安海斯布希公司(Anheuser-Busch)、麦克森公司(McKesson)、霸菱公司(Barings)和其他公司正在实施数字化举措来推动业务增长和经营效率。这些数字化转型案例详细介绍了IT主管们的战略、实施工作和面临的挑战。
越来越多的企业正在增强数字化能力，以便在2020年具备经营效率或实现最高的营收增长。但“大爆炸式”的数字化转型的进度却各不相同——正如高管们对数字化转型的理解也各有不同。
根据Gartner在2018年发布的一份研究报告，有66%的首席信息官表示他们正在对自身企业进行转型，但基于这些受访者对自己数字化举措的描述，这一数字只接近10%。
一些组织将本地系统迁移到混合云这一行为视为数字化转型的证据。而其他组织则通过采用具有实时分析功能的ERP来实现财务软件的现代化。还有一些组织利用数字技术来提升客户体验。Gartner补充说，各个组织可能会做所有这三件事，但如果不对现有业务流程和产品做出改变，则这些项目也只是优化，而并非转型。
即便如此，对转型技术的投资仍在持续快速增长，根据IDC的研究，在2020至2023年间，复合年增长率将达到17.5%，金额将达到7.4万亿美元。
接下来将讨论企业在利用数字技术进行变革所取得的进展。
一、安海斯布希公司
对于安海斯布希英博公司(Anheuser-Busch (AB) InBev)而言，转型工作从其啤酒厂一直延伸到400万家零售商店合作伙伴，以及其中的各个环节。
安海斯布希英博公司的全球解决方案副总裁塔西洛•费斯泰茨(Tassilo Festetics)说，我们公司已创建了一个B2B移动应用程序，酒类、便利店和零售店的运营商可以使用该程序来追加订单。B2B应用程序中的算法还能提供一些补货建议，这使安海斯布希英博公司的销售人员可以花更多时间与店铺老板探讨一些新品牌和新产品。
费斯泰茨说，这在销售代表和店铺老板之间“建立了一种非常不同的关系。”
安海斯布希英博公司还在硅谷创建了一个名为Beer Garage的技术创新实验室。在该实验室，技术人员与企业合作，利用人工智能、机器学习和物联网等技术为消费者和零售商创造更好的体验。
例如，啤酒制造商正在利用物联网来创建能够监控每批次啤酒的数量、品质、温度和其他特性的“互联啤酒厂”。该公司还在尝试利用软件来监测社交媒体和其他渠道，以了解消费者对其品牌的看法。费斯泰茨表示，这样做是为了掌握消费者的感受变化，并为消费者创造有意义的产品。
费斯泰茨表示，当然，面临的挑战仍集中在为消费者和零售合作伙伴提供服务上，而不是沉醉于最新和最好的工具上。他说道，这是关乎使用技术来对业务进行转变——“而并非为了技术而采用技术。”
二、霸菱公司
美国万通保险公司(MassMutual Life Insurance)子公司霸菱是在转型方面很典型的一家企业，在2016年将Babson Capital、Cornerstone Real Estate、Wood Creek Capital Management和霸菱资产管理公司(Baring Asset Management)进行合并，并收购了Triangle Capital公司。
当首席信息官安迪·列侬(Andy Lennon)负责合并后的IT产品组合时，他发现为总体业务提供支持的外包能力很糟糕，该业务管理着3,000亿美元的固定收益、私人信贷、房地产、股权和另类投资。因此，列侬将基础架构、网络、托管和网络安全整合在一个IT职能下。
列侬告诉记者：“我花时间来协调技术团队，并让所有公司能协同工作。”但是“我拥有了一手好牌：每个公司的技术团队都配备了很好的资源。”
列侬建立了新的数据中心，这将使霸菱公司可从现代技术中受益，同时还对管理数据上的法规要求提供支持。在列侬的带领下，霸菱公司还在尝试一些数据科学项目，以改善客户体验。
为此，霸菱公司的表现如同其数据一样出色，而且列侬的团队还将在2020年密切关注这些数据。“这是投资领域的一个数据游戏，”列侬说。“这是涉及到如何提取我们接收到的数据或自己产生的数据，然后从这些数据集中创造价值，以及将数据整合在一起，更快速地做出决策。”
三、麦克森公司
麦克森公司是一家市值2140亿美元的医疗服务提供商，其首席数据分析官布莱恩•杜曼(Brian Dummann)表示，为了提供更好的患者护理工作和公司的长期发展，我们正在整合数据仓库，并将其迁移到云端。该新系统将为IT部门省去数据获取和整理的繁琐工作。
但杜曼的绝技是提升分析功能，这样麦克森公司就可以专注于挖掘商业洞察力。这将有助于麦克森公司从描述性和预测性分析转向提供一些规范性的建议。最终，“我们希望向患者直接提供分析服务，”杜曼说。
当许多企业让分析团队集中起来为其更大的业务领域提供服务时，杜曼则在开展一个“中心辐射”模式，在此模式下麦克森公司的技术团队增强了围绕其业务来提供分析的能力。
雇佣更多的数据科学家、数据工程师和其他类似职位人员始终是必不可少的，但在2020年，杜曼则侧重于培养“分析解读人员”，其应同时具有分析知识和专业知识，以向企业解释一些数据科学问题。
四、Coca-Cola Bottlers’ Sales & Services公司
Coca-Cola Bottlers’ Sales & Services公司(CCBSS)首席采购官苏珊娜·凯勒(Suzanna Keller)表示，为了提高效率，我们采用了新兴技术，这使得公司对美国、加拿大和墨西哥境内的72个装瓶商的文档进行了数字化，从而对我们这一软饮料公司有很大帮助。
CCBSS公司一直都是采用自动化文档处理，但来自多家供应商的扫描系统却不够稳定。因此，该公司在11月找到了Ripcord公司，这家公司专门将机器学习软件和机器人技术融合在一起，有助于更快速和更准确地处理文档。“这就会提高效率，而且减少错误，”凯勒解释道。
Ripcord公司的机器人会从纸质发票和交货证明文件上取下订书钉，然后将这些文件转给扫描系统，该扫描系统的机器学习功能熟悉CCBSS公司纸质文件的内容，并能够对其进行分类。然后将这些准备好的文件发送给客户。
凯勒说，“我们希望错误率要接近于零。”并补充道，这一过程会使员工从纠正错误工作中解放出来，从而可以专注于其他工作。CCBSS公司预计，Ripcord公司的系统每年将完成2500万份文档的数字化，同时由于减少了对其他供应商的依赖，每年可节省100万美元。
五、江森自控公司
2018年，首席信息官南希·贝尔斯(Nancy Berce)加入了江森自控公司(Johnson Controls)，为科技公司、体育馆和其他大型设施的楼宇运营自动化和安全来打造一个全新的IT运营模式。
贝尔斯告诉记者，这意味着采用一种“大投入，不后悔”的方法来使用现代技术，包括云计算和边缘计算、分析、网络安全、机器人流程自动化和区块链等，以为公司的自动化楼宇运营战略提供支持。
江森自控公司会定期派员工与硅谷的初创公司和大型科技公司会面，以寻找新的合作伙伴。贝尔斯与业务开发团队合作来寻找可支持数字战略的新能力。“我想通过改变创新文化来获得价值，并将这种文化扩展到所有职能部门。”
贝尔斯表示，所面临的挑战就是能够找到各种技术的一个恰当的平衡，而这些技术可为客户提供所需的体验和安全性。
六、Nutanix公司
Nutanix公司是一家超融合基础架构和存储提供商，其首席信息官温迪·法伊弗(Wendy Pfeiffer)表示，公司2020年的重点是拓展业务。并且，她认为自己是公司第一个客户，也是最古怪的客户。
法伊弗补充道，尽管当今大多数IT部门仍花大部分时间来维持公司的日常运转，但Nutanix公司已使用软件对大部分计算、存储和网络基础架构需求进行了自动化。这包括在Nutanix公司数据中心和由亚马逊云服务(Amazon Web Services)、微软云和谷歌云平台所运营的公共云之间切换使用应用程序。
法伊弗还在苹果公司的天才吧上完善了Nutanix公司的一个简单功能，该功能可以在员工来到服务台寻求帮助时(包括MacBook笔记本电脑或Salesforce.com的问题)利用物联网和软件向IT员工发出提醒。法伊弗补充道，Nutanix公司的系统还会监测员工何时登录某一应用程序出现问题，并向IT支持人员发出提醒，让其了解，有员工可能会向他们求助。
法伊弗说，“我们有机会可使很多工作实现自动化，”并补充道，她的目标是将自动化程度提高30%。
七、总结
在这些现实案例中的共同主线是，IT主管都是在处理一些初期的转型工作。Gartner分析师安迪·罗塞尔-琼斯(Andy Rowsell-Jones)说，这就解释了为什么2020年Gartner的首席信息官议程调查(Gartner’s CIO Agenda 2020)中只有40%的受访者达到了数字化转型的规模，而在2019年和2018年这一比例为33%和17%。
根据Gartner分析师埃德•加布瑞斯(Ed Gabrys)和珍妮•布雷斯福德(Jenny Breresford)的说法，在为该采取哪些步骤而挣扎的IT主管应该设立一些目标，同时应与首席执行官和管理团队一起来商讨他们需要做哪些工作才能实现目标。
他们是否想利用现代技术来优化当前的业务模式，还是想通过设计出新的数字产品或是想尝试新的业务模式来对企业进行转型?
加布瑞斯和布雷斯福德在2018年的一份研究报告中说道：“许多人在同时做以上两件事，这没有错。”“然而，当一系列复杂的工作并行推进时，管理人员必须确保优先事项、资源和工作内容是透明的、相关的且精心安排的。”
翻译：
Anheuser-Busch, McKesson, Barings and others are implementing digital initiatives to drive growth and operational efficiency. These digital transformation cases detail the strategies, implementation efforts, and challenges faced by IT executives.
More and more companies are enhancing their digital capabilities in order to operate efficiently or achieve the highest revenue growth in 2020. But the pace of the “big bang” digital transformation varies — just as executives’ understanding of digital transformation varies.
According to a Gartner study published in 2018, 66% of CIOs said they were transforming their businesses, but based on how those respondents described their digital initiatives, that number was closer to 10%.
Some organizations see the migration of local systems to hybrid clouds as evidence of a digital transformation. Other organizations are modernizing their financial software by adopting ERP with real-time analytics. Other organizations use digital technology to enhance the customer experience. Organizations may do all three things, Gartner adds, but without changes to existing business processes and products, these projects are optimizations, not transformations.
Even so, investment in transformational technologies continues to grow rapidly, reaching a compound annual growth rate of 17.5 per cent and $7.4tn between 2020 and 2023, according to IDC research.
What follows is a discussion of the progress companies are making in leveraging digital technology for change.
Anheuser-Busch
For Anheuser-Busch (AB) InBev, the transformation work stretches from its brewery to its 4 million retail store partners and everything in between.
‘Our company has created a business-to-business mobile application that operators of liquor, convenience stores and retail stores can use to reorder,’ says Tassilo Festetics, vice president of global solutions at Anheuser-Busch InBev. The algorithms in the B2B application also provide restocking suggestions, which allows Anheuser-Busch InBev salespeople to spend more time talking to store owners about new brands and products.
“It creates a very different relationship” between sales representatives and store owners, Festeitz says.
Anheuser-busch InBev has also created a technology innovation lab in Silicon Valley called Beer Garage. At the lab, technicians work with companies to use technologies such as artificial intelligence, machine learning and the Internet of Things to create better experiences for consumers and retailers.
For example, brewers are using the Internet of Things to create “connected breweries” that can monitor the quantity, quality, temperature and other characteristics of each batch of beer. The company is also experimenting with software to monitor social media and other channels to see what consumers think of its brand. The idea, Festeitz says, is to keep track of how consumers feel and create meaningful products for them.
Of course, the challenge remains focused on serving consumers and retail partners, rather than getting drunk on the latest and greatest tools, Festeitz said. It’s about using technology to transform the business, he says – “not technology for technology’s sake.”
Baring company
Baring, a subsidiary of MassMutual Life Insurance, is typical of a company that has turned itself around, Merging Babson Capital, Cornerstone Real Estate, Wood Creek Capital Management and Baring Asset Management in 2016, And acquired Triangle Capital.
When Chief Information Officer Andy Lennon took charge of the combined IT portfolio, he found that the outsourcing capabilities to support the overall business, which managed $300 billion in fixed income, private credit, real estate, equity and alternative investments, were poor. So Lennon consolidated infrastructure, networking, hosting, and cybersecurity under one IT function.
“I spent time coordinating the technical team and getting all the companies to work together,” Lennon told reporters. But “I had a good hand: every company’s technical team was well resourced.”
Lennon has built new data centers that will allow Baring to benefit from modern technology while also supporting regulatory requirements governing data. Under Lennon’s leadership, Baring is also experimenting with data science projects to improve the customer experience.
To that end, Baring’s performance is as good as its numbers, and Lennon’s team will be watching them closely in 2020. “It’s a data game in investing,” Mr. Lennon said. “It’s about how to take the data that we receive or the data that we generate and then create value from that data set, and how to bring that data together to make decisions more quickly.”
McKesson
Brian Dummann, chief data analytics officer at McKesson, a $214 billion healthcare provider, says we are consolidating data warehouses and moving them to the cloud in order to provide better patient care and long-term growth. The new system will save IT departments the tedious work of data acquisition and collation.
But Dorman’s trick was to upgrade the analytics so McKesson could focus on finding business insights. This will help McKesson move from descriptive and predictive analysis to prescriptive advice. Eventually, “we want to offer analytics directly to patients,” Dr. Dorman said.
While many companies centralize their analytics teams to provide services to their larger business areas, Dorman is working on a “hub and focus” model, in which McKesson’s technology team has enhanced its ability to provide analytics around its business.
Hiring more data scientists, data engineers, and the like has always been essential, but in 2020, Dorman is focusing on developing “analytical interpreters” who have both the analytical knowledge and expertise to explain data science issues to companies.
Coca-Cola Bottlers’ Sales & Services
Suzanna Keller, chief purchasing officer at Coca-Cola Bottlers’ Sales & Services (CCBSS), says that in order to be more efficient, we use emerging technologies, This enabled the company to digitize the documentation of 72 bottlers in the United States, Canada and Mexico, which helped us as a soft drink company.
CCBSS has always used automated document processing, but the scanning system from multiple vendors is not stable. So in November, the company turned to Ripcord, a company that specializes in fusing machine learning software and robotics to help process documents faster and more accurately. “This increases efficiency and reduces errors,” Keller explains.
Ripcord’s robots remove staples from paper invoices and proof of delivery documents and pass them on to a scanning system whose machine learning capabilities are familiar with the contents of CCBSS’s paper documents and can classify them. These prepared documents are then sent to the customer.
“We want the error rate to be close to zero,” Mr. Keller said. The process frees up employees from correcting mistakes so they can focus on other tasks, he added. CCBSS expects Ripcord’s system to digitize 25 million documents a year and save $1 million a year by reducing reliance on other vendors.
Johnson Controls
In 2018, Chief Information Officer Nancy Berce joined Johnson Controls to create a new IT operating model for automation and security of building operations for tech companies, stadiums and other large facilities.
Bales told reporters that this means taking a “big, no regrets” approach to using modern technologies, including cloud and edge computing, analytics, cybersecurity, robotic process automation and blockchain, to support the company’s automated building operations strategy.
Johnson Controls regularly sends employees to meet with Silicon Valley startups and big tech companies to find new partners. Bales worked with the business development team to find new capabilities to support the digital strategy. “I want to gain value by changing the culture of innovation and extending that culture across all functions.”
The challenge, Bales says, is to find the right balance of technologies that provide the experience and security customers need.
Nutanix Inc
Wendy Pfeiffer, chief information officer of Nutanix, a hyper-converged infrastructure and storage provider, said the company’s focus in 2020 is to grow its business. And she considers herself the company’s first and weirdest client.
While most IT departments today still spend most of their time running their companies on a day-to-day basis, Nutanix has used software to automate most of its computing, storage and networking infrastructure needs, Pfeiffer added. This includes switching applications between Nutanix’s data centers and public clouds run by Amazon Web Services, Microsoft Cloud and Google Cloud platforms.
Pfeiffer also perfected a simple Nutanix feature at Apple’s Genius Bar that uses the Internet of Things and software to alert IT employees when they come to the help desk for help, including problems with MacBooks or Salesforce.com. Nutanix’s system also monitors when an employee is having trouble logging into an application and alerts IT support to let them know that an employee may be asking for help, Pfeiffer adds.
“We have the opportunity to automate a lot of work,” Ms. Pfeiffer said, adding that her goal was to increase automation by 30 percent.
summarize
The common thread in these real-life cases is that IT executives are dealing with some of the initial transformation efforts. That explains why only 40 percent of respondents to Gartner’s CIO Agenda 2020 survey have reached the scale of the digital transformation, said Andy Rowsell-Jones, an analyst at Gartner, That compares with 33 percent in 2019 and 17 percent in 2018.
According to Gartner analysts Ed Gabrys and Jenny Breresford, IT executives struggling with what steps to take should set some goals, Also work with the CEO and management team to discuss what they need to do to achieve the goals.
Do they want to use modern technology to optimize their current business model, or do they want to transform their business by designing new digital products or trying new business models?
“There is nothing wrong with many people doing both at the same time,” Gabres and Brailsford said in a 2018 study. “However, when a complex set of work moves in parallel, managers must ensure that priorities, resources and work content are transparent, relevant and well-orchestrated.”
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