What difficulties will traditional enterprises encounter in their transformation?

First, the problems brought about by enterprise transformation and upgrading are foreseeable and unpredictable. At the beginning of the transformation, we should carefully understand ourselves after the transformation, including: 1) the possible positioning and risks of enterprises in the market before and after the transformation; 2) What the company lacks and integrates before and after the transformation, including the new definitions of departments, units, personnel and posts; 3) After the transformation, what active adjustments and precautions will be made to the company's existing systems and regulations? 4) How to optimize and minimize the transition period. Second, the difficulties encountered and their help are random and uncertain because of the unpredictability and contingency of the difficulties themselves. Of course, problems will naturally arise. Different types of problems can be analyzed qualitatively and quantitatively: 1) First, are they internal or external? 2) Internal problems-instability of personnel, departments, methods, processes, large and small groups, or individuals. If there is, it should be targeted and targeted. Thought precedes action, problem precedes solution, solution precedes reservation, action precedes supplement, and difficulty precedes simplicity. In short, if the internal problems are solved internally, try to adjust them slightly to achieve running-in. It's really not feasible, and it can't be too long. 3) External problems-market, logistics, capital, upper management chain, or the company's current decision is wrong. If everything is a problem, then from basic to comprehensive, from ordinary to small. The problem itself is a process of strategic positioning and debugging. Only by having the most basic professional qualities can we open the way for every mountain and push the boat when encountering water. 4) Internal and external problems are not clear-because some problems cannot be specifically defined as internal decisions or external arrangements, then stability and change are required. Third, it is difficult for enterprises to employ workers, especially grass-roots operators. As the regional differences in salary and benefits are getting smaller and smaller, the choice of human resources among enterprises is shrinking, which will inevitably lead to labor shortage. To solve this problem, we should recruit more employees through various channels, improve profitability and change employment types. In the competition between enterprises, we should refer to the bearing mentality of our employees and look for a temporary breakthrough in the change. What is ultimately needed is to improve the enterprise's own sense of leadership, improve technology, improve the utilization rate of personnel, and narrow and make up the gap of high wages.