导读：
数字化转型已然成为企业发展的关键词，越来越多的企业开始投入大量资源来推进数字化转型项目。然而，在这些项目中，很多企业却存在着错误的思维方式。
通过大量开发软件的方式来缓解管理者的压力，出现业务说什么就做什么的窘境，缺乏从整体角度来思考数字化转型的方向，未能很好地实现业务执行效率、管理质量、业务风险、业务成本的控制和提升，最终达到端到端的管理流程。
不是说数字化转型不开发软件，但相比于大量开发软件，正确的业务标准制定，胜过千行万行代码。实现此目标，也非易事，需要数字化团队深入了解企业的业务模式和管理流程，结合市场变化和趋势，俯瞰全局，整体角度出发，思考如何通过数字化技术手段优化企业的管理流程和发展战略。
在此过程中，团队成员需要最重要的两项能力，全局思维和系统思维，所谓全局思维指的是要从整个企业的角度出发，梳理企业的管理流程和业务执行流程，找到流程中的瓶颈和痛点，提出整体解决方案，在这里面数字化团队人员充当的角色为数字化BP（business partner），该身份与财务BP或HRBP类似，只不过串联的是数字化能力。
当理清了业务，接下来考验的是系统思维，指的是要从多个维度出发，可结合前面讲到的思维方法论《内卷时代，ERP咨询要修炼内功》，综合考虑业务、技术、管理等因素，层层递进，论证方案，制定数字化转型方案和业务执行标准。
最后要讲的是：数字化团队存在的意义一定是与业务团队合作共创，实现企业卓越运营管理目标，而非单纯地充当业务团队需求翻译机器。
翻译：
Digital team, don’t lose your way
Introduction:
Digital transformation has become a key word for enterprise development, and more and more enterprises have begun to invest a lot of resources to promote digital transformation projects. However, in these projects, many companies have the wrong way of thinking.
By developing a lot of software to relieve the pressure of managers, the dilemma of doing what the business says, the lack of thinking about the direction of digital transformation from an overall perspective, the failure to achieve business execution efficiency, management quality, business risk, business cost control and improvement, and finally achieve end-to-end management process.
It’s not that digital transformation doesn’t develop software, but the right business standards are better than a thousand lines of code than a lot of software. To achieve this goal, it is not easy, and the digital team needs to deeply understand the business model and management process of the enterprise, combine the market changes and trends, overlook the overall situation, and think about how to optimize the management process and development strategy of the enterprise through digital technology.
In this process, team members need the two most important abilities, global thinking and system thinking. The so-called global thinking refers to sorting out the management process and business execution process of the enterprise from the perspective of the whole enterprise, finding the bottlenecks and pain points in the process, and proposing the overall solution. The role of digital team members is digital BP (business partner), which is similar to financial BP or HRBP, but connected with digital capabilities.
When the business is sorted out, the next test is system thinking, which means to start from multiple dimensions, can be combined with the thinking methodology mentioned above “internal volume era, ERP consulting to cultivate internal skills”, comprehensive consideration of business, technology, management and other factors, step by step, demonstrate the plan, and develop digital transformation plans and business execution standards.
Finally, the meaning of the existence of the digital team must be to co-create with the business team to achieve the goal of corporate operational management excellence, rather than simply acting as a translation machine for the needs of the business team.
