Why should state-owned enterprises accelerate the digital transformation

1. There are research findings , Digital related technologies can improve the competitiveness of enterprises 60% Work efficiency , Reduce 20% The human cost of , promote 50% Management efficiency of
2. Digital transformation may face a shortage of funds 、 Lack of talent 、 Insufficient technology 、 High sunk cost and a series of challenges , Focus on “ Three No ” The phenomenon ： Don't want to 、 Afraid to 、 Can't
3. The digital transformation scheme of state-owned enterprises can only be “ One enterprise, one policy ” Customized operation of , There are almost no unified standards and general templates to apply

not long ago , null 《“ the 14th Five-Year Plan ” Digital economy development plan 》, It is clearly required to accelerate the digital transformation and upgrading of enterprises .

Promoting digital transformation , What can it bring to the enterprise ?

Senior vice president of Huawei 、 Lu Yong, President of China, provided a set of data ：2018 To 2021 During the year , The global 8300 In a benchmarking enterprise , Fully embrace the digital front 10% Enterprises , After comparison 25% Enterprises , Revenue growth is fast 5 times , And this gap will continue to expand in the future .

In the process of novel coronavirus pneumonia outbreak , Return to work for approval 、 Equipment killing 、 Digital applications such as shipment logistics management , Making up for corporate losses 、 It has played an important role in supporting enterprises to resume work and production . There are research findings , Relevant digital technologies can enhance the competitiveness of enterprises 60% Work efficiency , Reduce 20% The human cost of , promote 50% Management efficiency of .

More and more enterprises realize that , Digital transformation , It has become a necessary question to determine the future survival and development .

However , From the perspective of reality , The performance of enterprises in the field of digital transformation is uneven ： Many planners , Few practitioners ; There are many initiators , There are few adherents ; More superficial , Few in-depth ; There are many losers , There are few winners .

“ Enterprise digital transformation is equivalent to secondary entrepreneurship to a certain extent , The difficulty and complexity can be imagined .” In an interview with 《 Lookout 》 In an interview with a Newsweek reporter , Lu Feng, deputy director of Electronic Information Research Institute of CCID Research Institute of the Ministry of industry and information technology, said , Enterprises must accurately understand the connotation of digital transformation , Formulate the right strategy and implement it effectively , Truly grasp the timing and location of digital transformation , To get on the digital ship “ The clippers ” Go steady and go far .

Some organizations have made calculations , At present, the proportion of digital transformation of Chinese enterprises is about 25%, Lower than in Europe 46% And American 54%, There is still a lot of room for growth .

Facing opportunities and challenges , How to implement digital transformation as soon as possible , Promote China's economy to seize the opportunity in the new round of reform , As the mainstay of the national economy, state-owned enterprises shoulder the unshirkable responsibility .

2020 year 8 month , SASAC issued 《 Notice on accelerating the digital transformation of state-owned enterprises 》, Clarify the significance of digital transformation of state-owned enterprises 、 Main tasks and safeguard measures , And take it as the key task of the reform and development of state-owned assets and central enterprises .

“ Digital transformation is a long-term issue 、 A major strategy related to the overall situation , It is a key move to build new strategic advantages of state-owned enterprises in the future .” Researcher at the state owned Economic Research Institute of Renmin University of China 、 According to Yang Jidong, a professor at the school of Economics , Most state-owned enterprises are distributed in important industries and key fields related to national security and the lifeline of the national economy , We should be the vanguard of digital transformation , And take this as an opportunity , Achieve their own high-quality development .

Spring tide is coming

To 2025 year , Shanghai's state-owned enterprises account for a relatively large proportion of the digital economy 2020 In double ;80% The above state-owned enterprises have initially realized digital transformation …… not long ago , Shanghai state owned assets system oriented “ the 14th Five-Year Plan ” Put forward a series of goals , It means that digital transformation is becoming the main battlefield of innovation and transformation of state-owned enterprises in Shanghai .

Similarly, ,2021 year 9 month , The Beijing SASAC has issued 《 Opinions on the implementation of accelerating the digital transformation of municipal enterprises 》, Promote the deep integration of digital economy and state-owned economy , Comprehensively improve the basic industrial capacity and the modernization level of the industrial chain .

While increasing the local level , The promotion at the ministerial level is also increasing . not long ago , SASAC of the State Council 、 Signed by the Ministry of industry and information technology 《 Strategic cooperation agreement on accelerating the integration of two modernizations and digital transformation of central enterprises 》, Jointly accelerate the digital reform of state-owned enterprises .

All kinds of phenomena show that , The pace of digital transformation of state-owned enterprises is accelerating .

First , Responsibility dictates .

There is no denying the value and significance of digital transformation , However, the difficulties and challenges faced in this process also deserve attention . McKinsey once pointed out in a report that , At present, only 20% Enterprises around have achieved basic success in digital transformation , This explanation , The road to digital transformation is not smooth .

In this context , State owned enterprises are undoubtedly more responsible for setting an example , Try and make mistakes for the successful digital transformation of Chinese enterprises .

secondly , There is a strong demand .

Some people in the industry analyzed and talked about , Digital transformation requires multi-party collaboration 、 Resource sharing . The bigger the business , The more problems that need collaboration , The more resources you can share , The greater the benefits of digital transformation . From this point of view , The scale of state-owned enterprises is relatively large , So digital transformation is more valuable .

Besides , As PricewaterhouseCoopers wrote in the title 《 The core position of data governance in the digital transformation of state-owned enterprises 》 As stated in your report , In the reform of state-owned enterprises 、 Under the general situation of capacity optimization and changes in the international situation , The demand of state-owned enterprises for digital transformation has become stronger than that of other enterprises . Especially in industries that rely more and more on data , For example, trade 、 Large state-owned energy enterprises , Under the complex and changeable international situation , The need for risk control and international market control is becoming more and more urgent , More need to accelerate the transformation .

also , Solid foundation .

In recent years , State owned enterprises actively promote the new generation ICT( Information and communication technology ) Innovative applications , Accelerate the digitization of production and operation , Focus on cultivating new digital models and new business formats , It has laid a solid foundation for digital transformation .

such as , In terms of digital new infrastructure , So far 80 Several central enterprises have built group level data centers , Built to “ Space cloud ”“ CLP interconnection ” As a representative of the 60 Multiple industrial Internet platforms .

Again , In the promotion of industrial digitization , Two thirds of the R & D units of central enterprises realize three-dimensional digital modeling and simulation , More than half of them have built the digital ecological coordination platform of the industrial chain .

Last , Obvious advantages .

“ The digital transformation cycle is long 、 The high cost , More sustained resources are needed . State owned enterprises have relatively more abundant internal resources , Including capital investment 、 Input of facilities and equipment, etc .” Yang Jidong said .

Besides , State owned enterprises have the ability of sustainable operation , Top level design and strategic planning for digital transformation from a long-term perspective , Better adapt to the long-term and arduous nature of digitization .

“ If the previous digital transformation was dominated by private enterprises , Then in the future, state-owned enterprises will become another main battlefield of digital transformation .” Pan Helin, executive director of the Institute of digital economy, Central South University of economics and law, said , Digitalization of large-scale state-owned enterprises will be on the agenda , More relevant 、 A new digital stage with deeper industrial penetration will come .

Easier said than done

In an interview with , Many people in the industry have expressed a consensus ： At present, most state-owned enterprises have successively carried out digital transformation attempts , But the overall situation is still in its infancy , And to some extent, there are still “ Big talk and little rain ”“ Say more and do less ” , etc. .

An enterprise in the industry 2020 Issued by the end of the year 《 The digital transformation of state-owned enterprises under the new situation 》 White paper shows , From the overall situation , The digital transformation of most state-owned enterprises is still in the primary or intermediate stage , The only enterprises that have reached the advanced stage are 5.3% about .

One side , Digital transformation is a long-term and arduous task .

Digital transformation is not a simple information upgrading , Nor is it an overnight project , It's not about tinkering with business processes , It's the enterprise value chain 、 Organizational chain 、 Management chain 、 Capital chain 、 Production chain 、 Supply chain 、 Comprehensive innovation of service chain , It's an institutional mechanism 、 Management process 、 Profound changes in organizational structure .

It means , This process may face a series of challenges . In the eyes of experts , This is mainly reflected in the problems existing in the process of enterprise digital transformation “ Three No ” The phenomenon ： Don't want to 、 Afraid to 、 Can't .

“ Don't want to ” It refers to being confined to traditional ideas and path dependence , Insufficient understanding and understanding of digital development trend ;

“ Afraid to ” It refers to not daring to try in the face of the pains and risks that may be brought about by transformation , Afraid to walk out of your comfort zone ;

“ Can't ” It refers to the lack of a path to digital transformation 、 Technology and talents, etc .

These common challenges of digital transformation , It also exists in state-owned enterprises , Some problems are even more obvious . such as , Compared with some technology companies and Internet enterprises , The salary level of state-owned enterprises is often not competitive , Therefore, it is less attractive to digital talents .

On the other hand , The special nature of enterprises makes the digital transformation of state-owned enterprises face some personalized problems .

First , The institutional setup of state-owned enterprises is complex 、 The chain of organizational structure is long , The organizational structure of the traditional bureaucratic system is difficult to meet the needs of more flat management in the digital era .

secondly , Large state-owned enterprises , There is a certain conversion inertia , So as to form a negative locking effect on the digital transformation . In addition, many state-owned enterprises operate in groups , Large scale 、 Complex system , The difficulties and challenges it faces in the process of transformation are also more complex .

also , The main leaders of state-owned enterprises implement the tenure system , Possible “ Short sighted behavior ”. Limited tenure may make leading members pay more attention to performance during their tenure rather than making long-term strategic planning for digital transformation .

“ For state-owned enterprises , The top-level design of digital transformation should not only consider the economic benefits of the enterprise itself , We should also fully consider the pulling effect on the whole industry , Therefore, the planning and implementation process of digital strategy of state-owned enterprises is more complex .” Yang Jidong thinks , Considering the heterogeneity of industries and enterprises , There is still a long way to go to promote the digital transformation of state-owned enterprises .

Fight the future

2021 year 3 month , SASAC announced 《2020 Typical cases of digital transformation of state-owned enterprises 》, Involving product and service innovation 、 Intelligent production and operation 、 Digital marketing services 、 Digital ecology 、 New generation information technology and other aspects .

“ Because the specific conditions and requirements of each enterprise vary greatly , The digital transformation scheme of state-owned enterprises can only be ‘ One enterprise, one policy ’ Customized operation of , There are few so-called unified standards and general templates that can be applied .” In Lu Feng's view , This increases the difficulty of digital transformation of state-owned enterprises to a certain extent .

By combing some successful cases , We can summarize some basic experiences and practices of accelerating the digital transformation of state-owned enterprises .

First , Strengthen the formulation of top-level design for digital transformation .

Digital transformation is not a piecemeal repair of enterprises , But all-round and in-depth change , It involves all the contents of the whole enterprise life cycle . If there is no top-level design , In the process of transformation, there will be a lack of goal guidance and institutional guarantee , So as to slow down the pace of enterprise digital transformation , It may even lead to failure .

Director of Huawei 、CIO Tao Jingwen believes that ,“ Digitization is a very complex system engineering , It's easy to get lost in this process , Or it's easy to rush first , Therefore, enterprises should carefully plan the path of digitization .” A successful top-level design should have “ A combination of long and short ” Characteristics of ： We should have long-term goals , But also can bring change to the enterprise in the short term , Then establish the confidence of enterprise digital transformation .

secondly , Strengthen the construction of digital infrastructure .

The core of digital transformation lies in data collection 、 Analysis and Application . But Accenture has been to China 1012 The executives of the company conducted research , Two thirds of the executives surveyed found it difficult to transform digital technology into large-scale innovation and fully tap its business value across the enterprise , The first constraint is the lack of reliable data and IT System .

“ Some traditional enterprises , Even the threshold of data has not been crossed , There are still problems with the connection , The analysis has no clue , Digital nature is out of the question .” Lu Feng stressed , Enterprises promote digital transformation , First of all, we should speed up 5G The Internet 、 Data center and other new infrastructure construction , Improve the ability of timely data transmission and real-time processing . On this basis , Break down data barriers and information islands , Promote all-round development 、 Whole process 、 Real time data flow and sharing in the whole field .

Third , Build a digital transformation ecosystem .

In an interview with , Many people in the industry emphasize , In the rapidly changing digital age , The closed internal innovation model has been unable to meet its needs , We need to build an ecosystem to promote digital transformation .

Government level , We should cultivate transformation support and service ecology . Establish a two wheel drive system of market-oriented service and public service , technology 、 capital 、 personnel 、 Digital transformation service ecosystem supported by multiple elements such as data , Solve the business “ Can't turn ”“ Can't turn ”“ Dare not turn ” The problem of .

Enterprise level , Get rid of the idea of fighting alone , Uphold the principle of openness and integration , Actively combine digital technology enterprises with upstream and downstream enterprises of the industrial chain , Build a digital ecological community through multi-party cooperation .

“ Enterprises rely entirely on their own strength to complete the digital transformation , Often wear new shoes and go the old way , It is not easy to grasp the most advanced technologies and tools , Internal conflicts will also become obstacles to transformation .” Yang Jidong talked about , At present, many state-owned enterprises are in the process of promoting digital transformation , All actively carry out ecological cooperation , Take advantage of the accumulated advantages of technology companies and Internet enterprises in the first half of the digital age , Promote the digital transformation and upgrading of state-owned enterprises .