“老许，你有没有做过行政数字化转型的咨询工作？有方案可以参考一下么？”
目前笔者帮朋友做过几次数字化转型方面的方案，今天接着案例和大家分享一下当时的思路。涉及到公司隐私，我们就用A公司来代替。
A公司的背景：
– 行业：互联网+制造企业
– 人数：分了3个办公区，总人数约2200人
– 行政人数：不含一线和外包，共4个人
– 数字化转型需求：领导要求、行政部希望体现价值，最小的成本完成转型
Step1：需求及目标分析
启动这个项目的主要原因是领导在考察了同行业企业后，提出了数字化的要求。对于行政而言，新入职的领导也希望通过数字化转型体现价值，但对于第一步做什么，做哪些事情，做到什么样的地步，没有任何的想法。有个关键的制约因素是没有预算，想上系统也没办法。
需求及目标分解涉及到的面谈和现场考察等环节，按下不表，以下为非PPT版本的需求说明（也就是大家听得懂的，非套话，但在PPT内不能这么表达）。
– 领导的需求：面子工程先做好，同行企业做的数据看板就很不错啊，我们是头部企业，也不能落后了。
– 行政部领导的需求：需要做点体现价值的事情，数字化也能提高行政对外的专业度。数字化的过程不要动太多的流程，也不要做太大的改变。
– 行政部人员的需求：希望能学到点新东西，具体不要太难，也不要影响自己目前的工位岗位。
这家公司比较幸运的是，管理层对数字化其实一知半解，而需求更多是面子工程要做好，同时行政部内部暂时没有发现比较大的抵触情绪，事情可以推进下去。
基于需求分析，那我们的目标就应运而生了。
目标1：在一周内完成现有线下流程的排摸，确认哪些流程可以转线上及对现有流程的影响程度。负责人：XXX
目标2：在两周内整合现有行政后台数据，建立数据表盘模板，供领导确认数据指标和样式，同时确认数据的更新频次。负责人：XXX
目标3：在上半年完成50%以上各行政子系统的分级上线工作，实现数据表盘的自动更新。负责人：XXX
目标4：在21年度完成70%以上线下流程的线上化，打通流程与子系统间的数据对接。负责人：XXX
在这里需要注意一下，你的目标要符合SMART原则，千万别订太高，同时你一定要学会在做目标及落地方案的时候对标。这样一来，就算领导觉得你的目标或方案有点不符合预期，我们就有所说法。
本次选择的对标企业选择了一家数字化不完善的头部企业和两家正在开展数字化转型的企业，这样给领导的心理预期就是头部企业也没有完成，但数字化转型是趋势，领导的想法没错。既要突出领导的英明领导，也要让领导充分认识到困难，并给到台阶，给自己找好后路。
Step2：做好了需求分析和目标设定，接着就是整个数字化系统的规划了。
数字化系统的规划，关系到数字化转型的步骤和路径，遵循的原则也是先易后难，先搞定流程，再上线系统的做法。为了方便做报告，我们在方案中，将朋友公司的数字化系统划分了三层，也就是管理层/呈现层、系统层/数据层及操作层。涉密期间，方案就不在这里贴了。
在整个系统中，
管理层/呈现层：是最优先完成的内容，因为其是最外在，最容易体现绩效的部分，你初期没有数据表盘也没关系，做一个excel切片，多引用一下数据也可以出来很炫酷的效果。
操作层：则是日常的流程及SOP等构成的内容，这些也是日常在工作中需要不断完善或优化的内容，也是可以量化绩效指标的部分。完成多少线下流程转线上，完成多少SOP的制定等等。基于操作层，我们才能将其变化为子系统，比如说我们固定资产管理的流程和SOP完善后，我们再去使用SAAS来做固定资产管理系统就会特别接地气或贴近实操，如果你是根据系统来反过来做SOP或流程的话，在实操中，你会发现会有很多不合理或无法落地的操作，毕竟每家公司的情况不一样，需要的细节和操作过程不一样，但SAAS往往会把功能做的太全，导致你的选择太多，反而容易乱掉。
系统层/数据层：是最花心思，最有技术含量，也是最难体现价值的部分。在这个案例中，我们考虑到目前这家企业用的是基于ERP二次开发的OA系统，行政的流程要上线涉及到二次开发，同时后续的维护也麻烦，因此选择了钉钉，并采购了第三方的行政SAAS，将行政流程在钉钉内上线，通过SAAS实现了固定资产、一卡通、车辆、图书馆、访客的管理，通过API接口与原来公司的OA对接，并整合了outlook内的会议室预订功能为下一步的会议室看板预留了空间，为了避免数据上云导致的信息安全风险，数据是直接存在本地的。最终一套系统下来，一年也就15万多。远比二次开发要便宜。同时，数据的安全性和子系统的扩展性也有所保障。
查缺补漏：在数字化转型过程中，将要发生的问题，可能的矛盾，如何解决，相关预案也都需要在此一一说明。做数字化转型，不是上了系统或做了线上流程就可以了，在这个过程中，你需要解决很多问题，比如说你的设想与现实的差距问题，比如说领导的期望值管理问题，比如说利益受损方的反击问题（数字化转型是会提升效率，但一定会损伤一部分人的利益），比如说你选择用来落地的系统的安全性及稳定性等问题，比如说你如何时时校队你的目标与领导想法的问题，比如说你如何解决行政数字化与HR、财务及IT数字化的同步问题等等。这也是你的数字化转型这件事情，最终能否顺利落地的很重要因素。
Step3：接下来就是HC和成本。
做数字化转型，仅仅是行政部的一个项目而已，不能影响行政部目前的工作，因此在初期HC和成本一定要控制好，不能加人（万一没成，人就浪费了），不能花大成本（花了很多钱，搞不定事情，你多半会被干掉）
为此，我们对原有的行政组织按照三支柱的理念进行了调整，根据过往工作安排，重新进行了工作侧重点的调整，但并没有将任何人直接定义为SSC或COE，而是按照前台、中台和后台三个层级进行了调整。将原来副经理从繁杂的事务性工作中解放出来一半的生产力，这些生产力用在这次的数字化转型上。
组织调整后，接着就是培训。做培训不是说现有的行政人的能力不足，而是通过培训，快速的让其更好的理解数字化转型后的工作重点，需要哪些技能和做哪些具体的工作来适应数字化转型，同时也是为后续的优化做准备，不合适的，通过培训发现后及时优化。
改革就是组织变革，组织变革后，才可能将新事物落地，但在落地的过程中，像笔者朋友这样的新人，要注意柔性，不能大刀阔斧，要不然事情还没做成，自己先给整没了。
Step4：最后就是三年期的发展目标了，笔者协助朋友梳理的三年目标其实很简单：
第一年：完成70%以上行政流程的线上化，完成60%以上行政数字化子体系的搭建和运行。
第二年：完成85%以上行政流程的线上化和系统化对接，后台数据互通，数据看盘可实时更新。
第三年：行政数字化系统的数据可开始为行政运营及优化提供数据支撑。
目前，笔者的朋友已经完成了方案的汇报工作，开始了第一期的工作，希望其顺利。当然方案是方案，具体还是要根据实际情况调整，同时具体的方案远比本文要复杂的多。为了能说服老板，涉及的各种专业术语和分析也非常多，也是无法在此一一说明的。
好了，今天的分享就先到这里吧，如果感觉好，还请期待下一次的分享吧。
翻译：
“Lao Xu, have you ever done any consulting work on the digital transformation of administration? Is there a plan for that?”
At present, I have helped my friends to make several digital transformation schemes. Today, I will share with you my thoughts at that time following the case. When it comes to company privacy, we’ll use Company A instead.
Background of Company A:
- Industry: Internet + manufacturing enterprise
- Number of people: Divided into 3 office areas, the total number of people is about 2200
- Administrative personnel: 4 in total, excluding frontline and outsourcing
- Digital transformation needs: leaders’ requirements and administration department hope to embody value and complete transformation at minimum cost
Step1: Requirements and objectives analysis
The main reason for launching this project is that the leaders put forward the requirement of digitization after inspecting enterprises in the same industry. For the administration, the new leaders also hope to demonstrate value through digital transformation, but have no idea what to do first, what to do and how to achieve. One key constraint is that there is no budget and no way to access the system.
As for the interview and on-site inspection involved in the decomposition of requirements and objectives, please click the table below for the non-PPT version of requirements description (that is, non-conventional words understood by everyone, but cannot be expressed in PPT).
- The needs of leaders: face project to do a good job, peer enterprises do data Kanban is very good ah, we are the head of the enterprise, can not lag behind.
- The needs of the leaders of the administration: They need to do something that reflects the value. Digitalization can also improve the external professionalism of the administration. Go digital without too much process or too much change.
- Needs of administration department personnel: I hope to learn something new, which is not too difficult and will not affect my current position.
Fortunately for this company, the management actually has little knowledge of digitalization, and the demand is more a face-saving project to do well. Meanwhile, there is no significant resistance within the administration department, so things can be pushed forward.
Based on requirements analysis, that’s where our goal comes in.
Objective 1: Complete the scheduling of existing offline processes within one week, confirm which processes can be transferred online and the degree of impact on existing processes. Person in charge: XXX
Objective 2: Integrate the existing administrative background data within two weeks and establish a data dial template for leaders to confirm data indicators and styles, as well as data update frequency. Person in charge: XXX
Goal 3: In the first half of this year, more than 50% of the administrative subsystems were completed online, and the data dial was automatically updated. Person in charge: XXX
Goal 4: Complete more than 70% of offline processes online in the year of 21st, and get through the data connection between processes and subsystems. Person in charge: XXX
It should be noted here that your goal should conform to the SMART principle, do not set too high, and you must learn to match the target when making the goal and landing plan. That way, if your boss thinks your goals or plans are a little off, we’ll have something to say.
The benchmark enterprises selected this time chose one leading enterprise with imperfect digitalization and two enterprises in the process of digital transformation. In this way, the leaders’ psychological expectation is that the leading enterprise has not completed, but the digital transformation is the trend, and the leaders’ idea is correct. We should not only highlight the wise leadership of the leader, but also let the leader fully realize the difficulties, and give the step, to find a good way out.
Step2: Requirements analysis and goal setting are done, followed by the planning of the entire digital system.
The planning of digital system is related to the steps and paths of digital transformation. The principle followed is also easy before difficult. The process is handled first and then the system is put online. In order to facilitate the report, we divided the digital system of Friends Company into three layers in the scheme, namely, the management/presentation layer, the system/data layer and the operation layer. During the classified period, the plan is not posted here.
In the whole system,
Management/presentation layer:
It is the most priority to complete the content, because it is the most external, the most easy to reflect the performance of the part, you do not have the data dial at the beginning, it does not matter, do an excel slice, more data reference can also come out very cool effect.
Operation layer:
The content composed of daily process and SOP, which also needs to be constantly improved or optimized in daily work, and can also be quantified performance indicators. How many offline processes to complete online, how many Sops to complete, etc. Based on the operation layer, we can change it into a subsystem.
For example, after the improvement of our fixed asset management process and SOP, we can use SAAS to do fixed asset management system, which will be particularly grounded or close to the actual operation. If you do SOP or process according to the system in reverse, in the actual operation, You will find that there will be a lot of unreasonable or unable to land the operation, after all, each company’s situation is different, the need for details and operation process is different, but SAAS will often make the function too complete, resulting in too many choices for you, but easy to mess up.
System layer/Data layer:
The most thoughtful, technical, and difficult to value. In this case, considering that this enterprise is using the OA system based on ERP secondary development, the administrative process to go online involves secondary development, and the subsequent maintenance is troublesome, so we choose Dingding, and purchase the third-party administrative SAAS to put the administrative process online in Dingding. It realizes the management of fixed assets, all-in-one card, vehicle, library and visitors through SAAS, connects with the original company’s OA through API interface, and integrates the conference room reservation function in outlook to reserve space for the next meeting room Kanban. In order to avoid information security risks caused by data on the cloud, data is directly stored locally. The final system, a year is more than 150,000. It’s much cheaper than secondary development. At the same time, data security and subsystem scalability are guaranteed.
In the process of digital transformation, the problems that will occur, possible contradictions, and how to solve them all need to be explained here. In this process, you need to solve many problems, such as the gap between your vision and reality, the management of leaders’ expectations, and the counterattack of stakeholders (digital transformation will improve efficiency, but it will certainly damage the interests of some people). Such as the security and stability of the system you choose to implement, such as how you align your goals and leadership ideas, such as how you solve the administrative digitization with HR, finance and IT digitization, etc. This is also a very important factor in whether your digital transformation is going to be successful.
Step3: The next step is HC and cost.
Digital transformation is only a project of the administration department, which cannot affect the current work of the administration department. Therefore, HC and cost must be controlled well in the early stage, and no more people should be added (in case of failure, the people will be wasted), and no large cost should be spent (if you spend a lot of money, you will probably be killed).
To this end, we adjusted the original administrative organization according to the concept of three pillars, and re-adjusted the work focus according to the previous work arrangements, but did not define anyone directly as SSC or COE, but according to the front, middle and back levels. Freeing up half of the productivity of the former assistant manager from the complexity of the routine work, which can be used in this digital transformation.
After organizational adjustment, training followed. The training does not mean that the existing administrative personnel are inadequate, but through training. We can quickly make them better understand the focus of work after the digital transformation. What skills and specific work to do to adapt to the digital transformation. At the same time, it is also to prepare for the subsequent optimization. If it is not suitable, it will be timely optimized through training.
Reform is organizational change, after organizational change, it is possible to land new things. But in the process of landing, new people like the author’s friends, should pay attention to flexibility, can not be bold, or things have not been done, their own first to the whole.
Step4: Finally, the three-year development goal. The author helps my friend to sort out the three-year goal is actually very simple:
The first year: Completed more than 70% of the administrative process online, completed more than 60% of the administrative digital sub-system construction and operation.
The second year: Completed online and systematic docking of more than 85% administrative processes, interworking of background data, and real-time update of data watch disk.
The third year: the data of the administrative digitization system can begin to provide data support for the administrative operation and optimization.
At present, my friend has finished the report of the program and started the first phase of work. I hope it goes smoothly. Of course, the scheme is a scheme, the specific or should be adjusted according to the actual situation. And the specific scheme is far more complicated than this paper. There are so many technical terms and analyses involved in persuading the boss that I cannot explain them all here.
Well, that’s all for today’s sharing. If you feel good, please look forward to the next sharing.
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