How to transform the traditional agent after the insurance industry into the Internet

Provide a "turn thinking, create a model, change the mechanism, build a platform" four dimensions and "find the direction of transformation, clear path of transformation, to ensure that the transformation of the landing" three-step transformation methodology (for reference only)

(a) Internet Transformation of the four dimensions: turn thinking, create a model, change the mechanism, build a platform

Traditional enterprises need to start from the four dimensions of Internet transformation: turn thinking, create a model, change the mechanism, build a platform. The four dimensions must be commensurate and mutually reinforcing, so as to promote the transformation of traditional enterprises into a new type of Internet-based enterprises.

1, turn thinking

Traditional enterprises Internet transformation, the most difficult and most critical first is the concept of thinking change. On the one hand, the more successful enterprises in the past, the greater the resistance to the transformation of thinking; on the other hand, a variety of so-called "Internet thinking" hype also makes it difficult to distinguish between true and false. Therefore, there are several key points in the change of thinking:

○Enterprises need to combine their own industry and business characteristics with the new genes of the Internet, to establish a new cultural concept suitable for the requirements of the transformation of the development of enterprises.

○企业转型落地管理层的***识是基础，因此需要通过各种培训研讨宣导、行动式学习引导，帮助企业管理团队突破思维禁锢，统一思想，建立***识；

○企业往往只有部分高管有居安思危的意识，因此需要在整个管理团队中树立转型紧迫感，为转型变革推动 The company's management team has a sense of urgency in order to promote transformational change.

2, create a model

The Internet transformation of traditional enterprises must be based on a deep insight into user needs and changes in the market environment, so as to carry out fundamental rethinking and redesign of the business value chain and profit model.

We briefly summarize the following modes of "Internet+" transformation:

The first is the "user-centric" reconstruction of internal organization and supply chain processes, i.e., from the traditional vendor-centric B2C model to a user-centric personalized demand-driven B2C model. The first is the "user-centric" internal organization and supply chain process reconstruction, that is, from the traditional manufacturer-centered B2C model to the user-centered personalized demand C2B model, and the establishment of the supply chain throughout the user participation interaction, typical examples are the Haier model and the red collar model.

○The second is the extension of the original value chain, more closely integrate the industry chain upstream/downstream, reduce the transaction links to reduce the cost of multiple parties; or the transformation of the manufacturing industry service to provide more value-added services to the user, and so on. For example, by installing sensors on tires and applying big data analytics, Michelin can provide drivers with advice and training on how to improve their driving methods and help them reduce fuel consumption.

The third type is to consider the reconstruction of the industrial chain from the pattern of the whole industry, and to build a new platform ecosystem through cross-border connections between related resources. For example, the first step is to integrate the dispatch system of each cab company to establish a new platform for the industry, and then further activate the idle resources of society such as special cars, which completely transforms the original ecosystem.

3, change the mechanism

The new business model landing to achieve must match the corresponding organizational mechanism to change, such as the United States said: "Organizational transformation can not be transformed, the Internet transformation is empty!"

The Internet gives people greater autonomy. Under the influence of the Internet, the whole society towards decentralization, diversification, participation, self-fulfillment, value recognition has become the biggest driving force. Under this social trend, there are several major directions of organizational change:

○Blurring of organizational boundaries. For example, Haier's transformation of "enterprise platform, employee creativity"; Huawei's "narrowing the business unit, so that the front can hear the gunfire of the people commanding the war", etc., the core of which is to stimulate the vitality of the organization, enhance the responsiveness to the market environment and user needs.

4, build platform

Both business models and organizational mechanisms need to be supported by IT platforms based on mobile and PC. All-round user interaction, good user experience, efficient support for the whole process, and continuous accumulation of user data assets are key. For example, AMT, together with its partner Acxiom, helped Haier establish an all-round user interaction platform based on big data, so as to improve the insight ability of users, realize accurate marketing based on big data and timely delivery to meet users' personalized needs.

(2) Internet transformation landing three steps: "find the direction of transformation, clear path of transformation, to ensure that the transformation landing"

Internet transformation to many business managers brought the biggest confusion is: there are a lot of optional direction, but each choice is faced with big risks, how to do a good job of strategic decision-making? How to find the right resources to do? How to mobilize the whole team's concerted efforts? Therefore, the Internet transformation needs to "identify the direction of transformation, clear path of transformation" to do a good job of top-level design, the need for a variety of transformation of the landing protection mechanism to promote small steps to run, and constantly consolidate the results of the transformation.

1, find the direction of transformation

Find the direction of transformation needs to be based on the analysis of the external environment, resources / ability to assess the status quo, stakeholder value claims, led by benchmarking and technology innovation trend research, combined with the full discussion of the action-oriented learning, leading to the management team's teamwork, so as to form a **** knowledge of the future direction of the transformation and the business model, and establish a sense of urgency, enhance the confidence to act. The program is designed to create a sense of urgency and increase confidence in taking action.

Accurate assessment of the current state of resources/capabilities is very important in determining the direction of transformation. When the external environment is equal for all, the "resources/capabilities" of the enterprise itself play an important role. Enterprises need to think carefully about how the advantages and core competencies they have accumulated over the years in traditional fields can be grafted onto the new Internet business model.

2, clear transformation path

The orderly implementation of transformation and change requires the decomposition of transformation goals into business development strategy, resource allocation strategy, optimization of organizational and management mechanisms, operations and IT platforms, and other specific action plans, while giving full consideration to the priority of the tasks and the associated dependencies, to ensure that the transformation and change of synergistic order, the formation of a clear path map of the transformation and implementation; finally, through the implementation of the stages of the implementation of the path map; the final phase of the implementation of the path map. Finally, the implementation of stage goals and responsible parties to effectively promote the action.

3, to ensure that the transformation of the landing

In the transformation of the specific promotion of the implementation stage, the need to establish the transformation of the landing of the protection mechanism, including a permanent transformation of the project office, according to changes in the external environment and timely adjustment and optimization of the implementation of the roadmap, to promote the transformation of the problem solving, so as to achieve transformation and change of iterative, normalized management.

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