From thinking to practice, digital transformation is the successful path of it operation

Introduction | With the proposal of Digital China strategy , More and more enterprises are accelerating the construction of digitalization , And gradually changed the original business model , This also makes technology managers face the same severe transformation challenges . In this issue, we specially invite Xu Hui group vice president and CDO、 Tencent cloud TVP Mr. Xu Bin, industry Ambassador , Share new thoughts in many changes in the era of digital transformation .

Author's brief introduction

Xu Bin , Vice president and President of Xuhui group CDO、 Tencent cloud TVP Industry Ambassador , Early service in the financial industry , Mainly engaged in e-banking innovation business , Later, it turned to foreign enterprises , At retail 、 oil 、 energy 、 The chemical industry has been deeply cultivated for decades , Familiar with the operation mode of foreign-funded enterprises . Once served as vice president of country garden group and CIO, On how Chinese private enterprises can rapidly develop their business in a short time , Rich practical experience in how to realize digital empowerment . Mr. Xu Bin will combine his decades of industry experience , From multiple perspectives , Adjust from thinking 、 Cultural and organizational change 、 Architecture management , And the four dimensions of capacity-building to share the benefits of digital transformation IT business . Limited by space , This paper will be divided into two parts 、 The next two will be released , This article focuses on practical changes in digital transformation .

Last one 《 Digital transformation from the perspective of thinking transformation IT business 》 Shared what inherent thinking needs to be adjusted by the technology manager as the person in charge of digital transformation . This article mainly elaborates from the practical dimension , Including from the level of change and Architecture , And how to build their own team ability and their own ability .

One 、 Change within the digital team ： thinking 、 Culture 、 Organizational structure

From the overall perspective of digital transformation , As the head of digitization , We need to take the responsibility of helping the enterprise and its business personnel to change their thinking . Limited by length , Here's how to make changes within the digital team . The core of change is the change of organization and culture , Change must be culture first , Mission vision values first . The role of mission vision and values is to let everyone know why they want to do this . If you don't understand why you do , Change is hard to do .

（ One ） Establish the entrepreneurial thinking of the whole team

We need to make team members understand the mission of the core of the digital team , Keep pursuing lean , By constantly lean yourself , Realize the continuous lean of the enterprise . meanwhile , Also in the process of the company's continuous pursuit of excellence , Make yourself better , This is entrepreneurial thinking . Change is constant , Facing the uncertainty brought by the changing environment , Entrepreneurs will continue to improve themselves , Iterative self-awareness . Digital teams also need to build this culture and thinking , Keep improving yourself , Constantly pursue better goals , The ability to pursue excellence .

（ Two ） Cultivate entrepreneur culture in the team

In the process of change in the pursuit of excellence , It's usually accompanied by all kinds of resistance , For example, the original working mode does not match the current situation . This requires digital teams to act like entrepreneurs , Keep breaking the rules , Breakthrough innovation , from 0 To 1 , From scratch to promote construction .

Every member of the team must first have breakthrough thinking , Have the courage to think about whether there are smarter ways to break through yourself , Can you do something in a different or even better way , And constantly enrich their own abilities , Become a generalist . At the same time, you need to position yourself as a driver , Think and bring some innovative methods from different dimensions . for example , Want to make the carriage faster , The general idea is how to feed it more horse material , Or how to build more rest stations . But from the perspective of our digital transformation team , From a technological point of view , Can we turn a carriage into a car , Drive by machine , It has no time to be hungry and tired , This is an innovation .

（ 3、 ... and ） Turn the team into an independent combat unit

Three systems are common in practice 、 Rhombic tissue .

The "three three three" system is to divide the organization into smaller combat units , Through small combat units , Let the abilities of different colleagues complement each other , So as to quickly realize some important value points . And when the organization is too small , Everyone must have several jobs , At this time, it can also force team members to continuously expand their abilities , So as to achieve the purpose of cultivating the comprehensive ability and consciousness of team members . In the digital age , Enterprises are faced with various uncertainties , In a rapidly changing market environment , The requirements for flexibility and agile organization are particularly obvious , Through the three three system , Each team member can be trained into a versatile person with multiple abilities in one post .

On the product line , The team needs to do a good job 、 Management of delivery , Do a good job in the operation and management of value creation , Also learn to use data to find problems , At this time, it is suitable for diamond organization of the team （ Also known as diamond organization ）. Diamond organizations require teams to have four dimensions of competence ： Product management capability , Technology delivery capability , Data application capability , Customer success . The construction of these four capabilities will turn the whole product line into a relatively complete organizational system , Objectively build the team into a kind of entrepreneurial organization .

Through this form of organization and management of business thinking , In product construction, the team will not only consider the input-output ratio from the product itself , Effectiveness of requirements , The sufficiency of value creation , Efficiency of delivery , Can data application make me better , And there will be more front thinking , For example, consider how the product line supports multiple industries 、 Multiple companies . The product construction of the team will be more diversified , Will consider more rich and flexible abilities . This is the pursuit of efficient construction and delivery for enterprises , Efficient operation , Lay the foundation for high-quality cost performance and rate of return .

Two 、 Architecture management drives global dimension upgrading , Promoting digital transformation

In the actual digital construction process , We should build around the core two points in the architectural dimension , One is called starting with the end , One is called global dimension upgrading . The essence of beginning with the end is to see the future at a glance , Capable of end-to-end connection , Global dimension upgrading requires us to look at the overall situation from a higher dimension , Think about your value creation in a higher way .

（ One ） Cultivate end-to-end awareness , Let multiple departments work together efficiently

Why is there an information island in the enterprise ？ Because everyone is doing department level applications , There is no end-to-end awareness , All think about the application at the enterprise level . At this time, we must do horizontal value chain management , Linking multiple departments in time series , Let the flow of information 、 Data flow 、 Business flow can really run efficiently . meanwhile , In this process, adhere to and improve the caliber of communication between multiple departments 、 standard , Data governance , This makes it easier for the enterprise to create value as a whole , Reduce a lot of waste . Our company is also using lean management and sigma management to improve the management of horizontal value chain , Through the end-to-end combing of the value chain , In order to reduce the ineffective cost more effectively .

In addition to focusing on horizontal value chain management , We also need to pay attention to vertical integration . The so-called integration is to stand on the key business scenarios , How to coordinate multiple departments . For example, in the investment of real estate companies , The practice of buying land is very key , Bought the right piece of land , Basically, there is 70% The success rate of . But buying the right piece of land is not just a matter for the investment department , We should also consider the direction of macroeconomic development , Urban policy requirements , Changes in the market, etc , The integration of multiple factors can effectively help you make a correct decision . This is the integrated application in key scenarios . End to end is a horizontal and a vertical , Horizontal is the value stream , Vertical integration , In this way, all teams can maximize their value .

（ Two ） Do a good job in architecture management

Excellent digital ability , The essence of its ability and reward is high . The core of high return ability is actually deconstruction . Why is movable type printing efficient ？ It is because it turns the traditional stereotype into a combination of engraved words . In fact, we also face similar problems in the process of system construction , Why do a lot of systems do 2.0、3.0 , Iterative development , It's because it's made very well , It doesn't consider according to the service-oriented thinking , Only solve the current problems , Not solving the problems of the future , So in the later stage, we need to constantly update the iteration , Waste a lot of cost . Therefore, a very important point in architecture management is the ability of deconstruction , Through the deconstruction of business capabilities , Design that forms digital capabilities . Build a digital capability by building blocks , And then by splicing 70% The construction of the project has been completed , Finally, make a combined application according to the actual scene to complete the remaining 30% . such , Digital capabilities become very flexible . In turn, , These capabilities can also flexibly support their respective organizational and business changes . actually , Every enterprise should have an architecture team , However, at present, most enterprises lack this ability .

（ 3、 ... and ） Practice the double offer mechanism

Managing requirements well is called “ Do the right thing ”, But in the actual process, we have to “ Do it right ”. Within Xuhui group , We are also building our core ability to resume trading , The key to our product construction 4-5 There will be a very serious resumption in each link , At the same time, our team will have random and real-time replay every week . We have a double offer 6S Model ： The first is to look at the overall goal ; The second is to look at the standard of success ; The third is to look at the core logic , What do you have to do to achieve your goals and look successful ; The fourth is the critical path , How do you implement this logic ; The fifth is system support , In the early stage, we should consider , What is the support of their own system ; The sixth is the key scenario , We can verify that what we said above can be done by combing some key scenes , This creates a complete closed loop . adopt 6S Model , Through the double disk mechanism , On the one hand, let everyone use every resource on the blade , Everything is done correctly and efficiently . The other is to cultivate the management awareness and iteration awareness of team members .

3、 ... and 、 Internal and external capacity-building to form an innovation ecosystem , Accelerate digital transformation

Xuhui group has an internal and external capacity for ecological construction “1+N+X” The pattern of .

1 It's your team . The core of the team is compound talents , At the same time, for internal 1 We should establish the Yang triangle model . Yang triangle model is a model made by Professor Yang Guoan , A thing or a team needs to grow , The core of capacity-building is from three perspectives , First, have the will , Second, have the ability to , Third, it has the support of mechanism . So inside Xuhui , Let's first let everyone have the will through cultural construction , Re pass 6S Model 、 The double offer mechanism and so on let everyone have the ability , Finally, establish a good development and incentive mechanism , Let good colleagues have better development .

N It's a strategic partner .“ Is digital capability self built or bought out ” This discussion has always existed in the industry , In fact, this should be a combination . For example, those that have a great impact on the core competitiveness of enterprises , Or some industries can build their own innovative ability , Because you can't find , You can't let others do . But there are a lot of common underlying capabilities , In fact, you can find market partners to help you realize , Because these capabilities are very mature in the market , In this field , Partners are already at the forefront , It can bring a lot of forward-looking and future oriented thinking , In this way, working with them can help enterprises put some digital capabilities into place more quickly . At the same time, through their forward-looking thinking and continuous iterative product capability , It can also enable enterprises to continuously obtain this value . This is a good matching , You don't have to start by yourself 0 To 1 To do general underlying capabilities , Instead, put resources where it is easier to create business value .

X It is a cooperative ecosystem between industrial companies and start-ups . On the big tree of digital transformation , Through a single point of innovation on some specific branches , Working with startups , Establish a new ecosystem of cooperation and innovation . Inside Xuhui , We have also established our own innovation laboratory , Working with many startups , Combine many scenes , Form a new ecology of cooperative innovation , That is, the ecology of cooperation between industrial companies and start-ups .

So we are in the internal capacity-building , Need to pass through 1+N+X While maintaining their core competitiveness , Be able to cooperate with the whole ecosystem , Make the team's ability to deliver value and create value stronger .

The last word “ Count dreams as horses , Build youth together ” For everyone . In the era of digital transformation , social 、 Country 、 The positioning and requirements of enterprises for digital construction are undergoing significant changes . As the head of digitization , Enterprise IT Responsible person , We are undertaking an important historical mission , I hope the enterprise will because of our existence , Walking on the top of the wave of digital transformation . I hope our efforts can also make the industry better through digitization , Become more sophisticated , Make the country better .