数字化转型不仅与技术有关，还需要重新思考业务、文化和运营。以下是您在踏上旅程时需要考虑的一些关键考虑因素。
许多人认为数字化转型完全是技术性的。虽然这方面很重要，但更好的描述是业务、文化和运营模式转型的结合。简单地将现有业务模式数字化并不能保证结果，过时的文化或运营模式可能会限制快速响应不断变化的客户期望和新兴技术的能力。 数字化转型网（www.szhzxw.cn）
我于 2021 年加入 Thrivent，帮助塑造我们的数字未来，实现技术现代化，并为我们的客户和财务顾问提供出色的体验——而且比以往任何时候都快。当我到达时，公司已经有了强大的目标、值得信赖的关系和许多技术。这个机会是改善体验，加快我们的交付速度，并在多年投资不足并依赖第三方完成大部分战略工作之后，重建强大的内部数字、数据和技术能力。我们很快发现，我们的转型不仅仅是技术，而是由技术、人才和新的工作方式推动的根本性业务变革。
从那时起，我们取得了重大进展。我们为我们的数字、数据和技术团队招聘了 200 名新成员，专注于产品管理、设计和工程。2022年，我们引入了产品运营模式，组建了70个产品团队，并将700名员工整合到该模式中。我们还通过提升技能或聘请外部专家来填补近 100 个新产品职位。这种工作方式的转变使我们能够在经验上竞争，并迅速适应不断变化的客户期望。
我们没有要求其他组织来做我们最重要的工作，而是投资于我们的内部团队。我们这样做的一种方式是要求我们的团队成员成为终身学习者，适应变化，拥抱创新，并为组织的长期成功做出贡献。这是他们想要的——因为他们相信我们的共同目标——这是我们的领导人想要的，它帮助我们在今天竞争，同时为明天做准备。 数字化转型网（www.szhzxw.cn）
实现技术现代化和体验转型
虽然转型并不完全与技术有关，但它是一个关键组成部分。这就是我们投资新的数字体验、API 和数据平台的原因。对我而言，我们的首要任务是让客户和顾问看到的东西现代化，而不是他们看不到的东西。我们正在解锁遗留系统中的数据，以帮助我们的团队提供令人惊叹的体验。选择性的现代化和简化使我们能够快速响应客户的需求，即使使用拥有 100 年历史的公司通常拥有的传统基础设施。
在我多年转型多个组织的经验中，以下是我发现最重要的一些经验教训。
- 培养变革和迭代的文化。我们的理念是“进步胜于完美”，使人们能够迭代和转型，而不是在发布时就拥有精美的产品。我们正在培训我们的团队在转型时表现出色，这样我们就可以在建立新的客户体验的同时取得渐进式的胜利。改变是困难的，但用建立在迭代和进步基础上的理念来强化其目的会让人感觉更容易管理。
- 为您的客户构建。 以客户为中心可以帮助你的团队明确他们工作的价值。 建立共同的愿景和价值观，培养同理心，并确保您的团队了解客户的需求、挑战和观点。打破孤岛并促进跨职能协作可确保无缝且一致的客户体验，同时创建持续的反馈循环。别忘了承认胜利。庆祝客户的成功故事可以向您的团队展示他们的劳动成果。最后，以身作则——领导者必须在自己的决策中定下基调并体现以客户为中心 。
- 让您的整个组织踏上旅程。 确保整个组织都了解为什么需要进行转型。 让您的团队与一个与必要变革保持一致的组织对于使任何转型之旅取得成功至关重要。
- 持续提升技能：随着技术的发展和客户期望的变化，确保您的员工培养符合不断变化的期望的技能比以往任何时候都更加重要。通过现在致力于不断提高技能，您可以确保您的团队在现在和将来都能胜任这项任务。 数字化转型网（www.szhzxw.cn）
- 吸引和留住顶尖人才。 热衷于站在技术前沿并产生影响的个人重视让他们蓬勃发展的工作环境。创造创新、持续学习和实验的文化。提供职业道路和成长机会，以培养技能并迎接新的挑战。认可和奖励成就。投资于支持他们工作并使他们能够提高工作效率的工具。并赋予您的团队权力 – 赋予他们对工作的自主权和所有权，以创造自豪感和责任感。
- 实现重要事项的现代化。 确定您的产品组合中最具战略意义的技术，以及未来几年将要考虑的重要技术，并将技能提升工作重点放在这些技术上。
数字化转型不仅仅是技术，从根本上说，它们就是业务转型。通过改变团队的工作方式，吸引和留住所需的人才，并投资于适当的技术以实现长期增长，您可以实现所需的转型，为您的组织在当前和未来的成功做好准备。
翻译：
Digital Transformation Is About Fundamental Business Change
Digital transformation isn’t just about tech — it requires rethinking business, culture, and operations. Here are some key considerations to think about as you embark on your journey.
Many people think of digital transformations as being exclusively technological. While that aspect is important, a better description would be a combination of business, cultural, and operating model transformations. Simply digitizing your existing business model doesn’t guarantee results, and outdated culture or operating models can limit the ability to quickly respond to changing client expectations and emerging technologies. 数字化转型网（www.szhzxw.cn）
I joined Thrivent in 2021 to help shape our digital future, modernize our technology, and deliver great experiences for our clients and financial advisors — and do it faster than ever before. The company already had a strong purpose, trusted relationships, and many technologies when I arrived. The opportunity was to improve experiences, speed up our delivery, and rebuild a strong internal competency in digital, data, and technology after years of under-investment and relying on third parties to do most of the strategic work. It became clear quickly that our transformation was not simply about technology, but a fundamental business change powered by technology, talent, and new ways of working.
Since then, we’ve made significant progress. We hired 200 new members for our digital, data, and technology team, focusing on product management, design, and engineering. In 2022, we introduced a product operating model, formed 70 product teams, and integrated 700 employees into the model. We also filled nearly 100 new product roles through upskilling or hiring outside experts. This shift in how we work gave us the ability to compete on experience and quickly adapt to changing client expectations.
Instead of asking other organizations to do some of our most important work, we invested in our internal team. One way we do this is by asking our team members to become lifelong learners, adapt to change, embrace innovation, and contribute to the organization’s long-term success. It’s what they want — because they believe in our shared purpose — it’s what our leaders want, and it helps us compete today while preparing for tomorrow.
Modernizing Technology and Transforming Experiences
While transformations are not all about technology, it’s a key component. This is why we invested in new digital experiences, API, and data platforms. For me, our priority is to modernize the things our clients and advisors see, not what they don’t see. We are unlocking the data in our legacy systems to help our teams deliver amazing experiences. Selective modernization and simplification allow us to quickly respond to clients’ needs even with the legacy infrastructure that 100-year-old companies often have.
In my years of experience in transforming multiple organizations, here are some learnings I’ve found to be most important. 数字化转型网（www.szhzxw.cn）
- Foster a culture of change and iteration. Our philosophy of “progress over perfection” empowers people to iterate and transform, rather than having a polished product at launch. We’re training our team to perform while they transform so we can deliver incremental wins while building new client experiences. Change is hard, but reinforcing its purpose with a philosophy that’s built on iteration and making progress can feel more manageable.
- Build for your clients. Centering your focus around the client can help clarify for your teams the value of their work. Establish a shared vision and values, foster empathy, and make sure your teams understand the needs, challenges, and perspectives of the client. Breaking down silos and promoting cross-functional collaboration ensures a seamless and consistent client experience while creating ongoing feedback loops. And don’t forget to recognize the wins. Celebrating client success stories shows your teams the fruits of their labor. Finally, lead by example — leaders must set the tone and exemplify client-centricity in their own decision-making.
- Bring your entire organization on the journey. Make sure the entire organization understands why the transformation is necessary. Surrounding your teams with an organization that is in alignment with necessary change is critical to making any transformational journey successful.
- Continual upskilling: As technology evolves and customers’ expectations change, it’s more important than ever to make sure your workforce develops skills that match changing expectations. By committing now to continuous upskilling, you can ensure your teams are up to the task both now and in the future.
- Attract and retain top talent. Individuals who are passionate about staying at the forefront of technology and making an impact value a work environment that allows them to flourish. Create a culture of innovation, continuous learning, and experimentation. Provide career paths and growth opportunities to build skills and take on new challenges. Recognize and reward achievements. Invest in tools that support them in their work and enable them to be productive. And empower your teams — give them autonomy and ownership over their work to create a sense of pride and responsibility. 数字化转型网（www.szhzxw.cn）
- Modernize what matters. Identify the most strategically important technologies in your portfolio — as well as what will be important in the years to come — and focus your upskilling efforts on those.
Digital transformations are about more than just technology — they are fundamentally business transformations. By changing how your teams work, attracting and retaining the talent you need, and investing in the appropriate technology for long-term growth, you can achieve the transformation you need to set your organization up for current and future success.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于INFORMATIONWEEK.COM；编辑/翻译：数字化转型网宁檬树。
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