Reasons for the failure of digital transformation and the way to success

2020 The state owned assets supervision and Administration Commission of the State Council officially printed and distributed 《 Notice on accelerating the digital transformation of state-owned enterprises 》, Systematically define the basis of digital transformation of state-owned enterprises 、 Direction 、 Key points and measures , It has opened a new chapter of enterprise digital transformation .

Digital transformation has become crucial for enterprises , Enterprises that have successfully transformed through digitalization , Be able to connect and attract more customers , Accelerate innovation , And get a larger share of profits in the industry . However , Even though the application of digital technology has become the core competitiveness of enterprises , However, the failure rate of enterprise digital transformation is still high 80% above , The road to transformation is fraught with difficulties .

This article will discuss the reasons for the failure of digital transformation 、 How to realize digital transformation at low cost 、 Build a digital transformation leadership organization and talent echelon 、 Why the data center is a sharp tool for digital transformation is explained in four aspects , I hope it can give some inspiration to readers on the road of digital transformation .

1

The failure of digital transformation 5 The big reason

From the Internet 1.0 Period to date , Chinese traditional enterprises have been undergoing digital transformation for more than ten years , The overall effect is not ideal , Because in the process of promoting transformation, due to “ Insufficient skills ” and “ Insufficient mechanism ” Interweave , Caused the failure of all kinds of transformation . Common mistakes include 5 Kind of ：

• The direction of digital transformation is wrong , Leading to a disconnect between technology and business ;
• The technical route of digital transformation is wrong , Leading to the non integration of technology and business 、 Data chimneys abound ;
• The business value generated by digital transformation is low , Unable to enable business ;
• There is no complete digital transformation system ;
• Lack of digital talent , And the inconsistency between the top and the bottom .

among , The last point is the most fatal , Whether the understanding of digitalization is consistent across the enterprise , It directly determines the success or failure of the transformation . For the top of the business , They have their own ideas and visions , But in the middle 、 Whether the grassroots have a clear understanding of the digital transformation route ,CEO And the board doesn't necessarily know . Although some enterprises are large in scale , But only a few people are thinking about digital strategy . After all, there are only a few people in the enterprise who really have the ability to think about future strategies .CEO If you don't let the middle level and the grassroots understand the idea of , The attitude of enterprises towards transformation cannot be unified .

More Than This , The inconsistency between the top and the bottom is also reflected in KPI On . The digital transformation of all sectors KPI It's different . Many enterprises shout “ Digital transformation is important ” The slogan of the , However, the traditional working methods are still used in the implementation process of each department , Because it can be done easily KPI. It is very important to find talents with digital transformation experience and digital operation talents . But it is still not enough to complete the personnel configuration , These talents should form a reasonable closed loop , To achieve the desired results .

Sometimes, in the process of enterprise digital transformation, the previously stable interest pattern will be broken , Touch the interests of some people . A more common situation is , After the successful digital transformation of enterprises , Some people in the past may not be suitable for the present job , At this time, enterprises need to deal with the relationship between the roles . This involves a mix of technology and business , So it's hard for companies to find clever solutions . In fact, enterprises have planted this seed since the beginning of transformation , Large scale 、 Non market companies are particularly worried about this .

2

Build a digital transformation leadership organization and talent echelon

As mentioned above , Digitalization is not just about IT And technology , It is more about the overall transformation of the organization —— Organizations need to redefine the mindset of their employees 、 Working methods and new cultural concepts . The development of digital talents “ The way to break the situation ” It's user centric , Activate the thinking mode of employee growth , Connecting work scenarios to career development , Make full use of digital technology , Build openness 、 Shared new environment for talent development . How to build a digital transformation organization and talent echelon needs to consider the following points .

01  Organizational structure construction

The establishment of the organizational structure needs to consider the following 5 One factor .

• leadership . Leadership quality 、 Knowledge level 、 Leadership behavior and leadership strategy are the top priorities in building the structure .
• Budget cost control . Inspect and supervise the production and operation activities of each department according to the revenue and expenditure standards stipulated in the budget , Ensure that all activities and departments fully achieve the set goals , Both can obtain the income , And make rational use of resources .
• strategic planning . Set the organization's long-term goals and put them into practice , Great planning 、 Overall tasks .
• Technical level . The development of science and technology is changing with each passing day , Leaders must understand the development trend of industry technology , Only in this way can we work out a plan that conforms to the current technological development level 、 Policies matching the development of the company .
• Business model . Integrate business model into current business model , To resist the risks that digital intelligence business may face in the changing environment . And integrate digitalization into design and process , Ensure orderly transformation 、 Push steadily .

02  Identify the core owners of the digital transformation business

Selecting the right core leader in the digital transformation business is the key . The industry generally believes that digital transformation is a “ Top engineering ”, The person in charge should be familiar with the business in the enterprise , And have the right to speak . therefore , Common digital transformation leaders are often led by CIO、 CTO, as well as CDO To serve as .

Needless to say ,CIO and CTO It's the information manager , The most important challenge faced by enterprises in the process of digitalization is the complexity of data . This requires that the core leader has the ability to provide appropriate solutions . Different from these two roles ,CDO My job responsibility is to lead the team to sort out the business line , Extract business value based on data , Use data to solve business problems .CDO It is necessary to have a clear understanding of digital technology , But also for enterprise business 、 Deep understanding of digital strategy .

03  How to select and retain talents

After appointing the person in charge of digital transformation , The next thing to consider is how to select and retain talents . Because no matter how perfect the digital transformation scheme is , All of them need professional talents to implement . Digital talents need to understand and master relevant technologies 、 Data and business , Can achieve business innovation . In view of the relatively small number of talents with this comprehensive ability at the same time , Enterprises can also have technology 、 data 、 Business and other talents with unilateral ability , Realize business innovation in the form of team （ Pictured 1 Shown ）. When selecting digital talents, enterprises should first pay attention to , We should not take technical strength as the core selection standard , Instead, we should lead the selection of digital talents with the expected goal of digital transformation .

chart 1： Digital teams enable digital transformation

meanwhile , Creating a digital workplace is also attracting talent 、 One of the ways to accelerate the implementation of digitalization . Enterprises can take advantage of technological advantages （ Such as data analysis tools 、 Cloud office software 、 Algorithms based on employee behavior, etc ） And deploy it in the digital workplace , To change the way employees work , Improve their creativity and work efficiency . Digital workplace is doing traditional work in new ways , Lack of a digital team in a digital workplace , Will gradually lose the ability of digital innovation , Digital talents will soon be assimilated into traditional talents .​

3

How to realize digital transformation at low cost ？

Transformation from traditional enterprise to digital enterprise , The elements that need to cause change are not completely unified , If enterprises want to successfully complete the digital transformation, they can refer to “ Digital transformation six diagram method “（ Pictured 2 Shown ）. It is from 6 The idea of digital transformation is given from three angles .

chart 2： Digital transformation 6 Graph method

01  Strategic map

Enterprises want to transform , The first step is to sort out the strategic direction , Form a strategic map . Combing the strategic map involves strategic objectives 、 Performance objectives 、KPI type 、KPI Growth mode 、KPI Increase value, etc .

Take the bank as an example , A bank hopes to increase its profit to 1 One hundred million yuan , This profit goal can be broken down into small goals at one level and gradually realized , Evaluate and allocate the resources required by different modules . For example, the annual profit can be divided into marketing driven revenue targets 、 The revenue target of the customer service center 、 Revenue target of retail network, etc .

When building a strategic map , First of all, we should sort out the three to five-year plan , And define new strategic objectives , Determine the implementation steps of the top-down implementation strategy , Promote the high concentration of strategic action . Take a bank making a strategic map as an example , Its strategic vision for three to five years is “ Unconventional development of large retail , Significantly increase the profit contribution to the bank ”; The strategic path is “ Deep customer operation 、 Enrich products and services 、 Promote capacity improvement 、 Accelerate channel transformation ”, And refine the realization path of strategic objectives （ Pictured 3 Shown ）.

chart 3： A strategic map sorted out by a bank

Sort out the strategic map , It is important to set strategic goals , But the implementation path of strategic objectives 、 The pace of implementation is as important as the means of implementation .

When the enterprise completes the sorting of internal strategy and external strategy , We need to summarize the new strategic objectives and strategic vision . Enterprises need to decompose strategic objectives into objectives of different links , Clarify the stock target and secondary target . For example, when setting the sales target for the whole year of next year , We need to sort out the completion of this year's sales target . Combined with market development 、 External conditions such as supplier changes , Set reasonable annual sales target . Then set the annual sales target by month 、 Departments and other dimensions are refined , Clarify the sales objectives of each stage , Determine the implementation path of phased sales objectives .

After the enterprise completes the formulation of overall strategic objectives and stage objectives , We also need to have a clear understanding of the path and way to achieve the corresponding goals , So as to match the appropriate strategic implementation path and Implementation Strategy , At the same time, we should ensure that the strategic objectives can be promoted in an orderly manner according to the plan 、 Stable implementation .

02  Business map

Business map is the action plan for an enterprise to realize the strategic map , Including business processes and business methods . Enterprises can only sort out the business map , Then we can know which business links can be optimized 、 restructuring .

If an enterprise has different dimensions of business , Especially the core business , Relevant measures should be broken down at the beginning of planning , Sort out the existing business architecture , Analyze the current problems and pain points （ Pictured 4 Shown ）.

chart 4： Business map example

The middle-level enterprise needs to participate in the sorting of the company's core business , You can sort out key businesses and key links first , Including business units to be optimized 、 Where the organizational structure needs to be adjusted 、 Data to be intelligentized . for example , When sorting out the business map of a retail enterprise , A key business may cover tens of thousands of categories of office supplies , In these classifications, there are sub classifications and different product models . In addition to the product category , The key business links of the enterprise may include customized services 、 After sales service, etc . These are the core businesses of the enterprise , Special attention should be paid to when combing the business map , Clarify the priority matters and links . After sorting out the business map , Companies can be more efficient 、 Achieve strategic goals with digital technologies and methods at low cost .

03  Demand map

Now , Enterprises have a deeper and deeper understanding of data enabling business , Use digital technology to meet business needs 、 Achieve business innovation , Strive for more customer resources , Increase business income , It is the purpose of digital transformation of enterprises . On the basis of combing the business map , We can further develop a system to meet business needs —— Demand map （ Pictured 5 Shown ）.

chart 5： Example requirements map

04  Application map

Application maps must be flexible , It can be adjusted accordingly with the change of business needs , Always meet the changing business needs , Drive sales growth . For different business problems , Enterprises can build multiple application maps , Help the operation Department realize the data enabling business .

05  Algorithmic map

Algorithm map is an algorithm planning map sorted out according to business relations . Algorithmic maps can be divided into statistical models 、 Mining models 、AI Model 、 Industry models 、 Function library and algorithm library . Among them, the decision tree 、K-means clustering 、 The statistical model represented by factor analysis is established by mathematical statistical method , It can be applied to population classification 、 User segmentation 、 Satisfaction survey . When creating algorithm maps, enterprises can sort out model maps on different business lines according to business relationships （ Pictured 6 Shown ）.

chart 6： Algorithm map example

With the continuous development and improvement of the algorithm , Algorithm application has become a means for enterprises to enhance their competitiveness . It is widely used in all walks of life , For example, the customer precision operation system of new retail enterprises , Is to use the algorithm to develop the customer churn early warning model 、 Customer cross selling model ; The Public Security Department of the government studies criminal acts through algorithms , Predict the crime rate in the relevant region , Build a safe community .

06  Data map

When the enterprise completes its strategy 、 Business 、 demand 、 application 、 After combing the algorithm map , The data map needs to be further constructed . Data map is a data asset management tool expressed in graphics , All data gathered by the data center can be queried uniformly 、 management （ Pictured 7 Shown ）.

chart 7： Data map construction path

4

Digital transformation tool —— Data center

When talking about digital transformation, we have to talk about the data center , This is also a very hot topic at present . Although data center has been practiced in Internet enterprises for many years , But for traditional enterprises, it is still a relatively new topic .

So why build a data center ？

Data midrange is the core of digital midrange , It is also the technical infrastructure of digital transformation , It is the carrier of transformation .

The China Taiwan strategy is not a data pile of pure technical concepts , But the core competence of the enterprise 、 data 、 User information is deposited in the form of shared services , Avoid repeated construction of various business departments 、 Reduce the cost of new business production , Most of the business requirements are accessed by the business team （ Pictured 8 Shown ）. This mode of integrating data and business not only realizes the flow of information inside and outside the company 、 Improved internal innovation . At the same time, it meets the current and potential needs of users , The value of data is constantly mined out , Ensure that the enterprise remains competitive .

chart 8： China Taiwan strategy is an important strategic measure to realize enterprise digitalization

Many enterprises are prone to go astray when building the data center , Lead to construction failure . Mainly reflected in the following aspects .

01  Build the data center into a data warehouse

Many enterprises are built to build a data center , So there are many fake middlemen in the market 、 Puppet Zhongtai . The most common failure is to build a large data warehouse , It is defined as the data center . such “ Data center ” It belongs to the pseudo Zhongtai , It only serves as a data warehouse , It doesn't have a complete data midrange function .

02  The data center is not adaptable

The data middle office should be built according to the business nature of the enterprise . Some enterprises may buy ready-made data platforms , But this kind of data is not customizable , It cannot meet the business needs synchronously with the development of the enterprise . If the data center of an enterprise ignores the operation in the process of enabling 、 Management and other organizations , Only rely on the technical capacity of the data center , The effect of this medium platform application mode will be discounted .

03  Build the data center into a system

Many data suppliers in the market are selling “ System “, Enterprises will find that the effect is not ideal after using it for a period of time . The data center is just a means to realize digital transformation , And improving performance is the goal of enterprise transformation . Enterprises need to build their own digital transformation capability and performance improvement capability based on the data platform .

All in all , The middle stage of data is of great significance to the long-term development of enterprises . However, enterprises' misunderstanding of data will also lead to construction risks . In addition to the points mentioned above , The construction of Zhongtai also needs to consider the issue of compatibility , It is necessary to change the technical architecture and update the product system . Once the middle stage is set up incorrectly , Applications based on the midrange also have problems , The cost of rebuilding is very high . therefore , Enterprises should ensure the correctness of the data middle office construction , And pay attention to the migration of various construction contents .

4

Conclusion

In today's , Human beings are stepping into “ The fourth industrial revolution “ The torrent of , Promote the integrated development of digital and real economy , Accelerate the transformation of old and new development drivers , Creating new industries and formats has become a key measure for the modernization of society . Digitalization is starting a ” Meta universe “, For traditional enterprises, digital transformation is “ There is no choice but to send ”, In the process , Avoid the detours of digital transformation , Quickly build six maps of digital transformation of enterprises , And establish a strong organizational guarantee for coordinated implementation , Is the successful way of transformation .

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