一、引言
如果将企业数字化转型比喻成一场大型战役，那么战略的制定就类似于战役开始前的作战计划制定环节。一个正确的策略能够为接下来的行动提供清晰的方向，合理计划和分配有限资源，协调相关方避免潜在的矛盾与冲突。但是，好的策略只有被正确理解并有效执行后，才能转变为企业真正的价值，否则仅仅是纸上谈兵。所以，在企业数字化升级和转型过程中，除了需要致力于战略制定，更需要仔细研讨战略实施的相关细节，从而在战略实施过程中进行有效的管理。
二、企业数字化战略实施过程中面临的问题及成因分析
（一）战略完备，战术缺位
随着信息技术的发展，“数字化”已不再是非常新颖的概念，相关书籍、信息以及案例非常丰富。但是，部分企业对如何规划和实施战略依然缺乏抓手。对于他们而言，最常用的方法是借用其他组织的成功经验，利用咨询或者招聘相关管理人才来实现其数字化战略的构建。改革资源的大部分投入，多集中在理念的引进和战略的制定活动中。在企业内部汇报中，数字化战略计划精美但难以落实。执行部门缺乏具体和有效的指示，仅依赖于执行者对管理者策略的猜测和理解。在施行一段时间后，企业才发现结果和战略预期存在巨大差距，若此时再尝试修改战略，就会陷入进退两难的境地。造成该问题的主要成因是组织过于依赖外部经验的有效性。事实上，不同的行业、相同行业中的不同企业，甚至相同企业中的不同部门，面对的核心业务痛点和对数字化工具的需求是完全不同的，所以，直接照搬外来经验作为自身的数字化战略实践，并不能给企业带来持久有效的价值。 数字化转型网（www.szhzxw.cn）
（二）技术领先，效果有限
近年来，数字化技术蓬勃发展，大数据、物联网、元宇宙、AI、ChatGPT等新一代数字化技术陆续涌现。很多企业和组织在规划数字化战略时，会盲目引入最新的、最吸引眼球的概念与技术，即使这些数字化技术与工具对解决企业当前实际业务问题和改进绩效方面没有明显的帮助。因此，这类企业花费巨大资源建立的信息系统或者数字化工具，并没有被真正应用在改进业务绩效上，而仅在外部宾客访问时用以展示。这些高成本的“花瓶”项目不仅不会助力企业实现目标的价值，还会损害企业的利润空间。造成该问题的主要成因是这些企业内部的管理人员试图把数字化转型这个议题，作为展示改革能力、获取领导地位或者是获得更高层注意的一个途径，而他们并没有将其视为真正为组织改进绩效、带来价值的活动。这种行为模式会催生大量的“花瓶”项目，表面上应用了先进的数字技术、投入成本也很高，但价值产出却十分有限。
（三）局部优化，全局失焦
在企业数字化战略相关项目实施的过程中，各部门的响应速度不同。对于那些响应迅速的部门，其很有可能很快构建起一套属于自己的数字化解决方案。这些数字化解决方案，的确可以在局部的绩效改进方面带来立竿见影的效果。但从整体数字化转型的进程来看，若企业在全局上没有考虑跨部门、跨项目间的相互影响，那么这些“走得快的”、被认为是标杆的数字化案例，很可能成为企业数字化方案整合过程中的“钉子户”。简单来说，单一项目层或部门层的优秀项目，由于缺乏同其他项目或部门链接，会导致组织内数字化转型的“壁垒”产生，难以做到更高层级的整体优化。造成该问题的主要成因是“缺乏标准”，即高层疏于对数字化战略标准的规划。数字化转型是一个巨大的，基于企业、集团甚至是供应链上下游的复杂系统工程，各分系统的接入需要有标准可依据（系统协同、技术兼容性标准），例如，统一的平台接口、遵照行业标准的格式或载体（数据整治标准）。另外，各大数字化工具和平台供应商，为构建其自身产品的生态链，往往也会故意设置数据共享上的障碍，企业在采购方案时需要格外注意。
（四）高层推进，基层不动
企业的数字化战略制定和实施，理论上应该由企业战略制定的高层（以下简称“高层”）自顶向下的推进。一些企业在实际的数字化战略实施中，会出现高层战略清晰、标准完善、推动积极，然而战略执行的基层（以下简称“基层”）的实际实施速度却非常缓慢，战略难以持续推进执行。在执行过程中，基层人员怨声载道，人员流失率也逐渐提高，导致战略的执行实施进展受阻。即使借助权力强行完成的改革，也会发现业务绩效改进的效果并不显著。而且，一旦高层人事变动，正在执行的项目也会因与新的战略脱钩而被迅速弃置。造成该问题的主要成因是高层与基层间的沟通不畅。此问题在奉行“上行下效”的传统制造型企业中更为明显。企业高层制定战略后，基层只需要服从和执行，在项目一开始就缺乏向上反馈的通道。如果新流程引入后的问题难以上报，会使基层陷入“夹心饼干”的状态，高层会因为新流程的引入所导致的效率下降苛责基层，而效率下降造成的业务堆积又会带来更大的任务压力，这种死循环还可能导致人员流失率升高。
（五）全面展开，鲜有突破
一些企业在数字化战略实施的整个过程中，整体规划得当、标准清晰，能够保证在战略的实际实施过程中，保证各业务部门改革的统一步调。在数字化转型战略执行结束后，整个组织内部由于出色的标准化，各部门间的数据交互和沟通变得通畅，实现了部分组织或部门效率的提升。但在复盘后却发现，对整个企业的数字化升级和转型在投入巨大精力和资源后，获得的回报或许与投入才刚刚持平，甚至可能造成亏损。虽然整个企业改革是成功且全面的，但鲜有重点业务痛点上的重大突破，而这些突破往往能够带来巨大的内部绩效提升，甚至是外部业务的快速发展。造成该问题的主要成因是“标准过度”。企业过度强调标准化，而忽略了一些有价值的定制化需求。这些需求可以表现为对标准数字化工具增加定制化模块的要求，或者在标准流程上添加特殊工作节点等。如果标准化的解决方案无法满足这些需求，同时高层也不响应这种定制化的需求，那么提出这些需求的部门或组织会面临窘境，在效率下降的同时也会挫伤内部对数字化转型的信心和积极性。 数字化转型网（www.szhzxw.cn）
（六）数据海量，缺乏价值
数据是驱动企业数字化转型和升级成功的核心因素。很多组织在数字化战略执行的过程中收集了其能够获取的数据，并购买了很多昂贵的存储设备来保存它们。在数字化战略实施过程中，虽然获得了海量的数据，但这些信息未被有效利用，例如，数据分析成果并没有直接或间接地为改进企业绩效做贡献。存在数据库中的数据就像是仓库里的“死库存”，也正是因为这些低价值数字资产的大规模存在，就会消耗企业本就宝贵的利润。最终整个数字化转型因不堪重负存储成本而失败。造成该问题的主要成因是数字化转型过程中对数据“贪大求全”，在没有深入研究数据对企业绩效作用的前提下来者不拒的保留。数据分为结构和非结构型数据，前者可以是MySQL、Oracle等数据库里的标准数据表，它们能被市面成熟的数据分析工具直接使用。而后者可以是录音、视频和图片等，这些非结构型数据尺寸大，使用困难，存储过多成本很高。为解决这种问题，企业需要从业务改进、创造价值的需求切入，深入分析所需的数据，即将数据与绩效改进目标关联起来，使数据为管理决策、改进企业绩效提供依据。
三、企业加强数字化战略实施的对策建议
（一）他山之石，审慎攻玉
“适合自己的，才是最好的”，这在数字化战略的实施过程中尤为重要。在企业数字化战略的实际实施过程中，可以借鉴其他企业的先进经验，聘用相应的专业人才，但一定要基于本企业的实际情况和企业文化来制定战略的实施细则。通常可采用A、B角色分别进行战略制定与实施，其中A角色将扮演战略制定和领导，而B角色则一般担任“上接战略、下接执行”的顾问或战略实施职责。外来经验或人员在实际施行中扮演哪类角色，由战略实施组织依据实际情况灵活施行，但需要注意避免A、B角色间存在较大的利益争端。
（二）立足当下，持续改进
数字化转型应基于目前企业数字化战略的具体需要。一个好的数字化解决方案，应该最大限度地满足简单、稳定、高性价比、用户友好，最终为用户或业务带来价值和绩效改进。若能够满足这些条件，即使方案的成本高也具有一定的可实施性。同时，数字化转型最终要服务客户价值和业务绩效改进，而不能简单地认为新技术一定会比老技术更高效。 数字化转型网（www.szhzxw.cn）
（三）统筹指导，未雨绸缪
考虑到数字化战略实施过程中的系统性、相关性、长久性和复杂性[3]。高层在制定战略时，要担负起统筹全局的责任。由于IT技术的飞速发展，技术层面的冗余与架构的可拓展性必须在前期考虑进去。如果战略制定者没有足够经验和知识储备，也可以聘用外部专业咨询公司和供应商来提供解决方案。在数字化战略实施过程中，让一部分团队成为“领头羊”，即“上接战略、下接执行”的桥梁型团队。通过同高层之间的高效沟通，在选择工具和方案时，能够保证企业高层的长远规划被执行。
（四）高层协调，业务主导
数字化战略的制定和实施的主导对象是完全不同的。战略是由企业的高层来制定的，因为需要同企业的定位、愿景、使命相关联。但是，在战略具体实施时，高层则应该集中在资源的协调和发展方向的引导之上。对于具体的实施细则，高层应充分听取业务部门的意见。战略的实施目的一定是要一线业务部门（基层）解决实际业务痛点，并以改进业务绩效（如业务日常工作效率）为核心目标。高层需要基于基层的需求动态微调战略设计，而基层也需要确定目前实施方向符合数字化战略构想。
（五）步调统一，重点突击
在数字化战略的实施过程中，标准化十分重要。但也要注意基层对“数字化最后一公里”的需求，即部分核心业务部门对数字化解决方案定制化、差异化和特殊化的需要。企业可以对各业务部门的数字化需求进行加权平均评分排序。评分高业务部门的需求，在保证数据标准基础上，尽可能满足其特殊需求，如开发特殊的中间件以获取特殊数据源中的信息，或者在标准数字工作流中为其设置特殊的功能模块。很多企业管理者往往忽视这些定制小细节的巨大能量，然而这些需要定制工具来解决的问题，很可能帮助组织在某个重要局部领域获得巨大突破。 数字化转型网（www.szhzxw.cn）
（六）注重质量，深挖价值
数据的采集和保存，应当注重数据的质量而非数量。获取高质量数据的一个重要方法是建立企业绩效改进目标与数据之间的关联分解树或价值流程图。企业管理者要对自身核心业务和工作流有深刻的理解，并且能够将这些业务、流程、企业关键绩效指标分解树与对应的数据紧密结合起来，即借助流程管理工具、关键价值链分析方法等定量表现出来。依据清晰分析结果，企业可以够判断出哪些业务环节产生的数据是需要采集和保存以及可以改进绩效的关键数据。例如，业务专家通过业务价值链分解方法而推导出的与改进业务绩效的相关数据，可以视高质量和具备价值的数据。
四、结语
成功的数字化转型，不仅需要企业制定完善的数字化转型战略，更要监控和管理好战略在组织内的实施和落地进程。否则，一切美好的战略规划都会成为纸上谈兵的设想。在数字化战略施行的过程当中，务必做好以下几个方面工作：紧扣组织实际现状，根植真实业务需求，注重全局统筹管理，构建上下沟通渠道，满足核心团队需求，注重数据质量和价值。
翻译：
Problems and countermeasures in the implementation of enterprise digital strategy
1. Introduction
If enterprise digital transformation is likened to a major battle, then the development of strategy is similar to the battle planning process before the start of the battle. A correct strategy can provide a clear direction for the next action, rationally plan and allocate limited resources, and coordinate relevant parties to avoid potential conflicts and conflicts. However, a good strategy can only be transformed into the real value of the enterprise after being correctly understood and effectively implemented, otherwise it is just a paper talk. Therefore, in the process of digital upgrading and transformation of enterprises, in addition to the need to commit to strategy formulation, it is more necessary to carefully study the relevant details of strategy implementation, so as to carry out effective management in the process of strategy implementation. 数字化转型网（www.szhzxw.cn）
2. Analysis of the problems faced by enterprises in the implementation of digital strategy and their causes
(1) Complete strategy and lack of tactics
With the development of information technology, “digitalization” is no longer a very new concept, and relevant books, information and cases are very rich. However, some enterprises still lack a grasp on how to plan and implement strategies. For them, the most common method is to borrow the successful experience of other organizations and use consulting or hiring relevant management talent to realize the construction of their digital strategy. Most of the input of reform resources is concentrated in the introduction of ideas and the formulation of strategies. In corporate internal reporting, digital strategic plans are beautiful but difficult to implement. The executive department lacks specific and effective instructions, and only relies on the executor’s guess and understanding of the manager’s strategy. After a period of time, the enterprise finds that there is a huge gap between the results and strategic expectations, and if it tries to modify the strategy at this time, it will be in a dilemma. The main cause of this problem is that organizations rely too much on the validity of external experience. In fact, different industries, different enterprises in the same industry, and even different departments in the same enterprise face completely different core business pain points and needs for digital tools, so directly copying foreign experience as their own digital strategy practice can not bring lasting and effective value to the enterprise.
(2) Advanced technology with limited effect
In recent years, digital technology has been booming, and new generation digital technologies such as big data, Internet of Things, meta-universe, AI and ChatGPT have emerged one after another. Many companies and organizations plan their digital strategy by blindly introducing the latest and most eye-catching concepts and technologies, even if these digital technologies and tools are not significantly helpful in solving the actual business problems and improving performance. As a result, the information systems or digital tools that these companies spend huge resources to build are not really used to improve business performance, but are only used to demonstrate when external guests visit. These high-cost “vase” projects will not only not help the company achieve the value of the target, but also hurt the profit margin of the company. The main cause of the problem is that managers within these companies try to use the issue of digital transformation as a way to demonstrate their ability to change, gain leadership positions, or gain the attention of higher management, rather than seeing it as an activity that truly improves the performance and brings value to the organization. This pattern of behavior has led to a large number of “vase” projects, ostensibly with advanced digital technology and high input costs, but with limited value output. 数字化转型网（www.szhzxw.cn）
(3) Local optimization, global out-of-focus
In the process of implementing projects related to enterprise digital strategy, each department has different response speed. For those departments that respond quickly, they are likely to quickly build their own digital solutions. These digital solutions can indeed bring immediate results in terms of local performance improvements. However, from the perspective of the overall process of digital transformation, if the enterprise does not consider the interaction between cross-departments and cross-projects globally, then these “fast-moving” digital cases, which are considered to be benchmarks, are likely to become the “nail households” in the integration process of enterprise digital solutions. In short, excellent projects at a single project level or department level, due to the lack of links with other projects or departments, will lead to the “barrier” of digital transformation within the organization, and it is difficult to achieve overall optimization at a higher level. The main cause of this problem is the “lack of standards”, that is, the high-level neglect of digital strategic standards planning. Digital transformation is a huge, complex system engineering based on the enterprise, group and even the upstream and downstream of the supply chain, and the access of each subsystem needs to be based on standards (system collaboration, technical compatibility standards), for example, a unified platform interface, according to the industry standard format or carrier (data regulation standards). In addition, major digital tools and platform suppliers, in order to build their own product ecological chain, often deliberately set up data sharing barriers, enterprises need to pay special attention when purchasing solutions.
(4) Advance at the top while the grassroots do not move
In theory, the development and implementation of enterprise digital strategy should be promoted from the top down by the senior management of enterprise strategy formulation (hereinafter referred to as “senior management”). In the actual implementation of digital strategy, some enterprises will have a clear high-level strategy, perfect standards, and active promotion, but the actual implementation speed of the grass-roots level of strategy implementation (hereinafter referred to as the “grass-roots level”) is very slow, and the strategy is difficult to continue to promote the implementation. In the process of implementation, the grass-roots staff complained, and the staff turnover rate gradually increased, resulting in the implementation of the strategy was blocked. Even if the reform is forced by power, it will be found that the effect of business performance improvement is not significant. Moreover, when there is a change at the top, ongoing projects are quickly abandoned because they are disconnected from the new strategy. The main cause of the problem is poor communication between the top and the bottom. This problem is more obvious in the traditional manufacturing enterprises that pursue “upper and lower effect”. After the strategy is formulated at the top of the enterprise, the grassroots only need to obey and implement, and there is a lack of upward feedback channel at the beginning of the project. If the problems after the introduction of the new process are difficult to report, the grassroots will fall into a “sandwich cake” state, the senior management will blame the grassroots for the efficiency decline caused by the introduction of the new process, and the business accumulation caused by the efficiency decline will bring greater task pressure, and this dead cycle may also lead to an increase in personnel turnover rate. 数字化转型网（www.szhzxw.cn）
(5) Comprehensive development, few breakthroughs
In the whole process of digital strategy implementation, some enterprises have proper overall planning and clear standards, which can ensure the unified pace of reform of various business departments in the actual implementation of the strategy. After the implementation of the digital transformation strategy, due to excellent standardization within the entire organization, the data interaction and communication between various departments become smooth, and the efficiency of some organizations or departments is improved. However, after the review, it was found that after investing huge energy and resources in the digital upgrade and transformation of the entire enterprise, the return may be just equal to the investment, and may even cause a loss. Although the whole enterprise reform is successful and comprehensive, there are few major breakthroughs in key business pain points, and these breakthroughs can often bring huge internal performance improvement, and even the rapid development of external business. The main cause of this problem is “excessive standards”. Enterprises overemphasize standardization and neglect some valuable customization needs. These requirements can take the form of adding custom modules to standard digital tools, or adding special work nodes to standard processes. If standardised solutions fail to meet these needs, and the top management does not respond to such customized needs, then the department or organization that is proposing these needs will face a dilemma, which will reduce efficiency and undermine internal confidence and enthusiasm for digital transformation. 数字化转型网（www.szhzxw.cn）
(6) Massive data, lack of value
Data is the core factor driving the success of digital transformation and upgrading of enterprises. Many organizations collect the data they can in the process of executing their digital strategy and purchase expensive storage equipment to hold it. In the process of digital strategy implementation, although a large amount of data has been obtained, the information has not been effectively used, for example, the results of data analysis have not contributed directly or indirectly to the improvement of enterprise performance. The data in the database is like the “dead inventory” in the warehouse, and it is precisely because of the large-scale existence of these low-value digital assets that the valuable profits of the enterprise will be consumed. Eventually, the entire digital transformation failed due to overwhelmed storage costs. The main cause of this problem is the “over-seeking” of data in the process of digital transformation, and the retention of everything without in-depth research on the role of data on enterprise performance. Data is divided into structural and unstructured data, the former can be MySQL, Oracle and other databases of the standard data table, they can be directly used by the market mature data analysis tools. The latter can be recordings, videos and pictures, etc. These non-structural data sizes are large, difficult to use, and excessive storage costs are high. In order to solve this problem, enterprises need to start from the needs of business improvement and value creation, in-depth analysis of the required data, that is, data and performance improvement goals, so that the data can provide a basis for management decisions and improve corporate performance.
3. Countermeasures and suggestions for enterprises to strengthen the implementation of digital strategy
(1) A stone from another mountain should be prudently attacked
“What suits you is the best”, which is particularly important in the implementation of digital strategy. In the actual implementation process of enterprise digital strategy, we can learn from the advanced experience of other enterprises and hire the corresponding professional talents, but we must formulate the implementation rules of the strategy based on the actual situation and corporate culture of the enterprise. Role A and Role B are usually used for strategy formulation and implementation, in which role A will play the role of strategy formulation and leadership, while Role B will generally act as the “top strategy, bottom implementation” advisory or strategy implementation responsibilities. The role of external experience or personnel in the actual implementation shall be flexibly implemented by the strategy implementation organization according to the actual situation, but it is necessary to avoid large interest disputes between roles A and B. 数字化转型网（www.szhzxw.cn）
(2) Based on the present, continuous improvement
Digital transformation should be based on the specific needs of the current enterprise digital strategy. A good digital solution should be simple, stable, cost-effective, user-friendly, and ultimately bring value and performance improvements to the user or business. If these conditions can be met, the scheme can be implemented to a certain extent even if the cost is high. At the same time, digital transformation is ultimately about serving customer value and improving business performance, rather than simply assuming that new technologies will necessarily be more efficient than old ones.
(3) Overall guidance and preparedness
Taking into account the systematicness, relevance, permanence and complexity of the implementation of digital strategy [3]. When formulating strategy, the top management should shoulder the responsibility of overall planning. Due to the rapid development of IT technology, redundancy at the technical level and scalability of the architecture must be considered at the early stage. If strategy makers do not have sufficient experience and knowledge, they can also hire external professional consulting firms and suppliers to provide solutions. In the implementation process of digital strategy, let a part of the team become the “leader”, that is, the bridge team of “top strategy, bottom execution”. Through effective communication with the top management, the selection of tools and solutions can ensure that the long-term planning of the company’s senior management is implemented.
(4) High-level coordination and business leadership
The dominant objects of digital strategy formulation and implementation are completely different. Strategy is developed at the top of the organization because it needs to be related to the organization’s positioning, vision, and mission. However, in the implementation of the strategy, the top management should focus on the coordination of resources and the guidance of development direction. For the specific implementation rules, the senior management should fully listen to the views of the business department. The purpose of the implementation of the strategy must be to solve the actual business pain points of the frontline business units (grassroots), and improve the business performance (such as the daily work efficiency of the business) as the core goal. The top management needs to dynamically fine-tune the strategic design based on the needs of the grassroots, and the grassroots needs to determine that the current direction of implementation is in line with the digital strategic vision.
(5) Unified pace, focus on assault
Standardization is very important in the implementation of digital strategy. But also pay attention to the grassroots demand for the “digital last mile”, that is, the need for some core business units to customize, differentiate and specialize digital solutions. Enterprises can rank the digitalization needs of each business unit by weighted average score. Score the needs of the business department, while ensuring data standards, as far as possible to meet its special needs, such as the development of special middleware to obtain information from special data sources, or set special functional modules for it in standard digital workflow. Many business managers often overlook the huge power of these small customization details, but these need to be customized tools to solve the problem, it is likely to help the organization achieve a big breakthrough in an important local area.
(6) Pay attention to quality and dig deep value
Data collection and storage should focus on data quality rather than quantity. An important method to obtain high quality data is to establish a correlation decomposition tree or value flow chart between performance improvement objectives and data. Enterprise managers should have a deep understanding of their own core business and workflow, and be able to closely combine these business, process, enterprise key performance indicator decomposition tree with the corresponding data, that is, with the process management tools, key value chain analysis methods and other quantitative performance. Based on clear analysis results, companies can determine which business processes generate data that needs to be collected and stored and which can improve performance. For example, data related to improved business performance derived by business experts through business value chain decomposition can be regarded as high quality and valuable data.
4. Conclusion
Successful digital transformation not only requires enterprises to develop a sound digital transformation strategy, but also to monitor and manage the implementation and landing process of the strategy within the organization. Otherwise, all the good strategic planning will become a mere idea on paper. In the process of implementing digital strategy, it is necessary to do the following aspects of work: closely follow the actual situation of the organization, rooted in real business needs, pay attention to overall management, build communication channels, meet the needs of the core team, and pay attention to data quality and value. 数字化转型网（www.szhzxw.cn）
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