一、如果将数字化转型比作一场企业攻坚战役，其战略就是赢得战争的策略，战术是指赢取战斗的方法。
对于企业数字化转型项目来说，确定战略和战术是最重要的工作。战略要有高度，战术要贴近实际。数字化转型项目战术重点应在数字化与运营逻辑、规则和商业模式的结合上。数字化的特征是遵循持续循环上升的规律，通过不断试错和迭代来找答案，实现业务模式成功转型。数字化转型网szhzxw.cn
数字化技术是解决问题的技术方法和工具，不能成为项目驱动的主导力量，更不能用数字化技术去驾驭和指挥业务上的攻坚任务。因此，数字化转型应按照“老板管总、技术主建、业务主战”的战术原则实施。数字化转型网szhzxw.cn
二、目前，企业数字化常遇到的问题，是过多的空谈战略，缺乏战术层面的支撑。数字化转型网szhzxw.cn
确定了战略目标，实现路径的选择，就必须基于资源是有效可控的前提，好的战略要有好的战术执行，不同的技术路径会意味着面临不同的风险挑战。有些专家其实没有实践的经历，没有经过现实的检验，只是读过几本半懂不懂的书，就不负责任的瞎说指导企业，这样做的潜在风险非常突出。经过大量的正反两方面案例验证，传统企业的数字化转型并不宜采取颠覆性改变的战术，否则成本会十分高昂，潜在风险也会非常突出。数字化转型网szhzxw.cn
企业可将总体目标分解到业务的模块上，通过业务层的拆解，落实具体行动，通过持续的达到一个一个微型任务的小胜，取得一系列战术级的积累，最后赢取整个项目的成功。数字化转型网szhzxw.cn
三、业务与技术更紧密结合是战术层面的第一要务。企业数字化转型成功，本质在于业务要先成形，数字化工具也并行而上，两者相互促进，相辅相成，才能达到业务与技术融合的作用。
数字化转型不能简单地自上而下部署。每一种数字化技术成熟度不一样，对于企业不同的场景存在明显差别，这需要自下而上的发现可能的应用场景，激励最熟悉应用场景的员工去探索和创新。自上而下的推动属于规划式路径，自下而上的变革属于演化式方法，两者需要进行有机的结合才能有效推进。
四、数字化转型要与企业所在的行业和业务场景结合，探索最优的转型路径。数字化转型网szhzxw.cn
经过实践验证的经验表明，业务与技术融合的突破，要从相对独立的业务点入手，切忌一次全面铺开。如果企业数字化转型初期就全面铺开、分散投入，容易造成业务追着技术跑，形成被动局面，形成资源紧张、不断告急的局部困境，进而影响到整个战线的形势。数字化转型网szhzxw.cn
不利于集中力量于一点进行突破，容易使企业正常业务受到影响，而数字化的成果却迟迟无法体现，让企业上下对数字化产生怀疑，认为增加了数字化转型的难度，甚至会导致项目失败。从相对独立的业务功能入手，集中精力进行突破，可在短期内看到成效，有利于提升整体的信心，降低整个项目推进的难度。
五、数字化转型可从企业最聚焦的营销链和供应链两条线入手。数字化转型网szhzxw.cn
作为与企业核心利润目标最近的业务环节，营销链的获客增收是企业第一优先级的重点工作，营销支出也位居多数企业预算的第一位。移植相对成熟的用户画像、忠诚度分析、流量监测、市场分析、广告投放、预测分析的互联网数字化营销工具，可帮助企业显著提高目标用户的触达程度和转化效率，提高用户体验，直接创造商业价值。
供应链是企业解决成本和效率的另一个核心关注点。传统企业的供应链，对外来说，连接供应商往往信息不充分，需要花费大量的人工和时间与供应商、渠道商沟通协调，同时还要考虑与单一厂商绑定的风险。数字化转型网szhzxw.cn
对内来说，面向各业务口和职能部门，难以及时的、精确的掌握需求反馈，保证大批量采购压价情况下，依然满足关键需求。而数字化供应链的优势就在于提高供应商和企业内部沟通的协作效率，提高内部需求的分析和预测功能。
六、为了形成领先型的核心竞争力，许多数字化工作要从野蛮式的创新摸索做起。数字化转型网szhzxw.cn
数字化转型要用全新的技术手段和商业模式，真正实施起来远比提口号复杂得多。创新型的行动尤其要提前研究各角色的诉求，充分论证业务模式的有效性，进行强化的有效操作培训，甚至先做重点的示范点验证，再扩大铺开范围。只有量变转质变的条件成熟时，方可对现状进行大规模的数字化颠覆举措。尽可能避免出现广泛又无实质性意义的非议，如果不防微杜渐，可能会影响企业层面的决策。数字化转型网szhzxw.cn
阿里数据中台和业务中台之所以成功，也是经历了一个电商野蛮式的生长过程，在不断解决内外部用户的问题过程中，发现有许多共性算法和模块可分享和复用。但如果一个传统企业上来就搞中台，往往只会看到丰满的理想、现实的骨感。数字化转型网szhzxw.cn
七、战术层面一定要注重解决数字化项目动态调整量大的问题。
在企业数字化转型的不同阶段，业务侧重改进和提升的需求不一样，数字化平台必须具有很强的灵活性。只有经过大量的探索和实践，才会清楚最有效的算法和功能，才能进行总结和提炼共性。许多数字化转型平台重复建设多，不能提升整体的水平和复用能力，主要是因为需求分析与技术实现忙于应付，简单以为有数据和简单功能，达到业务眼前需求就好了。数字化转型网szhzxw.cn
实际上，数字化转型面向业务虽然有很大差异性，但在技术架构的柔性和复用性上，标杆平台具有很好的借鉴参考意义，学习西方先进方法论和知名传统企业案例，面对可借用行业的成熟解决方案，适度的采用拿来主义，会加速转型升级的整个过程，少走许多的弯路。数字化转型网szhzxw.cn
八、注意昔日业务骨干养成的良好习惯，也可能成为今天数字化转型的阻力。
有意思的是，大型传统企业在过去的几十年，有些以前有效的习惯和方式，可能导致员工容易产生数字化的抵触，甚至出现害怕等负面情绪。推进数字化转型的新业务模式，首先要面对的是内部反对者。
研究表明，即便企业强制性推进，也会有近40%的用户对新系统排斥。通常的原因不是因为技术不完善，也不是因为培训不到位，真正的原因是业务骨干甚至管理层，让他改变长期养成的思维和习惯十分难受。而且，可能是人们出于天然的自我保护意识，总是不直接说出自己的不舒服，反而是出现一堆有意思的意见，例如，试都不试就怀疑达不到目标，道听途说就投诉系统严重缺陷，不听培训就抱怨操作界面不好用等，会看到一堆非实质性的问题伴随着项目的成长。
九、虽然，建议数字化切入点从局部开始，但对总体架构做到胸中有丘壑，立马振山河。数字化转型网szhzxw.cn
企业如果把数字化转型作为核心战略，就一定要针对企业的整个业务链，而不是单纯的仅限于局部优化升级，一定要放弃孤岛式思维。如果都是按各业务需求主导，来构建功能模块和数据资源，缺乏全局的视角，容易导致标准不统一、数据割裂和不易共享的现象。特别要注意，发挥数字化的全局性的叠加效益，要以点带面，通过局部带动全局，寻找适合自身的数字化转型方案，再依照急用先行的原则，把握好节奏和针对性，分阶段有步骤地推进数字化的开发和落地任务。
十、数字化项目最大的战术特点是要特别注意开放融合和迭代升级。数字化转型网szhzxw.cn
在传统国有企业，数字化转型负责人，不仅应该是一个战略家，更要是一个战术家。在数字化的这种机动性很强的业务场景下，传统企业可能会表现得很不适应。每当遇到新情况、新问题，数字化负责人要亲自找到一线的业务骨干，分析新模式特点和经验教训及战术成败，善于及时总结和改进战术，具有很强的战术积极性，使团队掌握战胜困难的方法。数字化转型网szhzxw.cn
数字化转型要非常注重对业务人员的数据分析和利用战术教育，对战术经验进行通俗和简洁的归纳和提炼，用非常形象易懂的普适性语言，使每个业务骨干耳熟能详，分工协作起来才能够融会贯通。每个业务场景新模式上线前，除了总体目标的攻坚战略外，要专门下达操作层面战术指示。
每一个业务创新模式上线后，各业务骨干都要写出工作战术总结，不管是经验还是教训，都以认真求实的态度进行专题小结，并且负责人到一线调查研究。战术总结要有创意、有观点、有提炼，并向先进企业借鉴好的经验和方法，表现出开放性和进取心，使队伍能够理解并掌握这些变化，在解决困难问题过程中，不断进步和强大。数字化转型网szhzxw.cn
翻译：数字化转型网szhzxw.cn
If digital transformation is compared to an enterprise battle, its strategy is the strategy to win the war, and tactics refers to the way to win the battle.数字化转型网szhzxw.cn
Defining strategy and tactics is the most important work for enterprise digital transformation projects. Strategies should be highly developed and tactics should be close to reality. The tactical focus of digital transformation projects should be on the combination of digitalization with operational logic, rules and business models. The feature of digitalization is to follow the law of continuous cycle rise, find the answer through continuous trial and error and iteration, and realize the successful transformation of business model.
Digital technology is a technical method and tool to solve problems. It cannot become the leading force of project driving, let alone use digital technology to control and command the key tasks in business. Therefore, digital transformation should be implemented in accordance with the tactical principle of “boss in charge, technology in charge and business in charge”.
At present, enterprises often encounter the problem of digitalization, is too much empty talk of strategy, lack of tactical support.数字化转型网szhzxw.cn
After determining the strategic goal, the choice of the realization path must be based on the premise that the resources are effective and controllable. A good strategy must have good tactical execution, and different technical paths will mean different risks and challenges. In fact, some experts have no practical experience, not through the test of reality, just read a few half-understand the book, irresponsible nonsense guide enterprises, such a potential risk is very prominent. Through a large number of positive and negative cases, the digital transformation of traditional enterprises should not adopt subversive tactics, otherwise the cost will be very high, and the potential risks will be very prominent.数字化转型网szhzxw.cn
The enterprise can decompose the overall goal into business modules, implement specific actions through dismantling the business layer, continuously achieve small victories in one micro-task after another, achieve a series of tactical level accumulation, and finally win the success of the whole project.
Closer integration of business and technology is the top priority at the tactical level. The essence of successful enterprise digital transformation lies in the fact that the business should first take shape and the digital tools should also go on in parallel. Only by promoting each other and complementing each other, can the business and technology be integrated.
Digital transformation cannot simply be deployed from the top down. Each kind of digital technology is different in maturity, and there are obvious differences for different scenarios of enterprises. This requires bottom-up discovery of possible application scenarios, and encourages employees who are most familiar with application scenarios to explore and innovate. Top-down promotion belongs to the planning approach, while bottom-up reform belongs to the evolutionary approach. Only by organic combination can they be effectively promoted.数字化转型网szhzxw.cn
Digital transformation should be combined with the industry and business scenario of the enterprise to explore the optimal transformation path.
The experience verified by practice shows that the breakthrough of the integration of business and technology should be started from relatively independent business points and should not be spread out all at once. If the enterprise digital transformation in the early stage of the full spread, scattered investment, easy to cause business chasing technology, forming a passive situation, the formation of resource shortage, continuous emergency of local difficulties, and then affect the situation of the whole front.
It is not conducive to concentrate on one point to make a breakthrough, which is easy to affect the normal business of the enterprise, and the digital results are delayed to reflect, so that the enterprise has doubts about digitalization, believe that it increases the difficulty of digital transformation, and even lead to project failure. Starting with relatively independent business functions and focusing on breakthroughs, results can be seen in the short term, which is conducive to improving the overall confidence and reducing the difficulty of the whole project.
Digital transformation can start from the marketing chain and supply chain, which are the most focused lines of enterprises.
As the closest business link to the enterprise’s core profit target, the marketing chain to gain customers and increase revenue is the first priority of the enterprise’s key work, and the marketing expenditure also ranks the first in the budget of most enterprises. Transplantation of relatively mature Internet digital marketing tools such as user portrait, loyalty analysis, traffic monitoring, market analysis, advertising delivery and predictive analysis can help enterprises significantly improve the reach degree and conversion efficiency of target users, improve user experience and directly create business value.
Supply chain is another core concern for enterprises to address cost and efficiency. In the supply chain of traditional enterprises, the information of connecting suppliers is often insufficient. Which requires a lot of labor and time to communicate and coordinate with suppliers and channels. And also considers the risk of binding with a single manufacturer.数字化转型网szhzxw.cn
Internally, for all business ports and functional departments, it is difficult to grasp the demand feedback in a timely and accurate manner. So as to ensure that the key needs are still met under the condition of mass purchase and price reduction. The advantage of digital supply chain is to improve the efficiency of internal communication between suppliers and enterprises. And improve the analysis and prediction function of internal demand.数字化转型网szhzxw.cn
In order to form a leading core competitiveness, a lot of digital work should start from savage innovation.数字化转型网szhzxw.cn
Digital transformation requires new technologies and business models that are far more complex to implement than slogans. In particular, innovative actions should study the demands of each role in advance, fully demonstrate the effectiveness of the business model, carry out intensive training on effective operation. And even do key demonstration site verification before expanding the scope of expansion. Only when the conditions of quantitative change to qualitative change are ripe, can we carry out large-scale digital subversion measures to the status quo. As far as possible to avoid widespread and non-substantive criticism. If not prevention, may affect the decision-making at the enterprise level.
The success of Ali Data Center and Business center has also experienced a brutal growth process of e-commerce. In the process of constantly solving the problems of internal and external users, many common algorithms and modules can be shared and reused. But if a traditional enterprise to engage in the middle, often only see plump ideal, realistic bone sense.数字化转型网szhzxw.cn
At the tactical level, we must pay attention to solving the problem of large amount of dynamic adjustment of digital projects.
In different stages of enterprise digital transformation. The business needs to focus on improvement and promotion are different, so the digital platform must have strong flexibility. Only after a lot of exploration and practice, can we know the most effective algorithm and function. And can we summarize and refine the commonness. Many digital transformation platforms are built repeatedly, unable to improve the overall level and reuse ability, mainly because demand analysis and technology implementation are busy with dealing with. Simply think that there are data and simple functions, to meet the immediate needs of the business.数字化转型网szhzxw.cn
In fact, although digital transformation is business-oriented, there are great differences. But in terms of the flexibility and reusability of technical architecture, benchmarking platform has a good reference significance. Learning advanced western methodology and well-known traditional enterprise cases, facing the mature solutions that can be borrowed from the industry, appropriate adoption of the doctrine will accelerate the whole process of transformation and upgrading and reduce many detturns.
Pay attention to the good habits formed by the business backbone in the past, which may also become the resistance of today’s digital transformation.
It is interesting to note that some of the habits and practices used to be effective in large traditional organizations over the past few decades may have led to digital resistance and even negative emotions such as fear among employees. A new business model pushing digital transformation first faces internal opponents.数字化转型网szhzxw.cn
Studies have shown that nearly 40% of users reject the new system even when it is pushed. Usually, the reason is not because the technology is not perfect, nor because the training is not in place. The real reason is that the backbone of the business and even the management. It is very uncomfortable for him to change the thinking and habits he has developed for a long time. What’s more, due to the natural sense of self-protection, people always don’t tell their discomfort directly. Instead, there are a lot of interesting opinions. For example, people suspect that they can’t reach the goal without trying, complain about serious defects of the system based on hearsay, complain that the operation interface is not useful without listening to training, etc. And a lot of non-substantive problems will be seen along with the growth of the project.
Although it is suggested that the digital entry point should start from the local area, but the overall structure should be made in the chest, and the horse Zhenshan river.
If an enterprise takes digital transformation as its core strategy, it must target the entire business chain of the enterprise. Rather than simply limited to local optimization and upgrading, and must give up the isolated thinking. If functional modules and data resources are built according to the requirements of various services. The lack of a global perspective will easily lead to inconsistent standards, data fragmentation and difficult to share. In particular, attention should be paid to giving full play to the overall superimposed benefits of digitalization. It is necessary to look for the digital transformation plan suitable for itself by driving the overall situation through local areas. Then, in accordance with the principle of urgency first, grasp the rhythm and pertinence. And promote the development and implementation of digitalization step by step.
The biggest tactical feature of digital projects is to pay special attention to open integration and iterative upgrading.
In traditional state-owned enterprises. The person in charge of digital transformation should be not only a strategist, but also a tactician. In such a highly mobile digital business scenario, traditional enterprises may be very ill-adapted. When encountering new situations and problems, the digital leader should personally find the frontline business backbone. Analyze the characteristics, experience and lessons of the new model and the success or failure of tactics. Be good at summarizing and improving tactics in time, have strong tactical enthusiasm. And enable the team to master the methods to overcome difficulties.数字化转型网szhzxw.cn
Digital transformation should pay great attention to the data analysis of business personnel and the use of tactical education, to generalize and refine the tactical experience in a popular and concise way. And to make every business backbone familiar with it with very vivid and easy to understand universal language. Only when the division of labor and cooperation can they be well understood. Before the new mode of each business scenario goes online. In addition to the overall target strategy, special tactical instructions at the operational level should be given.数字化转型网szhzxw.cn
After the launch of each business innovation model, each business backbone should write a summary of work tactics. Whether it is experience or lessons, they should summarize the topic with a serious and realistic attitude. And the person in charge should go to the front line for investigation and research. Tactical summary should be creative, have views, refining, and learn from advanced enterprises good experience and methods, show openness and initiative. So that the team can understand and grasp these changes, in the process of solving difficult problems, progress and strong.数字化转型网szhzxw.cn
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