纵观各个行业，很多企业在数字化转型过程中，不是在“踩坑，就是在“被坑”，认知坑、技术坑、管理坑、组织坑、能力坑……一路随行。对不同行业里各种规模的公司来说，数字化转型是一道必答题，同时也是一次充满“冒险”的旅程。
客观来说，数字化转型往往需要不断试错，过程中充满着艰辛与苦难。“踩坑”也许是个无法避开或逾越的经历，作为数字化转型踩坑大军里的一员，中顺洁柔CIO杨森林结合其过往从业经历，向我们讲述了数字化转型的那些“坑”，以及他对于数字化的全新认知，下文为其主要观点。 数字化转型网www.szhzxw.cn
想要做好数字化，首先要明确什么才是数字化。在我看来，数字化是企业的变革管理，并非只是简单的系统更换与迭代。我来到中顺洁柔将近一年的时间里，我只解决了一个问题，那就是“人”的问题，从董事长至保安，我所实现的就是不同层级横向和纵向的连接。数字化转型最重要的本质就是信息的传递与连接，因此我认为数字化必须解决“人”的问题，否则即使打造万千个系统，也是毫无价值可言。
今天的分享我不会过多介绍中顺洁柔在数字化领域的实践，因为我认为成功是难以复制的，且不同企业的生长土壤各有所异，每家企业都有不同的文化、背景、人群……反而值得借鉴的是失败的经验，所以今天我的分享将从数字化过程中我所遇到的“坑”讲起，希望能够为各位同仁来带一些启发。
以我个人的从业经历来说，既服务过五百强企业，同时也服务过百亿企业，因此我所踩过的“坑”不在少数，甚至可以用全面来形容。从全局的角度来看数字化，在国家的号召下，CIO似乎应当是一个不错的职位，但为什么现实中，数字化却像一个气球，随时可能引爆，CIO也成为一个“高危职业”，不妨大家思考一下，从信息化到大数据，从大数据到AI，从AI到元宇宙，对于实体企业来说，这些技术真的能够解决企业的问题吗？ 数字化转型网www.szhzxw.cn
对于各类新技术，我认为应当保持清醒的头脑，判断是否是企业真的需要。需知改变这个时代的不是AI，而是驾驭AI的人，也就是说“人”才是根本。这里展示的是我自己设计的人力模型，CIO如果不能做到懂战略、懂业务、懂技术、懂数据、懂流程、懂创新，成为六边形战士，那么企业的数字化转型将很难成功。
不夸张的讲，在今天大部分企业中，老板对于数字化的期望是过高的，期望IT部门可以用三千万做出三十个亿的成绩，而且对于数字化所带来的效率提升也是极为关注。但往往现实中，因为上系统，导致工作更加精细化，公司反而需要更多的人力、物力、财力，这和公司的预期反向而行，这是一个矛盾点。
以上提到的六条边，缺一不可，此外CIO更应当考量自身的软实力如何，例如沟通表达能力，跨部门组织协调能力，是否可以做到与总经理一起讨论战略，与总监一起讨论策略，与业务一起讨论销售，与导购一起讨论拉客等等。如果不能，就说明了这位CIO所做的系统是“猜”出来的，因此CIO如果自己不去主动寻求改变，那么CIO这个职业很有可能湮灭在历史的长河中。 数字化转型网www.szhzxw.cn
直至今天，我认为数字化的成功率并不高，在麦肯锡相关的报告中也显示企业数字化转型的成功率仅为20%，为什么有80%的数字化是失败的？我认为一个重要的原因就是CIO陷入到一个误区，选择关起门来做数字化，疯狂做系统、做流程、做数据，搭中台，做共享，也不去思考是否真的有需求，也不管业务买不买账，先做了再说，最后导致的就是数字化无法落地。
今天再谈数字化，如果CIO不能做出成绩，无异于数字化这个气球被吹得爆炸了，老板认为数字化不靠谱，不需要数字化，很可能CIO也就失业了。所以我觉得学会“避坑”很重要，接下来就让我们一起回顾一下那些年，一起走过的“坑”。 数字化转型网www.szhzxw.cn
第一“坑”：盲目崇拜咨询公司
我认为第一个“坑”就是盲目崇拜咨询公司。这里不得不提我的老东家D公司，它是该行业的老大，当时花了三千万请业内知名的咨询公司进行调研，形成了一份咨询报告。后来又请了美的帮我们梳理流程，又花了两千多万，给我们输出了大量的复杂模型和理论，但是大家根本不理解，可想而知，落地是难上加难。
后来老板又想要形成数据资产，我们又开展了数字资产化工作，请IBM和华为来协助。整个全套的咨询流程走下来，我们发现了花了八千多万，只买到了丰富的PPT，并没有为企业带来实质改善。后期我们只能硬着头皮去做，买最好的系统，但是业务并不买账。而且IT也很高傲，不愿与业务部门讨论问题。所以咨询公司是好，但我们要清醒，先自己想明白生意逻辑，自己都不去想，盲目的企图让别人帮我们想，是很难成功的。
第二“坑”：数字化当成项目，追求短期效益
很多时候，CIO在企业中首要面临的就是生存压力，所以老板会非常重视推进数字化以后产生了哪些成绩。我来到中顺洁柔，首先会去改变老板固有的认知，数字化不是万能的，而且数字化是一个战略，不是一个短期即可产生收益的事情，在此也建议各位不要向老板鼓吹数字化有多大能力，如果不能管理好老板的预期，那么数字化一定无法达成老板预期的效果。 数字化转型网www.szhzxw.cn
第三“坑”：数字化与业务脱离，只是IT的事
客观来说，业绩提升并非仅靠一兵一卒就能实现，有的CIO认为营销数字化很简单，但是很多企业的业务员做的最多的一件事就是和经销商喝酒吃饭，这时与他谈画像、谈工具、谈赋能，他真实的想法就是这些东西能让经销商进货吗？如果不能，那免谈。所以数字化与业务脱离是非常可怕的。应该如何解决？我认为“共创”是一个好方法，只有这样才更容易落地，因为在销售的脑子里，全是KPI。
在中顺洁柔，我们期望通过算法模型驱动，简单来说就是让我们的业务员成为执行者，告诉他你只需要做什么，执行就可以了。赋能在很多时候都是一种理想状态，倒不如脚踏实地的执行。
第四“坑”：业务依然习惯拍脑袋，不会用现代的更智慧的数据决策
举个例子来说，在大家的固有思维中，可能沿海城市的泳装卖的更好，但是从数据中看，卖的最好的却是新疆和内蒙。所以如何将数字化与业务相结合，需要将业务与模型深入结合，并让业务看到模型的切实价值所在，这样才能避免“拍脑袋”的决策方式，使决策更加合理。
相对来说，中顺洁柔的自动化程度很高，我们曾经尝试过MES，发现上了MES系统后，效率没有提升，反而浪费了人员编制和费用，因此我决定先停止。我们所有的工厂采用的都是立库，因此需要花费大量的成本来搭架子，上线机器人，后来发现维护的成本比招几个人来做个平库的成本还高，因此我认为这样的黑灯工厂也是不成功的。今天如果让我重新规划工厂端的供应链，我会选择先想明白ROI，并且明确数字化在哪些场景中才能实现价值最大化。 数字化转型网www.szhzxw.cn
另外一个不得不提的就是当下的热点——人工智能。有的时候业务部门提一个报表需求，大家理所当然的觉得打造一个系统就能满足需求，大大提升效率，但事实却相反。就人工智能而言，想要多智能，就要有多少人工，虽然一家工厂可能非常的现代化，但其背后的维护成本可能远远高于用人，用手工来解决问题，因此我个人并不是十分推崇人工智能，除非是在一些特别合适的场景，才会使用人工智能。
目前中顺洁柔发展的三驾马车是流程、数据和IT，但是对于产品的管理仍然存在诸多挑战，例如大家桌上的这款产品，至今还没有做到一物一码，不同部门对于该产品的编码都是不同的，在这样的数据基础上，如何开展大数据建设？我想是非常困难的，所谓数据的背后就是业务流程的重构，很多时候并不是系统的问题，而是业务行为的问题，想要做好，只能一步一步来，但需要明确的是业务是否愿意配合。
对于MES，这是一个好工具，只是不适合我们而已，今天的中顺洁柔工厂，目前的状态是最好的，如果IT介入，并不一定能够带来好的效果，就像想要汽车提速，需要做的是更换更大排量的引擎，而不是换更好的轮胎，所以有时候并非一定要以数字化的角度来思考问题，做项目并不难，落地很难，落地以后能否让企业活的更好需要慎重思考。 数字化转型网www.szhzxw.cn
与很多企业不同的是，中顺洁柔的文化就是IT来引领和推动业务，业务需要做的就是执行，我的两位搭档，一位是财务和审计，一位是流量的入口。所以对于业务我只需要制定好策略，他们来执行就好，这就是中顺洁柔数字化战略的高度。
数字化背后一定是业务的重组，因为0到100亿的组织架构是无法支撑100到200亿的发展的。以最简单的例子来说，我们错误下单后，货物出了仓库，再返回来是无法上架的，只能放到检点区，而且销售预测也并不准确，这就是为什么IT要推动业务重构，此外流程也要重构，第三就是推动企业的变革，包括人的变革、事的变革、业务的变革。
系统是数字化环节最后的一个功能，我需要想明白所有的事以后再进行系统的建设，在业务模型不成熟的时候，我不会盲目的做系统。我刚来到中顺洁柔时，公司有52个系统，呈点状分布，连烟囱都谈不上，所以我们要做的是将所有系统全部推翻，将业务全部推翻，将流程全部推翻，当然这不是我一个人的事情，需要我来拉动大家一起去做。 数字化转型网www.szhzxw.cn
未来我们的生意会集中在线下，我不认为电商会占据中顺洁柔生意的主流，因为生意本身是有温度的，是人与人之间的资源置换来获取高价值的利润差，在这样的本质下，生意要有交易、有温度、有体验。在这个全民电商的环境下，我认为我们要打线下，三十万个门店可以做四十亿的生意，那一百万个门店呢，这是一个简单粗暴的生意模式。门店从哪里来，我们已经和腾讯进行合作，拿到全国零售的八千万个门店以及每个门店周边的片区、形象、标签，因此我可以知道目标消费者喜欢什么店，用什么手机，职业是什么，有了这样的画像以后，便可以根据产品的定位，进行合理的定价后在合适的“场”进行销售。
中顺洁柔要推翻所有系统的原因就在于它与我们的战略是不相符的，所以我们要把人货场进行全新的匹配，我们将整体规划好，模型分配好以后，所有的业务员拿着货，按照我们的要求和政策来执行就可以了，人货场的全新匹配就是中顺洁柔数字化的本质。
明年我们所有的系统将全部重构，包括前端的营销系统、财务系统、供应链系统、产品、数据、底座等。不能与大战略相一致，不能让业绩有提升，所有的多余成本，一定要砍掉，这是我们大的布局。
综上所述，我想表达的是今天的数字化，各位CIO在认知上一定不要盲目，做系统对于企业的价值不一定有多大，一定要把自己变成一个生意人，理解生意本质才能解决问题。比如我们是不是可以和爱康合作一个健康大礼包，是不是可以和中粮做终端网点的开拓，是不是可以和伊利来共建渠道等？如何让数字化真正的给企业产生增量价值才是关键的。 数字化转型网www.szhzxw.cn
在此我也希望所有做数字化的人能够联合在一起，真正的让数字化为企业赋能，做出一些其实有价值的东西出来，而不是将数字化一味地变成概念的炒作。
翻译：
Yang Lin, CIO of Zhongshun Jierou: How to cross those “pits” of digital transformation?
Throughout various industries, many enterprises in the process of digital transformation, is not in the “step on the pit, is in the” pit “, cognitive pit, technology pit, management pit, organizational pit, ability pit… Follow me all the way. For companies of all sizes in different industries, digital transformation is a must, but also a “risky” journey. 数字化转型网www.szhzxw.cn
Objectively speaking, digital transformation often requires trial and error, and the process is full of hardship and suffering. “Stepping on the pit” may be an experience that cannot be avoided or overstepped. As a member of the digital transformation stepping on the pit army, Yang Lin, CIO of Zhongshun Jiesoft, combined with his past experience, told us about the “pits” of digital transformation, and his new cognition of digitalization. The following is his main point of view.
Yang forest shun Jie soft CIO
If you want to do digital well, you must first identify what digital is. In my opinion, digitalization is the change management of enterprises, not just a simple system replacement and iteration. In the nearly one year since I came to Zhongshun Jierou, I have only solved one problem, that is, the problem of “people”, from the chairman to the security guard, what I have achieved is the horizontal and vertical connection of different levels. The most important essence of digital transformation is the transmission and connection of information, so I believe that digitalization must solve the problem of “people”, otherwise even if thousands of systems are built, it is worthless.
Today’s share I will not introduce the practice of Zhongshun Jierou in the digital field, because I think success is difficult to copy, and the growth soil of different enterprises is different, each enterprise has different culture, background, people… Instead, it is worth learning from the experience of failure, so today I will share from the digitization process I encountered “pit” to talk about, hoping to bring you some inspiration. 数字化转型网www.szhzxw.cn
In terms of my personal experience, I have served both top 500 enterprises and tens of billions of enterprises, so the “pits” I have stepped on are not a few, and can even be described comprehensively. From a global perspective of digitalization, under the call of the country, CIO seems to be a good position, but why in reality, digitalization is like a balloon, which may explode at any time, CIO has become a “high-risk occupation”, we may wish to think about it, from information to big data, from big data to AI, from AI to the meta universe, for entity enterprises, Can these technologies really solve the enterprise’s problems?
For all kinds of new technologies, I think we should keep a clear head and judge whether enterprises really need them. It is important to know that it is not AI that will change this era, but the people who control AI, that is to say, “people” are fundamental. Here is my own design of the human model, if the CIO can not understand strategy, understand business, understand technology, understand data, understand process, understand innovation, become a hexagonal warrior, then the digital transformation of the enterprise will be difficult to succeed. 数字化转型网www.szhzxw.cn
IT is no exaggeration to say that in most enterprises today, the boss’s expectations for digitalization are too high, expecting that the IT department can make 30 billion results with 30 million, and it is also extremely concerned about the efficiency improvement brought by digitalization. But often in reality, because of the system, the work is more refined, the company needs more manpower, material resources, and financial resources, which is the opposite of the company’s expectations, which is a contradiction.
The six sides mentioned above are indispensable, in addition, the CIO should consider its own soft power, such as communication and expression ability, cross-departmental organization and coordination ability, whether it can be done with the general manager to discuss strategy, discuss strategy with the director, discuss sales with the business, discuss with the shopping guide to solicit customers and so on. If not, it shows that the CIO made the system is “guess” out, so if the CIO does not take the initiative to seek change, then the CIO profession is likely to be annihilated in the long river of history.
Until today, I think the success rate of digitalization is not high, and McKinsey’s related report also shows that the success rate of enterprise digital transformation is only 20%, why 80% of digitalization is a failure? I think an important reason is that the CIO has fallen into a misunderstanding, choosing to do digitalization behind closed doors, crazy systems, processes, data, middle platforms, sharing, and not thinking about whether there is really demand, regardless of whether the business is bought or not, do it first, and finally lead to digitalization can not land.
Today to talk about digital, if the CIO can not make achievements, it is tantamount to the digital balloon was blown up, the boss thinks that the digital unreliable, do not need to digitize, it is likely that the CIO will be unemployed. So I think it is very important to learn to “avoid the pit”, and let’s look back at those years and walk through the “pit” together. 数字化转型网www.szhzxw.cn
The first “pit” : blind worship of consulting companies
I think the first “pit” is the blind worship of consulting firms. Here I have to mention my old employer D Company, which is the leader of the industry. At that time, it spent 30 million yuan to ask a well-known consulting company in the industry to conduct research and form a consulting report. Later, we asked the United States to help us sort out the process, and spent more than 20 million, and gave us a large number of complex models and theories, but we did not understand, you can imagine that the landing is more difficult.
Later, the boss wanted to form data assets, so we carried out digital assets and asked IBM and Huawei to assist us. The whole set of consultation process down, we found that spent more than 80 million, only bought a wealth of PPT, and did not bring substantial improvement to the enterprise. Later we can only go hard to do it, buy the best system, but the business is not buying it. IT is also arrogant and unwilling to discuss issues with the business. So consulting companies are good, but we have to be sober, first to understand the business logic, do not think about it, blind attempts to let others help us think, it is difficult to succeed. 数字化转型网www.szhzxw.cn
The second “pit” : digitization as a project, the pursuit of short-term benefits
Many times, the CIO in the enterprise is the first face of survival pressure, so the boss will pay great attention to the promotion of digital results. I came to ZhongshunJierou, first of all will change the boss’s inherent cognition, digital is not omnipotent, and digital is a strategy, not a short-term income thing, here also suggest that you do not preach to the boss how much ability digital, if you can not manage the boss’s expectations, then digital must not achieve the boss’s expected effect.
The third “pit” : digitization and business separation, IT is only a matter of IT
Objectively speaking, performance improvement is not only rely on a soldier can be achieved, some CIO think marketing digital is very simple, but many business salesmen do the most one thing is to drink and eat with dealers, then talk with him about portraits, talk about tools, talk about empowerment, his real idea is that these things can let dealers buy? If not, forget it. So the digital separation from the business is very scary. How should it be resolved? I think “co-creation” is a good method, only in this way can it be easier to land, because in the sales mind, it is all KPI. 数字化转型网www.szhzxw.cn
In the smooth and soft, we expect to be driven by the algorithm model, simply put, let our salesman become the executor, tell him what you only need to do, the execution can be. Empowerment in many cases is an ideal state, it is better to be down-to-earth implementation.
The fourth “pit” : the business is still used to beating the head, will not use modern smarter data decision
For example, in everyone’s inherent thinking, swimwear in coastal cities may sell better, but from the data, the best sales are Xinjiang and Inner Mongolia. Therefore, how to combine digitalization and business needs to deeply combine business and model, and let the business see the practical value of the model, so as to avoid the “beat the head” decision-making method and make the decision more reasonable.
Relatively speaking, the degree of automation is very high. We once tried MES, and found that the efficiency did not improve after MES system, but wasted the staffing and costs, so I decided to stop. All of our factories use the library, so we need to spend a lot of costs to build shelves, on-line robots, and later found that the cost of maintenance is higher than the cost of recruiting several people to make a flat library, so I think such a black light factory is also unsuccessful. Today, if I were to re-plan the supply chain on the factory side, I would choose to figure out ROI first and identify the scenarios where digitalization can maximize value. 数字化转型网www.szhzxw.cn
Another must mention is the current hot spot – artificial intelligence. Sometimes the business department puts forward a report demand, and everyone takes it for granted that creating a system can meet the demand and greatly improve efficiency, but the truth is the opposite. As far as artificial intelligence is concerned, if you want more intelligence, you must have how many artificial intelligence, although a factory may be very modern, but the maintenance cost behind it may be much higher than employing people, using manual to solve the problem, so I personally do not very recommend artificial intelligence, unless it is in some particularly suitable scenes, will use artificial intelligence.
At present, the three carriages of the development of Zhongshun Jie soft are process, data and IT, but there are still many challenges for product management, such as the product on your desk, so far has not done one thing one code, different departments for the product coding are different, on the basis of such data, how to carry out big data construction? I think it is very difficult. Behind the so-called data is the reconstruction of business processes. In many cases, it is not the problem of the system, but the problem of business behavior. If you want to do a good job, you can only do it step by step.
For MES, this is a good tool, but not suitable for us, today’s Zhongshun Jiesoft factory, the current state is the best, if IT intervenes, not necessarily can bring good results, just like want to speed up the car, need to do is to replace a larger displacement engine, rather than change better tires. Therefore, sometimes it is not necessary to think about problems from a digital perspective, doing projects is not difficult, landing is difficult, and whether the company can live better after landing needs careful thinking.
Different from many enterprises, the culture of Zhongshun is that IT leads and promotes the business, and what the business needs to do is to execute. My two partners, one is the finance and audit, and the other is the traffic entrance. Therefore, for the business, I only need to formulate a good strategy, and they will execute it, which is the height of the digital strategy of Zhongshun Jie Soft.
Behind digitalization must be the reorganization of the business, because 0 to 10 billion organizational structure can not support the development of 10 to 20 billion. In the simplest example, after we mistakenly place an order, the goods go out of the warehouse, and then return to the shelf, can only be placed in the inspection area, and the sales forecast is not accurate, which is why IT should promote business restructuring, in addition to the process to restructure, the third is to promote the change of the enterprise, including the change of people, the change of things, the change of business.
The system is the last function of the digital link, I need to understand all things before the system construction, when the business model is not mature, I will not blindly do the system. When I first came to Zhongshun Jielu, the company has 52 systems, in a point-like distribution, even the chimney is not to talk about, so what we have to do is to overturn all the systems, overturn all the business, overturn all the process, of course, this is not my own thing, I need to pull everyone to do it.
In the future, our business will focus on the offline, I do not think that e-commerce will occupy the mainstream of smooth, clean and soft business, because business itself has temperature, is the exchange of resources between people to obtain high-value profit difference, in this nature, business must have transactions, temperatures, experience. In this national e-commerce environment, I think we have to play offline, 300,000 stores can do four billion business, that one million stores, this is a simple and crude business model. Where the store comes from, we have cooperated with Tencent to get the 80 million retail stores in the country and the area, image and label around each store, so I can know what the target consumer likes the store, what mobile phone to use, what occupation is, after having such a portrait, you can according to the positioning of the product, Make reasonable pricing and sell in the appropriate “field”. 数字化转型网www.szhzxw.cn
The reason why we want to overthrow all the systems is that it is inconsistent with our strategy, so we have to make a new match for the people’s freight yard, we will be the overall planning, after the model is distributed, all the salesmen take the goods, in accordance with our requirements and policies to implement it, the new match of the people’s freight yard is the essence of the digital shun Jie soft.
Next year, all of our systems will be completely restructured, including the front-end marketing system, financial system, supply chain system, products, data, base, etc. Can not be consistent with the grand strategy, can not make the performance has improved, all the excess costs, must be cut, this is our big layout.
In summary, what I want to express is that today’s digitalization, CIOs must not be blind in cognition, the value of the system for the enterprise is not necessarily much, we must turn ourselves into a businessman, understand the nature of business to solve the problem. For example, can we cooperate with Aikang to create a health gift package, can we cooperate with COFCO to develop terminal outlets, can we cooperate with Yili to build channels? How to make digital truly generate incremental value for the enterprise is the key. 数字化转型网www.szhzxw.cn
Here, I also hope that all those who do digitalization can unite together, truly enable digitalization for enterprises, and make something actually valuable, rather than turning digitalization into a concept of hype.
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