2021年09月06日 721 次阅读    本文共29262字,预计阅读时间84分钟

原文标题:The New Elements of Digital Transformation


The authors revisit their landmark research and address how the competitive advantages offered by digital technology have evolved.

两位作者回顾了他们的里程碑式研究,并阐述了数字化技术提供的竞争优势是如何演变的。Didier Bonnet and George Westerman November 19, 2020


Since 2014, when our article “The Nine Elements of Digital Transformation” appeared in these pages, executive awareness of the powerful and ever-evolving ways in which digital technology can create competitive advantage has become pervasive.But acting on that awareness remains a challenging prospect.


It requires that companies become what we calldigital masters. Digital masters cultivate two capabilities: digital capability, which enables them to use innovative technologies to improve elements of the business, and leadership capability, which enables them to envision and drive organizational change in systematic and profitable ways. Together, these two capabilities allow a company to transform digital technology into business advantage.


Digital mastery is more important than ever because the risks of falling behind are increasing. In 10 years of research, we have seen digital transformation grow increasingly complex, with a new wave of technological and competitive possibilities arriving before many companies mastered the first. When we began our research, most large traditional entERPrises were using digital technologies to incrementally improve parts of their businesses. Since then, this first phase of activity has given way to a new one. Advances in a host of technologies, such as the internet of things, artificial intelligence, virtual and augmented reality, and 5G, have opened new avenues for value creation. More important, leaders now recognize the need for — and the possibility of — truly transforming the fundamentals of how they do business. They understand that they have to move from disconnected technology experiments to a more systematic approach to strategy and execution.


The Analysis  分析

We updated our original 2014 framework to reflect changes in the state of digital transformation over the past six years.


Through interviews, teaching, and surveys with hundreds of executives, we have researched how corporations use new technologies, such as IoT and AI, to transform their operations.


Our earlier research on digital transformation identified two dimensions through which leading companies outperform their peers: digital capability and leadership capability.


We found that the elements of leadership capability have endured, but new elements of digital capability have come to the fore.


Some companies have successfully graduated from the first phase of digital transformation and are diving into the second. But many are still floundering: In 2018, when we surveyed 1,300 executives in more than 750 global organizations, only 38% of them told us that their companies had the digital capability needed to become digital masters, and only 35% said they had the leadership capability to do so. This has become more worrisome than ever: As COVID-19 accelerates the shift to digital activity, digital masters are widening the gap between their capabilities and those of their competitors.


These conditions prompted us to reexamine the elements of digital transformation that we proposed in 2014. While strong leadership capability is even more essential than ever, its core elements — vision, engagement, and governance — are not fundamentally changed, though they are informed by recent innovations. The elements of digital capability, on the other hand, have been more profoundly altered by the rapid technological advances of recent years.


Accordingly, we’ve revisited the elements of digital capability to reflect the opportunities and impact of new digital technologies. Some of the original elements remain relatively unchanged, some have been reconfigured, and some new elements have emerged. (See “The New Elements of Digital Capability.”) The elements aimed at improving customer experience and internal operations remain important. Employee experience has expanded from a single element to its own set of elements, since employees make the business run and have firsthand insights on where processes need to improve. The elements of business model innovation have expanded, too, with the rise of multisided platform businesses and the increasing dominance of global platform players, such as Alibaba, Amazon, and Google. Last, we’ve given more prominence to the digital platform that underpins all the other elements in a company.


The New Elements of Digital Capability  数字化能力的新要素

The updated framework places more emphasis on employee experience and business model innovation, as well as on the digital platform, which powers the other elements and, when structured and managed well, enables further innovation.



​Transforming the Customer Experience  客户体验转型

Seeing the business from the outside in — from the customers’ perspective — is as relevant and necessary today as it was in the first phase of digital transformation. But while the focus on customers has not radically changed, the elements needed to create compelling experiences have changed. Today, the three elements are experience design, customer intelligence, and emotional engagement.


Experience design: Customer experience has become the ultimate battleground for many companies and brands. While compelling experiences are easy to recognize, they are hard to design and deliver. That’s because this work requires equal measures of empathic creativity and technological prowess. The former requires tools such as journey mapping, “a day in the life” ethnographic studies, and customer personas, as well as practices such as design thinking. These tools and practices provide an intimate understanding of human behaviors and the ability to surface customer insights through careful observation, skilled listening, and constant experimentation. The latter is powered by the ability to digitally reengineer customer experiences, by integrating front-office technologies and processes with back-office operational infrastructure to instantaneously deliver an uninterrupted service experience, for instance.


Sephora transformed long-standing customer pain points around sampling and purchasing cosmetics into a compelling, digitally powered customer experience. Using AI to match a customer’s skin tones to the most appropriate products and virtual reality to sample the products, the company created a convenient, at-home shopping experience that rivals the personalization of an in-store experience. Sephora’s approach, embedded in an app, attracted 8.5 million user visits between 2016 and 2018, and it has helped the company as the pandemic disrupted the in-store experience.


Customer intelligence:Integrating customer data across silos and understanding customer behavior — efforts undertaken in the first phase of digital transformation — have become table stakes in customer experience. Now, as machine learning has begun to deliver on its initial promise, real-time customer intelligence is enabling highly personalized interactions and making it possible to deliver accurately focused, proactive customer services, such as “next best offers.”


Stitch Fix is an online styling service that curates personalized collections of clothes, shoes, and accessories for each of its subscribers. The curation is based initially on an extensive customer style survey and then improved and personalized through data such as returns, preferences, and a Style Shuffle feature that invites subscribers to rate clothing images each day. Some 120 data scientists support the stylists at Stitch Fix, which has grown to $1.6 billion in annual sales and $37 million net income since its founding in 2011.

Stitch Fix 是一个在线造型服务,为每个订户设计个性化的服装、鞋子和配饰。这种管理最初是基于广泛的客户风格调查,然后通过退货、偏好和风格变换功能(邀请订阅者每天对服装图片进行评分)等数据进行改进和个性化。大约有120名数据科学家支持Stitch Fix的造型师。该公司自2011年成立以来,年销售额已增长至16亿美元,净利润为3700万美元。

Emotional engagement:Emotional connections with customers are as essential as technology in creating compelling customer experiences. In one study, emotionally engaged customers were shown to be 52% more valuable than highly satisfied customers.This is why companies are using digital technology to solicit and enable customer participation across their value chains: in R&D and product development (for example, Starbucks’ MyStarbucksidea.com), content creation (LinkedIn profiles), logistics (UPS MyChoice), and services (iStockphoto inspectors).


Giffgaff, a U.K. virtual mobile operator owned by Telefonica, has a business model that is powered by its member (customer) community. With a staff of fewer than 250 people, the company has no call center and no customer service department. Essentially, customer service has been outsourced to its more than 3 million members — and it works.

Giffgaff 是西班牙电信旗下的一家英国虚拟移动运营商,它的商业模式是由成员(客户)社区推动的。公司只有不到250名员工,没有呼叫中心,也没有客服部门。从本质上讲,客户服务已经外包给了它的300多万会员——而且它是有效的。

Transforming Operations  运营转型

As ever, well-managed operations are essential to converting revenue into profit, but now we’re seeing a shift in the focus of digital transformation in this arena. Advances in sensors, cloud, machine learning, and IoT are allowing companies in every industry to transform their operational capabilities. In addition, leaders are seeing how operational excellence can move beyond back-office efficiency to enable engaging customer experience and business models that competitors cannot copy. This operational transformation is occurring in three elements of digital capability: core process automation, connected and dynamic operations, and data-driven decision-making.


Core process automation:Even as some companies are still implementing traditional automation approaches such as enterprise resource planning, manufacturing execution, and product life cycle management systems, other companies are moving beyond them to digitally reinvent operations. Amazon’s distribution centers deliver inventory to workers rather than sending workers to collect inventory. Rio Tinto, an Australian mining company, uses autonomous trucks, trains, and drilling machinery so that it can shift workers to less dangerous tasks, leading to higher productivity and better safety.

核心过程自动化:尽管一些公司仍在实施传统的自动化方法,如ERP、MESPLM,但其他公司正在超越这些方法,转向数字化改造运营。亚马逊的配送中心将库存交付给工人,而不是让工人去收集库存。澳大利亚矿业公司Rio Tinto使用具有自动驾驶功能的卡车、火车和钻井机械,以便将工人转移到危险较小的工作岗位,从而提高生产率和安全性。

In rethinking core process automation, advanced technologies are useful but not prerequisites. Asian Paints transformed itself from a maker of coatings in 13 regions in India to a provider of coatings, painting services, design services, and home renovations in 17 countries by first establishing a common core of digitized processes under an ERP system. This provided a foundation to build upon and a clean source of data to generate insights. Later, the company incorporated machine learning, robotics, augmented reality, and other technologies to digitally enable its expansion.


Connected and dynamic operations:Thanks to the growing availability of cheap sensors, cloud infrastructure, and machine learning, concepts such as Industry 4.0, digital threads, and digital twins have become a reality. Digital threads connecting machines, models, and processes provide a single source of truth to manage, optimize, and enhance processes from requirements definition through maintenance. Engineers at Raytheon Technologies, for example, model machine tools at the cutting face — enabling them to design components right the first time, with desired tolerances, surface features, and defect rates. Construction companies link drone-based observations to blueprints to identify and correct problems before they require expensive rework.

连接和动态运营:由于廉价的传感器、云基础设施和机器学习的日益普及,工业4.0、数字线程(Digital Threads)和数字孪生等概念已经成为现实。数字线程连接机器、模型和流程,为从需求定义到维护过程的管理、优化和增强流程提供了一个单一的真实来源。例如,雷神技术公司(Raytheon Technologies)的工程师在切割面建模机床,这使他们能够在第一次就正确地设计出组件,具有所需的公差、表面特征和缺陷率。建筑公司将无人机观测与蓝图联系起来,在问题需要昂贵的返工之前识别并纠正问题。

The ramifications reach far beyond the manufacturing process. Schindler, a maker of elevators, escalators, and other transport systems, used to manage each of its products separately, making it difficult to understand and manage overall traffic flows in real time. But, by connecting its products and adding analytics, the company is able to optimize transportation across an entire office building or campus — anticipating when people will be moving from one location to another, changing operating speeds and routes accordingly, and responding to mechanical issues before they become outages.


Data-driven decision-making:In recent years, the basis for operational decisions has increasingly shifted from backward-looking reports to real-time data. Now, connected devices, new machine learning algorithms, smarter experimentation, and plentiful data enable more-informed decisions. This capacity is spreading to strategic and marketing decisions, too. Digital masters are taking advantage of this by integrating operational and strategic decision-making in new and powerful ways.


Flex, a global provider of manufacturing and supply chain services, created Flex Pulse to deliver analytics-based management capabilities.Pulse tracks and optimizes inventory usage and supply chain status across more than 1,000 of Flex’s enterprise customers, with each customer able to see its own supply chain information via apps. When a disruption occurs or a risk emerges in one part of the world — a volcano, political turmoil, or a disease outbreak — Flex can adjust its supply chain processes in response. Pulse also provides Flex with deep data-based insight into broader geographic, industry, and supply chain trends so that it can better choose, manage, and negotiate with its sourcing partners.

Flex是一家全球制造和供应链服务提供商,创建了Flex Pulse,以提供基于分析的管理能力。Pulse跟踪并优化了超过1000家Flex企业客户的库存使用情况和供应链状况,每个客户都可以通过应用程序查看自己的供应链信息。当世界某个地区出现中断或风险——火山爆发、政治动荡或疾病爆发——Flex可以调整其供应链流程来应对。Pulse还为Flex提供了基于数据的深入洞察,以了解更广泛的地理、行业和供应链趋势,从而使Flex能够更好地选择、管理和与采购合作伙伴进行谈判。

Transforming Employee Experience  员工体验转型

If we’ve learned anything during the past decade of digital transformation, it’s that employees can be either the greatest inhibitors or the greatest enablers of transformation success.


Accordingly, companies have begun to focus on the employee experience as intently as they do on the customer experience. Three elements of employee experience transformation have emerged in recent years: augmentation, future-readying, and flexforcing.


Augmentation:Warnings that robots will replace humans have given way to a more nuanced and productive discussion. Now, companies are considering how robotics and other digital technologies can augment employee productivity and performance — enabling people to work faster, smarter, and more safely.


Workers in Huntington Ingalls Industries’ Newport News, Virginia, shipyard use augmented reality to help build giant complex vessels such as aircraft carriers and submarines. They can “see” where to route wires or pipes or what is behind a wall before they start drilling into it. This system and others improve team performance and worker satisfaction by reducing trips to get blueprints and paperwork, managing handoffs across shifts, and showing workers how their work fits within a project as a whole.

亨廷顿英格尔斯工业公司 (Huntington Ingalls Industries) 位于弗吉尼亚州纽波特纽斯 (Newport News) 的造船厂的工人们利用增强现实技术帮助建造大型复杂船只,如航空母舰和潜艇。在开始钻孔之前,他们可以“看到”在哪里布置电线或管道,或者墙后面有什么。该系统和其他系统通过减少获取蓝图、文档的行程,管理轮班之间的交接,以及向员工展示他们的工作如何在整个项目中起作用,从而提高团队绩效和员工满意度。

Future-readying:The dynamism of today’s competitive environment highlights the urgency of providing employees with the skills they need to keep up with the pace of change. In the past few years, this has given rise to new models of managing learning and development in organizations, led by a new kind of chief learning officer, whom we call thetransformer CLO. Transformer CLOs reshape corporate capabilities and culture by revampinglearning goalsto help employees develop the mindsets and capabilities needed to perform well now and adapt smoothly in the future;learning methods to create learning experiences that are more atomized, digitized, and personalized; andlearning departments to make them leaner, more agile, and more strategic. By transforming the learning and development function, these leaders ensure that employees have the capabilities they need to embrace digital technology and drive business transformation.


Julie Dervin, global head of corporate learning and development at Cargill, told us, “Unintentionally, we were creating a learning culture where only a select few got access to high-quality training. … We’ve been fundamentally changing how we design, deliver, and shape those learning experiences to be able to reach exponentially more learners with high-impact learning.”The food and agriculture company is shifting its mix to incorporate more digital than in-person experiences — even for senior executives — and learners appreciate the change. It is also introducing new learning opportunities such as “application challenges” where workers receive a short lesson, apply it immediately, and then receive immediate feedback from their peers.

嘉吉 (Cargill) 全球企业学习与发展主管朱莉•德文 (Julie Dervin) 告诉我们:“我们无意中创造了一种学习型文化,在这种文化中,只有少数人能够获得高质量的培训。我们一直在从根本上改变我们设计、提供和塑造这些学习体验的方式,以便能够以指数级的方式为更多的学习者提供高影响力的学习。”这家食品和农业公司正在改变其结构,将更多的数字化体验融入其中,而不是面对面的体验——甚至对高管也是如此——而学员们对这种变化表示赞赏。该公司还引入了新的学习机会,如“应用挑战”,即员工接受简短的课程,立即应用,然后立即从同事那里获得反馈。

Flexforcing:To respond to fast-paced digital opportunities and threats, companies also need to build agility into their talent sourcing systems. In the past decade, outsourcing provided a partial answer to the challenge but with mixed results. Ecosystems of partners also have been used to provide talent on demand, but managing such ecosystems requires heavy investments in resources and attention. Now, we see some companie seeking talent agility in new ways.


As automation and AI applications take over tasks once performed by humans, some companies are multiskilling employees to make the organization more agile. For instance, oil and gas companies have broadened the occupational scope of their geoscientists using intensive multiskilling training in topics like geology, geophysics, reservoir engineering, and geochemistry to develop a cadre of agile specialists.


Other companies are using contingent workers, which may represent as much as 40% of the U.S. workforce, to supplement their talent on a variable cost basis. Some of them, including UPS and Target, are building their own pools of gig workers by encouraging ex-employees and retirees to boomerang back on a contingent basis to fill important skill gaps.

其他公司则在可变成本基础上使用临时员工来补充他们的人才,临时员工可能占美国劳动力的40%。包括 UPS 和塔吉特(Target) 在内的一些公司,正在通过鼓励前雇员和退休人员随时回来填补重要的技能缺口,建立自己的偶发人才储备库。

Transforming Business Models  商业模式转型

In 2014, despite much talk about business model transformation, we found that only 7% of companies were using digital initiatives to launch new businesses and only 15% were creating new business models with digital technology.Times have changed. Now, executives in every industry are paying closer attention to how digital prowess can yield business model innovation. Without falling victim to the “everything is being disrupted” mantra, it is clear that the extent of business model transformation is broadening. We see three elements supporting business model transformation: digital enhancements, information-based service extensions, and multisided platforms.


Digital enhancements: Business model transformation doesn’t always require disrupting a company or industry. Increasingly, companies are finding ways to digitally enhance their existing business models without requiring major changes to the business. For instance, nearly 80% of traditional retailers in the U.K. are now meshing digital and physical channels through click-and-collect services.


Others are turning product sales into service offerings. For example, Hilti, a construction tools and products provider, created a tools-on-demand program for its construction clients. Rather than selling tools, it makes a variety of tools available through a subscription service that includes repairs and customized services.


Information-based service extensions: More and more companies are expanding their product-based business models with information-based services, combining sensors, communication networks, apps, and analytics to create value for customers and new sources of revenue for themselves. This requires advanced analytic capabilities, end-to-end service design, and tight integration with customers’ devices and business processes.


Global tire maker Michelin connected its products using embedded sensors that collect and transmit valuable data on usage, distance, and maintenance needs. Its Fleet Solutions business now provides its customers with comprehensive and convenient tire management services that deliver better cost control, fewer breakdowns, and less administrative work. Essentially, the company has moved to an outcome-based business model, selling problem-free kilometers instead of tires.These as-a-service offerings are appearing in every industry and are particularly compelling for large, expensive items such as power turbines and aircraft engines.


Multisided platforms: Multisided platforms have disrupted a range of industries including taxi services, hospitality, and retail, and they are spreading further afield. In 2018, for instance, German steel and metal distributor Klöckner launched XOM, a proprietary online platform to distribute its products. Moreover, the company invited its competitors to join the platform. This positioned Klöckner’s platform as an independent digital marketplace for anyone buying or selling steel, metal, and other industrial products. To ensure fair and transparent access to competitors, XOM is run independently of the core business.


Launching a successful multisided platform ecosystem requires specific economic conditions, heavy investment, and a strong dose of luck to reach profitable scale. So not every company should try to become the platform leader for its industry. But companies that cannot create their own multisided platforms can still use platform economics to partially transform their business models or find an economically viable role to play in platforms operated by others. For example, global brands including Kenzo, Burberry, and Versace joined Luxury Pavilion, a subset of Alibaba’s Tmall.com, as an entry channel into the lucrative Chinese luxury market at lower risk and cost rather than trying to build their own platform ecosystems.

推出一个成功的多边平台生态系统需要特定的经济条件、大量投资和强大的运气才能达到一定的盈利规模。因此,并不是每家公司都应该努力成为行业的平台领导者。但那些无法创建自己多面平台的公司,仍然可以利用平台经济学来部分改变其商业模式,或在他人运营的平台上找到经济上可行的角色。例如,高田贤三(Kenzo)、巴宝莉(Burberry)和范思哲(Versace)等全球品牌加入了阿里巴巴旗下天猫(tmall)旗下的奢侈品平台Luxury Pavilion,以更低的风险和成本进入利润丰厚的中国奢侈品市场,而不是试图建立自己的平台生态系统。

Transforming the Digital Platform  数字化平台转型

The foundation for digital transformation is a clean, well-structured digital platform — the technology, applications, and data that power a company’s business processes. None of the other digital elements can achieve their full promise without it.


Advances in technology and methodology in recent years have made the challenge of building a solid digital platform simultaneously easier and tougher. Cloud computing, agile development methods, external code libraries, and easy-to-use development tools enable developers to build new functions rapidly but can also lead to the proliferation of inconsistencies and complex tangles of tech spaghetti. On the other hand, Agile, GitHub, DevOps, as well as containers and microservices, make it easier to coordinate changes; innovate quickly, safely, and smartly; and avoid reinventing the wheel. The digital platform has three interrelated but distinct elements that work together to power your company.

近年来技术和方法的进步使得建立一个坚实的数字化平台变得既容易又困难。云计算、敏捷开发、外部代码库和易于使用的开发工具使开发人员能够快速构建新功能,但也可能导致发展的不一致和复杂的技术方向。另一方面,Agile, GitHub, DevOps,以及容器和微服务,使支持变化变得更容易;迅速、安全、聪明地创新;避免重复工作。数字化平台有三个相互关联但又截然不同的要素,它们共同为公司提供动力。

The first element is thecore platform, a strong foundation for operational and transactional systems (back-office systems, systems of record, etc.) that power a company’s key processes. This core platform — an organization’s technology backbone — should be well structured, well managed, and only as complex as it really needs to be.


The second element is an agileexternally facing platformthat powers the websites, apps, and other processes that connect to customers and ecosystem partners. This platform is more than a pretty front end. It needs to work with the core platform to perform key transactions such as payments and serve as an attractive and agile platform for conducting customer-facing experiments and delivering personalized experiences.


The third element is adata platformthat provides the ability to perform intense analytics, as well as build and test algorithms, without disrupting the company’s operational systems. In recent years, we’ve seen a tremendous increase in algorithms that use unstructured data — such as text, images, and voice — to improve customer experience or internal operations, making data platforms a key component of digital innovation.


Along with these technology and architecture elements, we’ve seen the dawning of a hard-won recognition of the importance of the IT function in making digital transformation work. Many first-wave digital transformations did not include IT as a partner and failed as a result. Now, IT leaders are driving digital transformation in some companies. In other companies, IT and digital and business leaders are working more closely together to make the digital transformation faster, more innovative, more comprehensive, and more effective than before.


Digital transformation has risen much higher on the corporate agenda since our article and book in 2014, and the drive to maintain operations disrupted by COVID-19 has made it an even higher priority. But even as companies have had to move quickly to adjust to the realities of a global pandemic, their leaders also need to take a longer view. They need to consider how digital technologies can be used not only to enhance their products and processes but also to reinvent their businesses. In this article, we have shared examples that can help executives identify opportunities to increase digital capability across the business. This digital capability and the leadership capability to envision and drive organizational change are the key ingredients for meeting this challenge.


About the Authors

Didier Bonnet (@didiebon) is affiliate professor of strategy and innovation at IMD Business School and executive vice president of Capgemini Invent. George Westerman (@gwesterman) is senior lecturer with the MIT Sloan School of Management and principal research scientist for workforce learning in MIT’s Abdul Latif Jameel World Education Lab.

References (23)

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