2023年即将过去，这一年与圈内朋友交流，大部分都是摇头叹息，看的出来大家的数字化做的异常艰难，企业受市场影响削减了数字化的投入，软件公司为本就不多的订单争得头破血流，即使中标了，也面临回款难的问题。在如此环境下，数字化并非想象中的一般会受相关领导的重视，也并非舆论中说的那般数字化是企业的必选题，现实是在大部分传统企业中数字化的处境很尴尬，所以老杨认为在2024年对企业数字化不必有抱有太高的期望，除非企业的一把手有相当的魄力去做转型。
当前大部分传统企业的领导人在数字化转型这件事情上已趋于理智，而这种理智并非企业领导对于数字化的认知有多深入，而真正的原因是在当年的市场风口上吃了太多数字化的亏，在不差钱的模式下大搞数字化建设，但最终大部分却做的一地鸡毛，因此在当前这种高度不确定的市场环境下，生存成为了第一要务，而价值体现难的数字化自然要重新的去考量，不是做与不做的问题，而是如何做才能价值最大化的问题，所以企业CIO此时需要的是要以投资的角度来做数字化。
为什么企业的数字化会进入如此的困境，老杨认为这么多年来数字化背负了太多的期望与太多不切实际的要求，软件公司的吹嘘与胡乱承诺更是让数字化负重前行，其实数字化并非是那个拯救企业于水火的良药，一些专家将数字化过度的神话，最终变成了笑话。都说企业数字化转型在于转而非数字化本身，回想一下从数字化转型的概念提出到目前的这么多年企业到底转了什么？大部分企业其实都是在做所谓的信息化或者数字化的系统建设，虽然引入了一些新的概念，但实际上是在重复做一遍之前的事，系统换了一个又一个，员工学会了一个又一个的新系统的操作，然后又被弃用，接着再引进新系统，再学习……重复建设，但核心的业务流程、数据标准实际上是一团糟，今年决定做业财一体化，做到一半还未上线又要做数据中台，数据中台还未上线，明年就要决定做所谓的人工智能，领导总想弯道超车，而信息部门却在叫苦不迭，系统建设、迭代的速度永远跟不上业务的需求、领导的要求，于是我们看到转的是一波波的CIO，来了走，走了来；转的是各种系统一波波的换，各种汇报PPT一版版的改，而不变的是混乱的业务、流程与数据，最后所谓的数字化转型的结果就是铸就了数字化无用论的“神”话，变成了公司其他部门茶余饭后津津乐道的笑话。 数字化转型网（www.szhzxw.cn）
所以在2024年数字化应重新回归技术的本质、服务的属性，需求是基础，技术与业务充分融合才是关键。
企业要清楚的知道数字化只是管理工具，而这种工具比较特殊，它具有很强的技术属性，想要得心应手的使用必须深度的去了解它，但是很可惜，大部分的传统企业秉承“专业的事情专业人做”的原则将数字化转型建设的重任委以信息部门，想当然的认为数字化转型就是信息部门的事情，如果做不好，那必然就是信息部门的事情，如果有错误那也一定是软件的错，在此情况下何谈需求？何谈融合？管理的孤岛下何谈协同？何谈打通？所以数字化最后展现的成果就是：孤岛化问题突出、软件功能被满满的吐槽，价值何在？领导看到的只有投入，而所投入购买的各种系统却产生了更多的麻烦，难道不是信息部门的能力问题？在此情况下系统就背了企业管理的锅，信息部门也难以体现其价值，在企业降本增效模式下被边缘化也属正常，因为企业都是以价值为纲的。
若想打破企业数字化转型难的问题，那就需要充分认清相关的关键卡点：一把手、认知、共识。
都说数字化转型是一把手工程，所以这句话也就成为了众多数字化项目失败的借口。一把手为什么要同意做数字化？大部分企业或出于某种压力、或为了赶个时髦，很少有企业一把手是为了改革而借助数字化工具做转型，所以在缺乏管理魄力的情况下，一把手及企业领导是很难对数字化有深度认知的，即使有某种认知也是出于某某专家之口，悬于空中的那种难以落地的认知，在此种情况下，企业内部若想达成数字化建设的统一认识是非常难的，通常情况下一把手喜欢那种高大上的新名词与概念，业务部门关心的是需求能否实现，自己需要的能不能解决，而信息部门则更关注的是技术与落地层面的内容，所以在认知不统一的前提下造就了各种的认识偏差，自然也就形成了很多数字化建设的卡点。有意思的是在明知路径与方法有问题的前期下，信息部门还必须要做相关的妥协，大部分情况下来自于压力，因为地位决定着话语权，比如在选型环节，虽然明知采购部门为了降低采购成本而在产品功能上打折扣这种方法有问题，但也只能无奈的接受，原因很简单，信息部门影响力不够，难以在数字化建设方面有支配的地位，接受可能也就意味着在此后的某个时间为今天的结果而背锅。 数字化转型网（www.szhzxw.cn）
所以2024年的数字化还是要回归到理性，需要在理性下对数字化有更深度的认知，而非在降本增效模式下做“一刀切”，完全边缘数字化。企业需要回归到实际的业务需求，企业各方也要就数字化转型建设的复杂性、专业性达成共识，根据企业的现状做规划，脚踏实地的做转型，基础很重要，勿想弯道超车走捷径。
翻译：
2024 Enterprise digital transformation should return to rationality
2023 is about to pass, this year with friends in the circle, most of them are shaking their heads and sighing, see that everyone’s digitalization is extremely difficult, enterprises are affected by the market to cut digital investment, software companies are not many orders to fight for the head, even if the bid, but also face the problem of difficult payment. In such an environment, digitalization is not generally expected to be valued by relevant leaders, nor is digitalization a must for enterprises as said in public opinion. The reality is that digitalization is in a very awkward situation in most traditional enterprises, so Lao Yang believes that in 2024, there is no need to have too high expectations for enterprise digitalization, unless the leader of the enterprise has considerable courage to transform.
At present, most of the leaders of traditional enterprises have become rational in the matter of digital transformation, and this kind of rationality is not how deep the cognition of digital leaders is, but the real reason is that they have eaten too much digital losses in the market tuyere of that year, engaged in digital construction under the mode of not poor money, but in the end, most of them have done nothing. Therefore, in the current highly uncertain market environment, survival has become the first priority, and the digitalization of value embodiment is difficult to naturally re-consider, not a matter of doing and not doing, but how to maximize the value of the problem, so what the CIO needs at this time is to do digital from the perspective of investment. 数字化转型网（www.szhzxw.cn）
Why the digitalization of enterprises will enter such a dilemma, Lao Yang believes that for so many years, digitalization has been burdened with too many expectations and too many unrealistic requirements, and the software company’s boasting and wild promises have made digitalization move forward, in fact, digitalization is not the medicine that saves enterprises from water and fire, and some experts will digitize the myth of excessive, and eventually become a joke. It is said that enterprise digital transformation is to turn not digital itself, think back from the concept of digital transformation to the present so many years in the end what the enterprise has changed? In fact, most enterprises are doing the so-called information or digital system construction. Although some new concepts have been introduced, they are actually doing the same things over and over again. Systems are replaced one after another, and employees learn to operate new systems one after another, which are then abandoned, and then new systems are introduced and learned…… Repeated construction, but the core business process, data standards are actually a mess, this year decided to do the integration of industry and finance, to do half of the line has not yet come online and to do the data center, the data center has not yet come online, next year will decide to do the so-called artificial intelligence, the leader always wants to overtake the curve, and the information department is crying. The speed of system construction and iteration can never keep up with the needs of the business and the requirements of the leadership, so we see a wave of CIO, coming and going; The change is a wave of various systems, a variety of reporting PPT version of the change, but the same is the chaos of business, process and data, the final result of the so-called digital transformation is to cast the digital useless theory of “God” words, into the company’s other departments enjoy the joke after dinner. 数字化转型网（www.szhzxw.cn）
Therefore, in 2024, digitalization should return to the nature of technology and the attributes of services, demand is the foundation, and the full integration of technology and business is the key.
Enterprises should clearly know that digitalization is only a management tool, and this tool is special, it has strong technical attributes, want to use it effectively must be in-depth understanding of it, but unfortunately, most traditional enterprises adhering to the principle of “professional things professional people do”, the responsibility of digital transformation construction entrusted to the information department. It is taken for granted that digital transformation is the information department’s thing, if it is not done well, it must be the information department’s thing, if there is a mistake, it must be the fault of the software, in this case, what is the demand? What about fusion? How to talk about collaboration under management silos? How can we get through? So the final result of digitalization is: the problem of siloization is prominent, the software function is full of ridicule, what is the value? The leaders only see the input, and the various systems invested in the purchase have created more trouble, is it not the ability of the information department? In this case, the system is back to the pot of enterprise management, the information department is difficult to reflect its value, and it is normal to be marginalized under the mode of enterprise cost reduction and efficiency increase, because enterprises are based on value.
If you want to break the difficult problem of enterprise digital transformation, it is necessary to fully recognize the relevant key card points: the leader, cognition, and consensus.
It is said that digital transformation is a master project, so this phrase has become an excuse for many digital projects to fail. Why did the boss agree to go digital? Most enterprises or out of some kind of pressure, or to catch up with the fashion, few business leaders are in order to reform and use digital tools to transform, so in the absence of management courage, the head and business leaders are difficult to have a deep understanding of digital, even if there is a certain kind of cognition is out of the mouth of a certain expert, the kind of difficult to land in the air. In this case, if the enterprise wants to achieve a unified understanding of digital construction is very difficult, usually the leader likes the kind of lofty new terms and concepts, the business department is concerned about whether the demand can be realized, their own needs can be solved, and the information department is more concerned about the technical and landing level of content. Therefore, under the premise of cognitive disunity, various cognitive deviations have been created, and naturally, many card points in digital construction have been formed. What is interesting is that in the early stage of knowing that there are problems in the path and method, the information department must make relevant compromises, which in most cases come from pressure, because the status determines the right to speak. For example, in the selection process, although it knows that the procurement department will discount the product function in order to reduce the procurement cost, it can only be accepted reluctantly, and the reason is very simple. The information sector is not influential enough to have a dominant position in digital construction, and acceptance may mean blaming today’s results at some later time.
Therefore, the digitalization in 2024 still needs to return to rationality, and it needs to have a deeper cognition of digitalization under rationality, rather than doing “one-size-fits-all” in the mode of cost reduction and efficiency increase, and completely edge digitalization. Enterprises need to return to the actual business needs, all parties to the enterprise should also reach a consensus on the complexity and professionalism of digital transformation construction, plan according to the current situation of the enterprise, down-to-earth transformation, the foundation is very important, do not think of overtaking corners and taking shortcuts. 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。
免责声明: 本网站(http://www.szhzxw.cn/)内容主要来自原创、合作媒体供稿和第三方投稿，凡在本网站出现的信息，均仅供参考。本网站将尽力确保所提供信息的准确性及可靠性，但不保证有关资料的准确性及可靠性，读者在使用前请进一步核实，并对任何自主决定的行为负责。本网站对有关资料所引致的错误、不确或遗漏，概不负任何法律责任。
本网站刊载的所有内容(包括但不仅限文字、图片、LOGO、音频、视频、软件、程序等) 版权归原作者所有。任何单位或个人认为本网站中的内容可能涉嫌侵犯其知识产权或存在不实内容时，请及时通知本站，予以删除。
