2018-07-23
昨日阅读1小时，累计阅读343小时
1.今天阅读到的有价值的全文内容链接:
Continuereading: “Digital Transformation — Why It Matters”https://www.pmi.org/learning/training-development/projectified-podcast
2.今天阅读到的有价值的内容段落摘录:
Anand Swaminathan
Digital transformation and the term digital in itself is, indeed, so commonthese days, I absolutely agree that we need to think about thedefinition. Well, with digital specifically we are talking aboututilizing new sets of capabilities that are changing the way we workand we live. If we think about technology today and what it's doingin our lives, if we think about the way in which we work, it is allevolving because digital is, indeed, at the forefront. Buttransformation is perhaps the even more important word in that twoword statement because organizations are trying to understand howthey can take the capabilities that digital offers to fundamentallychange the way they will operate in the future to better serve theircustomers, to better manage their employees and to really drive theirorganization into a more effective and successful organization in thefuture. Digital transformation is using those sets of capabilitiesthat are now available to all of us and tying it together in a waythat an organization can actually unlock the value. In the book, wetalk about a number of elements of this, whether it's the changes instrategy that happen as part of the digital transformation, changesin culture, changes in the organization model and the operating modelor changes in fundamental capabilities.
The fundamental difference is that the capabilities and technologies havechanged since what we had a few decades back. Information is now soprevalent. If you think about the statistic that 90 percent of theworld's data that's available today has been created in the last twoyears, that's a staggering statistic to understand. If we think aboutthe statistic of the Fortune 500 over the last decade, more than halfof them are no longer in the Fortune 500 because fundamentaltechnology and capabilities have actually changed in the way we workand live today. One of the biggest changes with digital is the factthat there are new sets of capabilities, new devices even, whether itwas Apple launching the iPhone a decade ago, creating new products,new services with new capability. That's what's changing the waypeople choose to interact with each other and organizations choose tointeract with both their employees, as well as their customers. Buthere's one thing, Stephen, that I find quite interesting. When wetalk about transformation, a lot of times it's misconstrued thattransformation means the senior executives in the organization haveto move a company in a particular way. It's actually much more aboutexecution - how do we execute with this new capability and this newtechnology that we have access to now? - and this is where themanagers, the project managers, the leaders within the organizationwho are such important members of the organization's ecosystem, thisis where they come in because they are the execution muscle of theorganization. How do they take the digital capabilities, how do theytake the vision from their leadership and translate that intoexecution and become that execution muscle for their organization?Again, I think this is a change because our project managers and leaders in the organization are now empowered and have the capabilityto drive the execution.
I think there are a number of examples. In fact, we talk about one inthe book in the early stages of a company we all know named Kodak.What was very interesting is there was an idea, there was a thoughtprocess back in the early '80s of should we think about capturingimages digitally? Should we think about how to embrace that concept?And there was actually a concept developed back in the early '80s.However, what was interesting was the organization did not execute onthat. The organization at Kodak and the leadership and the teams atKodak believe they are a film company so they should focus on theircore competency of film, and they didn't execute on how they shouldtransition into the digital era. Perhaps theymay have created thefirst ever iPhone, as it were, if they had considered execution, so Ithink execution makes a difference in organizations that actuallyknow how to adopt and adapt with the digital capability andtechnology that's available today.
The industry alignment with digital has actually been quite a fascinatingcase study in itself because, if you think about it, certainindustries like banking, telecoms or healthcare have actually beensomewhat early adopters in the digital era. They already were digitalto an extent - if you think about a bank, you have money that isconstantly flowing across banks, there are commerces alreadyhappening, credit cards have existed for over 50 years. With moneyand with finance, technology and digital has actually played a rolefor a long time. I remember back in 1999, when the Palm Pilot firstcame out and you were able to beam money to the person who hasanother Palm Pilot. You could actually beam money and you would pointthe infrared part with the other Palm Pilot and all of a sudden $10would leave your account and enter the other person's account. Thiswas 1999 and so the fact that in sectors like financial services orhealthcare - so much data has already been thrown out in healthcarefor decades - digital has already played a role for a long period oftime. However, industries such as mining, heavy industries andindustrial equipment companies, industries such as agriculture, theseare ones where digital did not actually have a meaningful roledecades before. These industries have now asked how they figure outhow to become a digital native, how they bring that. As an example,you can take a company like GE, who we mention quite a bit in thebook, a truly leading organization in the industrial space, whichdecided a few years ago to reimagine their entire business model withdigital at the core and said, "We will no longer just be aproduct company, we will be a data and a services and a platformcompany." Or you think about John Deere and John Deere says,"Yes, we may make equipment, but what we actually want to do isprovide more data to the farmers who use our equipment so that theyare driving towards this concept of precision agriculture, betteragriculture capabilities than they've ever had before," and thesame thing is happening with mining companies as well now. So I thinksome industries are certainly already digital to the core to someextent so are able to embrace it and begin that transformationjourney early. However, other industries are now realizing the powerof digital and therefore the timing is now for them to embrace all ofthe capabilities.Whathas had to happen at John Deere is you had individuals who aremanufacturing individuals, employees who really understood theagriculture industry but what they were more focused on is developingand designing equipment in order to serve the customers. Now you needdata scientists. Now you need people who understand machine learning.Now you need people who understand weather data in order to figureout the different sources of data that they need to go tap into inorder to provide these new sets of services out to their customers?You also now need software engineers at John Deere who actually willcreate the platform to ingest, store, compute and enrich all of thisdata that they're bringing in. What's very interesting about JohnDeere is they've had to go through an entire reinvention of theirbusiness model and a transformation of the organization because theywent from being a manufacturing led company to now a data science, tonow a software engineering company and they've had to rethink the waythey hire, the way they train their folks, what capabilities theyneed in the organization. They've had to go through that journey andthat's quite a big move and quite a transformation. In addition, if you think about manufacturing, manufacturing is an assembly lineprocess, it's a very linear process. When they're making theirequipment for customers, there's a linear way of thinking. However,with digital, all of that is out the door and it is now all aboutagile thinking, it's about working in tribes, squads and a new way ofhaving interdisciplinary teams that are now solving the problems.That has had to require a complete transformation inside of JohnDeere, because now they have a new set of capabilities and a new setof products and services they offer their customers.Ithink culture is underestimated, Stephen, in most organizations whenit comes to the topic of digital. Organizations believe that they canshift from where they are today to where they need to be for tomorrowwithout undergoing the proper cultural transformation in theorganization. It's not just about having a strategy, it's not justabout bringing in and hiring the right people, it's not just aboutbringing in the right technology. There is a fundamental shift in theculture and mindset of an organization and as we explore this furtherI can give you examples of how CEOs that I've spoken with and linemanagers who I've spoken with have talked about what that migrationand culture shift is that has to happen in an organization when youhave digital now taking the core capabilities.
3.今天阅读的自我思考点评感想
(1)“Digital” is aboututilizing new sets of capabilities that are changing the way we workand we live. “Digital transformation” is using those sets of capabilities that are now available to all of us and tying it together in a way that an organization can actually unlock the value.
(2) “Transformation” is actually much more about execution - how dowe execute with this new capability and this new technology that wehave access to now? Execution makes a difference in organizationsthat actually know how to adopt and adapt with the digital capability and technology that's available today.
(3)With digital, it is now all about agile thinking, it's about working in tribes, squads and a new way of having interdisciplinary teamsthat are now solving the problems.
(4) Culture is underestimated in most organizations when it comes to thetopic of digital. There is a fundamental shift in the culture and mindset of an organization.
(5)Risks in moving into digital transformation: #1: One of the biggest risks is always forgetting to plan the work and then working the plan. #2: Another key risk we've seen with digital is the wrong talentin the right environment. #3: about understanding how to serve the customer. A big risk usually happens when we depart from thatunderstanding of what the customer really needs and we start building something that's actually not aligned with what they might want.
(6)What's happening now with digital is it's much more than technology.#1: you are now designing a fundamentally new set of experiences,products and services for your customers. That is one of the core elements of a digital transformation. It is a brand new design of the experiences, products and services for your customers. #2: The second part of a digital transformation is actually the culture.
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