数字化是什么？
怎么干？
技术与业务怎么如何？
这三个问题看似简单普通，但却也让大部分企业的信息部门绞尽脑汁不知道如何通俗的解释让领导与同事：听的清楚、看的明白、在行动时予以配合与支持，其实大部分企业都是在似懂非懂之间、或追时髦或迫于压力在做数字化，而大部分的业务部门及领导总是在日常工作的忙碌中疏于深度去理解数字化，所以这就造成了一些对于数字化的误解，认为数字化无用总是处处花钱还制造各种麻烦；而处于数字化建设中心位置的信息部门却对此有着强烈的执念，但不管是技术的专业性还是业务的专业性成为了信息部门与业务部门、领导层之间巨大的沟通鸿沟，所以信息部门不得不用大量的沟通成本来解释“数字化是什么”这个看似简单但却复杂的的概念。 数字化转型网（www.szhzxw.cn）
那么数字化是什么？该如何与企业领导层解释？既要领导听得懂，又要能获取到领导的支持？“一千个人眼中就有一千个哈姆雷特”，故不同的行业、不同的岗位对数字化的理解有着本质的区别，今天老杨从人体这个视角来更通俗的解构数字化转型这个概念。
如果把数字化转型理解成为一个虚拟的人体，我们就可以看到一个复杂的身体结构：
诸多硬件支撑起的内骨骼架构
外骨骼由各种平台架构组成
软件是覆盖其身的肉体
网络是布满全身的神经
流程就如布满全身的血管
数据是在血管中流淌的血液
各种安全产品如血液里防御细胞
财务指标如眼睛 数字化转型网（www.szhzxw.cn）
组织能力如肌肉
技术与业务如体内陀螺仪掌握其平衡
下面对数字化转型这个虚拟人体进行一一解构：
大部分企业做数字化转型很容易被其外表“肉体”所迷惑，以为做数字化就是买软件，买了各种软件即可实现“心中的目标”，这其实是在做没有灵魂的“僵尸数字化”，其实不知道的是软件也是有三魂七魄的：
三魂：流程、制度、标准
七魄：软件架构、业务逻辑、数据接口、应用数据、过程实施、数据安全、功能迭代
流程化、制度化、标准化是保障企业数字系统得以正常应用的保障，流程化非流程搬家，直接将线下流程未经梳理、优化直接照搬至线上，这样本就混乱、冗长的流程照搬至线上会愈发混乱，甚至会造成大量流程堵点，造成流程审批工作无法正常开展，因此日常工作标准化、制度化是流程得以顺利运行的保障，流程、制度、标准三者缺一不可。 数字化转型网（www.szhzxw.cn）
一个适应企业当前管理或未来几年内的软件架构体系是保障企业数字化稳定发展的前提，在企业数字化建设过程中选择与企业业务匹配、能力贴合度高的软件产品是关键，直接关乎数字化建设成败，所以软件选型过程至关重要；软件产品能否提供未来企业因业务发展进行各种系统之间数据打通的接口也很重要，直接影响企业内部数据业务的横向拓展及与外部生态的纵向连接能力；应用数据的及时性、完整性、有效性关乎数据质量，脏、乱、差的业务数据是无法体现数字化转型价值的，而这一切需要一个科学的、专业的软件过程实施，企业需要的是轻咨询式的过程实施，而非要软件公司单纯的做系统初始化、照本宣科的念培训PPT，实施过程是一个标准化建设的过程，一个制度规则订立的过程，一个流程梳理优化的过程，是企业数字化转型的关键过程节点；在数字化转型过程中企业比较容易忽略的是数据安全与软件功能的不断迭代，这些需要企业持续不断的成本投入，数据安全不言而喻，但大部分传统企业意识薄弱、侥幸意识强，存在着巨大的数据安全隐患；企业的业务是动态的，随着市场不断发展变化的，因此软件系统功能也要随之不断升级完善，当固化的软件功能无法满足日益增长的业务需求时，数字化对于企业而言已不在是赋能而是拖累，因此数字化转型又是一个随着企业业务发展而不断动态变化的过程。
人的肉体需要骨骼的支撑，企业在数字化转型过程中底层硬件建设同样不可缺失，如服务器，它是数字系统得以正常运行的保障载体；各种网络硬件为数据流转、交互的场所；各种物联硬件是各种数据采集的源头……硬件是数字化技术的基础支撑，而这些基础工作往往是很多企业所忽视的，正所谓基础不牢地动山摇；而网络又如神经系统，连接这各种基础硬件，直接反馈者各种数据信息，所以说网络就是企业数字化转型期间高速公路，任何网络神经无法触达的地方就形成了业务断点，俗话说要想富先修路，同理，想得到数据就得先建设网络，打通技术孤岛。
数字化建设再往技术方向延伸，这个时候不得不谈到各种架构平台，如网络架构、业务架构、技术架构、组织架构等，这些架构平台如外骨骼强化着数字人体，这些架构分工明确但又彼此关联、彼此影响，从这里我们不难看出，数字化转型就是转意识、转组织、转文化、转方法、转模式。
在各种架构下、软件肌肉里有一条条的血管—流程，流程血管里流淌的都是各种价值数据，从这里不难看出流程是企业数字化转型的生命线，流程的科学性、严谨性、流转效率直接影响着数据的价值，由于流程分步在软件肉体内，导致很多传统企业看不清、看不透，直到某天流程数据堵塞了还以为是系统的错，其实数字化转型的本质是转，而非数字化本身，流程血管本身不畅会导致栓塞，流程血管内数据脏、乱、差会导致数据营养价值尽失，所以流程血管最基本的要求是通畅，而数据血液最基本的要求是价值，而价值的基础是流动。 数字化转型网（www.szhzxw.cn）
人体强壮的直观指标是肌肉，同样数字化转型需要各种能力组合的数字新动力，人的肉体缺乏肌肉会软弱无力，毫无价值感，数字化转型如无各种能力加持同样虚弱无力难以成功。这种能力包括企业一把手的决策管理能力、组织能力、文化能力、技术能力、业务能力、资金能力等，这些能力是一种组合能力，而非单个能力，任何单一能力的力量都无法撑起数字化转型的全局，因此数字化转型需要协同、共生。
在企业数字化转型过程中，领导最常问的一句话是：
数字化的价值在哪里？如何可以体现？
与企业经营一样，数字化转型同样需要成果展示，各种转型举措及财务指标是反映转型业务影响的“眼睛”，在大部分传统企业存在数字化价值体现难、展现难的的尴尬局面，企业领导人总是以成本指标来衡量数字化价值，将信息部门定义为成本投入部门，从信息部门的投入与产出比来衡量数字化转型效果，其实这是一种及其不科学的考核手段，数字化转型带来的是企业各项管理效率的提升，且这种效果有时是非直观的，是数字技术间接创造的效益，难以直接用金钱衡量的，因此做数字化转型需要长期主义，企业领导人需要一双战略慧眼，洞穿数字化本质。 数字化转型网（www.szhzxw.cn）
此时有些读者会有这样的疑问：企业做了大量硬件投入，引进了各种信息系统，为什么数字化转型效果还是不明显？甚至失败了？这就如一个婴儿蹒跚学步，首先要学的就是如何掌握平衡，同理企业做数字化转型一样需要平衡发展，其中最重要的两个点就是技术与业务。
技术与业务分别位于企业数字化转型这架天平的两端，一味的追求技术的先进性而忽略业务的承载能力，或数字系统的功能难以满足业务需求，或技术部门一头热大搞数字化建设而业务部门漠不关心，或业务部门绕开信息部门自行建设数字系统，这些都将直接导致数字化失衡，其转型的进度也只能原地打转。所以技术与业务在数字化转型过程中需要融合发展，只有融合数字化建设才能平衡，才能产生新的动力，助力企业发展。 数字化转型网（www.szhzxw.cn）
数字化转型就是一个软件、硬件、网络、流程、数据、能力的结合体，需要技术与业务的融合才能构建企业发展的双引擎，任何一方的缺失都将影响数字化建设的进度，数字化转型建设需要合力：战略能力+技术能力+业务能力+组织能力+资金能力，需要包容性、需要执行力，刚柔并济共同发展。
翻译：
What is digitalization? How? How do technology and business converge?
What is digitalization?
How?
Technology and business How how?
These three questions seem simple and common, but most companies’ information departments struggle to understand how to explain to leaders and colleagues: Listen clearly, see clearly, cooperate and support when acting, in fact, most enterprises are in the middle of understanding, or follow the fashion or under pressure to do digital, and most of the business departments and leaders are always busy in daily work to understand the depth of digital, so this has caused some misunderstandings about digital. They think digital is useless, always costing money and causing trouble; The information department at the center of digital construction has a strong obsession with this, but whether it is technical or business professionalism, it has become a huge communication gap between the information department and the business department and the leadership, so the information department has to use a lot of communication costs to explain the seemingly simple but complex concept of “what is digitalization”.
So what is digital? How should I explain this to the corporate leadership? Should the leader understand, but also be able to obtain the support of the leader? “There are a thousand Hamlets in the eyes of a thousand people”, so different industries and different positions have essential differences in the understanding of digitalization. Today, Lao Yang deconstructs the concept of digital transformation more commonly from the perspective of the human body. 数字化转型网（www.szhzxw.cn）
If we think of digital transformation as a virtual human body, we can see a complex body structure:
An endoskeletal framework supported by a lot of hardware
Exoskeletons consist of a variety of platform architectures
Software is a body that covers its body
A network is a network of nerves throughout the body
It’s like a blood vessel running through your body
Data is the blood that runs through your veins
All kinds of safety products like blood defense cells
Financial indicators are like eyes
The ability to organize like muscle
Techniques and operations such as internal gyroscopes master their balance
The following is the deconstruction of the virtual human body in the face of digital transformation:
Most enterprises do digital transformation is easy to be confused by its appearance “flesh”, thinking that doing digital is to buy software, buy a variety of software to achieve the “goal in the heart”, which is actually doing soulless “zombie digital”, in fact, do not know that the software is also three souls and seven souls: 数字化转型网（www.szhzxw.cn）
Three souls: process, system, standard
Seven souls: Software architecture, business logic, data interface, application data, process implementation, data security, function iteration
Process, institutionalization, standardization is to ensure the normal application of enterprise digital system guarantee, process non-process moving, direct offline process without combing, optimization directly copied to the line, so that the chaotic, lengthy process copied to the line will become more chaotic, and even cause a lot of process blocking, resulting in process approval work can not be carried out normally, Therefore, the standardization and institutionalization of daily work are the guarantee for the smooth operation of the process, and the process, system and standard are indispensable.
A software architecture system that can adapt to the current management of the enterprise or in the next few years is the premise to ensure the stable development of enterprise digitalization. In the process of enterprise digitalization construction, it is the key to select software products that match the enterprise business and have a high degree of capability fit, which directly relates to the success or failure of digitalization construction. Therefore, the software selection process is crucial. Whether software products can provide data interfaces between various systems due to business development in the future is also very important, which directly affects the horizontal expansion of internal data business and the vertical connection ability with external ecology. The timeliness, integrity and effectiveness of application data are related to data quality. Dirty, messy and poor business data cannot reflect the value of digital transformation, and all this requires a scientific and professional software process implementation. Enterprises need a light consulting process implementation, rather than software companies simply doing system initialization and scripted training PPT. The implementation process is a process of standardization construction, a process of establishment of system rules, a process of process combing and optimization, and is a key process node of enterprise digital transformation. In the process of digital transformation, it is easy for enterprises to ignore the continuous iteration of data security and software functions, which require continuous cost investment of enterprises. Data security is self-evident, but most traditional enterprises have weak awareness and strong sense of fluke, and there are huge data security risks. The business of an enterprise is dynamic, and with the continuous development and change of the market, the functions of the software system should also be continuously upgraded and improved. When the solidified software functions cannot meet the growing business needs, digitalization is no longer an enablement but a drag for the enterprise. Therefore, digital transformation is a process of constant dynamic change with the development of the enterprise business.
The human body needs the support of bones. In the process of digital transformation, the underlying hardware construction of enterprises is also indispensable, such as server, which is the guarantee carrier for the normal operation of digital systems. Various network hardware is the place of data flow and interaction; Various iot hardware is the source of various data acquisition…… Hardware is the basic support of digital technology, and these basic work is often ignored by many enterprises, is the so-called foundation is not solid ground shaking; And the network is like the nervous system, connecting the various basic hardware, directly feedback a variety of data information, so the network is the highway during the digital transformation of the enterprise, any network nerve can not reach the place formed a business breakpoint, as the saying goes that if you want to build the road first, the same way, to get data you have to build the network first, open up the technology island.
Digital construction and then extend to the technical direction, this time we have to talk about a variety of architecture platforms, such as network architecture, business architecture, technology architecture, organizational architecture, etc. These architecture platforms such as exoskeletons strengthen the digital human body, these architectures have a clear division of labor but they are related to each other and affect each other, from here we can see that, Digital transformation is to transform consciousness, organization, culture, method and mode. 数字化转型网（www.szhzxw.cn）
Under various architectures, there are blood vessels in the software muscle — process, and the blood vessels flowing in the process are all kinds of value data. From here, it is not difficult to see that the process is the lifeline of the enterprise digital transformation. The scientific and rigorous nature of the process and the flow efficiency directly affect the value of the data. In fact, the essence of digital transformation is to turn, not the digitalization itself, the process blood vessels themselves will lead to embolism, the process blood vessels in the dirty, messy, poor data will lead to the loss of data nutritional value, so the most basic requirement of the process blood vessels is smooth, and the most basic requirement of data blood is value, and the basis of value is flow.
The physical strength of the human body is the direct indicator of muscle, the same digital transformation needs a combination of various capabilities of the digital new power, the lack of muscle in the human body will be weak, worthless, digital transformation without a variety of capabilities to support the same weak weak difficult to succeed. This ability includes the decision-making and management ability of the head of the enterprise, organizational ability, cultural ability, technical ability, business ability, financial ability, etc. These abilities are a combination of abilities, rather than a single ability, any single ability can not hold up the overall situation of digital transformation, so digital transformation needs collaboration and symbiosis. 数字化转型网（www.szhzxw.cn）
One of the most common questions leaders ask during the digital transformation process is:
What is the value of digitization? How can it be reflected?
Like business operation, digital transformation also needs to show results, and various transformation measures and financial indicators are the “eyes” to reflect the impact of business transformation. In most traditional enterprises, digital value is difficult to reflect and show. Enterprise leaders always measure digital value by cost indicators and define information department as cost input department. In fact, it is an extremely unscientific assessment method to measure the effect of digital transformation from the input and output ratio of information department. Digital transformation brings about the improvement of various management efficiency of enterprises, and this effect is sometimes non-intuitive, and it is the indirect benefit created by digital technology, which is difficult to directly measure in money. Therefore, digital transformation requires long-term doctrine. Business leaders need a strategic eye for understanding the nature of digital.
At this time, some readers will have such a question: the enterprise has made a lot of hardware investment, the introduction of various information systems, why the digital transformation effect is still not obvious? Even failed? This is like a baby toddler, the first thing to learn is how to master the balance, the same way that enterprises need to balance the development of digital transformation, the two most important points are technology and business. 数字化转型网（www.szhzxw.cn）
Technology and business are located at both ends of the scale of enterprise digital transformation, blindly pursuing the advancement of technology while ignoring the carrying capacity of business, or the function of digital system is difficult to meet business needs, or the technology department is engaged in digital construction while the business department is indifferent, or the business department builds digital system by itself, bypassing the information department. These will directly lead to digital imbalance, and the progress of its transformation can only go in circles. Therefore, technology and business need to integrate and develop in the process of digital transformation, and only the integration of digital construction can balance and generate new impetus to help the development of enterprises.
Digital transformation is a combination of software, hardware, network, process, data and capability, which requires the integration of technology and business to build the twin engines of enterprise development. The lack of either party will affect the progress of digital construction, and digital transformation construction requires joint efforts: Strategic capability + technical capability + business capability + organizational capability + financial capability requires inclusiveness, execution capability, and joint development of strength and flexibility. 数字化转型网（www.szhzxw.cn）
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于湘江数评；编辑/翻译：数字化转型网宁檬树。
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