中国家电市场是一片庞大且竞争激烈的热血领域，随着技术变化，自我革新是领域常态，跟随80、 90 后等消费主力军的体验需求及时调整舵向、蜕壳成长，更是优秀企业的市场“自觉”.数字化转型网szhzxw.cn
作为家电市场当之无愧的“排头兵”，海尔就通过数字化转型，实现了家电品牌到生态品牌的转型。张瑞敏曾指出，在数字化时代人是主体，而不是数字化是主体。
那么，数字化时代海尔如何打造以客户为中心的高效运营体系和组织协同能力?
我们整理了海尔集团CTO刘超在2021中国数字创新年会的演讲实录，与大家共享。数字化转型网szhzxw.cn
非常荣幸参加这个盛会，和大家分享海尔在数字化过程中探索的一些经验和心得。数字化转型网szhzxw.cn
海尔，像刚才主持人所说，是一个老牌企业，但是也像刚才科特勒的曹总所说，海尔是一个老牌企业，但是从来不是一个传统企业。从起初的砸冰箱开始到砸组织，到一千天的流程再造，到整个管理的优化，海尔时时刻刻都是一个创新型的组织。
面对这样一个创新型的组织，怎么样去实现整个海尔的数字化?对我们来讲是一个非常非常大的挑战。数字化转型网szhzxw.cn
一、海尔数字化方向：归零思维
做数字化首先要建立一个前提，数字化是持续的过程，在这个过程开始之前，找对方向是最重要的。那怎么去找这个方向呢 ?数字化转型网szhzxw.cn
海尔遵循的是归零的思维。回顾一下在信息化的时代，我们经历了七八十年代的无纸化时代，企业进行了规范化之后建立了四大系统;再往后，随着企业的上升和发展，需要去做四大系统的打通，也就是整个企业经营的全链路的打通;再往后，就需要把这些数据拉通，让它产生新的价值;再往后就是现在的时代，数字化的能力要逐渐融入到企业业务的核心竞争力里。
前面三个时代，其实IT或者数字化起到的作用是减员增效。无论是数字化、IT技术或者信息技术发展趋势也好，它都是对现实世界逐渐的，真实描述的重合。
我们最开始为什么要进行无纸化? 初创型企业它需要什么? 初创型企业需要最快速的复制成功，一个小型企业它需要把经营价值、成功模式进行最大化的利用，所以它进行无纸化就是进行流程和组织的固化和快速推广数字化转型网szhzxw.cn
当它快速推广发展到一个阶段之后，它面临的是什么呢? 面临的是管理的规范化。在野蛮成长结束之后，管理的规范化就会提到议程上来，需要引进四大系统变革。那这四大系统变革之后企业应该发展到什么规模? 不管是新三板还是A板上市，在上市之后企业其实进入了平台期。数字化转型网szhzxw.cn
平台期对于企业最大的挑战是什么呢? 其实跟企业经营的问题有关系，就是面临生存，怎样能更好生存? 在平台期快速地去腾飞。所以数字化的能力就应该帮助企业去建立自己核心竞争力的壁垒。到现在中台阶段，大家看智慧家庭也好，新的产业发展也好，都是数字化逐渐的变成了一个产品的核心竞争力，形成了核心竞争力的壁垒。数字化转型网szhzxw.cn
二、数字化的关键：能力的复用数字化转型网szhzxw.cn
我们希望的数字化的展现形式是什么呢? 我们跟团队、业界和各个前沿专家都展开了很深入的探讨，认为现在阻碍我们做结构、经营模式、产品营销探索的一一是数字化技术和信息技术变化无法满足企业业务的快速发展。
那怎么样能支持企业业务快速发展呢? 刚才云徙也发布了它5.0的产品，这里面其实有很深入的探索，就是我们分层分级进行组件化的快速应用，最佳的复用就是让整个使用者感觉不到他在复用你的产品。数字化转型网szhzxw.cn
举一个例，大家桌子面前都有一瓶水，我们拿起这瓶水的时候会想到什么问题? 第一个我们喝到了;第二个我们可以把它分发给其他人，然后看库存，然后改变它的存储状态;第三我们需要采购它:第四我们可能要销售它。但是这几个行为，其实在我们现在的企业信息中是分别隶属于不同的系统，有生产、销售、供应，但是这个却恰恰阻碍了我们对快速的业务变化的反馈。数字化转型网szhzxw.cn
我们认为未来的系统应该是什么样的?？未来的系统就应该是一个无边界的系统，大家在看到这个业务对象的时候就自然能授予它的权限来获得它可靠的操作。
三、海尔SAFE目标体系数字化转型网szhzxw.cn
大家可能不太清楚海尔集团，海尔集团有三四个人，到三四十人，到三四百人，到三四千人，到三四万人的经营实体，这些经营实体在不同发展阶段都存在。海尔在数字化上一个关键是方向要确定，另一个是要兼容并蓄地去适应企业数字化的发展现状。数字化转型网szhzxw.cn
海尔制定了一套执行体系，由三个方向组成，从文化、方法论、架构、能力、流程制度组织来形成数字化转型六大基石。海尔创建了SAFE目标体系，两句话总结就是: 人人都参与数字化转型，人人都专注价值创造。“s”是Smooth，代表体验，就是让用户专注业务;“A”是Agile，就是敏捷，让业务专注于目标的达成;“F”是fused，“E”是effective，效率。数字化转型网szhzxw.cn
第一步是要实现全局的统一帐户，就是统一接入;第二是统一权限;第三是统一入口，也就是统一前端;第四是统一集成;第五是统一数据。这五个是应用运行的五大基础元素，说起来很简单，但是真正操作起来是非常非常困难的。
海尔第一步去实现统一帐号的时候，我们自己建立了一个帐号中心，最主要的是整个帐号中心的推广和运作。海尔众多员工及上千个活跃帐户体系里怎么样把一个帐号贯穿始终，这是非常非常具有挑战的。海尔现在基本完成了85%的所有活跃系统接入统一的帐号体系。数字化转型网szhzxw.cn
四、三流合一的衡量体系数字化转型网szhzxw.cn
随着实施和目标系统的确定，我们下一个面临的课题是什么呢? 就是怎样衡量我们的数字化转型也好，业务的变革也好，商务模式的变革也好，如何衡量它是有效的?有价值的?所以海尔提出了三流合一的衡量体系，即业务流驱动数据流，数据流驱动价值流。数字化转型网szhzxw.cn
价值流在变化过程中又会反哺业务，表现在:可以及时指导商业模式运作的调整，比如说在家电某次营销中如果我们下发的券，大额券会被快速使用，小额券没有人领没人用。想要提升整个投入的使用率，就要回收小额券的发放，加大大额券的投入。通过价值流的变化监控和调节，超额完成了海尔对市场营销的预期。
五、海尔数字化的现在与未来
海尔目前取得的一些小进展和成果，建立了资源在线、支付结算在线、营销在线、数据赋能四大结构板块。整个海尔基于现在的战略是围绕高端品牌、场景品牌、生态品牌进行换赛道竞争。海尔在高端品牌上卡萨帝基本是整个家电行业无可替代的，不管是份额、销售额、利润都是当之无愧的头部;场景品牌，就是我们新建了三翼鸟，把客单价从几万提升到了几十万;第三是生态品牌，海尔围绕厨房家电为中心打造了食联网，也是对传统厨房行业的颠覆。
说说我们对未来的思考。随着数字化转型到了深水区之后，每个企业面临的问题就是整个数字化转型的执行部门、业务部门协同的问题。最快、最灵活的组织是一个整体的组织，所以现在海尔是把整个人力共享和IT融合在一起进行数字化转型，真的是到了深水区。数字化转型网szhzxw.cn
海尔的人力共享，从开始十几年前的八百多人，到了共享的时候去建立柜台、建立自动机制八十多人，到我的团队帮助建立人力共享云的时候，又从八十个人减到十二个人，现在是八个人。我们下一轮的目标是什么呢? 就是把这八个人减成三类人。第一类人，规则人，通过人的分析形成规则;第二类叫科技人，就是把这些规则进行实现和落地;第三类人叫做智能人，实际上就是用智能机器人替代传统工作。我们真正希望的是把所有传统的人员都归零。
在这个过程中，我们面临的挑战是什么? 其实反倒是我们对中台的应用。海尔有众多的运营实体，有医生、员工、文员、工人、教师，各行各业的人员加入海尔，加入不同的组织。数字化转型网szhzxw.cn
在不同组织去使用人力的时候，我们发现建立一个大的中台是不可行的，为什么呢?就是因为所有变化集中在一点会形成非常巨大、庞大的应用。我们也和云徙探讨过，把中台后撤建立两个大的中心，一个组织中心，一个员工中心。通过组织中心和员工中心的建设让前台全部saas化。数字化转型网szhzxw.cn
为什么要做Saas? 这个对我们挑战也很大。
海尔最大的经营单体就是智家，是世界500强的上市公司，在面临它的外链公司时，建立统中台的同时要保障整个上市独立性，这其实是一个比较传统的难题，海尔怎么解决的呢?就是形成一个超实力的Saas应用，把所有解决方案进行SaaS化之后，集团实际上掌握了一个超级实例，这个超级实例会把它需要去关注的一些环节让各个领域委托给集团来执行，这样就在不破坏下层组织的独立性的情况下又形成了统一的管理，这个我们还在摸索道路上。
这就是目前海尔对数字化转型的一点点分享。最后想跟大家说的是，其实我们庆幸生于这个时代，我也希望通过像和云徙一样的，整个IT数字化能力的人的努力，让这个时代变得更美好。数字化转型网szhzxw.cn
谢谢大家!
翻译：数字化转型网szhzxw.cn
China’s household appliance market is a huge and fiercely competitive field. With the change of technology, self-innovation is the norm in the field. It is the market “consciousness” of excellent enterprises to adjust the rudder timely and grow by following the experience demand of major consumer forces such as the post-80s and post-90s.
As a worthy leader in the home appliance market, Haier has realized the transformation from home appliance brand to ecological brand through digital transformation. Zhang Ruimin once pointed out that in the digital age, people are the subject, rather than the digital is the subject.
Then, in the digital era, how does Haier build a customer-centric efficient operation system and organizational collaboration ability?
We have compiled and shared with you the transcript of the speech delivered by Liu Chao, CTO of Haier Group, at 2021 China Digital Innovation Annual Conference.数字化转型网szhzxw.cn
It is my great honor to attend this grand event and share with you some experiences and insights that Haier has explored in the process of digitization.
Haier, as the host said just now, is an old company. However, as Manager Cao of Kotler said just now, Haier is an old company, but it has never been a traditional company. From smashing the refrigerator to smashing the organization, to reengineering the process for a thousand days, to optimizing the whole management, Haier has always been an innovative organization.
In the face of such an innovative organization, how to realize the digitalization of the whole Haier? It’s a very, very big challenge for us.
Haier’s digital direction: Return to zero thinking
First of all, digitization should establish a premise. Digitization is a continuous process. Before this process starts, it is most important to find the right direction. So how do we go in this direction?数字化转型网szhzxw.cn
Heil follows a return-to-zero mindset. In the era of information, we experienced the paperless era in the 1970s and 1980s. After the standardization of enterprises, four major systems were established. Later, with the rise and development of enterprises, it is necessary to get through the four systems, that is, the whole link of the whole enterprise operation; After that, you need to pull the data together and make it generate new value. Later, in the present era, digital capabilities should be gradually integrated into the core competitiveness of the enterprise business.
In the previous three eras, IT or digitization actually played a role in reducing staff and increasing efficiency. Whether IT’s digitization, IT technology, or IT trends, it’s a gradual, real convergence of the real world.
Why did we go paperless in the first place? What does a startup need? 数字化转型网szhzxw.cn
Start-up enterprises need the most rapid copy of success, a small enterprise it needs to maximize the use of business value, success model, so it is to carry out paperless process and organization solidification and rapid promotion
When it reaches a stage of rapid promotion, what does it face? What we face is the standardization of management. After the brutish growth is over, the standardization of management is on the agenda, and four major systemic changes need to be introduced. What size should enterprises grow after these four system changes? No matter whether the New third board or A board is listed, enterprises actually enter a plateau period after listing.
What are the biggest challenges for enterprises during the plateau period? In fact, it is related to the problem of enterprise operation, that is, facing survival, how to survive better? Take off quickly in a plateau. Therefore, digital capability should help enterprises to build barriers to their core competitiveness. Until now, in the middle and Taiwan stage, digitalization has gradually become the core competitiveness of a product, forming a barrier to core competitiveness, whether it is smart home or new industrial development.数字化转型网szhzxw.cn
The key to digitalization: reuse of capabilities
What kind of digital representation do we want? We have had in-depth discussions with our team, the industry and various leading experts. We believe that what hinders us from exploring structure, business model and product marketing is that the changes in digital technology and information technology cannot meet the rapid development of enterprise business.
How to support the rapid development of enterprise business? Just now Cloud migration also released its 5.0 products, which in fact has a very deep exploration, is our hierarchical componentized fast application, the best reuse is to let the whole user feel he is not in the reuse of your products.
For example, there is a bottle of water in front of everyone’s desk. When we pick up the bottle of water, what problems will we think of? The first one we drank; Second we can distribute it to other people, and then look at the inventory, and then change its storage state; Third, we need to buy it. Fourth, we might want to sell it. However, these behaviors, in fact, belong to different systems in our current enterprise information, including production, sales and supply, but this just hinders our feedback on rapid business changes.
What do we think the system of the future should look like? ? The system of the future should be a borderless system, where people look at the business object and naturally grant it permissions to obtain its reliable operations.
Haier SAFE target system数字化转型网szhzxw.cn
You may not be very clear about Haier Group, Haier Group has three or four people, to 30 or 40 people, to three or four hundred people, to three or four thousand people, to three or four thousand people, and these operating entities exist in different stages of development. One key for Haier in digitization is to determine the direction, and the other is to adapt to the current situation of enterprise digitization in an inclusive manner.
Haier has developed a set of execution system, which consists of three directions, including culture, methodology, structure, ability and process system organization to form six cornerstones of digital transformation. Haier has created a SAFE target system, which can be summed up in two sentences: everyone participates in digital transformation and everyone focuses on value creation. “s” is Smooth, which stands for experience, which is to keep users focused on the business; “A” is Agile, which is agile, keeping the business focused on achieving goals. “F” is fused and “E” is effective.
The first step is to achieve global unified account, that is, unified access; Second, unified authority; The third is unified entrance, that is, unified front end; Fourth, unified integration; The fifth is unified data. These five are the five basic elements of running an application. It’s easy to say, but it’s really, really hard to do.
The first step for Haier to achieve a unified account was to establish an account center by ourselves. The most important thing was the promotion and operation of the whole account center. It is very, very challenging for Haier to establish an account throughout the system of numerous employees and thousands of active accounts. Haier has now basically completed 85% of all active systems access to a unified account system.数字化转型网szhzxw.cn
Three flow in one measurement system
With implementation and target systems in place, what are the next challenges we face? How do we measure our digital transformation, our business transformation, our business model transformation, how do we measure its effectiveness? Valuable? Therefore, Haier proposed a measurement system integrating three streams, namely, business flow drives data flow and data flow drives value stream.
In the process of change, the value stream will feed back the business, which is manifested in: it can timely guide the adjustment of the operation of the business model. For example, in a marketing of household appliances, if we issue coupons, the large coupons will be used quickly, while the small coupons will not be taken by anyone. If we want to improve the utilization rate of the whole investment, we should withdraw the issuance of small vouchers and increase the investment of large vouchers. Through the change monitoring and adjustment of value stream, Haier overfulfilled its marketing expectations.
Haier’s digital present and future数字化转型网szhzxw.cn
Haier has made some small progress and achievements at present, and established four structural plates, namely online resources, online payment and settlement, online marketing and data empowerment. The whole Haier based on the present strategy is to focus on high-end brands, scene brands, ecological brands to change the competition track. In the high-end brand of Haier, Casati is basically irreplaceable in the whole household appliance industry, which is worthy of the leader in terms of share, sales and profit. Scene brand, that is, we built a new three-winged bird, raising the price of customers from tens of thousands to hundreds of thousands; The third is the ecological brand. Haier has built the food network around kitchen appliances, which is also a subversion of the traditional kitchen industry.
Let’s talk about our thinking about the future. With the digital transformation to the deep water, each enterprise is faced with the problem of the entire digital transformation of the executive department, business department coordination. The fastest and most flexible organization is a whole organization, so now Haier is integrating the whole human sharing and IT together for digital transformation, which is really in the deep water.数字化转型网szhzxw.cn
What are our goals for the next round?
Haier’s manpower sharing, from more than 800 people more than ten years ago, to more than 80 people to set up counters and automatic mechanisms in the sharing period, to my team to help establish the manpower sharing cloud, from 80 people to 12 people, now eight people. What are our goals for the next round? You take those eight people and reduce them into three categories. The first type of people, rule people, through the analysis of people to form rules; The second category is called science and technology people, is to implement these rules and landing; The third group of people, called smart people, actually use smart robots to replace traditional jobs. What we really want is to zero out all the traditional personnel.数字化转型网szhzxw.cn
What are the challenges we face in this process? In fact, it’s our application to the middle platform. Haier has many operating entities, including doctors, employees, clerks, workers and teachers. People from all walks of life join Haier and join different organizations.
When different organizations use manpower, we find that it is not feasible to build a large middle office. Why? It’s because all of these changes in one place make for a really big, huge application. We have also discussed with Cloud Migration to build two large centers in the back of Middle Taiwan, one organizational center and one employee center. Through the construction of organization center and employee center, the front desk is saas.
Why do Saas? This is also a big challenge for us.
The largest operating unit of Haier is Zhijia, which is a listed company among the world’s top 500 companies. When facing its external chain companies, it is a traditional problem to ensure the independence of the whole listing while establishing the center and Taiwan. How does Haier solve it? Is to form a super strength Saas application, after all the solutions are SaaS, the group actually mastered a super instance, this super instance will be it needs to focus on some of the aspects of the group entrusted to implement, so as to form a unified management without destroying the independence of the underlying organization. We’re still figuring this out.数字化转型网szhzxw.cn
This is Haier’s share of digital transformation at present. Finally, I would like to say to you that we are actually lucky to have been born in this era, and I also hope to make this era better through the efforts of people with the whole IT digital capability like cloud migration.
Thank you very much.数字化转型网szhzxw.cn
本文由数字化转型网（www.szhzxw.cn）转载而成，来源：脉脉广州云徙科技有限公司；编辑/翻译：数字化转型网宁檬树。
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