都不重要，最重要的是一家企业，一条产线，它对外部变化，能不能做出实时的响应。
翻译：
In the previous paragraph, my elder brother organized a live broadcast, in which Teacher Fu and I participated. The theme was to talk about digital transformation. Some clips have been edited for interested friends to see. The video is at the bottom.
The head of the kan code
Fu is also very cute, finally said “if you really don’t know, you should stop”.
Right army
Thank you Wang Youqiang brothers recorded about 9 minutes of the segment, or a few G processing really do not have time to do.
Text version:
I make some additions from my perspective. Teacher Fu also talked about the last live broadcast, including the offline time, he determined the concept of digitalization from the relevant national policies, which can be said to be a relatively orthodox concept in China. In fact, there are some opinions in the industry, I will add a few points of view.
The first one, I think it was Gartner or something, he gave a definition. He said digital transformation is a high-level transformation based on digital transformation, digital upgrading, further touching the core business of the company, creating a new business model as the goal.
It’s a little convoluted, and then how do you understand this thing?
I have several points. The first idea is what’s the difference between digitization and informatization? In my opinion, informatization is the foundation or inevitable stage of digitization. Let’s simplify the information first. Since the advent of PC, we have moved our daily business itself into this information system. With the network, the interconnection of information systems is realized.
Let’s say in the ancient world there was no computer, he had that account, he actually had payments, he had loans, right? There are loans. I’m actually doing this loan in the database today, so what’s the difference? It doesn’t support queries very well, it’s statistical meat, right? Add an abacus. Well, that’s convenient for me. There’s a revolution.
I actually put my business process, these elements of the business, in the form of information, which can be regarded as an informational process. And then, digitizing it is a step up in this.
Teacher Fu mentioned something I quite agree with, is whether the data this factor plays a greater role. You save data, and it can be a burden. For example, how much data do I store for that T, I don’t organize it, I don’t standardize it, I don’t even do a good job of doing that enterprise architecture. Then, when I consume these data, the accuracy and caliber of the problem, each department to report, say out is a nonsense, waste a lot of energy. If the data is inaccurate and cannot be produced in time, first of all, it cannot be trusted. How can it support business decisions if it cannot be trusted? I can’t support it.
Therefore, to lay a good foundation for information technology and build it well with the positive approach from enterprise architecture to software application architecture layer by layer, data can play a greater role.
Therefore, I define digitization as a stage of further mining the value of data on the basis of achieving a certain level of informatization. Digitization serves three purposes. To be able to accomplish one, I think it’s a level of achievement. They are: improving performance, reducing costs and creating new business models, or second curve, or new track, and I’m distinguishing between this information and digital.
And then a little bit about digital transformation.
Transformation is a verb. It’s funny. Before a certain bank issued a notice, a bank completed the digital transformation, the harvest is probably, one is my research and development efficiency improvement. I used to post once a month, but now I post every week. The daily activity of my App has increased, and the richness of my service access has increased. I was just talking to some of my friends in the industry, does this mean he made the transition? Is there a standard for the success of this transformation? Then I figured it out. Success in transition is self-defining. There is no standard for transformation success.
This is the latest in a wave of research on Microsoft. Actually there was a book a few years ago, their third CEO was an Indian, he wrote Refresh. He was actually inside Microsoft, and he said, we asked you if you were done with the refresh, and he said it was ongoing, and he defined refresh as infinite iteration.
(First Brother: This word cow, infinite iteration. I learned.)
If refresh ends, it’s like I’m going downhill, right? I’m always there, so he did a three-dimensional refresh himself.
The first is a mission vision, such as Bill Gates’ vision of “computers in the home, on every desk, using Microsoft software”. It’s awesome, but it’s done. Later, they lost their dreams for a while, because it was all done. Where do I go from here? He [Satya Nadella, Microsoft’s third CEO] now says that any individual, any organization, should be empowered to make him great. That includes industrial organizations, that includes companies, that includes individuals. You see he added toB, toG, the old mission vision, it felt like family was something to c, right?
And then the second one, which was the closed windows plus office suite, and then absolutely looked down on open source, right? I charge for this. These people want to get rich for free. Now,, it’s cloud first, mobile first. As long as you’re running in the Microsoft cloud, you can use linux underneath. Why would he do that? It’s because there’s so much money to be made. He just needs to make one of them. He can actually cooperate with many enterprises from competitors to part.
And then the third is the renewal of his culture. Before there was not a big enterprise that figure, said that Oracle is that law department a lot of people, and then that Microsoft is each other is pointing a gun at each other. Because they’re a very good group of people, but they’re advocating internal competition, and they’re advocating this turnover ranking.
He has now reformed it.
One of the reports they had earlier was performance reform. His comments are interesting. First, not just how much you’re contributing, but how much you’re using your brother team to help you achieve your business goals, and how poorly.
They evaluate horizontally, you get along with everybody, but other than drinking and eating, it’s the other person who thinks you’re helpful to him, you’re helping him with this thing.
You might be a good performer, not just your boss’s rating. Well, that’s an interesting perspective. He finally found that Microsoft, a group of very smart people can be twisted into a rope, even before I was very strong, then I looked down on other strong people, I think they are stupid, as a result, this very good Microsoft lost. It went down like this in the second CEO, and now it’s going up again, so it’s interesting.
ps: The goal of Microsoft’s new performance system is to create “One Microsoft,” where everyone works together.
In operation, the principle of “influence” revolves around three dimensions: Do you integrate and utilize the work of predecessors? Are you contributing to others? What is your own contribution? The new performance system does away with ratings and focuses less on ranking performance and more on helping employees grow — frequent instructional conversations about learning, developing and creating value, rather than regular up-down communication once or twice a year. In this way, superiors can provide more timely feedback based on progress, help subordinates reflect and promote progress.
I would like to appeal to you, that is, there are some consultants, software vendors or consulting institutions, like to cheat.
The platform is not enough, the middle platform is not enough, tell people about big data, AI, blockchain, and then your data transformation to use all these, it looks very awesome. In fact, as far as the outside publicity of the financial field, intelligent is only part of the scene, most of the company’s digital degree is not high enough, let alone the era of intelligent finance?
Let’s go back to a sort of first-principles inquiry. Is your business, you want to solve your problems, the problem is solved. There you go, bitch. It’s not settled. It’s all bullshit.
Because you’re good in the middle, you hire people to do that digital consulting with you, and then you move in that direction, it’s all prescriptions, right? You need to see the curative effect.
Therefore, An Xiaopeng, vice president of AliResearch, once expressed a view in a public speech, which I quite agree with. He said that whether a production line of an enterprise is intelligent or not does not depend on how many smart devices it has, whether it uses AI or big data analysis. What matters most is whether an enterprise or a production line can respond to external changes in real time.
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