Currently, the national economy is facing greater downward pressure under the influence of multiple factors such as epidemics and international politics. Enterprises are also experiencing rising production costs, delivery, lack of innovation ability product and service quality needs to be improved and other serious challenges, enterprise transformation and upgrading is imminent.
Digital era, enterprise transformation and upgrading must be accompanied by digital landing. This article will be from the cognitive management, organizational change, business process optimization of several levels of change, with the enterprise will be the road to digital transformation of the obstacles to each break.
(a) Cognitive management
Cognitive innovation, management first is the core foundation of digitalization.
"The biggest obstacle comes from the boss," said a Guangdong manufacturer's business leader helplessly.
Leaders cognitive stumbles, digitalization only stay in the mouth, in the specific decision-making and not the implementation of new production factors to the production and operation of enterprises, cognitively still lagging in the last wind era, will directly frustrate the process of digitalization of enterprises, resulting in their own enterprises in the flood of competition not to advance or retreat.
Then cattle digital solution providers, in addition to providing products and services in the new enterprise, can only through time to educate users to change the basic cognitive and working habits. In the limited time under the premise of management first is to promote the project's strongest momentum, managers have sufficient and clear knowledge of the digital, have a firm determination to carry out the management requirements and rewards and punishments, with the management tools combined with the appropriate digital tools, digital transformation will be half the effort.
(2) Organizational Change
For the enterprise, digitalization is a means to an end, innovation and development is the purpose. And the innovative power of the enterprise, ultimately to fall on the organization.?
Yin Zheng, global executive vice president of Schneider Electric, has summarized the reasons for the failure of some manufacturing companies in the digital transformation:
"Very often the manufacturing industry is doing digitization, and the employees feel that this is the IT department, the information automation department of the matter, and I have nothing to do. How can digitization be done without the involvement of frontline employees? For companies to really get digital on the ground, they have to break through these kinds of inherent barriers in the organizational culture and atmosphere."
Any digitization project is the result of the team's efforts up and down the line***, and the ultimate goal of the project is to provide customers with the highest quality solutions. Every digital project requires a professional project manager who is responsible for deploying project resources, determining project milestones, anticipating project risks, and actively communicating and coordinating with various roles to ensure that the project is completed on time.
The competition is not just about product technology, but also about customer service.
For example, suppose a manufacturing company wants to improve its service competitiveness through the digital transformation of after-sales service, and chooses to help the company agilely carry out remote after-sales service while realizing cost reduction and efficiency increase by means of the new craftsman's hand (the pioneering platform for industrial short-video digital after-sales service in China), it will need a person in charge of digital after-sales service whose competency model and functions include:
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1. Professional background in manufacturing, digital work-related projects;
2. Certain copywriting skills and knowledge of video content creation experience;
3. Strong expression skills, good service consciousness, organizational coordination, teamwork ability;
4. Planning project milestones, the development of the company's after-sales service digital process;
5. Guiding and cooperating with after-sales engineers, digital after-sales service providers to collaborate and docking, deploying internal and external resources to ensure that the company's after-sales service digitalization project on time.
In this process, it is also necessary to balance the needs of the organization's various roles:
u?Leadership is more concerned about the transparency and accuracy of the information, and therefore expects the platform to cover more business scenarios, monitor more business data, provide feedback on the real situation of the enterprise through more comprehensive platform data, and serve as a data support for key decisions through more accurate data.
u?Middle management and lower-level staff are still focusing on their own responsibilities, and are concerned about how the platform can improve work efficiency and quickly complete their daily work. Expect the platform to provide more "intelligent" data storage services.
(3) Digital Business Processes
A few large manufacturing companies will configure their own dedicated product managers, technical engineers, and project management to build a digital business structure to complete the research and development, training management, and a series of complex digital work. However, for the vast majority of enterprises, cooperation with third-party digital service providers is the best path to quickly achieve digital upgrading, there are the following three driving factors:
1. Based on the needs of the enterprise competition: professional digital service providers can help enterprises through their professional digital technology and service system, cognitive management, organizational change, business process optimization and change, to help enterprises to achieve
2. Based on the need for cost control: Enterprises building a digital talent team need a lot of additional recruitment management and training costs, which can be performed by digital service providers to promote enterprise cost reduction and efficiency;
3. Based on the limitations of the enterprise's capabilities: The vast majority of enterprises generally lack of digital technology and implementation experience, and need more specialized digital service providers to implement their own digital systems and services. service providers to land their own digitalization system.
Taking the after-sales service digital business process as an example:
1. Project demand analysis and partner screening: study the business scale of the enterprise, customer demand, standardized management and other needs, and comprehensively screen out the most suitable for their own digital service providers;
2. Project deployment: after determining the cooperation of the digital service provider interface docking coordination, on-line deployment and internal functionality tests
3. Project training: with the digital service provider for internal product operation, technology and other training to unify the entire staff cognitive, sorting out the path of the landing program, set the standard incentives for landing measures, to ensure that the digital system is operating normally;
4. Project management
Once a digitization project is initiated, there is a project manager and digital after-sales person in charge of the co-ordination, strictly in accordance with the project management process to manage the project. According to the project management process to manage the project. Up to the company's general business / vice president, down to the after-sales department, engineering and technical department and even the marketing department, members of all departments with clear division of labor and clear responsibilities **** with the collaboration to ensure that the project implementation cost minimization, maximize the timeliness of the implementation of the project;
5. Operational counseling
regularly held regular meetings of the project, make full use of the professional capabilities of the digital service providers, digital implementation of the implementation of the problem of finding personalized solutions and periodic acceptance of operational data Personalized solutions and periodic analysis of operational data to receive counseling to quickly promote the digital project, and constantly improve the effect.
The former director of strategic cooperation at Microsoft and a top expert in enterprise management consulting, Mr. Liu Run, shared in an article a few cases of enterprises that experienced growth in operational data during the epidemic, and found that none of these enterprises had achieved this through gradual accumulation over the previous few years.
Enterprise transformation needs to be laid out early, the enterprise will continue to precipitate the accumulation of qualitative leap; it can not be a hammer, the need to continue to explore the search to find their own enterprises in the optimal path.
Enterprises want to successfully realize the digital transformation, the need for cognition + strategy + tools + implementation, a full set of implementation!