Seven misconceptions of digital transformation

most ​ Recently communicated with some customers , Find that more and more customers have realized , Ubiquitous technology is becoming part of the job , Become part of the business , Enterprises are under double pressure , Internally, we should seek the engine to promote development and breakthrough , There are more and more personalized needs of consumers outside , And pressure from competitors , So companies have to make changes , Business innovation , Or take the lead in reshaping the industry , In this context , Digital transformation is no longer a multiple choice question , It's a survival problem .

But at the same time, enterprises have some misunderstanding and unrealistic expectations for digital transformation , The following is a summary of what often happens before or during the digital transformation of enterprises 7 Misconceptions ：

1. Expect a big move , Can solve all problems

This big move may be a tool , It could also be some kind of platform , For example, it is very hot to be fired at present “ Data center ” perhaps “ Business Center ”, These new concepts will be interpreted as a good medicine for all problems , such as , When we finish building the business center , There will be no business functions that are inefficient or unsupported , such as , When we have the data center , All the data you want to see 、 report form 、 Analysis can be immediately presented to you , All these questions can be answered by analyzing the data , Another example , Just buy that tool , It has a full range of functions , Can solve all our problems . Behind these expectations , From a wrong perception , Think there is a master key , Can solve all the ever-changing problems , Some necessary analysis is also missing , Before doing one thing , Analyze why you want to do this , Building a middle platform is a means , So why should we build a middle platform ？ Can Zhongtai really solve my problem ？

2. Consultants with industry experience can handle everything , Bring in a consultant and everything will be fine

A lot of times , Consultants' industry experience and even cross industry experience will be a valuable asset , The wealth of enterprise transformation , It will provide more comprehensive information support for the enterprise's reform or transformation , Help enterprises make more rational decisions , It is possible to get twice the result with half the effort when implementing some programs and policies , So consultants are a valuable resource , But that doesn't mean that consultants can fix everything , For example, the redistribution and recombination of organizational functions and business functions in the process of change , For example, how the old and new businesses cooperate and cooperate in the transformation , These issues need to be considered clearly before the transformation of the organization 、 Matters that need to be solved and implemented from top to bottom in the process of transformation . Enterprises consider these issues before introducing consultants , It does not mean that the enterprise must first produce mature ideas and solutions , But enterprises need to be well prepared , Have an objective and clear understanding and expectation of the complexity and difficulty of transformation . Because these problems are not clear , Even if the consultant enters , There will also be barriers 、 resistance , If it is light, the process of transformation is bumpy , The most important thing is that the first result of the transformation has already been aborted .

3. Transformation is crossing the river by feeling the stones , So the process is more important than the result

Transformation is accompanied by a lot of uncertainty , There are also many cases of enterprise transformation failure , But at the same time , Transformation faces many expectations and pressures , therefore , The more definite the result , The more likely it is to fail , Because of any uncertainty in the process , May cause the results to appear in different forms , Therefore, many enterprises choose to transform , In fear of the unknown , Is also in the protection of their own , The importance of the process is often emphasized , And keep quiet about what the expected result is , This undoubtedly declares a kind of “ The key is to participate in ” The attitude of . however , The organization chooses transformation to pursue innovation and breakthrough , At the same time, we should also consider the effective use of resources , If you can't relate the expected results to the goals , It is difficult to measure whether resources are being used in a strategic direction , It will even cause a huge waste of resources . therefore , The road of enterprise transformation may be full of twists and turns , But the results can also be adjusted and revised , The result is as important as the process .

4. Business personnel and technical personnel have different demands for transformation , Contradictions are difficult to reconcile

I often hear customers mention , Business people and technicians make changes at different speeds , Sometimes business takes the lead , Sometimes technology takes the lead , When we finally want to bring business and technology together with the help of transformation , But I found that they have different demands for transformation , What business needs is always more, faster, better and cheaper , And technology seems to be always struggling in a pile of constraints , So the business will complain that the functions developed by the technical team are slow and difficult to use , And technology has many difficulties , Want to get business recognition , Have to be in the resources 、 Ability 、 Weigh priorities , So the contradiction between business and technology seems difficult to reconcile . This also stems from a misconception , That is to say, the barriers between business and technology cannot be removed , If the business understands software development 、 Data and technology （ Including intelligent technology ） You will have a better understanding of digitalization , If the technology understands the business scenario , Through planning, technology can better enable business functions 、 Business scenarios and business objectives , So reconcile this contradiction , It's about getting through the underlying cognition .​

5. Benchmarking is the best in the industry , Experience is completely copied

Many enterprises do this , The other side is the industry leader , He felt his way across the river , I can walk with him , He works as an e-commerce platform, and I also work as an e-commerce platform , He does ecology and I do ecology , He does big data and artificial intelligence , Then I can't fall , Even his supplier partners , I'll take it all , He's the boss , Have vision and strength , Follow him, at least you won't make mistakes . This behavior also stems from a misconception , That is his direction and yours , His goal is also your goal , But you may be a competitor , Do homogeneous things with competitors , In particular, the other side is a stronger opponent , Your ending is likely to be seen through at a glance , The reality is that , You have to find your own differences , To do things that are tailored to you , Transformation can be successful .

6. As long as the leaders approve , Transformation can be successful

Leadership plays a key role in the process of transformation , The leader is likely to be the decision-maker of the transformation 、 The initiator 、 Pusher , Most of the time, leaders are leading the direction and goal of transformation , Therefore, the determination and participation of leaders play a key role in the success of transformation , meanwhile , Leaders are also people affected by transformation , In the process of transformation , The measures are constantly verified , There are successful , There are also some that do not work , These results will also affect the leaders' understanding of transformation and make changes , Constantly revise direction and actions , Finally lead the transformation to success , So , The success of transformation is inseparable from the support and recognition of leaders , But, in turn, , As long as the leaders approve , Transformation is destined to succeed , It is a false proposition . Behind this idea is also a misconception , That is the stability of the leadership and the determination of the leadership to transform , I have seen many examples of transformation , The transformation is still in progress , The leaders have changed several times , Every leader thinks differently , So the transformation team has done a lot , But it has been stopped in place , We have also seen that some leaders are constrained by the shortage of resources , One side should face the challenges and pressures from all sides , A long time , They will also make compromises on transformation , This result is not a success . So , If transformation is to succeed , Not only the leaders recognize , The organization should be consistent from top to bottom , Participants' understanding of transformation is consistent .​

7. The transformation must be thorough , We should pursue one step

Many organizations dream that transformation can produce rapid results , One step at a time , Once that is done , Once and for all , But the reality is very skeletal , The so-called entrepreneurship is easy , Difficult to keep one's career , It is not easy to succeed in transformation , It is even more difficult to maintain the successful results . In reality , We are in a changeable environment , Enterprises are facing a variety of challenges and opportunities from inside and outside , Both defensive and offensive , So it's hard to get through a ​ One big move can cope with all the uncertainties , Enterprises need to introduce external resources to help them grow , We need more built-in capacity to cope with the bottlenecks and challenges that continue to emerge in the development process , As long as the ability is consolidated , Enterprises will be able to operate for a long time , It will be possible to constantly seek opportunities in multilateral markets . The belief that transformation is a one-step job stems from such a misconception , That is, the environment is static , The market is static , So the form of the enterprise is also fixed , This cognition does not conform to the reality of this society . So , The moment when transformation may never be completed , What enterprises need to pay attention to is the power of gradual change , Let the enterprise grow continuously in the process of change . To sum up , Digital transformation is a long-term process , It is full of variables and uncertainties , If an enterprise wants to succeed in transformation , First of all, we should have a correct understanding of transformation , These understandings come from the recognition and treatment of the above-mentioned misconceptions .