“三年行动计划”收官未久，新一轮国企改革深化提升行动的“集结号”再度吹响。面对方兴未艾的数字化进程，中国企业正以可持续转型姿态迎接“企业全面重塑”时代。值此承上启下之际，埃森哲大中华区董事总经理、公用事业行业主管王靖为《上海国资》撰文，点明行业、企业转型现状，描绘企业未来进化路线。现转载全文，以飨读者。数字化转型网www.szhzxw.cn
站在2023的年头，回头看五年，中国数字经济规模从31.3万亿扩大到45.5万亿元1，数字化浪潮席卷各行各业，在质和量上引发了全面的变革。向前看五年，包括上海在内的各地数字经济建设正迈向新阶段，利用数字技术完成企业重塑，将成为企业迈向现代化的出发点和着力点。
作为数字化转型的长期赋能者和实践者，埃森哲在2018年推出了中国企业数字化转型指数，追踪各个行业和企业转型进程，通过深入的研究描绘出了更为细致的脉络：转型成效显著的领军企业比例从2018年的7%攀升到17%。然而，面对需求、供给、预期等多重考验，中国企业数字化转型指数的平均得分五年来首次下降，领军企业与其他企业间的差距也在扩大。
我们认为，这样的变化并不是企业转型意愿的减弱，更非倒退。在调整期，中国企业在持续进行数字化投入之时，转型中的业务聚焦、价值导向变得更为重要。作为改革开放的排头兵和创新发展的先行者，上海企业，尤其是国有企业，理应更深入、坚定地推进数字化转型，全面提升数字化成熟度。未来转型，在保持理性的同时更要坚定信心。
一、务实投资，关注四大差异化能力数字化转型网www.szhzxw.cn
埃森哲的研究发现，数字化转型仍是企业的“必选项”，近六成中国企业有意继续投入数字化，只是投资决策更加务实，关注数字化项目的直接财务回报。但研究也清楚地告诉企业，能够把投入转化为良好的绩效的企业依然是少数。
企业数字化转型线头众多，把握不易。我们观察到，一些企业在进行数字化转型的过程中并没有解决业务上碰到的问题，没有把这两件事情有机地融合在一起，便有孰先孰后的困扰，也因而在经营承压面前更加束手束脚。
埃森哲在进一步研究后发现，领军者的变革聚焦于以更高视角审视社会发展趋势和引领行业转型（使命）、创造更紧密且有意义的人本连接（体验）、构建数据驱动的运营体系与决策机制（运营），以及组合运用先进技术推动业务和管理创新（技术）。并且，这四个差异化能力的建设节奏也不尽相同。在不断变化的环境中，企业需要秉持系统思维，补上短板，完善各方面能力，一步一个脚印才能脱颖而出。
二、瞄准可持续的数字化转型
数字化转型正由点及面、由前台到整体、由企业到产业地全面开展，为未来转型创造了有利条件。有些企业已经构建起了较为强韧的数字化能力，有些企业则利用数据进行产品和服务模式创新，还有的企业能够较为灵活地进行运营调整来应对疫情等外部挑战。数字化转型网www.szhzxw.cn
然而，翻开五年来的数字化转型指数研究，仍然有一些共性问题困扰企业，比如整体转型缺乏体系和连续性、数字化部署难以规模化、人才与组织进化较慢、生态建设不够深入广泛等。
根植中国36年以来，埃森哲深度服务于中国市场客户的转型。去年，埃森哲首次推出数字企业进化图，帮助企业对标行业领先实践，看清来路，校准前路。我们建议，在开展可持续的数字化转型中有三大领域值得重点把握：
1、夯实底座，推动创新规模化
此轮技术变革不是简单意义上的信息技术升级改造，各种技术组合带来了颠覆性影响，改变着商业模式、市场运行和人们行为方式，要求企业在更广范围、更深维度上应用数字技术和创新要素在夯实核心业务的同时开辟新业务，实现第二曲线增长。
无论是智能终端的用户互动，数字孪生工厂，还是碳足迹数据管理，企业数字化转型的一个必要环节就是夯实技术和数据底座。未来级企业能够跨越单点式的技术应用和增量扩展的做法，将智能应用、数据和基础架构动态组合，实现创新的规模化。
例如，上海外服正在运用人工智能、区块链、云计算、大数据等数字化技术，加速建设创新技术中心、提升新产品和新商业模式研发，开启数字化转型新篇章。
2、组织变革，避免新瓶装旧酒数字化转型网www.szhzxw.cn
过去信息化的着眼点在于对企业运营的线上化的支撑。如今数字化强调融合，要体现组织、人才、机制等各方面的协同作用。
同时，企业打造了数字化平台，围绕数据打通各个系统，新架构有统一的数据底座和治理平台。而平台又要支持分散化的业务和决策，原来的组织保障模式需要解决这类新课题。
在老问题和新要求的推动下，企业需要持续提升组织内部各职能间以及供应链上下游间的协同能力，实现稳健和灵活的统一。
例如，深圳燃气进行管理架构调整，在短时间内完成了服务模式切换和组织变革，实现了区域内高效的指挥协同和资源配置，满足各区差异化的需求。在安全管理、客户管理、管网运行管理高度数字化的基础上，该企业不仅为更多的客户提供了高质服务，而且紧跟城市发展步伐，与政府部门达成高效协同。2
3、使命出发，重塑企业竞争力
技术革新引发生产力的提升，往往会进一步导致社会、生产关系的重构。为了更好地服务于高质量发展，企业应从全方位角度思考自身的使命，在健全的法治框架内，以负责任的态度制定企业发展战略。
数字孪生的数据打通、产业互联网的信息流转、碳排放市场的多方交易，凡此种种，都孕育着新兴的、要求更高的需求，企业的新利润来源、增长潜力也将来自这些举措。
例如，能够为各方提供交换、消费、价值创造的产业互联网平台将是服务好产业现代化进程、获得高质量发展的必由之路。埃森哲为国内某客户搭建的农业产业互联网平台，拉通产业链各生态方为种植户提供春耕、夏管、秋售、冬储全程服务，在平台上实现粮食种植、粮食仓储和粮食流通的全链拉通，变革了传统订单农业模式，使得产业生态共享产业红利，释放了产业禁锢价值。3
再比如，国网上海电力公司利用虚拟电厂，凭借能源互联网技术，把电网中工业生产、商业楼宇、公共充电站、小区充电桩等多种不同电力资源整合起来，进行精准调度，参与电力平衡，提升电力资源利用效率，实现“智慧减碳”，积极应对能源转型，抓住未来发展先机。4
接下来的十年将进入“企业全面重塑”时代。面对新的技术应用、工作方式、客户交互和商业模式等，企业唯有找准节奏、保持定力，持续进行数字化和创新投入，方能在更为复杂、充满不确定性的国内外市场环境中获得切实的业务回报，实现基业长青。数字化转型网www.szhzxw.cn
在党的二十大成功召开、国企深化转型的关键时期，我们坚信，越来越多的上海企业能够保持战略定力，在稳住基本盘的基础上寻求数据、技术、管理等全方位的突破，以“钉钉子精神”扎实、持续地推进数字化转型，为上海数字经济的腾飞和加快建设具有世界影响力的国际大都市做出更大贡献。
翻译：
Not long after the conclusion of the “Three-year Action Plan”, the “rallying call” of a new round of actions to deepen and upgrade the reform of state-owned enterprises has been sounded again. Facing the rising digital process, Chinese enterprises are embracing the era of “comprehensive corporate remodeling” with a sustainable transformation attitude. On this occasion, Wang Jing, managing director of Accenture Greater China and head of the utility industry, wrote an article for “State-owned Assets of Shanghai”, pointing out the transformation status of the industry and enterprises, and describing the future evolution route of enterprises. Now reprint the full text, in order to satisfy readers.
Standing in the year of 2023, looking back five years, the scale of China’s digital economy has expanded from 31.3 trillion yuan to 45.5 trillion yuan 1.
The wave of digitalization has swept all walks of life, triggering comprehensive changes in both quality and quantity. Five years ahead, the construction of digital economy in Shanghai and other places is entering a new stage. The use of digital technology to complete the restructuring of enterprises will become the starting point and focus of the modernization of enterprises.
As a long-time enabler and practitioner of digital transformation, Accenture launched the China Enterprise Digital Transformation Index in 2018, which tracks the transformation process of various industries and enterprises. Through in-depth research, it paints a more detailed context: the proportion of leading enterprises with remarkable transformation results rose from 7% in 2018 to 17%. However, in the face of multiple tests of demand, supply and expectations, the average score of the digital transformation index of Chinese enterprises has dropped for the first time in five years, and the gap between the leaders and the rest is also widening.数字化转型网www.szhzxw.cn
In our view, such a change is not a weakening of enterprises’ willingness to transform, still less a regression.
In the adjustment period, when Chinese enterprises continue to invest in digital, business focus and value orientation in transformation become more important. As the vanguard of reform and opening up and the forerunner of innovation and development, enterprises in Shanghai, especially state-owned enterprises, should push forward digital transformation more deeply and firmly, and improve digital maturity in an all-round way. In future transformation, we should be more confident while maintaining rationality.
First, pragmatic investment, focusing on four different capabilities
Accenture’s research found that digital transformation remains a “must” for companies, with nearly 60 percent of Chinese companies intent on continuing to invest in digital, but making more pragmatic investment decisions and focusing on direct financial returns from digital projects. But the research also makes it clear to companies that they are still in the minority when it comes to turning investment into good performance.
Enterprise digital transformation thread is numerous, grasp is not easy. We have observed that some enterprises do not solve business problems in the process of digital transformation. If these two things are not integrated organically, there will be a problem of which comes first. And thus more hampering in the face of operational pressure.数字化转型网www.szhzxw.cn
After further research, Accenture found that the leaders’ changes focus on taking a higher perspective on social trends and leading industry transformation (mission), creating closer and meaningful human connections (experience), building data-driven operational systems and decision-making mechanisms (operations). And combining advanced technologies to drive business and management innovation (technology). Moreover, the pace of construction of these four differentiated capabilities is not the same. In the constantly changing environment, enterprises need to uphold systematic thinking. Complement the weak points, improve all aspects of ability, step by step to stand out.
Second, target sustainable digital transformation
Digital transformation is being carried out from the point to the surface, from the foreground to the whole. From the enterprise to the industry, creating favorable conditions for the future transformation. Some companies have built more robust digital capabilities. Others are using data to innovate their product and service models. And still others are flexible enough to adapt their operations to external challenges such as the pandemic.
However, turning over the five years of digital transformation index research. There are still some common problems plaguing enterprises. Such as the lack of system and continuity of the overall transformation, digital deployment is difficult to scale, talent and organization evolution is slow, ecological construction is not deep and extensive.
Having been in China for 36 years, Accenture has deeply served the transformation of our clients in the Chinese market. Last year, Accenture launched its first digital Enterprise Evolution Map to help companies map industry-leading practices. See where they’re coming from, and align where they’re going. We suggest three key areas to focus on in carrying out a sustainable digital transformation:
Consolidate the base and promote the scale of innovation
This round of technological change is not a simple information technology upgrade. But a variety of technology combinations have brought subversive influence, changing the business model, market operation and people’s behavior, requiring enterprises to apply digital technology and innovation elements in a wider range and deeper dimension. While consolidating the core business, open up new businesses, and realize the second curve growth.
Whether it is smart terminal user interaction, digital twin factory, or carbon footprint data management, an essential part of enterprise digital transformation is to consolidate technology and data base. Future-level enterprises are able to scale innovation by dynamically combining smart applications, data, and infrastructure across single-point technology adoption and incremental scaling.
For example, Shanghai Overseas Service is using artificial intelligence, blockchain, cloud computing, big data and other digital technologies to accelerate the construction of innovation technology center. Improve the research and development of new products and new business models. And open a new chapter of digital transformation.数字化转型网www.szhzxw.cn
Organizational change, avoid the new bottle of old wine
In the past, the focus of informatization is to support the online operation of enterprises. Nowadays, digitalization emphasizes integration, which should reflect the synergy of organizations, talents, mechanisms and other aspects.
At the same time, the company has built a digital platform to connect various systems based on data. The new architecture has a unified data base and governance platform. While the platform needs to support decentralized business and decision making. The original organizational assurance model needs to address these new issues.
Driven by old problems and new requirements, enterprises need to continuously improve the coordination ability between functions within the organization and between the upstream and downstream of the supply chain, so as to achieve a robust and flexible unity.
For example, Shenzhen Gas adjusted its management structure, completed service mode switching and organizational reform in a short time, realized efficient command coordination and resource allocation within the region, and met the differentiated needs of each district. On the basis of highly digitalized security management, customer management and pipe network operation management. The company not only provides high-quality services for more customers. But also closely follows the pace of urban development and achieves efficient collaboration with government departments. 2
Start from the mission and rebuild the competitiveness of the enterprise
The improvement of productivity caused by technological innovation often leads to further reconstruction of social and production relations. In order to better serve high-quality development, enterprises should think about their mission from an all-round perspective and formulate corporate development strategies with a responsible attitude within a sound legal framework.数字化转型网www.szhzxw.cn
New sources of profits and growth potential for enterprises will come from new and more demanding demands. Such as the data integration of the digital twin, the information flow of the industrial Internet. And the multi-party trading of carbon emission markets.
For example, an industrial Internet platform that can provide exchange, consumption and value creation for all parties will be the only way to serve the industrial modernization process and achieve high-quality development. The agricultural industry Internet platform built by Accenture for a domestic customer provides farmers with whole-process services of spring plowed, summer managed, autumn sold and winter stored by various ecological sides of the industrial chain. It realizes whole-chain connection of grain planting, grain storage and grain circulation on the platform. Which changes the traditional order agriculture mode. Enables the industrial ecology to share industrial dividends and releases the value of industrial confinement. 3
For another example, State Grid Shanghai Electric Power Company uses virtual power plants and energy Internet technology to integrate industrial production, commercial buildings, public charging stations, residential charging piles and other different power resources in the power grid, carry out precision scheduling, participate in power balance, improve the utilization efficiency of power resources, achieve “smart carbon reduction”, actively cope with energy transformation. And seize the future development opportunities. 4
The next decade will be an era of “total corporate reinvention”.
In the face of new technology applications, working methods, customer interaction and business models, enterprises must find the right pace, maintain concentration, continue to invest in digitization and innovation. In order to obtain tangible business returns in the more complex and uncertain domestic and foreign market environment. And realize the long-term development of the industry.
In the critical period of the successful holding of the 20th National Congress of the Communist Party of China and the deepening transformation of state-owned enterprises. We firmly believe that more and more Shanghai enterprises can maintain strategic focus, seek comprehensive breakthroughs in data, technology, management and other aspects on the basis of stabilizing the basic plan. And promote digital transformation solidly and continuously with the spirit of “driving nails”. To make greater contribution to the take-off of Shanghai’s digital economy and accelerate the construction of an international metropolis with world influence.数字化转型网www.szhzxw.cn
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