【CXO观点】招商蛇口首席数字官CDO徐晓仪：数字化领导者如何助推IT与业务跨越部门鸿沟

招商蛇口首席数字官CDO徐晓仪：数字化领导者如何助推IT与业务跨越部门鸿沟？

IT部门与业务部门之间一直无法跨越彼此之间的协作鸿沟，但数字化转型是发展大势，业务部门需要IT应用推动自身变革，业务变革则进一步促进IT应用。倘若不及时化解二者之间的恩恩怨怨，转型之路将寸步难行。

一、IT部门与业务部门之间协同不佳的三大原因

IT部门与业务部门之间协同不佳主要有以下原因：

第一， 数字化确实具有相当的专业性， 当下对数字化以及相关专业知识的理解，还存在着一定的挑战。业务部门如果对数字化的了解还不够深刻，那就难以理解数字化所能发挥的作用。相应地，技术部门对业务的了解及信息同步也存在短板。

第二， 传统的信息化更加聚焦于系统建设，没有将相应的业务变革置于重要地位。 业务部门认为数字化=建系统/工具。而IT部门觉醒得更早，针对数字化方面的认知，双方存在巨大差异，这必然导致行动上的“不合拍”。

第三，由于业务部门的日常工作重点在于业务本身，认为数字化是额外的工作，从而使其投入到数字化转型上的精力相对较少。而IT部门是专职于数字化， 双方对数字化的定位、精力投入、绩效挂钩、推动的力度和速度等方面的看法都不太一致。 客观而言，这也势必导致业务部门与技术部门之间无法充分协同合作。

二、IT与业务之间的“鱼水之交”

在数字化转型过程中，业务部门与技术部门应当充分融合，既有明确分工，又能密切合作，这种关系就好比鱼和水之间的关系。

目前，数字化转型属于一份较为特殊的工作。在一家企业各专业条线的工作任务中，这是唯一一个需要两个部门充分合作才能取得成功的工作。在此，这就需要一定的保障机制。

当下，招商蛇口也在尝试借鉴互联网的做法。 互联网企业具有天然优势，自诞生以来，它便具备“科技即业务、业务即科技”的特质。 因此，在互联网企业，它们会普遍采用产品机制；同时，企业鼓励由产品经理作为企业核心，进行数字化产品建设。招商蛇口从中获得了灵感，也积极采用这种机制来研发数字化产品。 而这种数字化产品早已超出传统的“产品=系统”的概念。只有在“软硬件等数字化手段与业务的数字化运营相结合”的情况下产出的产品，才能被称为数字化产品。

在此背景下，数字化产品所对应的负责人则变成了流程领域的业务领导，产品经理是作为他在数字化领域的B角，支持他做好数字化产品的建设。

因此，数字化产品是数字化手段和数字化运营的结合体，能够闭环实现业务价值，这能够更好地牵引业务团队与技术团队共同打造和运营数字化产品。

对于这方面的努力，招商蛇口已经取得了初步成效，也正在进一步深化该机制，从而推动业务团队与技术团队的协同。

三、促进IT与业务关系的各种“日久生情”法

在促进IT与业务关系方面， 数字化产品机制 是其中的一种应对方法。

另外，对于观念的变革也至关重要，比如数字化文化。 文化旨在改变人的意识和观念。招商蛇口除了推行数字化产品机制，在业务团队内，我们同样设置了数字化分管领导，让业务部门明确自身在数字化转型中所扮演的重要角色。

与此同时，我们引导技术团队深入业务。其中，我们采取了相应的措施，比如，科技团队每周至少花一半时间与业务团队 一起办公 ，在近距离接触中，充分了解彼此的工作。

我们还在进一步建立DTBP（数字科技业务伙伴）机制，将科技团队，特别是产品经理团队中一半的绩效交由业务团队评估。 举办公司级别的数字科技节 ，让业务人员与技术人员相互合作或者同台竞技。这都有利于打破技术部门与业务部门之间的壁垒，加强彼此之间的合作能力。

翻译：

IT and business departments have been unable to bridge the collaboration gap between each other, but digital transformation is the trend of development, business departments need IT applications to drive their own changes, and business changes further promote IT applications. If they do not resolve their grudges in time, the transition will be difficult.

01 There are three reasons for poor collaboration between IT and business

The reasons for poor coordination between IT and business departments are as follows:

Digitalization is indeed quite professional

First, digitalization is indeed quite professional, but there are still some challenges in the understanding of digitalization and related professional knowledge. If the business doesn’t have a deep understanding of digitization, it’s hard to understand what it can do. Accordingly, the technical department’s understanding of the business and information synchronization also have shortcomings.

Traditional informatization focuses more on system construction

Second, traditional informatization focuses more on system construction and does not put corresponding business changes in an important position. The business thinks digital = build systems/tools. The IT department woke up earlier, and there was a huge difference in the perception of digitalization, which inevitably led to a “mismatch” in action.

The daily work of business departments is focused on the business itself

Third, because the daily work of business departments is focused on the business itself, they consider digitalization as extra work, so they devote relatively less energy to digital transformation. While the IT department is dedicated to digitalization, the two sides have different views on digitalization positioning, energy investment, performance linkage, and the intensity and speed of promotion. Objectively speaking, this will inevitably lead to insufficient collaboration between the business and technical departments.

02 The “relationship between IT and business”

In the process of digital transformation, business and technology departments should be fully integrated, with clear division of labor and close cooperation, just like the relationship between fish and water.

New expert, Chief Digital Officer of China Merchants Shekou: How can digital leaders help IT and business cross the departmental gap
At present, digital transformation belongs to a relatively special job. It is the only task in an enterprise that requires the full cooperation of two departments in order to succeed. Here, this requires a certain safeguard mechanism.

Merchants Shekou is also trying to learn from the Internet

At present, Merchants Shekou is also trying to learn from the Internet. Internet enterprises have natural advantages. Since its birth, it has possessed the characteristics of “technology is business and business is technology”. Therefore, in Internet enterprises, they will generally adopt the product mechanism; At the same time, the enterprise encourages the product manager as the core of the enterprise to build digital products. China Merchants Shekou from the inspiration, also actively use this mechanism to develop digital products. And this kind of digital product has long gone beyond the traditional “product = system” concept. Products can only be called digital products if “digital means such as hardware and software are combined with the digital operation of the business.”

How can digital leaders help IT and business cross the departmental gap

New expert, Chief Digital Officer of China Merchants Shekou: How can digital leaders help IT and business cross the departmental gap.
In this context, the person in charge of the digital product becomes the business leader in the process field, and the product manager is his B Angle in the digital field to support him in the construction of the digital product.

Therefore, digital products are a combination of digital means and digital operations. Which can realize business value in a closed loop, which can better lead the business team and technical team to jointly build and operate digital products.

In this regard, China Merchants Shekou has achieved initial results, and is also further deepening the mechanism, so as to promote the cooperation between the business team and the technical team.

03 Various “love over time” approaches to facilitate the relationship between IT and the business

The digital product mechanism is one way to improve the relationship between IT and business.

In addition, it is crucial for the change of ideas, such as digital culture. Culture aims to change people’s consciousness and ideas. In addition to promoting the digital product mechanism. China Merchants Shekou also set up digital leadership in the business team. So that the business departments can clearly understand the important role they play in the digital transformation.

At the same time, we guided the technical team deeper into the business. We have taken steps such as the technology team spending at least half the week with the business team to fully understand each other’s work in close proximity.

We are also further establishing DTBP (Digital Technology Business Partner). Where half of the performance of the technology team, particularly the product Manager team, is assessed by the business team. Hold company-level digital technology festival. Let business personnel and technical personnel cooperate with each other or compete on the same stage. All these are conducive to breaking the barriers between technical departments and business departments and strengthening the ability to cooperate with each other.

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