一、管理高层积极，业务中层消极，IT如履薄冰
目前国内的数字化创新是管理层态度积极，IT部门内心狂热，但如履薄冰。
管理层作为春江水暖鸭先知的市场大势认知的最前沿，对数字化创新充满激情，但有时却无从下手，如前两年市场上的各种中台概念横飞，但管理层还是想知道中台是什么，我们应该如何的期望。所以不断地找人去咨询，去实践。一方面是因为互联网大厂成功的商业模式对目前管理层的刺激，但另一方面也觉得中台这个概念有一定的道理，所以愿意去掌握。
于是我们提出了企业中台是对未来战略的投资。中台就是企业复用性的IT重构，于是很多管理层明白了，他们基于自己企业的现状，对企业的中台战略予以明确和清晰。因为他们知道，时间就是金钱，效率就是生命。当你的创新业务是一个不断试错的过程中，你能比同行反应迅速，那就是先机，就是胜利。
当我们提出企业的创新首先是行业价值链的企业禀赋的价值最大化的理念，放大优势，就能走出一条可行的路线，于是他们纷纷取消了对标的理念，立足自身，研究行业，解决痛点，通过信息化实现业务的数字孪生，这就是他们的数字化创新。
所有的变革都是痛苦的，多大多数的业务中层都是奋斗多年的行业深耕者，他们对于变化是最大的受害者，于是表面赞同管理层的思路，但实际的工作却愿意涛声依旧。即使很多业务立项为项目，由于以前传统的基于最佳业务实践的解决方案，造成需求与方案的脱节，最终项目也不了了之。
IT深知在数字化创新中，自己可以从服务部门变为业务部门，这是一个巨大的价值提升，但前期一次次的痛苦的项目，让IT想站出来，但又不敢站出来，服务业务的IT，他们是真搞不定，无论是需求还是资源的调配。
二、管理层的认识水平，将决定企业数字化转型的结果
管理层对数字化创新该如何做的路径，是决定企业数字化创新的结果。心怀梦想的企业家都渴望成功，但知道自己该往哪里走的企业家真不多。我们的观点是“企业禀赋的业务价值量的最大化”是成功的基础。如果管理层认知到这个层面，他们的创新将会走上一条方向正确之路。否则就是现金流的涛涛东逝。
三、重视技术拓展，轻视业务的小创新
目前的大数据、AI、深度学习、机器学习等技术成为绝大多数企业数字化创新的对标内容，这些是数学在IT领域的应用，和企业创新没什么直接的关联，但目前很多企业管理层谈这些新技术比IT都热衷。所有的新的技术是改善业务的一种工具，找到不业务场景痛点的，任何的新技术都是皇帝的新装，自己觉得高大上。
四、喜欢高大上的概念，轻视内部流程的变革
数字化创新领域，尤其是咨询领域，给企业的方案基本都是以新技术名词的专著，很少能以企业应该做什么，解决了什么问题，节约的多少时间的维度去阐述方案。
企业不论是否是创新，还是业务按照对的逻辑去做，我们只能在原有的业务流程中遭到痛点，痛点越多，决绝得越快，成效越多，每一个新的痛点解决，必然会有下一个痛点的产生。快速解决，是业务流程高效运行的基础。积小胜为大胜，量变引发质变。数字化创新，不需要关注，但业已发生！
五、喜欢对标，轻视内生的动力
所有头部企业成功的基本公式是企业禀赋+机遇的爆发。
一个是时间因素：在当时一个时点的机遇，企业禀赋优势的最大化。这两个因素一个是头部企业在当时具备的人财物等的优势的快速膨胀。
一个是这个物质条件在当时特定时间点的一个机遇的趁势而上，当一家企业抓住三个以上的机遇的突破，很大可能会成为优秀的行业头部企业。当我们去对标目前业已成功的头部企业，他以前成功给的机遇你没有了，也就是说这家企业的成功历史不具备复制的属性。
对标目前的运营，最为头部企业，他的品牌，资金、技术、营销、人员素质等是他最为头部企业的优势，做对标的企业根本不具备，所以学了，试了，懂了，也执行不下去。
原文：
The top management is active, the middle business is negative, IT is walking on thin ice.
At present, the digital innovation in China is the positive attitude of the management and the fanatical heart of the IT department, but like treading on thin ice.
As the forefront of the market trend cognition of the prophet of spring River, the management is full of passion for digital innovation, but sometimes they don’t know how to start. For example, in the last two years, various concepts in the market flew, but the management still wants to know what is the middle of the market and what expectations we should have. So keep finding people to consult, to practice. On the one hand, it is because the successful business model of the Internet giant stimulates the current management, but on the other hand, I also think the concept of Taiwan has some truth, so I am willing to master it.
So we put forward that the middle of the enterprise is an investment in the future strategy. Middle Taiwan is the IT reconstruction of enterprise reuse, so many management understand that they are based on the current situation of their enterprises, the middle Taiwan strategy of the enterprise to be clear and clear. Because they know that time is money and efficiency is life. When your innovation business is a process of trial and error, you can react faster than your peers, that is the opportunity, is the victory.
When we put forward the idea that the innovation of an enterprise should first be the value maximization of enterprise endowment in the industrial value chain, and a feasible route can be found by enlarging advantages, they have cancelled the concept of target, based on themselves, studied the industry, solved the pain points, and realized the digital twin of business through informatization. This is their digital innovation.
All changes are painful, and most middle-level businesses are deep cultivators of the industry who have been struggling for years. They are the biggest victims of changes, so they agree with the ideas of the management on the surface, but the actual work is still happy. Even though many business projects are set up as projects, due to the traditional solutions based on best business practices in the past, resulting in a disconnect between requirements and solutions, the final project is not completed.
IT knows that IT can change from a service department to a business department in digital innovation, which is a huge value enhancement. However, painful projects in the early stage make IT want to stand out, but dare not stand out. It is really unable to handle the service business, whether it is the deployment of demands or resources.
The level of understanding of the management will determine the result of enterprise digital transformation.
The path of the management to digital innovation determines the result of enterprise digital innovation. Entrepreneurs with dreams want to succeed, but not many know where to go. Our view is that “maximizing the amount of business value of the firm’s endowment” is fundamental to success. If management recognizes this dimension, their innovation will be on the right track. Otherwise, the cash flow will surge.
Pay attention to technology development, despise small innovation of business.
At present, big data, AI, deep learning, machine learning and other technologies have become the benchmark content of digital innovation in the vast majority of enterprises. These are the application of mathematics in the field of IT, which has no direct correlation with enterprise innovation. However, at present, many enterprise management are more enthusiastic about these new technologies than IT. All the new technology is a tool to improve the business, find no business scene pain points, any new technology is the emperor’s new clothes, oneself feel tall.
like high concept, despise the change of internal process.
In the field of digital innovation, especially in the field of consulting, the solutions given to enterprises are basically monographs on new technology terms, and seldom can they be described in terms of what enterprises should do, what problems they can solve and how much time they can save.
No matter whether the enterprise is innovating or doing business according to the right logic, we can only encounter pain points in the original business process. The more pain points, the faster we refuse and the more effectiveness. Each new pain point is solved, the next pain point is bound to occur. Quick solution is the basis of efficient operation of business processes. Small wins make big wins, and quantitative changes lead to qualitative changes. Digital innovation, do not need attention, but already happened!
like to mark, despise internal power.
The basic formula for the success of all leading enterprises is enterprise endowment + opportunity explosion.
One is the timing factor: the opportunity at the moment, the maximisation of the firm’s endowment advantage. One of these two factors is the rapid expansion of the advantages of the head enterprise at that time.
One is that this material condition takes advantage of an opportunity at a specific point in time. When an enterprise seizes more than three opportunities, it is likely to become an excellent industry leader. When we look at the current successful leader, you don’t have the opportunities that he has had in the past, that is to say, the success history of the company does not have the property of replication.
To mark the current operation, the most leading enterprise, its brand, capital, technology, marketing, personnel quality and so on are the advantages of the most leading enterprise, to do the target enterprise does not have, so learn, try, understand, but also unable to carry out.
作者：赵谦，数字化转型咨询专家；排版编辑：数字化转型网默然。
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