present, the epidemic and the uncertainty caused by it have accelerated the digital transformation of enterprises. In the global context, fluctuations in the market environment, sluggish consumption, unstable supply chains, new office models and remote management are all becoming the new normal. Domestic and foreign companies have already made accelerating digital transformation a top priority and are aware of the importance of short-term and long-term digital strategies and investment.
We have also observed that, driven by the wave of emerging technologies, various technology combinations have brought disruptive effects, changing business models, market operations, and people's behavior. This round of technological change is no longer a simple upgrade of information technology, but requires companies to apply digital technology in a broader and deeper dimension to reshape their business, and to stimulate core business when opening up new businesses to achieve sustainability. growth of.
Ms. Zhu Hong, member of the Accenture Global Committee and Chairman of the Greater China Region, believes that the investment and efforts of leading companies in digitalization have been fruitful. They have survived market fluctuations and lived well, and a transitional watershed is taking shape.
In actual operation, more companies have begun to pragmatically invest in digitalization, focus on the implementation of transformation, and focus on the “piecemeal” transformation to the scale of innovation and the overall improvement of the enterprise.
What are the three key factors that determine the success or failure of an enterprise's digital transformation?
First, the core of digital transformation is business transformation. Companies need to adhere to business leadership in order to clarify the direction of transformation, and the company's strategy can play a guiding role in the direction of digital deployment.
In this process, companies can focus on digitalization internally to open up barriers in various functions and business areas, and externally strengthen digital collaboration and business innovation between upstream and downstream and the ecosystem. Companies need to pay attention to the need to set up some process indicators when measuring the effectiveness of transformation to help them build confidence at all levels and continuously correct the direction of transformation.
Second, we must continue to work hard. Through years of investment, leading companies have laid a solid foundation for digital technology capabilities and foundations. Only on this basis can there be more room for innovation. For example, from the beginning of data coding to the establishment of a data platform, the data synergy of various departments, processes, and resources has gradually come into play, forming an effect of 1+1>2. Transformation will always be an ongoing period.
Third, under the new development pattern, companies should focus on multi-dimensional values. Leading companies in digital transformation have begun to carry out digital transformation in higher value dimensions to promote the transformation of the entire Chinese economy to green, low-carbon, and high-quality development.
Fourth, some new dimensions and areas need to be added to the evaluation and practice of digital transformation, such as social responsibility, privacy protection and other issues.
From the perspective of data analysis, what preparations need to be carried out in this stage of accelerating from informatization to digitization?
We believe that data has been regarded as an important factor of production, and it needs to go through a value conversion process from information, data to assets, that is, companies need to transform data into forward-looking insights and differentiated assets. In such a "data reconstruction" process, it is very important to sort out data assets, establish a strong data strategy and an effective data governance mechanism.
Most leading companies pay great attention to building a strong data strategy, gradually establishing an effective data supply chain, continuously strengthening the data management system, and improving their own data governance capabilities.
In terms of specific actions, enterprises need to strengthen multi-dimensional master data management covering the entire enterprise domain, cultivate user thinking, realize data collection, verification and enrichment, and realize data standardization and standardization. At the same time, enterprises must build a flexible and scalable data architecture, build a data platform with the help of cloud technology, etc., and build a flexible data operation environment.
In addition, data compliance is a compulsory course for business managers. Employees and suppliers should be guided to make changes in organizational culture, technical platforms, and operating specifications, and they should fully understand the regulations on data collection, storage, application, and transmission. Do a good job of checking the links.
From the traditional process and experience-driven to upgrading to data-driven to help companies make decisions, what obstacles may be encountered in this conversion process?
Through enterprise research and interviews, we found that there are mainly the following obstacles and challenges:
First, insufficient data, departmental barriers, and incompatible information technology systems make it difficult to achieve information connectivity within the enterprise, upstream and downstream, and information islands. Serious; the data governance system is imperfect, the data quality is poor, and the security is low.
Second, the computing power is weak, and the lack of investment in key technologies such as cloud technology cannot support the huge data analysis and forecasting of enterprises across processes.
Third, the algorithm iteration optimization is slow, and the lack of a business-driven AI algorithm team makes it difficult to quickly respond to the complex and changeable business environment.
Fourth, it is difficult to change traditional concepts, and the information technology department is far from leading. At the same time as technology is implemented, it is necessary to realize the unanimous agreement of the whole organization from top to bottom. At the same time, the deployment of employee data thinking and digital skills also requires long-term preparation.
Faced with huge amounts of data, companies should strive to eliminate data "noise", identify key business data such as finance and marketing as priority areas, and establish data quality, data management and data governance frameworks in the cloud to coordinate the generation and use of data. In addition, companies should fully integrate multidisciplinary teams including data scientists, modelers, data quality experts, and visualization experts into the organization to work together to promote the digital transformation of the company.
What help can companies get from the external environment to coordinate digital transformation?
In the face of complex digital transformation, the co-construction and co-creation of enterprises and business ecosystems will become very important. If we extensively introduce ecological partners and jointly develop a flexible operation model with enterprises, it can help them break through talent barriers and organizational boundaries, and comprehensively use corporate resources.
In this year's research, we found that leading digital transformation companies can establish a value network synergy platform by cooperating with ecological partners in R&D, manufacturing, and marketing to reduce costs and increase efficiency. At the same time, they use the power of digital platforms and partners to actively achieve resource synergy in the internal and external industrial chains, explore business innovation, and find new digital business models.
For industries that are closer to the market, stakeholders can also be broadly defined, an open innovation community can be created, and the active participation of consumers and employee teams can be encouraged to maximize product innovation and find the best path to optimize current services.
As important digital partners, many professional service companies are paying more and more attention to the process of exploring and innovating with customers, and actively participating in every stage of digital transformation covering business research, technology development, venture capital, innovative design, and delivery of results. , Provide practical and valuable solutions to help customers achieve their transformation goals faster and establish industry-leading competitiveness.
