What is digitalization and digital transformation?

Nowadays, we live in a new era of data-driven development, and enterprises that cannot adapt to the development and progress of the times will fall behind and be eliminated. Digital transformation is an inevitable requirement for enterprises to adapt to the development of the times.

Many companies are puzzled. We have been engaged in enterprise informatization for decades and have invested a lot. Why do you want to transform to digital now?

First of all, it needs to be clear that digitalization is not a reinvention of the enterprise's previous informatization, but a need to integrate and optimize the enterprise's previous informatization system. On the basis of integration and optimization, improve the management and operation level, enhance the new technical ability of enterprises with new technical means, and support enterprises to adapt to the new requirements brought about by digital transformation and change.

The application scope of informatization and digitalization is the local optimization of a single system or business and the whole system or process. The overall optimized connection is lack of connection and cohesion, low efficiency and slow response, full connection and cohesion, high efficiency and fast response. The data is isolated and scattered, and the real value data is not integrated and concentrated. Dig deep into data assets, value thinking, management thinking, customer-oriented thinking strategy, competitive strategy and winning strategy.

1. From the scope of application.

Informatization is mainly the application of a single department, and there is little cross-departmental integration and integration. Its value is mainly reflected in the improvement of efficiency, while digitalization is to digitize the whole business process of your enterprise, break down the departmental wall and data wall, realize inter-departmental system interoperability and data interconnection, get through the data fusion of the whole line, empower the business and provide accurate insight for decision-making.

2. From the connection point of view

The original enterprise information system was built when the Internet was not highly developed, and many enterprise information systems were transformed around 2003. In the environment at that time, the overall development of the Internet was very different from now. It can also be said that there was still a lack of such a deep understanding of connectivity in the environment at that time. Therefore, at present, the biggest problem of enterprise information system is that there is no connection, especially with consumers. Some enterprises have not got through the connection of all enterprises and realized the connection of all data units of enterprises. The problems caused by this lack of convergence are: low efficiency, especially the low operating efficiency of enterprises in the face of internal and external conditions, and poor ability to cope with environmental changes.

Today's digital development environment, first, Internet companies have formed a platform, and second, the mobile Internet connects consumers together. Consumers can interact with your enterprise online in real time, so it requires all enterprises to be connected, not only our production processes and business processes, but also our equipment, products, resources and decision-making systems. What enterprises must deeply see is: What is the greatest contribution of the Internet to traditional enterprises? Is contact. Connection is a huge revolutionary change for traditional enterprises. Connection will certainly play a great role in changing the efficiency of enterprises and reducing operating costs, and in the connected environment, it will definitely have the effect of disintermediation and will definitely reconstruct new business models.

3. From the data point of view

In the past, there were a lot of data in informatization, but the data were scattered in different systems, which didn't get through and didn't really play the value of the data. Digitalization really regards "data" as "assets", which is an unprecedented "perspective". With the development of big data technology, the value of data has been fully reflected. On the other hand, it also promotes the digitalization of various resources, including the development of the Internet of Things, and also integrates more resources for digitalization to a certain extent. If an enterprise can make a better profit or improve its efficiency through "data assets", it can be said that it has achieved real digitalization.

4. From the way of thinking

In the past, the idea of enterprise informatization was a management thinking from the beginning of its construction. At that time, the main guiding ideology of establishing information management in enterprises was that through this set of management tools, all links of enterprises could be managed, involving the actions of purchasing, selling and storing, as well as related posts. At that time, the goal of information management was to manage well, manage to die and manage strictly. Therefore, the idea of information system design at that time did not consider the convenience of users' needs too much, but paid more attention to management thinking. This kind of enterprise information system designed under the management thinking environment lacks the idea of effectively solving the user efficiency.

As a result, the efficiency of users is very low, and the needs of many users cannot be met. The core of digitalization is to solve user efficiency and operational efficiency, that is, the process of digital transformation is to reflect how to effectively improve user efficiency at all system nodes, and at the same time, it is necessary to promote the operational efficiency of enterprises with the help of digital transformation technology. In particular, connecting enterprises with consumers and key digital systems can not only effectively change the operational efficiency of enterprises, but also effectively promote the business transformation of enterprises.

5. From the perspective of enterprise strategy

In the information age, what you want to do is your initial intention, what you can do depends on what resources and abilities you have, and what you can do depends on the position you choose in your industry. The information age is to meet the needs of customers, so we basically need to make use of comparative advantages, which will have winners and losers. This is a competitive strategy. In the digital age, the key to what you want to do is whether you can redefine it. What you can do is not what resources you have, but who you contact. If we can get in touch, there will be many resources and possibilities. What you can do is not limited by industrial conditions, and you need to do cross-border cooperation.

In the digital age, it is very important to take customers as the center and constantly create customer value. When you create value with customers as the center, you are not competing with anyone, but who you should cooperate with to create greater customer value and gain broader growth space.

In the future, intelligence will be the ultimate stage of digitalization, and the core problem to be solved at this stage is man-machine relationship. The information is complete enough, and semantic intelligence can freely interact between people and machines, turning into a "man-machine integration" world with you and me. The semantic gap between man and machine has been gradually bridged, and it is gradually moving towards * * * to create * * * and win * * *.

The digital transformation of enterprises must be driven by business needs or goals. I don't know what I need. I must be blind. Doing things blindly is called "doing things blindly".

Many enterprises will automatically trigger their own transformation needs after their business performance fails to rise to a certain extent. For example, "the management mode of 65.438+0 billion output value cannot support the business target of 3 billion", which is a good thing. Then we should take the achievement of business goals as the traction and formulate corresponding transformation goals. According to the idea of "eliminating bottlenecks, rationalizing processes, and standardizing implementation", we should not only set overall goals, but also set detailed goals for each business.

"Turn" is a means or measure to ensure the realization of enterprise's future goals and vision.

1. The principle of steering

First of all, digital transformation is a first-hand project. Second, it is necessary to make clear the goal of transformation, what to do, what problems to solve and what effect to produce. There must be analysis and consideration in advance. It is necessary to truly understand the significance and methods of digital transformation in terms of ideology and cognition, improve the cognition of all employees, especially middle and senior managers, change their concepts, take customer needs as the center, data as assets, technology as the means and talents as the support, and build a technology platform system that can quickly meet customer needs and support business innovation.

2. What is the basis for the transfer?

The foundation of transformation is data, and digitalization is to collect the data needed for daily operation and innovation of enterprises through various technical means; Experience data of customers using products or services; Market change data; Industry trend data, etc. , forming a panoramic view of daily operations such as enterprises, customers, products, market changes and industry trends. , so as to improve the operational efficiency of enterprises and create new business models. Digging the value of data by digital means, enterprises can find out what can be improved in their operations and even develop new business models.

3. Transfer what?

We should turn to those links and chains with bottlenecks, pain points and difficulties, so as to grasp the core, which is also conducive to concentrating human and financial resources and grasping those key and important problems to solve. Such as operation mode, organizational structure, work resources, customer service, all-round experience, innovation ability, product research and development, technical ability, service delivery, etc. Through investigation and self-examination, the pain points, bottlenecks, demands and problems are sorted out, and the scope and direction of transformation are determined, so as to effectively promote this work, solve the problem of what to change, and improve the production capacity and management and operation level of enterprises.

4. What does the parcel deliver?

As a whole, the business operation of the enterprise is organically linked, and all business chains and management support links related to each link should be sorted out. Think about the advantages and disadvantages of the business state, bravely break through the thinking limitation of "existence is reasonable", use the positive reform idea of "no breakthrough, no establishment", take better operation and support as the traction power to sort out and analyze, and find the root of the problem in a clever way. Standardize the process, clearly divide the interfaces between support links, gradually eliminate all unreasonable links and factors, and achieve customer-centric and efficient business empowerment.

5. How to make it "standardized and fully connected"

The core of this problem is "standardization of simple problems". Only by standardizing the business operation process and clarifying the content and format of information exchange between each link can we further determine what content information is provided by each link in what format. Only the standard format and content information can realize the digital and structured definition of data information and support the full connection of information in the process chain. Through full connection, we can complete efficient information flow, build a perfect industrial ecology, realize high-quality customer service, help enterprises establish new interaction modes, and complete digital and intelligent transformation.

6. What is the driving force of steering?

In the process of digital transformation, we need to face all kinds of difficulties and challenges. For those who dare to do digitalization, we should give some tolerance and not be afraid of making mistakes. This is a trial and error method. After trial and error, we will iterate quickly. Is to advance in exploration. The other is to establish a clear incentive mechanism, which really leans towards the strugglers from the assessment and salary reward, and gives more kinetic energy and support to those who actively do things and dare to run.

This is a question that enterprises should ponder deeply. What type does the enterprise need? "Type" imagines and sets a picture of future business operation goals. The "type" mentioned here is actually a goal vision or expectation after the digital transformation of enterprises. The type here can be summarized as "employees who are strong inside, and employees who are better outside":

1. Strengthen yourself at home.

Efforts will be made to optimize and improve the corporate governance structure, achieve process penetration and full convergence, transparent management of the whole process of resources, and controllable risks. The content of this dimension is to pay attention to and fill in your shortcomings and build a strong yourself.

Step 2 empower employees

Through mobile devices, advanced technologies and tools, value-added training and platform support, we can help employees improve and expand their abilities, and at the same time extend their own perception and response to enterprises, equipment and customers, better support front-line operations and focus on business.

3. Win with foreign countries

Emerging technologies expand the market and expand the space through cooperation with customers around mutually beneficial opportunities and alliance or integration with partners in the ecological circle, so that enterprises can enter a brand-new market or generate new value scenarios and achieve mutual benefit and win-win results.

What the digital age needs is innovation, not conformity. Science and technology are the primary productive forces, and the adoption of digital technology can improve the productivity of enterprises, but its corresponding production relations, organizational structure and corporate culture also need to be adjusted accordingly. To shape new enterprises, stimulate vitality and make innovation and development keep up with the development requirements of digital economy, we need to transform our corporate culture, reshape ourselves, emancipate our minds, embrace change and open cooperation.

Digital transformation is not easy, but there is no easy way. We are in an era of drastic changes, and we must keep up with the times quickly. This requires us to face the challenge bravely, don't be afraid, don't hesitate, and rush to control it, that's all!