【观点】大部分企业都在为数字化的认知买单

价值永远都是任何一家企业做数字化转型的核心，也就是说企业既然下定决心做数字化，必然会有相当的投入，而在投入的背后必然是期待着某些成果，例如最直观的就是上了相关数字化系统降了多少本，提了多少效，如果体现不明显，那么领导必然认为数字化做的毫无价值可言，进而会降低对数字化的投入，最后的结果就是把信息部门放在火上烤，其默默承担了一切，如果认真分析下来就会发现有时候并不是系统不好用，而是技术背了管理的锅，所以企业如果搞不清数字化转型的本质在管理上下功夫，那么除了买单别无收获。

那么企业做数字化转型建设到底要投入多少成本？又进行了多少无效的投入？

在老杨看来大部分传统企业做数字化一开始都是在为数字化的认知买单，因为认知决定了企业数字化建设的路径与深度。 CXO UNION-CXO联盟（cxounion.cn）

当前部分企业做数字化在认知上总是处于“轻敌”，“贪功冒进”的状态，认为做数字化很简单，买个软件就了事，上套系统就能实现数智化，一味贪大求全，最后折腾来折腾去钱花了不少，业务部门被搞的七荤八素，但未能看到任何实质性的效果，不难看出大部分企业在数字化认知的迷雾里步入了一个又一个的误区：

误区一：重视度不够

最典型的表现就是企业领导认为数字化转型建设就是买软件；岂不知忽略了最重要的那个实施过程，还有一个技术与技术融合的过程，各种业务管理转型的过程，需要企业转思维、转业务、转文化等；思想不重视，行动便消极，有多少企业数字化建设就是毁在业务部门的消极应付上；

误区二：认知不深

企业员工认为数字化转型就是信息部门的事情与业务部门无关；但实际是数字化转型需要的是技术与业务的合力；大部分企业的现状均是信息部门懂技术却不懂业务，业务部门懂业务却不懂技术，但如果让某个部门单打独斗做数字化建设，岂有不败之理； CXO UNION-CXO联盟（cxounion.cn）

误区三：一把手参与度不够

大部分情况下一把手总是口头支持在行动上总是以工作忙为缘由消极参与，认为工作已经安排下去，做甩手掌柜，结果下面的人阴奉阳违，消极支持，这样做的后果就是信息部门在建设过程中到处碰壁，缺乏各种支持，仅凭数字化建设的热忱难以融化相关部门冰冷的态度，最后结果可想而知；

误区四：认为做了数字化就马上可以实现降本增效

一些企业领导对系统期望度过高，甚至急于求成，恨不得系统应用以后就马上降低多少人工，提升多少利润，而忽略自身的管理问题，导致系统上线后由于未达到理想中的效果而心理落差感满满，对数字化失去兴趣；

从以上不难看出数字化的认知问题不解决，建设共识不达成，路径不明确，那么企业数字化建设始终会兜兜转转，有限的成本投入了，却得到了无限的失望，始终在为认知买单。

在企业数字化建设中“时间”这个环节是大部分传统企业所忽略的，在老杨看来数字化建设的时间即成本，为什么这么说？

第一，在做与不做数字化的问题上大部分的传统企业领导总是犹豫不决，在选型问题上总是拖拖拉拉，有时候一拖一年过去了，最后发现行业数字化都在发展，而自己落后了，又萌生出数字化弯道超车的想法；

第二，为什么很多数字化项目总是迟迟无法上线，究其原因是因为业务需求不明，即在没搞清楚自己想要什么的情况下就头脑发热上系统，等软件公司来实施的时候却发现自己不知道想要什么，或者什么都想要，需求一天三变朝定夕改，迟迟难以确定，最后将软件公司有限的实施人天用完了，出于成本考虑软件公司也不想再继续免费投入实施，最后的结果就是数字化项目烂尾了，有可能勉强上线，但业务部门用的也是极其痛苦，天天吐槽；

第三，忽略前期的规划时间，着眼于短平快盲目无序建设，后期再花大量的时间与投入进行整改，这就是前期建设不规范后期来买单： CXO UNION-CXO联盟（cxounion.cn）

①系统与数据孤岛化严重，导致数据重复录入、流程重复审批，造成大量时间成本浪费；

②缺乏标准化意识与管理能力，导致后期集成时需大量的时间进行数据清洗、整理；

③各系统数据接口多，前期未与软件公司就相关接口费用进行价格约束，导致接口费用居高不下；

④业务管理不规范，个性化场景多，导致各系统个性化功能开发量大，费用成本高；

从以上也不难看出，在数字化建设过程中时间即成本，管理即成本，很多不必要的成本支出就是这样浪费掉了，而这些投入在无形中又加重了企业数字化建设的经济成本，让企业领导对数字化建设的期望与信心又丧失一些。

综上所述，在数字化转型的路上大部分企业总是在认知的迷雾里难以突破，可能终其一生都在为认知买单。

翻译：

Most businesses are paying for digital awareness

Value is always the core of any enterprise to do digital transformation, that is to say, since the enterprise is determined to do digital, there is bound to be considerable investment, and behind the investment is bound to look forward to some results, such as the most intuitive is on the relevant digital system how much cost, how much effect, if not obvious, The final result is to put the information department on the fire, and it silently assumes everything. If you carefully analyze it, you will find that sometimes it is not that the system is not useful, but that the technology is behind the management pot. Therefore, if the enterprise does not understand the nature of digital transformation and make efforts in management, Then there’s nothing to gain but to pay the bill.

So how much do enterprises need to invest in digital transformation construction? How many ineffective investments have been made? CXO UNION-CXO联盟（cxounion.cn）

In Lao Yang’s view, most traditional enterprises do digitalization at the beginning to pay for digital cognition, because cognition determines the path and depth of enterprise digital construction.

At present, some enterprises do digitalization in cognition is always in a “light enemy”, “greedy” state, think that it is very simple to do digitalization, buy a software, the system can achieve the number of intelligent, blindly greedy, and finally toss to toss to spend a lot of money, the business department was engaged in seven meat and eight meat, but failed to see any substantive effect, It is not difficult to see that most enterprises have stepped into one misunderstanding after another in the fog of digital cognition:

Mistake 1: Not enough attention

The most typical manifestation is that business leaders believe that digital transformation construction is to buy software; Do you not know that the most important implementation process is ignored, and there is a process of technology and technology integration, and a process of various business management transformation, which requires enterprises to change their thinking, business, and culture; Thoughts do not pay attention to, the action will be negative, how many enterprises digital construction is destroyed in the business department’s negative response;

Mistake 2: Not knowing deeply

Employees think digital transformation is about the information department, not the business department; But the reality is that digital transformation requires the combination of technology and business; The current situation of most enterprises is that the information department understands technology but does not understand business, and the business department understands business but does not understand technology. However, if a department is allowed to do digital construction alone, there is no reason to be invincible. CXO UNION-CXO联盟（cxounion.cn）

Myth No. 3: The number one isn’t involved enough

In most cases, the chief executive always gives verbal support and takes action as the reason of busy work, thinking that the work has already been arranged and doing the job of a disengaged manager. As a result, the following people give negative support, and the result is that the information department will hit a wall everywhere in the construction process and lack various supports. The enthusiasm for digital construction alone cannot melt the cold attitude of relevant departments. The final result is predictable;

Myth 4: Think that if you do digitalization, you can immediately achieve cost reduction and efficiency

Some business leaders have too high expectations for the system, and even are eager to achieve success, hoping that after the system is applied, how much labor will be reduced and how much profit will be increased, while ignoring their own management problems, resulting in a psychological gap after the system is put online because the ideal effect is not achieved, and they lose interest in digitalization;

It is not difficult to see from the above that the cognitive problems of digitalization are not solved, the construction consensus is not reached, and the path is not clear, then the digital construction of enterprises will always go round and round, the limited cost is invested, but the infinite disappointment is always paid for the cognition.

The link of “time” in enterprise digital construction is ignored by most traditional enterprises. In Lao Yang’s opinion, the time of digital construction is the cost. Why do you say so?

First, most of the traditional business leaders are always hesitant to do or not do digital issues, always delay in the selection of problems, sometimes a year has passed, and finally found that the industry is developing digital digitization, and they lag behind, and sprouting out the idea of digital corner overtaking; CXO UNION-CXO联盟（cxounion.cn）

Second, why many digital projects are always delayed in coming online, the reason is that the business needs are unclear, that is, in the case of not figuring out what they want, they are hot on the system, and when the software company implements it, they find that they do not know what they want, or they want everything, and the demand changes three times a day, and it is difficult to determine. Finally, the software company’s limited implementation personnel and days are used up, and the software company does not want to continue to invest in the implementation for free due to cost considerations. The final result is the end of the digital project, which may be barely launched, but the business department is also extremely painful and ridiculed every day;

Third, ignore the planning time of the early stage, focus on the blind and disorderly construction, and spend a lot of time and investment for rectification in the later stage, which is the early stage construction is not standardized to pay for the later stage:

(1) The system and data are seriously isolated, resulting in repeated data entry and process approval, resulting in a lot of time and cost waste; CXO UNION-CXO联盟（cxounion.cn）

(2) Lack of standardization awareness and management ability, resulting in a lot of time for data cleaning and sorting during late integration;

(3) There are many data interfaces in each system, and there is no price constraint with the software company on the relevant interface costs in the early stage, resulting in high interface costs;

(4) The business management is not standardized, and there are many personalized scenarios, resulting in a large amount of personalized function development of each system and high cost;

From the above, it is not difficult to see that in the process of digital construction, time is the cost, management is the cost, and a lot of unnecessary cost expenditures are wasted, and these investments have virtually increased the economic cost of enterprise digital construction, so that enterprise leaders have lost some expectations and confidence in digital construction.

To sum up, on the road to digital transformation, most enterprises are always difficult to break through the fog of cognition, and may pay for cognition throughout their lives.

由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于湘江数评；作者：老杨；编辑/翻译：CXO UNIONCXO联盟小U。

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