第十一届中国管理·全球论坛在沪成功举行，中国管理模式50人+（以下简称“C50+”）发表前沿洞察。其中，中国人民大学商学院原院长、C50+成员毛基业教授发表题为《一把手的数字化转型领导力》主旨演讲。
以下是演讲的精彩内容。
数字化转型都说是“一把手工程”，为什么讲“一把手工程”？对“一把手”有什么要求？我近年调研了一些企业，跟大家分享一下我观察到的“一把手”领导数字化转型的行为。
一、数字化转型发生巨大变化
我们现在处于全面移动互联的时代，移动互联网重新定义世界，万物相连，人人相连，思想相连，数据相连。例如，中国移动和腾讯都是移动互联网时代的公司，我们看到这两个公司市值此消彼涨的趋势如此强烈；显然，腾讯是移动互联网时代最大的受惠者。这也说明谁在做创新，谁有数据，谁离用户更近，谁就为王。
一方面，中国有全球最大的移动互联网、全球最大的网购群体、全球最大的移动支付的群体，以及全球最发达的消费互联网，催生了一批互联网巨头有国际竞争力。我们有全球领先的金融科技、全球领先的数字化营销、最多的人工智能应用场景、最大的大数据以及最活跃的区块链应用、最多的区块链风险投资等等，以及一个创新生态，这些都是创新的机会。 数字化转型网www.szhzxw.cn
另一方面，中国的工业互联网其实是低于全球平均水平的，数字经济在工业增加值的占比上低于世界平均水平，比德国差不多低了一半，这就是我们未来的机会。我们工业互联网和全球最大的消费互联网叠加化学反应会产生什么结果？这就是我们今天数字化转型的背景。
五年前的数字化转型与现在作比较，我们会发现：第一，大家对它的必要性毋庸置疑。今天所有人都认为数字化转型是不可逆转的趋势，很多企业家都认为如果不转型，五年之后可能就不再有机会了。但是，数字化转型也是马拉松工程，像西门子这样的公司持续转型已经有二十年了。
第二，每个行业都出现了一些行业标杆，或多或少地成功完成了数字化转型，已经不存在无人区了。今天我们看物美、美的、伽蓝这些企业都拥有全球独一无二的创新，每个行业都有了行业标杆。第三，每个行业都有了数字化转型的赋能者，包括阿里、腾讯、华为等互联网或高科技企业，利用自有的云计算进行数字化转型，给其他的产业赋能，像美的、海尔、三一重工、友达等传统企业自身转型获得成功后，也对外输出数字化能力，给更多的企业数字化转型提供了非常有利的土壤。
我们进一步看一下实际转型的现状。在麦肯锡的全球调研中发现，800家企业中，70%以上的企业启动数字化转型，但是其中的71%仍然停留在试点阶段，都在做0到1的探索。85%的企业试点停留的时间超过一年以上，迟迟不能实现规模化推广，没有真正产生价值，也说明了它的难度。
二、数字化转型中，“一把手”的作用
给大家分享一个，我认为是“教科书级”的数字化转型案例——三一重工。今天讲的主题就是“一把手数字化领导力”，这个案例是特别好的写照。数字化转型中，“一把手”起着什么样的作用？我访谈了很多“一把手”，他们的回答；决心。 数字化转型网www.szhzxw.cn
在数字化转型中，三一将百亿巨额的投资放进去，美的也是一年几十亿上百亿的砸进去，这样大手笔的投资，如果“一把手”对数字化转型没有足够的认知，不下这个决心，这个是无从发生的。
2018年前，梁稳根放出豪言壮语，“数字化转型三一要么翻船要么翻车”。美的做632数字化项目时，“逢山开路，遇水搭桥”的决心也是来自“一把手”，这个决心必须是对数字化转型有非常深刻的了解。
下决心还不够，数字化转型成功的企业会形成新的蓝图、新的愿景。比如，碧桂园希望做成科技型企业，用广东最好的机器人团队做未来“无人工地”；新希望提出“五新”概念，新人、新组织、新技术、新模式等等。凡是做转型做得好的企业，一定会从新的使命，新的愿景开始。现在，所有人都认识到数字化转型的结果：所有企业都会变成科技企业。
三、数字化转型最根本是人的转型
三一重工的董事长梁稳根提出“三个3”：五年之内，从1700亿产值做到3000亿产值；五年之内，人员结构由30000名蓝领工人压缩到3000人；五年之内， 5000名工程师增加到30000名。未来，三一就是科技化企业，基于数据驱动的科技企业。 数字化转型网www.szhzxw.cn
1. 从学习开始
为了这个使命愿景蓝图，“一把手”做的第一件事情就是学习。梁稳根对数字化转型的理论学习极为关注，每天下班之后1小时运动，1小时加班，1.5小时学习。看了好的文章、好的书籍让高管团队一同学习，学习完后必须分享，每个人写300-500字心得，写数字化日记。为了防止高管团队外包让秘书写学习心得，梁稳根要求高管必须脱稿发言并排名。每周的高管午餐会，30个高管回顾当前数字化转型项目的问题，周六扩大到80多个高管讨论数字化转型的问题，月例会让更多人参加。
2. 重构组织
数字化转型是生产关系的转变，不只是技术采纳。不只是做无人工厂，放机器人、机器手臂，而是生产关系的改变，必须有组织架构的调整。三一重工成立了智能制造研究院，通过总部的智能研究院，给各个事业部智能研究所研究中心赋能，做平台型数字化架构。
其实很多企业都是这样，数字化转型做了一段时间，就会发现工业互联网其实是非常复杂的体系，机器、设备、流程等方方面面都缺乏统一标准、高度个性化，要求团队下沉。因此，每一个事业部，每个工厂都需要自己的数字化转型团队。 数字化转型网www.szhzxw.cn
3. 人的转型
有一家转型非常成功的企业给研发工程师做了“721”的部署。在没有增加新人的情况下，拿出10%的工程师就专业做数字化转型，学习新技术，学习人工智能。20%做为种子用户，剩下70%仍做原来的工种。从上到下做组织的变化，用人的变化来做数字化转型。
数字化转型其实是“人”的转型，最成功的一定是人的转型最彻底的。所以，需要引进大量的新人，三一重工也在大量地引进新人，从GE，埃森哲，西门子，IBM等引进咨询顾问和工业互联网专家。
总结一下，“一把手”要下这么大的决心，一定是从学习开始，然后是组织转型、人的转型、文化转型，而数字化转型最根本是人的转型。 数字化转型网www.szhzxw.cn
要认识到数字化转型是一项马拉松工程。从学习开始，一切变革从人开始，人的改变，从理念的飞跃开始。有了这个理念才会有决心，才敢大手笔投入，才会有新的使命，才会有新的愿景。
学习触发了认知的改变、愿景蓝图的改变、路径的制定。“一把手”核心转型行为就是打造学习型组织，重构组织，改变人。
领导自己学，然后是高管团队学习，再到中层低层培训、全员学习。学习型组织之后再进行机构调整和人的转型，新人引入、老人的提升、人力资源部出面组织考试和考核、董办跟踪。将原有机构进行结构调整，成立流程再造办公室、再造团队，先优化流程，在顺畅的流程上再做数字化。
信息化和数字化有什么区别？有非常本质的区别。在做信息化、做ERP的时候，是“一把手”工程，“一把手”要支持；但数字化转型仅支持是不够的，“一把手”要引领，甚至要亲力亲为。我看过很多成功的企业家，包括汽车之家、伽蓝、友达等，都是“一把手”将自己平时学习到的好的东西带到企业中，给企业技术提建议，与技术沟通。 数字化转型网www.szhzxw.cn
有些企业需要“小步快跑”，有些企业是“大步快跑”。
这就是我给大家分享的“一把手”在数字转型中起的作用。简单来说，就是从学习开始，从人的转变开始，从架构调整、文化来做全方位的组织变革。
翻译：
Digital transformation is the transformation of “people”
The 11th China Management · Global Forum was successfully held in Shanghai, and the Chinese Management Model 50+ (hereinafter referred to as “C50+”) presented cutting-edge insights.
Here are the highlights of the speech. 数字化转型网www.szhzxw.cn
Digital transformation is said to be a “leader project”, why the “leader project”? What are the requirements for a “leader”? I’ve been surveying a number of companies in recent years, and I’d like to share with you some of the behaviors I’ve observed in leading digital transformation.
First, digital transformation has undergone great changes
We are now in the era of full mobile Internet, mobile Internet redefines the world, everything is connected, everyone is connected, ideas are connected, data is connected. For example, China Mobile and Tencent are both companies in the mobile Internet era, and we see such a strong trend of the market value of these two companies; Obviously, Tencent is the biggest beneficiary of the mobile Internet era. This also shows that who is doing innovation, who has the data, who is closer to the user, who is king.
On the one hand, China has the world’s largest mobile Internet, the world’s largest online shopping group, the world’s largest mobile payment group, and the world’s most developed consumer Internet, which has spawned a group of Internet giants with international competitiveness. We have the world’s leading fintech, the world’s leading digital marketing, the most AI application scenarios, the largest big data and the most active blockchain applications, the most blockchain venture capital, and an innovation ecosystem, which are all opportunities for innovation.
On the other hand, China’s industrial Internet is actually lower than the global average, and the proportion of digital economy in industrial added value is lower than the world average, almost half lower than Germany, which is our future opportunity. What will be the result of the superimposed chemical reaction between our industrial Internet and the world’s largest consumer Internet? This is the context of our digital transformation today. 数字化转型网www.szhzxw.cn
When we compare digital transformation five years ago to today, we find that: first, there is no doubt that it is necessary. Today, everyone agrees that digital transformation is an irreversible trend, and many entrepreneurs believe that if you don’t transform, you may not have an opportunity in five years. But digital transformation is also a marathon project, and companies like Siemens have been doing it for two decades.
Second, there are industry benchmarks in every industry that have more or less successfully completed digital transformation, and there is no no no man’s land anymore. Today, we see Wumart, Midea, and Gamma Blue these companies have unique innovations in the world, and each industry has an industry benchmark. Third, each industry has a digital transformation enabter, including Ali, Tencent, Huawei and other Internet or high-tech enterprises, using their own cloud computing for digital transformation, to empower other industries, such as Midea, Haier, Sany Heavy Industry, AU and other traditional enterprises after their own transformation success, but also output digital capabilities. It provides a very favorable soil for the digital transformation of more enterprises. 数字化转型网www.szhzxw.cn
Let’s take a closer look at the status of the actual transformation. McKinsey’s global survey found that more than 70% of 800 enterprises have started digital transformation, but 71% of them are still in the pilot stage, are doing 0 to 1 exploration. 85% of enterprises pilot stay for more than one year, delayed to achieve large-scale promotion, no real value, but also shows its difficulty.
Second, the role of the “leader” in digital transformation
To share with you, I think is a “textbook” digital transformation case – Sany Heavy Industry. Today’s topic is “Digital leadership”, and this case is a particularly good illustration. What role does the “leader” play in digital transformation? I interviewed many “top leaders”, their answers; A determination.
In the digital transformation, Sany will put billions of dollars of investment into it, and the United States is also billions of billions of dollars a year, such a large investment, if the “leader” does not have enough awareness of digital transformation, without this determination, this is impossible to happen.
Before 2018, Liang Wengen released a bold statement, “digital transformation trinity either capsized or overturned.” When the United States does 632 digital project, the determination to “open the road in the mountains and bridge the water” is also from the “leader”, this determination must be a very deep understanding of digital transformation. 数字化转型网www.szhzxw.cn
Determination is not enough, digital transformation successful enterprises will form a new blueprint, a new vision. For example, Country Garden hopes to become a technology enterprise, with the best robot team in Guangdong to do the future “unmanned construction site”; New hope puts forward the concept of “five new”, new people, new organizations, new technologies, new models and so on. Any enterprise that does well in transformation will certainly start with a new mission and a new vision. Now, everyone recognizes the result of digital transformation: all businesses will become technology companies.
Third, digital transformation is fundamentally the transformation of people
Liang Wengen, chairman of Sany Heavy Industry, proposed “three 3s” : within five years, the output value of 170 billion to 300 billion; Within five years, the workforce was reduced from 30,000 blue-collar workers to 3,000; Within five years, 5,000 engineers had grown to 30,000. In the future, Sany is a technology enterprise, based on data-driven technology enterprises.
Start by studying
In order to achieve this mission vision blueprint, the first thing the “top boss” does is to learn. Liang Wengen is very concerned about the theoretical learning of digital transformation, and every day after work, 1 hour of exercise, 1 hour of overtime, and 1.5 hours of study. Read good articles, good books for the executive team to learn together, after learning must share, each person to write 300-500 words, write a digital diary. In order to prevent the executive team from outsourcing to the secretary to write the learning experience, Liang Wengen required the executives to speak and rank without writing. The weekly executive lunch, where 30 executives review the issues of current digital transformation projects, expands to more than 80 executives on Saturdays to discuss digital transformation issues, and the monthly meeting brings more to the table. 数字化转型网www.szhzxw.cn
Restructure your organization
Digital transformation is a shift in production relations, not just technology adoption. Not only do unmanned factories, put robots, robot arms, but the change of production relations, there must be an adjustment of the organizational structure. Sany Heavy Industry established the Intelligent Manufacturing Research Institute, through the intelligent research institute of the headquarters, to empower the intelligent research center of each business unit, to do a platform-type digital architecture.
In fact, many enterprises are like this, digital transformation for a period of time, you will find that the industrial Internet is actually a very complex system, machinery, equipment, processes and other aspects of the lack of unified standards, highly personalized, requiring the team to sink. Therefore, every business unit, every plant needs its own digital transformation team. 数字化转型网www.szhzxw.cn
Human transformation
There is a very successful transformation of the enterprise for R & D engineers to do the deployment of “721”. Without adding new people, take out 10% of engineers to do digital transformation, learn new technologies, learn artificial intelligence. 20% as seed users, the remaining 70% still do the original job. Change the organization from top to bottom, and change the people to do digital transformation.
Digital transformation is actually the transformation of “people”, and the most successful transformation of people must be the most thorough. Therefore, it is necessary to introduce a large number of new people, and Sany Heavy Industry is also introducing a large number of new people, from GE, Accenture, Siemens, IBM and other consultants and industrial Internet experts.
To sum up, if the “leader” wants to make such a big determination, it must start from learning, and then organizational transformation, people transformation, and cultural transformation, and digital transformation is the most fundamental transformation of people.
Recognize that digital transformation is a marathon project. From the beginning of learning, all changes start from people, people change, and start from the leap of ideas. Only with this concept can we have determination, only can we dare to invest heavily, only can we have a new mission, only can we have a new vision. 数字化转型网www.szhzxw.cn
Learning triggers a change in perception, a change in vision, a change in path. The core transformation behavior of “top leader” is to build a learning organization, restructure the organization, and change people.
Lead yourself to learn, then the executive team to learn, and then to the middle and lower levels of training, all learning. The learning organization then carries out organizational adjustment and human transformation, the introduction of new people, the promotion of the elderly, the human resources department to organize the examination and assessment, and the director office to track. Adjust the structure of the original organization, set up the process reengineering office and reengineering team, optimize the process first, and then digitize the smooth process.
What is the difference between informatization and digitization? There’s a very fundamental difference. When doing information technology and ERP, it is the “first leader” project, and the “first leader” should be supported; However, digital transformation is not enough to support only, the “leader” must lead, and even do it himself. I have seen many successful entrepreneurs, including Autohome, Gamma Blue, AU, etc., who are “top leaders” who bring the good things they learn to their enterprises, give technical advice and communicate with technology. 数字化转型网www.szhzxw.cn
Some enterprises need to “small steps”, some enterprises are “big strides”.
This is what I share with you about the role of the “leader” in digital transformation. To put it simply, it is to start from learning, start from the transformation of people, and do all-round organizational change from structural adjustment and culture.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于中国管理模式；编辑/翻译：数字化转型网宁檬树。
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