｜Produced by Utada
｜Huxiu Technology Group
title picture｜Visual China
Around 2017, the first batch of forward-looking entrepreneurs once declared: "We must do the digital transformation of to ." Subsequently, the flag was inserted into the lathe , molten steel, and petri dishes in the biopharmaceutical laboratory. However, five years later, most companies are still in the stage of “wanting to do it but facing difficulties”.
It’s not just traditional companies that are confused.
Dai Wenyuan , who was once regarded as a top scientist, 48 years after establishing fourth paradigm html, the confusion in practice allowed him to completely remove the stubborn problem of scientists: if at the beginning he wanted to use technological means to promote changes in enterprises, So now it is digitizing and organizing itself.
10 years ago, he visited a company, and the latter proudly stated that it had established a big data team, and the KPI was very clear—collecting 70PB of data.
Soon, three years later, this company is no longer satisfied with collecting and displaying data, and strongly hopes that the data can produce actual value for the business. Later, Dai Wenyuan saw new changes in this type of enterprise. , but this change is not ideal. :
"Many companies have gradually understood, 'I have invested so much, collected so much data, and made many technological and business innovations. They all seem to be effective, but why don't they feel it? What about the rebirth of the company itself? Why has the competitiveness not been significantly improved? "
This is not just a company's journey. As mentioned at the beginning, after several years of investment, most companies in can't compete.
The reason Dai Wenyuan found is that the point of digital improvement and the point of enterprises trying to win in the industry are not the same direction at all.
In the final analysis, the organizational form of the enterprise is not digitally designed according to and .
The management of traditional enterprises usually presents a tree structure - dismantles the goals from top to bottom, and summarizes and reports from the bottom up. Once a company grows up, whether it is top-down or bottom-up, deviations will accumulate.
"If these grassroots goals themselves are not necessarily accurate or right, and most of the time current digitization still solves one grassroots problem after another, what is the use of no matter how good digitization is?"
Therefore , what I have seen in the past few years is "selling a solution, selling a tool." The deterministic solution implemented by company A was copied to company B. The reality is that other people’s answers may not solve your own problems. For example, , is of little use to manufacturing companies whose bottleneck is sales. .
"Customers who have come into contact with us all express their confusion. Why don't we sell your stuff directly? Don't you have a platform and products?" Hu Shiwei, chief architect of Fourth Paradigm, told us that there are hard requirements within the company. If the negotiation is unclear, How to help enterprises provide value to core competitiveness in transformation is not allowed to sell products.
"This is the consensus we have reached after reviewing these years: Entrepreneurs really don't want to digitize for the sake of digitization."
So back to the core point of computers.
In fact, computers can only understand numbers. In other words, the so-called digital transformation of , if you only process the collected data, is like embedding new nails into a broken old wooden table, and it will not have much effect.
So what exactly is going to be digitized? The answer is all. It is necessary to digitize all the "strategy" (direction), "tactics" (judgment), "business execution" and "employee evaluation system" involving the entire enterprise.
Dai Wenyuan proposed a new model called "penetrating management" . This model introduces computers into enterprise management, allowing computers to complete the "closed loop" from strategy, strategy, execution, and evaluation.
In addition, for a relatively large organization, digitalization is more like a machete, bridging the thinking gap between leaders and actual executors, and this is far from being covered by technical capabilities.
Where is the blade?
For a bank, using technology to prevent credit card theft has both social and economic value, but for the competitive landscape that the bank wants to change, this may not be the most critical element.
In recent years, the development of commercial banks and their best performance are due to their good retail sales. The core of competition among banks has become "to see who can get more high-net-worth customers from the market." The bottleneck lies in the "service capabilities" of banks, that is, there are not enough high-quality bank account managers.
"So, can upgraded digital means solve the core problems of these industries?" A bank official hopes to get a more precise answer.
The answer is yes. At least Internet companies have tried and failed over the years.
When an APP determines that "average online time" is the core indicator (also called the North Star indicator), a series of small teams are organized internally to try various ideas, including iterating dozens of algorithm models every day. Even if you change a color or activate a function, you need to evaluate whether the online time is improved.
"Some people say, isn't this a 'patent' for Internet companies, but in fact, traditional companies can do the same." Hu Shiwei mentioned that the more traditional companies, the more likely they are to benefit from digital means in the current rapidly changing market environment.
For example, the cement industry sounds completely unrelated to technology.
Although the cement industry sounds extremely traditional, "making cement and selling cement" is actually a very high-tech thing.
Different regions, different times, different construction types, different types of work, and strict quality inspection standards determine the wide variety of cement proportions. Therefore, in the past, was basically sold across the country by doctors with chemistry degrees.
This has led to the joke in the industry that "the development of an enterprise depends on how many Ph.D.'s there are." In fact, this has always been one of the biggest bottlenecks in the industry.
Therefore, for cement additive companies, one of the North Star indicators becomes "reducing the labor cost per ton of cement additive formula." After
determined the strategy, at the execution level, the goals were broken down into the coupling of "equipment solutions", "remote control", "system monitoring", "human experience" and "industry laws". In the end, , this core bottleneck that seems not easy to solve, is being cleared by data in one year -
undergraduates and more detailed human-machine collaboration solutions have partially replaced the on-site role of chemical veterans.
Hu Shiwei said that digital transformation is not about making a one-time investment, but after finding the right direction, you have to stop and go, you have the opportunity to innovate but you also have to accept failures, and quickly accumulate advantages.
Looking at it this way, the redefined digital transformation, is actually more like a process of "solving more and more advanced problems" : from solving the "understanding" problem in the enlightenment period to solving the "useful" problem in the trial period The question finally points directly to the "core competitiveness" of the enterprise.
If you want to transform, you must first "break" the organization
At the first SHIFT Digital Transformation Summit held by 4Paradigm, 30 corporate chairmen shared their transformation experiences. Everyone unanimously nodded to the same point of view:
People are enterprises. The most critical decisive factor in digital transformation.
"Those who engage in science and technology must understand human nature, and those who engage in organizational change must understand human nature. If you don't understand, you will definitely die. The rhythm must be right, and the timing must be right. While advancing unswervingly, you must also create a good cultural atmosphere."
Qiao Xinliang, CTO of Yonghui Color Food, is very sharp. He pointed out a common obstacle in the process of corporate transformation:
Many companies start transformation or cooperate with external parties to promote projects. The top management fully supports it. The middle and grassroots levels do not object on the surface, but will choose Use techniques such as "procrastination" and "silence" to cope with it.
"The company used to be a horse-drawn carriage, and it ran very well. They also optimized it every day, and finally optimized it into a sweaty BMW. Then a new energy vehicle came out, but it ran out of power from time to time. How do you push it?"
He believes that the problem still exists. The organizational structure of the company is outdated and lacks vitality.Therefore, fault-tolerant culture and learning atmosphere are extremely important for the establishment of a new organization.
Hu Shiwei also believes that this can improve the success rate of enterprise transformation: "In organizations where the process is tighter and the belts are particularly tight, the success rate of digital transformation is relatively low." Therefore, in addition to cognition, the organizational Mentality is extremely important. The transformation of
means trial and error, tolerance, and flexibility. The more organizations have a certain margin, the more buffers they can provide.
Another healthcare industry executive feels this deeply. Experience tells him: "Don't overemphasize digitalization internally, and don't turn it into a metaphysical thing."
"Once employees in traditional enterprises feel that digitalization is coming to revolutionize other industries, they will naturally resist. I agree with establishing an 'end-game thinking' within the enterprise: from the perspective of managers, tell employees where the future is and let everyone The road to understanding is taken together.”
For example, the company should establish a unified measurement standard that everyone recognizes and make it a part of employees’ daily work. This standard is called the "North Star Indicator" system by Fourth Paradigm.
As a B2B fresh food supply platform, Yonghui Caishishi marks the highest level of the company's "Polaris Indicator" which is simply "Procurement and Sales Collaboration". "When we have thousands of SKU and tens of thousands of customers, how can we guarantee that we can do it?"
"We haven't done it today. But I'm sorry, that is a direction, and the direction is never-ending. Go there and do it," Qiao Xinliang said. Both
use the same set of North Star system indicators, which is unusual for traditional enterprises. There is a lot of untapped efficiency hidden beneath the surface of the organization.
Therefore, the necessary condition for achieving the North Star indicator is "information transparency."
Entrepreneurs present, are all firm supporters of establishing an "information transparency" system : Communicate tirelessly over and over again, and present the strategic picture very clearly in front of everyone. Whether it is client information or internal information, it must be made public transparent.
"The benefits of digitalization include transparency. When everyone speaks in the same language, creativity will be rewarded, and lying down will be punished."
This may involve the interests of some middle-level managers - weakening the upward inheritance The power delegated by the government can bring more crisis awareness to some traditional enterprises that have enjoyed a comfortable life.
"Information transparency will definitely put pressure on many employees' original jobs, but it is also a great value of digitalization."
is written at the end:
In everyone's understanding, digital transformation is about improving business efficiency. The improvement of business efficiency is a short-term thing. Forerunner entrepreneurs have seen that after internal teams change their thinking dimensions, employees' behavior has changed significantly, even if the digital platform has not been completed.
"Everyone has a different interpretation of the 'North Star Indicator', but everyone at least knows that it is a consistent and unified 'weights and measures' for the entire company. For traditional enterprises, this is a huge improvement."
And right For 4Paradigm, Party B, if the previous year emphasized "services" and "products", then this year, it is more like taking action and first revolutionizing one's own life, and then "opening up the enterprise organizational structure , Draw the experience of "Technology Platform and Development Goals" and share and use it with traditional enterprises.
Perhaps, this will have some dissolving effect on the two long-term transformation problems of most traditional enterprises: "not knowing where to start" and "difficulty in internal collaboration".
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