众所周知企业数字化转型是一项复杂的工程，涉及技术、涉及业务、涉及协同更涉及企业的战略运营，其建设过程也不是信息中心一个部门的单打独斗，需要老板支持、领导支持、更需要财务支持、业务支持，而当前大部分传统企业在进行数字化转型建设过程中由于缺乏认知、缺乏共识、缺乏能力、更缺乏长期主义，导致建设过程异常艰难，其中没钱、没需求可谓是企业在数字化转型过程中的“黑白双煞”，严重影响转型进程。
首先我们来谈一下“钱”的问题，俗话说“谈钱伤感情”，但企业数字化建设却处处需要资金，而在在大部分传统企业领导眼里认为做数字化就是买套软件，所以企业领导对于数字化建设成本的认知也就仅限于合同价，但现实是软件能正常运行的背后需要硬件环境支撑、数据需要网络传输、系统需要团队来维护，技术在进步，业务在革新，需求在变动，数字化投入也必须要跟进，否则没有资金投入数字化寸步难行，信息中心即使再有能力也是“巧妇难为无米之炊”。 数字化转型网（www.szhzxw.cn）
说到数字化投入，企业需要一份明细账，特别是在当前企业降本增效的模式下，钱要花在刀刃上，但当前大部分传统企业数字化转型却是一笔糊涂账，缺计划、缺预算、缺成本意识，想到哪里做哪里，如果项目费用太高就干脆PASS，因此，企业需要一个详细的数字化转型资金规划，根据规划CIO需要详细制定出每一笔的资金用途，做好数字化建设预算，一般情况下数字化转型成本投入大致包含：软件投入、硬件投入、网络投入、人力资源投入以及经常被忽视的时间成本投入，如下图所示：
需要注意的是企业数字化转型需要专业的团队，有团队自然就有人力成本支出，所以在降本增效模式下企业要根据数字化发展的现状合理规划好团队规模、人员占比等投入，一个优秀的团队可以让企业数字化转型少走弯路，走弯路就意味着重复的投入，而保持团队的稳定，则意味着减少反复，提升效率，因为在数字化转型过程中： 数字化转型网（www.szhzxw.cn）
时间即成本；
反复即成本 ；
效率即成本；
企业数字化转型既需要保持资金投入，又不能盲目投入，所以要合理控制投入，而数字化建设又是一个漫长的过程，短时间内难以见到成果，所以企业负责人要保持长期主义，以战略的高度，发展的眼光来做数字化，在资金投入上要舍得投入，但不能盲目投入，控制投入，但不能不投入，而CIO必须要具备成本意识，要基于财务的视角来做数字化建设，必须具备很强的项目管理能力，要在数字化建设过程中控进度、提效率，省资金。
接下来我们谈一下需求这个重要的话题，众所周知企业数字化转型建设的基础是需求，正常情况下信息系统建设的步骤为：
第一步，业务部门提出数字化项目建设需求；
第二步，信息部门初步收集整理相关业务需求；
第三步，信息部门论证该业务需求实现的技术可行性、实现方式，然后在市场寻找合适的软件公司；如信息部门有技术开发团队，会论证该需求是自行开发还是购买第三方软件来实现；
第四步，软件公司来企业就业务需求做进一步的沟通调研，以制定符合企业实际情况的解决方案；如信息部门自行开发，会有产品经理和业务部门详细了解需求；
第五步，如确定了软件公司，其实施团队进场后会组织业务部门进行详细的业务调研，并出具调研报告，根据调研情况设计实施方案； 数字化转型网（www.szhzxw.cn）
第六步，系统实施上线；
从以上步骤我们不难看出需求在数字化建设过程中的重要性，但在大部分情况下当信息部门进行业务调研时却难以收集到有价值需求信息，业务部门经常说的一句话就是：我们没什么需求！或者你们看着办吧！
以上就是大部分传统企业数字化转型建设面临的最艰难的、最典型的场景：信息部门一头热，信息部门由于职责所在对数字化建设的热情十分高涨，而业务部门处于“事不关己高高挂起”的状态，以数字化太专业为由，婉拒来自于信息中心或者软件公司的需求调研活动，所以业务部门真实的需求自然也难以获取，在这样需求如此失真的状态下，数字化建设变成了以技术为核心，完全脱离了业务，结果自然也实施难、落地更难，大部分情况下是在实施阶段就已烂尾了。
而对于大部分企业的业务部门而言，拒绝数字化建设的理由很简单，而购买相关数字化系统的理由却很充分：需要！意思就是我就是要买！因为工作需要！至于软件买了以后功能是否匹配，软件好不好用，业务管理流程是否要梳理与改进，那是买了以后的事情，如果不好用，那一定是系统的问题！所以也注定了系统背定了锅！ 数字化转型网（www.szhzxw.cn）
需求是什么？
需中求解，而非需中就要！
需求就是寻求方案、方法中的最优解。
需求是系统性的，而非单一的满足。
但是在实际的数字化建设中，在需求方面存在如下问题：
1.业务部门需求不清、含糊、片段性；
2.需求不稳定、多变、朝定夕改；
3.内部需求意见不一致，反复推翻；
在实际工作中我们经常会遇到这种情况：信息部门明知需求有问题提出质疑却无法反对，错误的需求照常推进，明知路错了必须一直错下去！
因为这是业务部门的需求！
以上就是企业数字化转型建设过程中的典型乱象，一方面业务部门对自身的业务需求不明晰、混乱；而另一方面作为专业技术部门的信息部门只能对需求被动接受，难以要业务部门接受专业、合理的建议，这就是企业内部缺乏协同、融合力的表现。 数字化转型网（www.szhzxw.cn）
由此可见，需求二字虽简单，但要真正的做好需求管理却很难，尤其是对信息部门的要求更高，老杨认为在数字化建设过程中，信息部门在需求管理上要做到：引、控、定。
第一，引，即引导：
第二，控，即控制：
第三，定，即定标准、定流程、定制度：
同时信息部门应学会制定需求管理策略，不能在需求管理上打乱仗，在任何数字化项目开工建设前一定要与业务部门达成共识，同时信息部门也要学会对业务需求进行清洗、筛选，具体可从如下方面进行考虑：
第一，需求实现的难易及复杂程度；
第二，需求实现的时间周期；
第三，需求实现的成本；
第四，需求的轻重缓急； 数字化转型网（www.szhzxw.cn）
综上所述，资金是企业数字化转型的保障，而需求则是基础，是路径，需求清，则建设准；需求乱，则建设难；需求需要技术与业务共同来完成，需要的是融合思维，而非业务部门无限的发散；同时信息部门也要根据企业管理现状，合理的控制需求范围，分步推进，标准化、制度化、流程化建设要贯穿整个数字化过程，科学的数字化管理体系很重要。同时成本意识也非常重要，要知道数字化建设“时间即成本”、“反复即成本”、“延期即成本”、“质量即成本”；如果企业在数字化建设过程中既无成本意识，又舍不得投入，同时业务部门又没提出需求的能力，那信息部门只能干个锤子！
翻译：
No money, no need to digitise a hammer
As we all know, enterprise digital transformation is a complex project, involving technology, business, collaboration and strategic operation of the enterprise. Its construction process is not a department of information center fighting alone, requiring boss support, leadership support, financial support and business support. At present, most traditional enterprises in the process of digital transformation construction due to the lack of cognition, lack of consensus, lack of ability, and lack of long-term doctrine, resulting in an extremely difficult construction process, of which no money, no demand can be described as the “black and white” in the process of digital transformation, seriously affecting the transformation process.
First of all, let’s talk about the issue of “money”, as the saying goes, “talking about money hurts feelings”, but the enterprise digital construction needs funds everywhere, and in the eyes of most traditional enterprise leaders that doing digital is to buy a set of software, so the enterprise leaders’ cognition of digital construction costs is limited to the contract price. But the reality is that behind the normal operation of the software requires the support of the hardware environment, the data needs network transmission, the system needs the team to maintain, the technology is progressing, the business is innovating, the demand is changing, and the digital investment must also be followed up, otherwise the digital investment is difficult, and the information center even if it has the ability to “make bricks without bricks”. 数字化转型网（www.szhzxw.cn）
When it comes to digital investment, enterprises need a detailed account, especially in the current model of cost reduction and efficiency, money should be spent on the cutting edge, but most of the current digital transformation of traditional enterprises is a muddle, lack of plan, lack of budget, lack of cost awareness, where to do, if the project cost is too high, simply PASS. Enterprises need a detailed digital transformation capital plan, according to the planning CIO needs to work out in detail the purpose of each fund, do a good job of digital construction budget, generally digital transformation cost investment roughly includes: software investment, hardware investment, network investment, human resources investment and often ignored time cost investment, as shown in the following figure:
It should be noted that enterprise digital transformation needs a professional team, and a team naturally has human cost expenditure. Therefore, under the mode of cost reduction and efficiency increase, enterprises should reasonably plan the team size, personnel ratio and other inputs according to the current situation of digital development. An excellent team can help enterprises avoid detours in digital transformation, which means repeated investment, and maintain the stability of the team. This means less repetition and more efficiency, because in the digital transformation process:
Time is cost; 数字化转型网（www.szhzxw.cn）
Repetition is the cost;
Efficiency is cost;
Enterprise digital transformation requires both capital investment and blind investment, so it is necessary to reasonably control investment, and digital construction is a long process, and it is difficult to see results in a short time, so enterprise leaders should maintain long-term doctrine, do digital with a strategic height and development vision, and be willing to invest in capital investment, but cannot blindly invest and control investment. But can not not invest, and CIO must have cost awareness, based on the financial perspective to do digital construction, must have a strong project management ability, to control the progress in the process of digital construction, improve efficiency, save funds.
Next, let’s talk about the important topic of demand. As we all know, the foundation of enterprise digital transformation construction is demand. Under normal circumstances, the steps of information system construction are as follows:
The first step, the business department put forward the digital project construction requirements;
The second step, the information department preliminarily collects and collates relevant business requirements; 数字化转型网（www.szhzxw.cn）
In the third step, the information department demonstrates the technical feasibility and realization method of the business requirement, and then looks for the appropriate software company in the market. If the information department has a technical development team, it will demonstrate whether to develop the requirement by itself or purchase third-party software to achieve it;
The fourth step, the software company to the enterprise on the business needs to do further communication and research, in order to develop a solution in line with the actual situation of the enterprise; If the information department develops it itself, there will be product managers and business departments to understand the requirements in detail;
Fifth, if the software company is identified, the implementation team will organize the business department to conduct detailed business research, issue a research report, and design the implementation plan according to the research situation;
The sixth step, the system implementation on-line;
From the above steps, it is not difficult to see the importance of demand in the process of digital construction, but in most cases when the information department conducts business research, it is difficult to collect valuable demand information, and the business department often says a word is: we have no demand! Or you can do it! 数字化转型网（www.szhzxw.cn）
These are the most difficult and typical scenarios faced by the digital transformation construction of most traditional enterprises: The information department is very enthusiastic about digital construction because of its responsibilities, while the business department is in a state of “having nothing to do with it”. On the grounds that digitalization is too professional, the business department refuses the demand research activities from the information center or software company, so it is naturally difficult to obtain the real needs of the business department. Digital construction has become technology-centric, completely divorced from the business, and the result is naturally difficult to implement, landing more difficult, in most cases in the implementation stage has been rotten.
For most business units of enterprises, the reason for rejecting digital construction is simple, and the reason for buying relevant digital systems is very good: need! It means I want to buy it! Because of the job! As for whether the function of the software is matched after the purchase, whether the software is good to use, whether the business management process should be sorted and improved, that is the matter after the purchase, if it is not good to use, it must be a problem of the system! So also doomed to the system back set pot! 数字化转型网（www.szhzxw.cn）
What are the requirements?
Need to be solved, not need to be!
Demand is to seek the optimal solution in the scheme and method.
The need is systematic, not a single satisfaction.
However, in the actual digital construction, there are the following problems in terms of demand:
- Unclear, vague and fragmented requirements of business departments;
- Demand is unstable, changeable, changing from day to day;
- Internal demand is inconsistent, repeatedly overturned;
In practical work, we often encounter this situation: the information department knows that there are problems in the demand but cannot oppose it, the wrong demand is promoted as usual, and the wrong road must be wrong all the time! 数字化转型网（www.szhzxw.cn）
Because that’s what the business needs!
The above is the typical chaos in the process of enterprise digital transformation construction. On the one hand, business departments are unclear and chaotic about their own business needs; On the other hand, as a professional and technical department, the information department can only passively accept the demand, and it is difficult to ask the business department to accept professional and reasonable suggestions, which is the lack of coordination and integration within the enterprise.
It can be seen that although the word demand is simple, it is difficult to really do a good job in demand management, especially the higher requirements for the information department. Lao Yang believes that in the process of digital construction, the information department should do the following in demand management: introduction, control and determination.
First, to lead, that is, to guide: 数字化转型网（www.szhzxw.cn）
Second, control, that is, control:
Third, set, that is, set standards, set processes, set systems:
At the same time, the information department should learn to formulate demand management strategies, and should not fight in demand management. Before starting construction of any digital project, it must reach a consensus with the business department. At the same time, the information department should learn to clean and screen the business needs, which can be considered from the following aspects:
First, the difficulty and complexity of demand realization;
Second, the time cycle of requirement realization;
Third, the cost of demand realization;
Fourth, the priority of needs;
To sum up, capital is the guarantee of enterprise digital transformation, while demand is the foundation and path. Clear demand means accurate construction. Demand chaos, construction is difficult; Demand needs technology and business to complete together, need is the integration of thinking, rather than the infinite divergence of business departments; At the same time, the information department should also according to the status quo of enterprise management, reasonable control demand range, step by step, standardization, institutionalization, and process construction should run through the entire digital process, and a scientific digital management system is very important. At the same time, cost awareness is also very important, to know that digital construction “time is cost”, “repeated is cost”, “delay is cost”, “quality is cost”; If the enterprise has no cost consciousness in the process of digital construction, and is reluctant to invest, and the business department does not have the ability to put forward demands, the information department can only do a hammer! 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，作者老杨；编辑/翻译：数字化转型网宁檬树。
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