惠而浦(Whirlpool)作为一个家喻户晓的家居用品品牌，年销售额达220亿美元，在全球拥有54个制造和技术研究中心，并拥有多个知名品牌，包括KitchenAid、Maytag、Amana、Yummly等，该公司在全球拥有6.9万名员工。
高级副总裁兼首席信息官Danielle Brown于2020年11月加入该公司，领导其全球信息系统，Brown对如何更好的领导公司数字化转型战略有着独特的观点。其认为交叉协作和有效利用数据来创建新产品和服务不仅对未来的成功至关重要，但是在位居这样一个拥有发言权的位置上，就背负着了解技术发展力的责任。
Brown说:“我们的愿景是成为最好的厨房和洗衣公司，不断追求改善家庭生活，这在过去几年里变得更加明显和重要。通过数据显示，人们在产品的基础上持续购买和使用我们的其他产品，同时我们也看到人们在家里通过网上搜索、浏览和购买更多的东西。所有这些都为我们的业务带来了变革。”
但其实在端到端的消费者旅程在Brown来之前就开始了，而且一直在进行中。Brown说，“在我们领导团队中工作，关于IT，我经常说的一件事是我们对公司有独特的看法。因为我们的。这就是我们有机会把它作为一个完整的旅程来讨论，并了解消费者拥有什么。我们必须考虑这种技术和做为一个IT组织它是如何将其分层的，这是我们带来价值的一部分。所以这也是我加入IT团队之后所关注的事情。
一、四项战略重点
第一个战略是提升产品领导力。包括在产品包括在产品生命周期中支持数字孪生和Digital Thread等内容的数据和技术，这就是IT组织在帮助实现产品领导力方面真正发挥作用的地方。
第二个战略是利用物联网和人工智能来支持我们可以为消费者提供的新的数字服务和新的数字产品。
第三个战略是通过利用技术与客户进行购买前到购买后的互动，赢得数字消费者的旅程。
第四个战略重点是在更大的能见度下重塑价值链。这是另一种方式，我们的IT团队能够与我们的业务伙伴并肩工作，以推进这一目标。
因此，我们的战略重点自始至终都经受住了时间的考验。
二、关于重新招聘人才
今天的员工比过去有更多的选择。但是作为一家公司，我们必须确保提升我们的价值主张。俗话说:“人们会离开老板，但不一定会离开公司。”他们希望从老板那里得到的是一个关心他们事业的人。这首先是员工的角色，但他们与老板或主管合作，因为他们的视野有限，因此我们有了一个名为“职业指南”的工具，它可以分享员工的经验，帮助员工知道经理也关心他们的职业生涯。
当公司里有不同的领导或新领导时，你不希望自己曾经的经历被遗忘。所以我们从这个人迄今为止的职业生涯开始，然后探索你在职业生涯中想要达到的目标，但不是在传统的阶梯上。每个人有很多不同的路线可以选择，这并不一定是关于工作或晋升;这是一个人想在职业生涯中拥有的经验。如果你想成为全球首席信息官或企业架构师，这些经验是必需的，这件事情非常重要，关系到公司是否能够留住人才。
三、创新生态系统
你必须考虑哪些技术是真正成熟且更具有预测性的。AI和机器学习已经成熟了，你可以用自然语言处理或者通过RPA之类的技术来进行处理。所以对于我们的业务和市场中利用这些东西，但你也有具备预测性的技术，比如元宇宙和区块链之类的。对于这样的新兴技术，我们会在内部进行测试并思考它们应该如何应用于我们的业务，以及它是否能创造新的或不同的机会。但产品必须是为了终端消费者增加价值，它不能仅仅是为了技术而存在。
四、企业数据策略
我承认自己是一个Data Geek，当利用内部数据时，需要围绕这些数据进行治理，这两点极其重要。我们的首要任务是提供产品创新，并拥有以数据为基础的数字双胞胎或Digital Thread。这与我们产品组织的战略合作，以及如何简化数据并确保其以数字方式始终贯穿或者是否嵌入到我们的记录系统中。围绕产品数据的正确管理也必须到位，这样它才能在整个产品生命周期中使用，这就是为什么数据治理对我们的组织至关重要，而分析只是释放价值的一种方式。
本文由数字化转型网翻译
翻译：数字化转型网宁檬树
翻译审核：数字化转型网默然
【文章原文】
As a household name in household goods, with annual sales of $22 billion, Whirlpool has 54 manufacturing and tech research centers worldwide, and bursts with a portfolio that includes several familiar brands including KitchenAid, Maytag, Amana, Yummly, among others. The company employs 69,000 around the world as well and Danielle Brown, the company’s SVP and CIO, has a unique perspective on how best to lead the company’s digital transformation strategy.
Having joined the company in November 2020 to lead its Global Information Systems, Brown understands that cross-collaboration and effectively leveraging data to create new products and services are not only essential to future success, but speak of having the responsibility in such a privileged position to lean into that seat at the table, which means having a voice and an understanding of where technology is headed.
“Our vision is to be the best kitchen and laundry company in constant pursuit of improving life at home, which has become even more evident and important over the past couple of years,” she says. “Data shows that people continue to use our products on a more continuous basis. We’ve also seen people at home researching, browsing, and purchasing more online. All of these things have been transformational for our business.”
Of course, the end-to-end consumer journey is always a work in progress at Whirlpool, which began prior to Brown’s arrival.
“But working across our leadership team,” she says, “one of the things I always say about IT is we have a unique view of the company. We can see all of the various processes, so with that unique vantage point, part of our role is to connect a number of those dots. That’s where we have the opportunity to talk about this as a full journey and know what a consumer has. We have to think about that technology and how it’s layered together as an IT organization. That is part of the value we bring to the table. So with my coming in, those are some of the things the IT organization focuses on as a leadership team.”
Brown recently spoke with CIO Leadership Live host Maryfran Johnson about advancing product features via sensor data, accelerating digital twin strategies, reinventing supply chain dynamics and more. Here are some edited excerpts of that conversation. Watch the full video below for more insights.
https://youtube.com/watch?v=hRlgha4XqL0%3Ffeature%3Doembed%26enablejsapi%3D1%26origin%3Dhttps%253A%252F%252Fwww.cio.com
On four strategic priorities:
One is delivering product leadership, which includes data and technology that support things like the digital twin and digital thread throughout a product’s lifecycle. And that is where the IT organization really has a hand in helping to enable that product leadership. The second is leveraging IoT and AI to support new digital services and new digital products that we can offer our consumers. Third is about winning that digital consumer journey by utilizing the technology to engage with a customer from pre- to post-purchase. And our fourth strategic priority is about reinventing the value chain with greater visibility. That’s another way in which our IT organization was able to work side by side with our business partners to advance this one. So end to end, our strategic priority has stood the test of time.
On re-recruiting talent:
Employees today have more options than they had in the past. As a company, we have to ensure we promote our value proposition. There’s the saying, “People will leave a boss, but not necessarily leave the company.” And what they want from their boss is someone who cares about their career. It’s the employee’s role first but they’re partnering with their boss or supervisor because they only have a limited view. So we have a tool called Career Compass, which shares employee experiences and helps let an employee know a manager cares about their career.
When you have different leaders or new leaders in an organization, you don’t want your experiences to be forgotten. So we start with what that person’s career has been to date and then explore where you want to go in your career, but not on the traditional ladder. I’ve heard it referred to as the lattice. There are many different routes to take. It’s not necessarily about a job or promotion; it’s about the experiences that someone wants to have in their career, because it’s those experiences that are required if you want to be a global CIO or an enterprise architect. Things like that really matter and will allow companies to retain talent.
On innovation ecosystems:
You have to think about what technology is really mature versus the technology that is more speculative. AI and machine learning are mature today. You also have natural language processing, doing technology through RPAs and things of that nature. So we’re leveraging those things in our business and market. But you also have the more speculative technology, like metaverse and blockchain and things of that nature. For emerging technologies like those, we’ll experiment internally and think about how they might apply to our business and how it could create new or different opportunities. But things have to add value for the end consumer. It can’t just be the technology for the sake of it.
On the enterprise data strategy:
I am a self-admitted data geek. When you leverage internal data, you need governance around that data. The two are extremely important. Our priority is around delivering product innovation and having that digital twin or that digital thread where data is fundamental. This is working in partnership with the strategy of our product organization, and how to simplify the data and ensure it’s threaded throughout—in a digital way—or whether it’s embedded within our systems of record. The right governance around that product data has to be in place too so it can be used throughout the full product lifecycle. That’s how data governance is critical to our organization and analytics are a way to unlock value.
免责声明: 本网站(https://www.szhzxw.cn/)内容主要来自原创、合作媒体供稿和第三方投稿，凡在本网站出现的信息，均仅供参考。本网站将尽力确保所提供信息的准确性及可靠性，但不保证有关资料的准确性及可靠性，读者在使用前请进一步核实，并对任何自主决定的行为负责。本网站对有关资料所引致的错误、不确或遗漏，概不负任何法律责任。
本网站刊载的所有内容(包括但不仅限文字、图片、LOGO、音频、视频、软件、程序等) 版权归原作者所有。任何单位或个人认为本网站中的内容可能涉嫌侵犯其知识产权或存在不实内容时，请及时通知本站，予以删除。
