【观点】企业数字化转型由谁负责？领导要不要懂技术？

在为企业数字化转型服务过程中，接触的企业负责数字化转型对接的职责部门非常多，有的企业是总经理直接负责，有的企业是副总经理负责，有的企业是信息部门负责，有的企业是生产部门负责，还有的企业是财务部负责，经常有人问我：“到底哪个部门负责推进企业数字化转型工作比较合适？”

要解答以上问题，我认为首先要弄清楚以下几个企业“数字化转型”的问题。

一、企业数字化转型的驱动力分析

在企业准备进行数字化转型前，我们先来明确一下企业数字化转型的概念。企业数字化转型是指利用数字技术和信息化手段，改变企业运营模式、管理方式和价值创造方式的过程。随着信息技术的不断发展和普及，越来越多的企业开始意识到数字化转型的重要性，并积极进行相关的改革和创新。

从以上对企业数字化转型的概念中可以得知就是企业管理改革与创新。既然是改革与创新必然会有外部和内部驱动力。

（一）外部驱动力

1. 市场竞争压力

如今市场竞争日益激烈，企业需要不断提升自身的竞争力。数字化转型可以帮助企业更好地适应市场变化，提供更高效的产品和服务，从而在激烈的竞争中脱颖而出。

2. 消费者需求变化

随着消费者对个性化、定制化产品和服务的需求日益增长，传统企业需要通过数字化转型来满足这些变化的需求。通过数字化技术，企业可以更加精准地了解消费者需求，提供个性化的产品和服务，增强用户体验。

3. 技术驱动力

新兴技术的迅猛发展也是企业数字化转型的重要驱动力之一。人工智能、大数据分析、物联网等技术的应用，使得企业可以更好地进行数据管理、决策分析以及创新发展。这些技术的引入不仅可以提高生产效率，还可以引发新的商业模式和机会。

（二）内部驱动力

除了外部因素外，企业内部的驱动力也是推动数字化转型的重要因素之一。企业自身的能力水平和资源分配能力决定了数字化转型的成败。具体来说，企业需要具备以下几个方面的能力：

1. 领导层意识和决策力

企业领导层的意识和决策力对数字化转型至关重要。领导层需要具备前瞻性思维，并积极推动数字化战略的制定和执行。 CXO UNION-CXO联盟（cxounion.cn）

2. 组织文化与能力

企业的组织文化和能力是数字化转型成功的基础。培养创新、开放和学习型的组织文化，同时提升员工的数字技术能力，能够为数字化转型提供坚实的支持。

3. 信息技术基础设施

优秀的信息技术基础设施是数字化转型的基础。企业需要投资于先进的硬件、软件和网络设备，以支持数字化转型所需的各种技术应用。

4. 数据驱动决策

数字化转型的核心是数据的收集、分析和利用。企业需要建立完善的数据管理体系，使其能够从大量的数据中提取有价值的信息，并基于这些信息进行决策和创新。 CXO UNION-CXO联盟（cxounion.cn）

企业数字化转型是企业求生存、求发展的必然选择。外部驱动力和内部驱动力共同推动着企业数字化转型的进行。通过合理利用市场视角和能力视角进行驱动力分析，企业可以更好地抓住市场机遇，提高竞争力，并实现持续增长。同时，企业还需加强创新能力、技术能力和组织能力的培养，以适应快速变化的数字化时代。

二、谁来推动企业数字化转型比较合适

企业数字化转型一定是公司顶层设计思路。要推动企业的数字化转型，首先要制定企业的数字化战略。以企业级数字化转型战略为指引推进数字化转型将大大提高转型效率，使企业有效获取数字化效能。为了让战略的制定和执行不脱节，企业还必须让管理者参与到战略的制定中来，用共创的方式制定企业的数字化转型战略，做到数字化转型战略的“知行合一”。在企业内部哪个部门负责具体的推动工作比较合适呢？这个需要结合企业的组织职能分工及数字化转型的关键业务模块。一般在企业内部，信息部门和业务部门都有推动数字化转型工作的潜力。但各自又有各自的优势与劣势。

（一）信息部门推动数字化转型的优势与劣势

优 势

技术专长：信息部门通常拥有丰富的技术知识和经验，可以理解和应用各种数字化技术来满足业务需求。

系统架构和基础设施：信息部门了解企业现有系统架构和基础设施，能够评估和整合新的数字化解决方案。

数据管理和网络安全：信息部门能够处理数据管理、隐私保护和网络安全等重要问题，确保数字化转型的可持续发展。

劣 势

关注技术而忽视业务需求：信息部门有时倾向于过度关注技术本身，可能忽视了业务需求和用户体验，导致数字化转型无法真正满足业务目标。 CXO UNION-CXO联盟（cxounion.cn）

缺乏业务流程理解：信息部门可能缺乏对业务流程和客户需求的深入理解，需要与业务部门紧密合作才能有效推动数字化转型。

需要协调多个技术供应商：数字化转型可能涉及多个技术供应商，信息部门需要进行供应商选择、协调和管理，增加了复杂性和挑战。

（二）业务部门推动数字化转型的优势与劣势

优 势

深入了解业务需求：业务部门了解企业的具体业务需求和痛点，可以将数字化技术与业务需求结合起来，推动数字化转型的可行性和有效性。

提供业务流程和用户体验：业务部门能够提供对业务流程和客户需求的深入理解，确保数字化转型能够真正带来业务上的改进。

推动跨部门合作：业务部门通常扮演着协调和沟通的角色，能够促进不同部门之间的合作，确保数字化转型项目的顺利实施。

劣 势

缺乏必要的技术知识和资源：业务部门在技术方面可能缺乏专业知识和资源，需要与IT部门或其他技术团队合作才能实现数字化转型。 CXO UNION-CXO联盟（cxounion.cn）

业务目标与技术的平衡：业务部门在追求业务目标时，需要与技术团队进行平衡，确保数字化解决方案既满足业务需求又具备可持续性和技术可行性。

缺乏全局视角：业务部门可能更关注自身的业务需求，缺乏对整个企业数字化转型战略的全局视角，需要与其他部门协同合作。

综上所述，信息部门和业务部门都有推动数字化转型工作的优势与劣势。最佳选择取决于企业内部的组织架构、资源分配和团队合作机制。通常来说，信息部门和业务部门应该紧密合作，共同推动数字化转型，充分利用各自的专长和职能，以实现数字化转型的目标。

三、领导要不要懂技术

在此结合郭朝晖老师的一个思考和观点 ，那就是领导到底该不该懂技术？在郭老师看来是：领导不必懂技术本身，但要有技术常识，以便识别并提防科技领域中的大忽悠。

在我国，识别专家忽悠很重要。过去有人发现：省城主要领导的犯罪率很高、远远高于普通人。同样，专家院士中的大忽悠，远远高于普通的科技人员。现实中，理论先进的技术往往不实用、实用的技术在理论上往往不先进。这种现象不是偶然的、是必然的。因为技术成功往往看机会，经济成功关键往往靠资源整合重构。

谈技术不要神秘化。实用技术的原理往往是非常简单的。但原理简单不等于实现简单，困难在实现的细节上。因为每一个细节都可能导致技术失败。更重要的是：技术创造价值很难。

从创造价值的角度看，分析一个技术要看三个层次的逻辑：技术逻辑、业务逻辑、经济逻辑。一个好的项目往往有三个特点：技术逻辑简单、业务逻辑完善、经济逻辑巧妙。如果技术专家把技术逻辑说得很复杂、用太多新名词，往往就是大忽悠了。既然如此，领导识别大忽悠并不难。 CXO UNION-CXO联盟（cxounion.cn）

翻译：

Who is responsible for Enterprise digital transformation? Do leaders need to understand technology?

In the process of serving the digital transformation of enterprises, there are many departments responsible for the connection of digital transformation. Some enterprises are directly responsible for the general manager, some enterprises are responsible for the deputy general manager, some enterprises are responsible for the information department, some enterprises are responsible for the production department, and some enterprises are responsible for the financial department. People often ask me: “Which department is the right one to drive digital transformation?”

In order to answer the above questions, I think we should first understand the following issues of enterprise “digital transformation”.

I. Driving force analysis of enterprise digital transformation

Before enterprises prepare for digital transformation, let’s first clarify the concept of enterprise digital transformation. Enterprise digital transformation refers to the process of using digital technology and information technology to change the operation mode, management mode and value creation mode of enterprises. With the continuous development and popularization of information technology, more and more enterprises are beginning to realize the importance of digital transformation and actively carry out related reforms and innovations.

From the above concept of enterprise digital transformation, we can know that it is enterprise management reform and innovation. Since reform and innovation will inevitably have external and internal driving forces. CXO UNION-CXO联盟（cxounion.cn）

(1) External driving forces

1. Market competition pressure

Nowadays, the market competition is increasingly fierce, and enterprises need to continuously improve their competitiveness. Digital transformation can help enterprises better adapt to market changes, provide more efficient products and services, and thus stand out from the fierce competition.

2. Changes in consumer demand

With increasing consumer demand for personalized, customized products and services, traditional enterprises need to meet these changing needs through digital transformation. Through digital technology, enterprises can more accurately understand consumer needs, provide personalized products and services, and enhance the user experience.

3. Technology driving force

The rapid development of emerging technologies is also one of the important drivers of enterprise digital transformation. The application of technologies such as artificial intelligence, big data analysis, and the Internet of Things enables enterprises to better manage data, analyze decisions, and develop innovations. The introduction of these technologies can not only improve production efficiency, but also trigger new business models and opportunities.

(2) Internal driving force

In addition to external factors, internal drivers are also one of the important factors driving digital transformation. The enterprise’s own capability level and resource allocation ability determine the success or failure of digital transformation. Specifically, enterprises need to have the following capabilities: CXO UNION-CXO联盟（cxounion.cn）

1. Leadership awareness and decision-making ability

Leadership awareness and decision-making are critical to digital transformation. Leadership needs to be forward-thinking and actively driving the development and execution of digital strategies.

2. Organizational culture and competence

A company’s organizational culture and capabilities are fundamental to the success of digital transformation. Fostering an innovative, open and learning organizational culture, while enhancing employees’ digital capabilities, can provide solid support for digital transformation.

3. Information technology infrastructure

An excellent information technology infrastructure is the foundation of digital transformation. Businesses need to invest in advanced hardware, software, and networking equipment to support the wide range of technology applications required for digital transformation.

4. Data-driven decision making

At the heart of digital transformation is the collection, analysis and utilization of data. Enterprises need to establish a sound data management system, so that they can extract valuable information from a large number of data, and make decisions and innovations based on this information.

Enterprise digital transformation is an inevitable choice for enterprises to survive and develop. Both external and internal drivers drive the digital transformation of enterprises. Through the rational use of market perspective and capability perspective for driving force analysis, enterprises can better seize market opportunities, improve competitiveness, and achieve sustainable growth. At the same time, enterprises also need to strengthen the cultivation of innovation capabilities, technical capabilities and organizational capabilities to adapt to the rapidly changing digital era.

Second, who is more appropriate to promote the digital transformation of enterprises

Enterprise digital transformation must be the top design idea of the company. In order to promote the digital transformation of enterprises, we must first formulate the digital strategy of enterprises. Promoting digital transformation under the guidance of enterprise-level digital transformation strategy will greatly improve the efficiency of transformation and enable enterprises to effectively obtain digital efficiency. In order to make the formulation and execution of the strategy not disjointed, the enterprise must also let the manager participate in the formulation of the strategy, develop the digital transformation strategy of the enterprise in a co-creation way, and achieve the “integration of knowledge and action” of the digital transformation strategy. Which department within the enterprise is responsible for the specific promotion work is more appropriate? This is a key business module that needs to combine the organizational functions of the enterprise with the digital transformation. Generally within the enterprise, both the information department and the business unit have the potential to drive digital transformation efforts. But each has its own advantages and disadvantages.

(1) Advantages and disadvantages of the information sector in promoting digital transformation

Dominant potential

Technical expertise: Information departments often have the technical knowledge and experience to understand and apply various digital technologies to meet business needs.

System architecture and infrastructure: IT understands the enterprise’s existing system architecture and infrastructure and is able to evaluate and integrate new digital solutions.

Data Management and cybersecurity: The Information sector is able to address important issues such as data management, privacy protection and cybersecurity to ensure the sustainable development of digital transformation.

Inferior potential

Focusing on technology at the expense of business needs: IT departments sometimes tend to focus too much on the technology itself and may neglect business needs and user experience, resulting in digital transformation that fails to truly meet business objectives.

Lack of business process understanding: Information departments may lack a deep understanding of business processes and customer needs, and need to work closely with business units to effectively drive digital transformation. CXO UNION-CXO联盟（cxounion.cn）

Need to coordinate multiple technology vendors: Digital transformation can involve multiple technology vendors, and IT departments need to select, coordinate, and manage suppliers, adding complexity and challenges.

(2) Advantages and disadvantages of business units in promoting digital transformation

Dominant potential

In-depth understanding of business needs: Business units understand the specific business needs and pain points of the enterprise, and can combine digital technologies with business needs to drive the feasibility and effectiveness of digital transformation.

Delivering business processes and user experiences: Business units are able to provide a deep understanding of business processes and customer needs, ensuring that digital transformation leads to real business improvements.

Drive cross-functional collaboration: Business units often play a coordinating and communication role, facilitating collaboration between different departments to ensure the smooth implementation of digital transformation projects. CXO UNION-CXO联盟（cxounion.cn）

Inferior potential

Lack of necessary technical knowledge and resources: Business units may lack expertise and resources when IT comes to technology and need to work with IT or other technical teams to achieve digital transformation.

Balance of Business objectives and technology: In pursuing business objectives, business units need to balance with technology teams to ensure that digital solutions meet business needs while being sustainable and technically feasible.

Lack of global perspective: Business units may be more focused on their own business needs, lack a global view of the entire enterprise digital transformation strategy, and need to collaborate with other departments.

To sum up, both the information sector and the business sector have advantages and disadvantages in driving digital transformation efforts. The best choice depends on the organizational structure, resource allocation and teamwork mechanism within the enterprise. In general, IT and business departments should work closely together to drive digital transformation, leveraging their respective expertise and functions to achieve digital transformation goals.

Third, whether the leader should understand technology

This is a combination of teacher Guo Zhaohui’s thinking and point of view, that is, should leaders understand technology? In Mr. Guo’s view, leaders do not have to understand the technology itself, but they must have technical common sense in order to identify and guard against big frauds in the field of science and technology. CXO UNION-CXO联盟（cxounion.cn）

In our country, it is very important to identify experts. In the past, some people found that the crime rate of the main leaders of provincial cities was very high, much higher than that of ordinary people. Similarly, the expert academicians are much more deceptive than ordinary scientific and technological personnel. In reality, theoretically advanced technology is often not practical, and practical technology is often not advanced in theory. This phenomenon is not accidental, but inevitable. Because technological success often depends on opportunities, the key to economic success often depends on resource integration and reconstruction.

Don’t be mysterious when it comes to technology. The principle of practical technology is often very simple. However, simple principle is not equal to simple implementation, the difficulty is in the details of implementation. Because every detail can cause the technology to fail. More important: it’s hard for technology to create value. CXO UNION-CXO联盟（cxounion.cn）

From the perspective of creating value, the analysis of a technology should look at three levels of logic: technical logic, business logic, economic logic. A good project often has three characteristics: simple technical logic, perfect business logic, and clever economic logic. If the technologist makes the technical logic very complicated and uses too many new terms, it is often a big lie. That being the case, it is not difficult for leaders to spot big deception.

由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于CIO发展中心；编辑/翻译：CXO UNIONCXO联盟小U。

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