【访谈】华润建材科技董事局主席纪友红：传统制造业如何奔赴“高端化、智能化、绿色化”

2023年12月，华润水泥更名为华润建材科技，旗下田阳基地获得世界经济论坛认证的首家水泥企业灯塔工厂，也是全球建材企业的首家灯塔工厂。新晋的田阳灯塔工厂部署了30多个第四次工业革命技术用例，通过先进分析、自动驾驶和工业物联网，提高了能源、劳动力和设备效率及质量表现。该基地的碳排放降低24%，劳动生产率提升105%，设备非计划停机时间减少56%，质量稳定性提升25%。 CXO UNION-CXO联盟（cxounion.cn）

在本期“灯塔企业高层访谈实录”中，麦肯锡全球董事合伙人侯文皓与华润建材科技董事局主席、执行董事纪友红展开了深度对话，回顾并探讨了全球首家建材灯塔工厂的追光之旅。以下为编辑后的访谈实录。

一、会勇毅追光，也会绿色发展

“我们以为自身在水泥行业中的智能制造水平处于领先地位，但参考灯塔标准后发现仍有很大的提升空间”

侯文皓：首先由衷祝贺华润水泥田阳基地获得世界经济论坛认证的首家水泥企业的灯塔工厂，也是建材企业的首家灯塔工厂。您提到华润水泥的数字化转型需要勇闯深水区，您如何看待田阳灯塔工厂对数字化转型起到的引领作用？

纪友红：五年前，在进行“十三五”中期的战略检讨时，我们发现水泥行业处于平台期。如何持续发展，使传统业务更具竞争力？我们围绕主营业务一是推进产业链延伸，二是进行产业转型升级。数字化转型是产业转型升级的重要方向。在公司的“十四五”战略规划中，我们将“引领数智化转型”列为了公司使命。而引领行业开展数字化转型，也是基业长青的重要基础。田阳工厂在华润水泥的智能制造建设中扮演了重要角色，是我们先试先行的试验田。

我们在2018年启动了田阳全流程智能工厂试点项目。到2020年7月，智能制造的第一期项目成功上线，其中包含12个数字化用例，5G网络升级、工业网络和信息安全等基础配套项目也都正式上线。到2022年，我们上线了30多个数字化用例，并通过数字化转型推动了组织变革，工厂管理运营机制和人员数字化素养得到了极大提升。

侯文皓：在田阳基地的转型追光之旅中，对于哪些瞬间您有着特别深刻的印象？

纪友红：我们印象最深刻的瞬间是，当时我们以为自身在水泥行业中的智能制造水平处于领先地位，但参考灯塔标准后发现仍有很大的提升空间。

另外，在推动智能制造的过程中，我们发现了一些可喜的变化。转型最初的阻力来自管理团队和员工。我们通过不断努力，在财务、运营、可持续、人效等方面不断提升，让干部和员工看到了灯塔工厂的先进性与自身变化，最终也让他们坚定地支持灯塔工厂的工作。 CXO UNION-CXO联盟（cxounion.cn）

侯文皓：2016年我有幸访问田阳基地，当初我们探讨了可替代燃料的应用。7年过去了，我们看到了6种可替代燃料在田阳基地的大规模应用，田阳县的多数生活垃圾都被基地“包干”。另外，我们看到原来的人工柴油矿卡被无人驾驶的电动矿卡取代，这充分说明我们的数字化和智能化正在与可持续发展相辅相生。从水泥和钢铁用能的角度来看，低碳绿色化转型是一个巨大的难题。在这方面，华润做了什么样的表率工作？并计划继续做什么样的工作？

纪友红：众所周知，水泥工业的碳排放占全人类二氧化碳排放总量的7.5%，中国的比例更高，超过了13%。为了履行国家“3060”的庄严承诺，华润水泥也作出了相应的承诺，计划在2025年提前实现碳达峰。在践行双碳工作过程中，最主要的任务是全面推进水泥窑的协同处置。目前华润水泥有城乡生活垃圾、市政污泥和工业危废三种水泥窑协同处置案例，有10个基地开展相关处置工作，一年的总处置能力达到170万吨以上，其中生活垃圾51万吨，污泥接近100万吨，危险废弃物21万吨。在水泥行业中，我们是拥有三类固废处置能力的企业之一。

未来，我们有三方面的工作要做。一是将碳达峰和碳中和工作纳入发展全局，在企业上下树立和贯彻绿色发展理念。其次，我们将继续健全环境管理体系，持续研发环保技术。

二是华润水泥在行业中创造性地提出了“3C”降碳理论，即围绕源头低碳、过程减碳、末端去碳开展降碳实践。其中，源头低碳是指选择低碳原材料；过程减碳即通过提升工艺技术和装备，在这个过程中降低二氧化碳排放和能耗水平；末端去碳指我们正在研发的能够吸收二氧化碳的固碳产品，以便重新固化二氧化碳。围绕这个目标，我们推动“3C”降碳理论实践，目前取得了一些成效。在过去两年里，我们的综合能耗降低超过了7~8公斤（标准煤耗），二氧化碳强度与2020年相比下降了2%。

三是围绕“双碳”领域、新能源材料领域，探索低碳水泥、绝热保温材料、光伏产业、高纯石英、球形硅微粉、多晶硅等新材料发展机遇，开辟新赛道。 CXO UNION-CXO联盟（cxounion.cn）

二、先有统一思想，后有从1到N

“企业数字化转型是个战略问题，不是技术问题，不是可有可无，也不是锦上添花”

侯文皓：在数字化转型中，有些传统观念认为技术改造和管理能带来效益，而数字化转型带来的效益有限。这个过程需要统一思想，改变理念。您是如何通过灯塔工厂的建设来统一思想，并且消除转型中的思想障碍？

纪友红：技改确实可“迅速见效”，投入后能迅速改善各项运营指标，但存在无法突破的“同质化天花板”。大家都可以通过资金投入和技改达到相同效率，却无法形成差异化竞争力。

“数字”与“精益”的深度融合，打造的是长期效益提升的螺旋曲线。数字化转型带来的效益实际上是长期螺旋上升的曲线。在数字化与管理、生产、运营深度融合过程中，通过“数字”与“精益”的融合碰撞逐渐释放出来。打破理念思维障碍，既需要在思想上统一，也需要在管理上加持，更需要在效益结果上得到展示。

思想统一：我们需要在内部统一一个重要认识——企业数字化转型是个战略问题，不是技术问题，不是可有可无，也不是锦上添花，而是对企业经营的全方位改善，是企业实现追赶和超越的发展方式。企业数字化转型需要有一张蓝图绘到底的战略定力，也需要长期的战略执行力。 CXO UNION-CXO联盟（cxounion.cn）

管理加持：战略方向的驱动和落实需要管理的不断推动。首先，成立“控股-基地”自上而下的两级数字化转型推进组织，控股为领导小组，基地为工作小组，上下联动推进工作；第二，形成并运作转型工作机制，从专项决策、进度管理、效益追踪、资源协调四个方面保障转型工作进展；第三，健全考核评价机制，引导长短期发展导向；依托水平评价和业绩考核进行长短期转型目标跟踪、评价、反馈、调整，发挥考核评价的促进作用。

效益展示：以“经济效益”为标尺，以“关键领域数字化率”为表尺，“两把尺”共同量化智数价值。从成本降低、效率提升、质量改善、环保水平整体提升多方面量化展示数字化的成效，让管理层和员工都能够意识到数字化的实际价值和隐性价值，真切感受到数字化带来的好处，促进达成上下同欲。

侯文皓：在田阳基地，有一个用例让我印象特别深刻，“设备远程监控诊断和集中智能运维”。该用例已经成功实现了从田阳试点到华润水泥所有生产基地的全面部署。在您看来，华润水泥是如何思考和规划将“田阳灯塔”的最佳实践推广至控股其他基地，实现数字化转型的价值由点及面、从1到N的规模化扩展？

纪友红：打造田阳灯塔工厂不是我们工作的终点，恰恰是一个新的起点。要从单一灯塔工厂出发，打造“灯塔群”，离不开三个要素。

第一，场景是“发力点”。典型场景的选取和价值挖掘尤为重要。例如，“设备智能诊断中心”超越“财务人力共享plus”，成为新一代运维专家能力共享和运维模式转型动作，起源在于水泥行业设备故障预测难、运维成本高、人员效率低、对员工维修技能要求高等行业共性难点。所以，以具备行业共性、控股通性的场景难题切入发力，是后续规模化扩展的第一层基础。

第二，平台是“硬支撑”。先进的IIOT技术架构，以工业互联网平台加速推进融合应用，是智能制造“规模拓展”“全面竞速”时代的“硬支撑”，也是决战加速的“大杀器”。 CXO UNION-CXO联盟（cxounion.cn）

第三，文化是“软实力”。在数字化转型经历由点及面、由1到N的过程后，文化的深层重塑是保持转型成果、实现转型价值的最重要一步。

田阳工厂在这个过程中，发挥了华润水泥数字化规模效益的传播源作用，并且起到了示范作用。基于先进自动化、物联网、人工智能、5G等先进技术打造和部署的35个4IR用例，帮助田阳实现了成本下降、人均水泥产量提升、人效提升、水泥质量提升以及二氧化碳排放强度降低，形成了行业周期下行过程中的新型竞争力，并逐步向资源节约型、环境友好型、可持续发展转变。

我们的先进应用案例和变革成果目前已经逐步推广到华润水泥的35家水泥工厂，这是我们在内部的全面推广应用。同时，基于内部经验形成的智能化应用产品，也在适应性改造之后，对外推广至电力和化学材料两大行业，跨行业共享成果，形成互助生态。 CXO UNION-CXO联盟（cxounion.cn）

三、三大“星”培训，三驾新马车

“‘新员工、新科技、新模式’将成为数字时代拉动三大核心竞争力实现的‘新三驾马车’”

侯文皓：您提过数字化人才培养的“星空、星火、星光”计划，听起来非常有特色。“星空”指对管理人才的数字化素养培养，“星火”指培养智能制造的卓越工程师，“星光”指培养各层级的数字化人才。您如何看待能力建设在数字化转型中的作用？形成了“星空、星火、星光”这一培训体系，是怎么样考虑的？

纪友红：“星空、星火、星光”这一数字素养技能培育体系的设计，考虑了“全面”“分类” “聚焦”三个要素的有机组合。

一是要“全面”。数字素养是个“全员工程”，“数字员工”一个都不能少。所以培育既要覆盖数字化转型的“引领者”，即各业务单位的“一把手”，也要覆盖“建设者”，即直接参与智能制造的各单位的设备、质量、电气、矿山等智能制造相关岗位人员，还要覆盖“支持者”，即智数条线各层级（总部、大区、基地）专业人才，以及其他专业条线相关人才。

二是要“分类”。“引领者”“建设者”和“支持者”在推进数字化转型中的角色不同，需要的能力和培养的方式也各有差异。“引领者”作为“变革的头雁”，需要的是数字化认知和数字化领导力，在扩展视野的基础上，通过标杆调研、座谈研讨凝聚变革共识。“建设者”作为“中坚力量”，需要的是数字化执行力，在夯实知识的基础上，结合项目提升解决问题的能力，以达到知行合一。“支持者”作为“专业力量”，需要的是强大的专业素养和业务理解能力，在常规培训的手段之外，还结合专题讲座、现场学习、会议团建等多种方式作为补充支撑。 CXO UNION-CXO联盟（cxounion.cn）

三是要“聚焦”。要清晰地认识当期数字化转型的焦点。比如我们“十四五”前中期的转型焦点是“智能制造”，所以“星空、星火、星光”三个班的授课就都聚焦在“智造”。这种聚焦不仅体现在三个班的主线课程上，也基于转型的实际推进情况进行灵活补充。比如，结合敏捷工作模式的引入，开展了“星火班-数字化转译员”专项，选育一批既可以为技术人员阐明业务需求，又可为业务人员解读技术洞见的“IT&OT”（信息和运营融合）复合型人才。

侯文皓：我们正处于同质化竞争激烈的行业，华润水泥从传统水泥企业转向现代化建材企业是不二之选。在这个过程中，我们是否在探讨新材料、新能源、新科技的导入，以形成第二增长曲线？另外，我们如何通过这些方法提高核心竞争力？

纪友红：如果说华润水泥的三大核心竞争能力是“系统成本最低、区域市场领先、创新驱动发展”，那么“新员工、新科技、新模式”将成为数字时代拉动三大核心竞争力实现的“新三驾马车”。“新员工”，即具备数字素养的全员“数字员工”；“新科技”，既包括新科技的内化应用，也包括新科技的创造；“新模式”，应用数字技术的决策模式、管理模式、运营模式、生意模式。

纪友红：“志之所趋，无远弗届”。制造业对于“高端化、智能化、绿色化”的奔赴，无法阻挡。制造人对于数字化转型的追求无比坚定，也必将为此付诸全力。 CXO UNION-CXO联盟（cxounion.cn）

访谈嘉宾：纪友红，华润建材科技董事局主席、执行董事

翻译：

Ji Youhong, Chairman of the Board of Directors of China Resources Building Materials Technology: How the traditional manufacturing industry rushed to “high-end, intelligent, green”

In December 2023, China Resources Cement changed its name to China Resources Building Materials Technology, and its Tianyang base was the first cement enterprise lighthouse factory certified by the World Economic Forum, and also the first lighthouse factory for building materials enterprises in the world. The new Tianyang Lighthouse facility deploys more than 30 Fourth Industrial Revolution technology use cases to improve energy, workforce and equipment efficiency and quality performance through advanced analytics, autonomous driving and industrial iot. The site reduced carbon emissions by 24%, increased labor productivity by 105%, reduced unplanned equipment downtime by 56%, and improved quality stability by 25%.

In this issue of the “Lighthouse Business Executive Interview Record”, McKinsey Global Managing Partner Hou Wenhao and China Resources Building Materials Technology Board Chairman and executive director Ji Youhong launched an in-depth dialogue, review and discuss the world’s first building materials lighthouse factory journey. The following is an edited transcript of the interview.

1. Will be brave and Yi light, but also green development

“We thought we were leading the way in smart manufacturing in the cement industry, but after referring to the lighthouse standard, we found that there is still a lot of room for improvement.” CXO UNION-CXO联盟（cxounion.cn）

Hou Wenhao: First of all, sincere congratulations to CR Cement Tianyang Base for obtaining the World Economic Forum certification of the first cement company’s lighthouse factory, but also the first building materials company’s lighthouse factory. You mentioned that the digital transformation of China Resources Cement needs to venture into the deep water zone. How do you see the leading role of Tianyang Lighthouse factory in digital transformation?

Ji Youhong: Five years ago, in the middle of the “13th Five-Year Plan” strategic review, we found that the cement industry was in a plateau. How to continue to develop and make traditional businesses more competitive? We focus on the main business, one is to promote the extension of the industrial chain, and the other is to carry out industrial transformation and upgrading. Digital transformation is an important direction of industrial transformation and upgrading. In the company’s “14th Five-Year” strategic plan, we listed “leading the transformation of digital intelligence” as the company’s mission. Leading the industry to carry out digital transformation is also an important foundation for the long-term development of the industry. The Tianyang plant plays an important role in the intelligent manufacturing construction of CR Cement, and is our first trial field.

We launched the Tianyang full-process Smart Factory pilot project in 2018. By July 2020, the first phase of the intelligent manufacturing project has been successfully launched, including 12 digital use cases, and basic supporting projects such as 5G network upgrade, industrial network and information security have also been officially launched. By 2022, we have more than 30 digital use cases online and have driven organizational change through digital transformation, greatly improving the plant management operation mechanism and the digital literacy of people.

Hou Wenhao: In the transformation of Tianyang base light chase tour, what moments have you been particularly impressed?

Ji Youhong: Our most impressive moment is that we thought we were in a leading position in the intelligent manufacturing level of the cement industry, but after referring to the lighthouse standard, we found that there is still a lot of room for improvement.

In addition, in the process of promoting intelligent manufacturing, we have found some welcome changes. The initial resistance to the transition came from the management team and employees. Through continuous efforts, we continue to improve in finance, operation, sustainability, human efficiency and other aspects, so that cadres and employees see the advanced nature of the lighthouse factory and their own changes, and ultimately let them firmly support the work of the lighthouse factory.

Hou Wenhao: I had the opportunity to visit the Tianyang Base in 2016, when we discussed the application of alternative fuels. Seven years later, we have seen the large-scale application of six alternative fuels in Tianyang Base, and most of the domestic waste in Tianyang County is “contracted” by the base. In addition, we have seen the original artificial diesel mining cards replaced by driverless electric mining cards, which fully demonstrates that our digitalization and intelligence are going hand in hand with sustainable development. From the perspective of cement and steel energy use, the low-carbon green transition is a huge problem. In this regard, what kind of exemplary work has China Resources done? What kind of work do you plan to continue doing?

Ji Youhong: As we all know, the carbon emissions of the cement industry account for 7.5% of the total carbon dioxide emissions of mankind, and the proportion of China is even higher, more than 13%. In order to fulfill the solemn commitment of the national “3060”, China Resources Cement has also made corresponding commitments and plans to achieve carbon peak in 2025. In the process of implementing the dual-carbon work, the most important task is to comprehensively promote the collaborative disposal of cement kilns. At present, CR Cement has three kinds of cement kiln collaborative disposal cases of urban and rural domestic waste, municipal sludge and industrial hazardous waste, and 10 bases carry out relevant disposal work, with a total disposal capacity of more than 1.7 million tons a year, including 510,000 tons of domestic waste, nearly 1 million tons of sludge and 210,000 tons of hazardous waste. In the cement industry, we are one of the companies with three types of solid waste disposal capabilities. CXO UNION-CXO联盟（cxounion.cn）

In the future, we have three aspects of work to do. First, the work of carbon peaking and carbon neutrality is integrated into the overall development, and the concept of green development is established and implemented at the enterprise level. Secondly, we will continue to improve our environmental management system and continue to develop environmental protection technologies.

Second, China Resources Cement creatively proposed the “3C” carbon reduction theory in the industry, that is, to carry out carbon reduction practice around source low-carbon, process carbon reduction, and end carbon removal. Among them, the source of low-carbon refers to the selection of low-carbon raw materials; Process carbon reduction means to reduce carbon dioxide emissions and energy consumption in the process by improving process technology and equipment; Terminal decarbonization refers to carbon sequestration products that we are developing that absorb carbon dioxide in order to re-cure carbon dioxide. Around this goal, we have promoted the practice of “3C” carbon reduction theory, and some results have been achieved. In the last two years, our combined energy consumption has been reduced by more than 7-8 kg (standard coal consumption) and CO2 intensity has been reduced by 2% compared to 2020.

The third is to focus on the “double carbon” field and the field of new energy materials, explore the development opportunities of low-carbon cement, thermal insulation materials, photovoltaic industry, high-purity quartz, spherical silicon powder, polysilicon and other new materials, and open up a new track. CXO UNION-CXO联盟（cxounion.cn）

2. There is unity of thought first, and then from 1 to N

“Enterprise digital transformation is a strategic issue, not a technical issue, not optional, not a cherry on top”

Hou Wenhao: In digital transformation, some traditional ideas believe that technological transformation and management can bring benefits, but the benefits brought by digital transformation are limited. This process requires unity of thought and change of ideas. How did you unify your thinking through the construction of the lighthouse factory and remove the ideological barriers in the transition?

Ji Youhong: It is true that technical reform can be “quickly effective”, and various operational indicators can be rapidly improved after investment, but there is a “homogenization ceiling” that cannot be broken through. Everyone can achieve the same efficiency through capital investment and technological innovation, but can not form differentiated competitiveness.

The deep integration of “digital” and “lean” creates a spiral curve of long-term benefit improvement. The benefits of digital transformation are actually a long-term spiral. In the process of the deep integration of digitalization and management, production and operation, it is gradually released through the fusion collision of “digital” and “lean”. To break the barrier of thinking, it is necessary to unify the thought, to support the management, and to show the benefit results.

Unity of thought: We need to unify an important understanding in the internal – enterprise digital transformation is a strategic issue, not a technical issue, not optional, not icing on the cake, but an all-round improvement of enterprise management, is the development mode of enterprises to catch up and surpass. Enterprise digital transformation requires a blueprint to draw the strategic focus to the end, but also needs long-term strategic execution.

Management blessing: The drive and implementation of strategic direction require the continuous promotion of management. First of all, the establishment of a “holding-base” top-down two-level digital transformation promotion organization, holding as the leading group, the base as the working group, the upper and lower linkage to promote work; Second, form and operate the transformation mechanism to ensure the progress of transformation from four aspects: special decision-making, progress management, benefit tracking and resource coordination; Third, improve the assessment and evaluation mechanism to guide long-term and short-term development; Rely on the level evaluation and performance evaluation to track, evaluate, feedback and adjust the long-term and short-term transformation goals, and give play to the promotion role of evaluation.

Benefit display: Take “economic benefit” as the yardstick, take “digitalization rate in key fields” as the yardstick, and “two yardsticks” jointly quantify the value of intellectual data. From the aspects of cost reduction, efficiency improvement, quality improvement, and overall improvement of environmental protection level, the effectiveness of digitalization is quantified, so that management and employees can be aware of the actual value and hidden value of digitalization, and truly feel the benefits brought by digitalization, and promote the realization of the same desire.

Hou Wenhao: In the Tianyang base, there is a use case that impresses me particularly, “remote monitoring and diagnosis of equipment and centralized intelligent operation and maintenance”. The use case has been successfully implemented across all production sites from the Tianyang pilot to CR Cement. In your opinion, how does China Resources Cement think and plan to promote the best practices of “Tianyang Lighthouse” to other holding bases, and realize the scale expansion of the value of digital transformation from point to point and from 1 to N? CXO UNION-CXO联盟（cxounion.cn）

Ji Youhong: Building Tianyang Lighthouse Factory is not the end of our work, but a new starting point. Starting from a single lighthouse factory, building a “lighthouse group” is inseparable from three elements.

First, the scene is the “power point”. The selection and value mining of typical scenes are particularly important. For example, “equipment intelligent diagnosis center” beyond the “financial manpower sharing plus”, become a new generation of operation and maintenance expert ability sharing and operation and maintenance mode transformation action, the origin of the cement industry equipment failure prediction is difficult, high operation and maintenance costs, low personnel efficiency, high requirements for staff maintenance skills industry common difficulties. Therefore, to have industry commonalities, holding common scene problems cut into the force, is the first layer of the subsequent scale expansion foundation.

Second, the platform is “hard support”. The advanced IIOT technology architecture, accelerating the integration of applications with the industrial Internet platform, is the “hard support” of the era of “scale expansion” and “comprehensive racing” of intelligent manufacturing, and is also the “big kill” of decisive acceleration.

Third, culture is “soft power”. After the process of digital transformation from point to point and from 1 to N, the deep reshaping of culture is the most important step to maintain the transformation results and realize the transformation value.

In this process, the Tianyang plant has played the role of the dissemination source of China Resources Cement’s digital scale benefits and has played a demonstration role. 35 4IR use cases created and deployed based on advanced technologies such as advanced automation, Internet of Things, artificial intelligence and 5G have helped Tianyang achieve cost reduction, per capita cement production increase, human efficiency improvement, cement quality improvement and carbon dioxide emission intensity reduction, forming a new competitiveness in the downward process of the industry cycle. And gradually to resource-saving, environmentally friendly, sustainable development transformation.

Our advanced application cases and reform results have been gradually promoted to 35 cement factories of China Resources Cement, which is our comprehensive promotion and application in the internal. At the same time, the intelligent application products formed based on internal experience are also promoted to the two major industries of electric power and chemical materials after adaptive transformation, sharing results across industries and forming a mutual aid ecology.

3. Three “star” training, three new carriage

“‘ New employees, new technologies, new models’ will become the ‘new troika’ driving the realization of the three core competencies in the digital era.” CXO UNION-CXO联盟（cxounion.cn）

Hou Wenhao: You mentioned the “star, spark, star” program for digital talent training, which sounds very distinctive. “Starry Sky” refers to the training of digital literacy of management talents, “Spark” refers to the training of excellent engineers of intelligent manufacturing, and “Star” refers to the training of digital talents at all levels. How do you see the role of capacity building in digital transformation? Formed the “star, spark, star” this training system, is how to consider?

Ji Youhong: The design of the digital literacy skills cultivation system of “starry sky, spark and starlight” considers the organic combination of the three elements of “comprehensive”, “classification” and “focus”.

First, it should be comprehensive. Digital literacy is a “full staff project”, “digital employees” can not be less. Therefore, the cultivation should cover not only the “leader” of digital transformation, that is, the “leader” of each business unit, but also the “builder”, that is, the equipment, quality, electrical, mining and other intelligent manufacturing related positions of each unit directly involved in intelligent manufacturing, but also the “supporter”, that is, the professional talents at all levels (headquarters, regions, bases) of the intelligent several lines. And other professional line related talents.

The second is to “classify”. The roles of “leaders”, “builders” and “supporters” in advancing digital transformation are different, and the capabilities required and the way they are cultivated are also different. As the “head goose of change”, the “leader” needs digital cognition and digital leadership, and builds consensus on change through benchmarking research and discussion on the basis of expanding their vision. “Builders” as the “backbone”, need digital execution, on the basis of consolidating knowledge, combined with projects to improve the ability to solve problems, in order to achieve the unity of knowledge and action. As a “professional force”, “supporters” need strong professional quality and business understanding ability, in addition to regular training means, but also combined with special lectures, on-site learning, conference group construction and other ways as supplementary support. CXO UNION-CXO联盟（cxounion.cn）

The third is “focus”. Have a clear understanding of the current focus of digital transformation. For example, the focus of our transformation before and during the “14th Five-Year Plan” is “intelligent manufacturing”, so the classes of “starry sky, spark, star” are focused on “intelligent manufacturing”. This focus is not only reflected in the main course of the three classes, but also flexibly supplemented based on the actual progress of the transformation. For example, combined with the introduction of agile work mode, a special project of “Spark Class – Digital Translator” was carried out to select a group of “IT&OT” (information and operation integration) interdisciplinary talents who can clarify business needs for technical personnel and interpret technical insights for business personnel. CXO UNION-CXO联盟（cxounion.cn）

Hou Wenhao: We are in a homogenized and competitive industry. It is the best choice for CR Cement to turn from a traditional cement enterprise to a modern building materials enterprise. In this process, are we exploring the introduction of new materials, new energy, and new technologies to form a second growth curve? In addition, how can we improve our core competitiveness through these methods?

Ji Youhong: If the three core competitive capabilities of CR Cement are “lowest system cost, leading regional market, and innovation-driven development”, then “new employees, new technologies, and new models” will become the “new three chariots” driving the realization of the three core competitiveness in the digital era. “New employees”, that is, all digital employees with digital literacy; “New technology” includes both the internalized application of new technology and the creation of new technology; “New model”, the application of digital technology decision-making model, management model, operation model, business model. CXO UNION-CXO联盟（cxounion.cn）

Ji Youhong: “The direction of ambition, no far”. The rush of manufacturing for “high-end, intelligent and green” cannot be stopped. Manufacturers are determined in their pursuit of digital transformation and will devote all their efforts to it.

Interviewee: Ji Youhong, Chairman of the Board and Executive Director of China Resources Building Materials Technology

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于MeKinsey；编辑/翻译：CXO UNIONCXO联盟小U。

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