Yixin Huachen: real estate enterprises want to grasp the opportunity of the times for digital transformation

With the development of Internet of things in recent years 、 Artificial intelligence 、 The development of blockchain and other new technologies , The global digital wave has spawned digital The economic age , In the real estate industry, since entering the silver age , Increasingly fierce competition , Many real estate enterprises are facing In the face of improving quality and efficiency 、 The challenge of transformation , And began to think about how to use new digital technology to improve management efficiency in the management process , The convergence of technology and the upgrading of the industry , It provides new development opportunities for real estate enterprises .

At present, leading real estate enterprises have been actively exploring digital transformation , By repositioning the value of management information technology at the strategic level , On the organizational structure 、 management model 、 Operation mode 、 System platform, etc , Build the core competitiveness of enterprises in the new era , Achieve the strategic objectives of the enterprise . Predictable and intelligent 、 Digitalization will become an important direction for the future development of the real estate industry .

 
The current digital transformation dilemma of the real estate industry

Digital transformation of the real estate industry , In fact, the whole industry lags behind other industries . meanwhile , Digital level between real estate enterprises , There's a big gap .

1、 Digitalization started late 、 Low degree

As a typical traditional industry , Real estate emphasizes resources 、 Under the heavy line , Its informatization development is relatively late , The construction of information system lags behind . Although after more than ten years of evolution , The core business processes of most enterprises have been basically online , However, manual account books still exist in some business phases 、 Offline data , The data flow of each link is not synchronized smoothly , The whole has not yet reached “ Data available ” The stage of .

At the same time, due to the lack of unified planning in the early stage , Data between information systems are not connected 、 Data caliber is not uniform 、 Poor data reporting quality 、 Poor system application experience . In addition, a large amount of disordered data is accumulated , The workload of data collection and collation is heavy , All these have brought a lot of trouble to the data governance work .

2、 Lack of top-level design , Islands of data

at present , Most real estate enterprises lack the necessary top-level design in the previous management and information construction , There is no corresponding plan , Each service port is designed independently , There is no horizontal connection between departments at the enterprise level 、 Pull through the process 、 Pull data .

meanwhile , The industrial characteristics of real estate cause it to pay more attention to the operation of a single project , Real estate enterprises generally manage resources in the form of regions and branches , Finally, data islands of various dimensions are formed in the process of information construction . Different items 、 Different departments 、 Management needs of different regions 、 Analyze requirements 、 Application requirements are different , Cross organizational data accommodation is difficult , It greatly limits the enterprise level resource optimization .

3、 Lack of digital understanding and leadership at the top of the enterprise

In the past 20 many years , The real estate industry relies on a lower degree of digitalization , Completed the rapid development and growth , It also led to many real estate enterprise bosses & Senior management failed to realize the importance and necessity of digital transformation in time , As a result, enterprises' investment in digitalization is insufficient 、 The enterprise digital atmosphere is not enough 、 The digital management system and process are not standardized 、 Lack of participation and leadership of business leaders in digitalization , It limits the digital transformation of real estate enterprises .

4、 The particularity of the real estate industry , It is difficult to be completely digitized

The real estate industry has its own particularity ： Multiple lines 、 Cycle is long 、 Big money 、 More collaboration , Pay great attention to offline personalized services , In particular, the second-hand housing field a single discussion of the reality , It indicates that the services of the whole industry are basically customized services .

On the one hand, it is a large investment for a family , It is impossible to completely rely on the Internet to realize the whole transaction process . Whether it's a new house or a second-hand house , Offline services are one of the most important components ; On the other hand , Offline services for individual home buyers , Is extremely complex and cannot be standardized . Want to digitize real estate transactions , It is also necessary to consider the digitalization of services generated around real estate exchanges , And the digitization of all corresponding management and business models , For the real estate industry that pays attention to offline personalized services , That is the difficulty .

Enterprise digital transformation wants to grasp the opportunity of the times 、 Winning the market , There are several levels to consider .

Strategic Leadership ： Enterprises need to diagnose current business models and explore future digital development strategies . Based on the internal evaluation and external conditions of the real estate developers , Including market development 、 Competitor trends 、 Customer expectations 、 Scientific and technological progress and policy changes , Develop the enterprise vision and objectives . Ensure that digital transformation receives direct support from the top of the enterprise , And from the board level . And then , Clearly position the role of digitalization in the enterprise objectives , And design a digital enabled business model .

Business design ： Digital oriented strategy , Enterprises need to start from “ spot - Line - Noodles ” Define and integrate business systems , Determine how to position products and services , What kind of value proposition to provide to customers , How to provide personalized solutions through multi-channel customer interaction . From business units and individual lines of business “ spot ”, Need to consider how to adjust the existing business , To consolidate the data base , And use data to empower ; From the collaboration of business lines “ Line ”, It is necessary to consider how to achieve better business collaboration through open data and systems , Create new value ; From building the ecological system “ Noodles ”, Enterprises need to consider how to provide customers with a combination of products and services , What kind of external resources are introduced , And communicate the interests of all parties , Make cross organizational adjustments , To form an ecological closed loop .

Ability to build ： Based on business design , Determine how to build capacity , It is self built 、 Looking for partners 、 Or take it

Purchase for construction . According to the decision made , Create an operation system and mode that meet the requirements , Design operational business processes . adopt

Certain system construction ensures the persistence of the operation system and business process .

Implement support ： The enterprise establishes a technical system 、 Talent system and risk control system , And ensure the implementation of digital transformation through certain organizational control . From a technical point of view , Enterprises need to establish data and system foundation , And create a comprehensive framework , Data to be covered 、 technology 、 Correlation and interconnection of interfaces , Ensure the synergy of different ecosystems . From the perspective of talents , Build a talent team that can support digital development for a long time , And through open 、 Transparent communication , Build a digital culture and an agile organization that matches the digital transformation . From the perspective of risk control , A sound risk control system should be established , To ensure the safe custody of data assets and customer privacy , Ensure the stable operation of the digital system . From the perspective of organizational control , A clear control process needs to be established , Guide the design and implementation of digital transformation , For example, establish digital transformation control 、 Investment and decision making Committee , Supervise the decision-making and implementation process of the company's major digital investment .

Building a real estate digital solution based on digital middle platform

Combined with the current situation of the real estate industry , Yixin Huachen has customized a complete online data management and control system for it , Including data governance and data asset management , In stages 、 Promote the group's digital transformation construction in a planned way .

The whole project is divided into five stages ：

One ： Asset inventory 、 Notes supplement

Complete multiple systems of the group / Inventory of raw data assets in the module , From the source system 、 Data platform 、 Data application system, etc. through metadata 、 Data standards 、 Data model and other tools are used to implement data status , Complete data quality assessment and quantification through data quality management tools , Understand the current overall data scale and distribution of the group .

meanwhile , Based on the inventory results , Improve asset information , Check the leak and fill in the vacancy , Effectively help understand the meaning of data and asset business . Finally, the group will realize the transformation from never knowing the current situation of data to knowing the current situation of data , For the subsequent data governance of the group 、 Asset management 、 The orderly development of data security work has laid the foundation .

Two ： Metadata management

Metadata management is mainly divided into three steps ：

1、 Metadata model design , Including business data metadata 、 Index metadata 、 Data service metadata 、 Data standard metadata 、 Data quality metadata 、 Scheduling metadata, etc , Provide execution scope for metadata collection , Plan ahead for the implementation of asset classification and data security .

2、 According to the needs of data asset management , Formulate metadata management measures , Including metadata management system 、 Maintain the update process 、 Post role, etc , Solve the problems found in the inventory and annotation work . Database resource application , The requirements change shall follow the online process , There are traces to follow . To provide guidance and specifications for the future informatization construction of the group , Lay a good foundation for automatic asset classification and asset sharing .

3、 According to the product requirements of the meta model and the data asset management platform , Formulate metadata collection and access scheme and implement it on the ground .

Through metadata management , Quickly sort out the group's data resources , It is convenient to understand the context of data , Building data map , It also provides basic support for the group's data standard construction and data quality , It ensures the high quality and integrity of data from the source 、 Usability .

 

Final , It has realized the automatic collection of metadata supporting various core business systems of the group , There are multiple systems involved / modular , Corresponding to multiple databases and tools . Online 、 In time 、 Full metadata query , Improved the situation that data assets are unavailable due to incomplete data information . The information department can also monitor the integrity of the data asset information of each system of the group on a unified online basis , Find the missing information in time and feed it back to the developers to supplement . At the same time, the group crosses departments 、 Cross system developed data information can also be queried on a unified platform , Reduce redevelopment , Improve the efficiency of information acquisition .

3、 ... and ： Landing data standard system

Establish data standard system , Import project classes 、 Customer class 、 Personnel organization class 、 Partner class （ supplier ） There are nearly a thousand data standards , There are more than 100 basic data standards ; meanwhile , Completed the human resource management system 、EBS E-commerce Suite , The standard mapping of financial management ; And collect and sort out hundreds of project data subject quality inspection rules offline , And multiple external data subject quality inspection rules , Implement the landing of quality inspection rule platform .

Final , Through the establishment of standards , Guaranteed the group 、 Consistency of data of subsidiaries 、 integrity 、 effectiveness 、 Normative 、 Open and shared management , It provides a standard basis for data quality inspection and data security management . meanwhile , It also improves data accuracy and data utilization , So that data can be better shared in all business scenarios , Play a greater value , Enable business with data , Guide business decisions . 

Four ： Build and test the whole process of data quality

Finish defining quality inspection rules 、 To establish a quality inspection scheme 、 To the analysis of quality inspection results 、 And then to the whole process of data quality management for problem rectification , The whole process ensures the data quality in an all-round way .

Final , It reduces the previous situation of relying on manual and scattered scripts to verify the data quality , Greatly improve the efficiency of data quality control . Quality assessment 、 Quality testing 、 The whole process construction and integration of quality management links such as quality rectification and quality report has also enabled the group to form a complete data quality management closed loop . 

5、 ... and ： Build a data asset management platform and a large visual screen

Create a data asset management platform portal , It realizes the automation of data classification and the visualization of data assets , The data classification maintenance scheme is formulated , Ensure the accuracy and timeliness of classification .

Considering the cognition and expansibility of the business , Yixin Huachen from the data source 、 Group intelligence panorama 、 The three dimensions of data application scenarios are considered comprehensively , Build a complete set of data classification directory . At the same time, after classifying the stock data , For no data 、 Directories with a small amount of data are merged 、 Delete and other adjustment work , Ensure that the directory has a strong landing . For ambiguous data , According to the plate 、 Types refine a variety of rules for clear classification , Provide execution basis for subsequent manual inspection and routine maintenance .

Create a large visual screen , Turn boring data into more understandable graphic language , Help people understand and digest , Make the panorama of enterprise data assets more intuitive . among , The data asset distribution screen is oriented to the management , It can visually and clearly show the asset distribution and data status ; The data scale and operation monitoring screen is for data management personnel , Let the operation of data in each module be clear at a glance , To realize the timely monitoring of their warehouse operation .

 
meanwhile , Hierarchical control of landing data security , Access to data outside the authority can only be obtained after approval , While ensuring the security of enterprise data assets , It also makes the use of data assets more methodical , And there are traces to follow . 

In conclusion , The real estate industry has entered a transition period , Enterprises are facing changes either actively or passively , The opportunity to go digital 、 Capital operation 、 Enter derivative fields and other forms to achieve competitive advantage . Choose digitalization , Enterprises need to clarify the requirements for the transformation of business model , At the same time, adjust the operation mode and organizational control , To integrate multiple resources , Long term layout , On the challenging digital road , Explore a suitable development route .

The above contents are from 《 Selected case sets of data governance 》, Some of the contents are as follows , This book covers 13 In depth disassembly of industry data governance strategies ,60+ Benchmarking cases of government enterprise data governance ,300+ The application scenarios are fully covered ,1000+ First line project management experience , Help you solve data governance problems . Log in to the official website of Yixin Huachen , Add customer service enterprise wechat , reply “ Case set ” You can get the paper version for free .

  Time China is a relatively pioneer and cutting-edge digital practice enterprise in the real estate industry , With the help of Yixin Huachen , Develop step-by-step launch steps , Combined with big data 、 Data governance 、 Business intelligence analysis and other technical means , Build your own digital transformation route , A key step in the digital transformation .