【CXO观点】海尔租赁CTO薛冬：租赁公司如何数字化转型

近几年比较火的词是数字化和数字化转型，各行各业都纷纷加入了数字化转型的大军。融资租赁行业作为服务实体经济的重要金融机构，在数字化转型方面也不能落后。下面我们就海尔近几年的实操以及对数字化的一些理解和体会跟大家做一个分享和交流。

本次分享的主题主要包括四个方面，第一个是海尔租赁的简介和科技在公司内部的战略定位，第二部分和大家分享一下我们对数字化和数字化转型的理解，第三部分是融资租赁公司数字化转型的体系介绍，第四部分是实际落地的业务架构和技术架构支撑。

一、海尔租赁的简介和科技在公司内部的战略定位

首先做一下海尔融资租赁公司的介绍。海尔融资租赁脱胎于海尔金控，海尔金控是海尔集团旗下互联网共享金融平台，秉承着海尔人单合一模式，致力于成为产业里面最懂金融的，金融里面最懂产业的，走出一条产业投行的差异化之路。在产业投行模式的引领下，海尔融资租赁从成立之初就坚持“为产业而金融”的经营理念，践行服务实体经济，服务真实产业，坚持不做政府平台，不做融资通道。

海尔融资租赁重视行业，深度构建产业生态圈，朝着符合产业升级的方向积极布局，明确行业选择的导向原则，在赛道选择上也始终坚持行研先行，先有产业的理解，再有金融的服务。

目前服务的领域深度聚焦在智能制造、医疗健康、农牧食品、教育文化和小微金融等领域，海尔融资租赁主要的发展模式是依托产业链或价值链以构建良性的产业生态为过程，以提升产业运营效率、促进产业转型升级、实现产业可持续发展为目的的金融服务，并通过生态化、科技化、投行化建立行业竞争优势，实现产融结合。随着科技对推动经济发展作用的日益突出，海尔融资租赁近几年也在持续发力科技创新，坚持走“场景+金融+科技”的发展路径，向内实现管理数字化，向外赋能业务数字化，通过构建产业垂直场景的生态圈，运用“SaaS+IoT+AI”的模式组合创新金融服务，打造场景生态体系，实现对“产业金融服务+产业运营”的双轮赋能。

我们发力的重点方向主要在两个方面，一是重点加大应用层面的工具投入，包括财报自动识别分析、银行流水分析、报告自动生成等；二是构建校联网、融保通等服务场景，将“B2B平台+SaaS+AI”与融资租赁业务相结合，通过数据连通实现产业闭环与资金闭环，完成主体信用到数据信用的升级，为企业建立信用记录，帮助小微企业摆脱融资难、融资贵的困境。另外通过科技手段打造大数据风控，智能化风控能力也有助于自身在业务纵深度上进一步下沉，建立在相关领域的门槛和壁垒。

二、海尔租赁对数字化和数字化转型的理解

那下面我们介绍一下什么是数字化转型。在介绍什么是数字化转型之前，我们先看一下什么是数字化，其实数字化是将现实存在的事物转化为可量化的数据，再以数据为基础，建立数字化模型，将其转变为二进制代码，然后引入计算机内部进行统一的处理。

那信息化和数字化的核心差别在哪呢？信息化其实主要是物理世界的支撑和辅助工具；同时人类的大部分活动都在物理世界中完成，少量的行为借助信息化提升效率；信息化是帮助完成物理世界的流程数据，是流程过程中的副产品。数字化其实是利用数字化技术将物理世界完全重构的数字化世界；人类大部分的活动及交互都是在数字化世界中进行的，少量活动回到物理世界中去指挥设备和机器完成；然后数据是物理世界数字化世界的投影，是一切的基础。

那简单举个例子，就是我们怎么样去理解数字化和信息化的这个差距。可以拿我们日常OA办公来举例，就是大家日常在做OA系统的流程里面，是不是所有的事项在决策之前都是员工事先和各位领导达成一致，然后再回到系统来，走一个合规流程，其实这就是一个典型的信息化场景，数据不真实的反映物理世界的这个进度，其实决策已经做好了，数据是一个之后的过程。

那数字化呢，举个例子，如果各位业财一体做的特别好的话，对于收款核销功能能够做到自动核销一体化、业财一体化的话，那么业务做完核销之后，完成向财务进行的支账过程，应用科目会自动调节，不再需要财务线下手工支账，那么这个环节在某种意义上就完成了数字化。

那如果说对这块大家没有理解的话，可以去想一下在用滴滴打车这个过程，其实当大家线下看到一辆车并不能直接打，而是需要通过APP去叫车，同时呢，是不是看到的这辆车也不是线下决定的，而是线上决定的，所以只是上车这个动作是在线下完成，这个过程如果完成了，其实我们就完成了数字化。

企业转型是指企业通过对业务和管理进行结构性变革，获取经营绩效的改观。转型具有系统性、跨越性、阶段性等特点，往往自上而下，涉及观念、组织、流程、人员能力等一系列变革，依赖经验和直觉的方式已经无法奏效，而是需要一套科学的方法论。

那么什么是数字化转型呢？其实数字化转型是由数字化和企业转型组成的。这个企业转型核心是通过结构性的变革，涉及企业的观念、组织流程、人员能力等一系列的这个变革过程，那整体数字化转型也就是由我们看得到的数字化，也就是涉及到我们的商业模式、经营决策和作业方式的改变，这是看得到的，那在看不到之下呢，其实就是转型，也就是涉及到我们的组织模式、企业文化、业务流程的变革，所以数字化转型的本质是转型手段和路径的数字化，最终的目标是实现我们企业的成功。

那么为什么要进行数字化转型呢？我们认为数字化转型能给企业带来三方面的价值，最核心的一个其实就是提升企业的应变能力。公司战略的现代含义是“一系列或整套的决策或行动方式”，应变性是其中的特点之一。因为数字化提升了企业信息传输的速度和方式，也就直接的提升了我们企业的竞争力。这部分有兴趣的朋友可以去知乎上搜一下《人类第一场数字化战争及其启示》，是关于俄乌战争数字化应用的，其实很好的给大家阐述了数字化在提升应变能力方面的价值。

第二方面其实是通过对大数据、人工智能等技术的应用，能够沉淀企业的专业能力，从某些方面降低对某个人或某类人的绝对依赖，所以第二块我们做数字化，核心是为了沉淀我们的专业能力。

第三方面的作用才是降本增效，通过RPA、人工智能、流程自动化等降低重复操作，提升运营效率，为企业创新提供一些基础，降本增效是我们在这个过程中的一个副产品。

所以企业在数字化转型的时候首先要注重的是提升企业的应变能力，然后其次是我们的能力沉淀，最后才是操作的降本增效。

三、融资租赁公司数字化转型的体系介绍

上面我们在讲数字化转型的时候讲到了数字化是由看得见的技术和看不见的转型体系组成的。下面我们就说一下租赁公司在数字化转型的一些体系。

首先我们先说一下数字化转型的过程。对于大多数要数字化转型的租赁公司来说，一般数字化分为三个阶段，即信息化、数字化和智能化，前面我们在讲数字化的时候说了数字化与信息化的核心区别，对于数字化又有这么多优势，我们的租赁公司能不能直接跨过信息化达到数字化，其实这个过程是很难的。对于租赁公司来说，业务本身复杂度非常高，IT建设这个周期又会比较长，很难直接完成一个统一的数字化平台，那什么是统一的数字化平台，后面我会有一些介绍。

第二个就是企业自身的组织能力和数字化人才供给不足，需要我们先按照信息化的方式完成系统在全面性上的铺设，在这时呢，我们每个系统的建设基本都是以单点的管理提效为前提的，先保障业务跑通，在这个过程中同步进行公司数字化转型人才的培养，提升公司提炼数字化转型体系和方法论的能力，同时先把业务数据化，也就是先让业务上线。在进入数字化转型阶段之后，我们需要对信息化下的数据进行治理，赋予数据业务含义，将数据业务化，同时我们是能力拉通，从烟囱转变为平台，打破部门间的壁垒、数据间的壁垒，实现跨部门的系统应用，实现数据互联。最后进入智能化阶段，通过对数据的积累、与AI和云计算结合完成“业务+数据”的智能化转型。

　　我们总结为三个阶段的特点，三个阶段其实并不是相互独立的，而是你中有我、我中有你这样一个循序渐进的过程。大家可以参照一下各自现在在数字化转型属于哪个阶段，对于已经完成了信息化初步建设的过程，真正准备开始做数字化转型，那就要开始着手在体系工作的支撑上。

　　那体系工作支撑主要包括三方面，一方面是数字化转型的愿景、蓝图的规划，思考未来数字化会给行业、给企业带来哪些变化，制定有前瞻性的战略规划，并把数字化纳入到公司整体的规划中去；第二部分就是我们的变革体系，整个数字化在落地的过程中，项目变革最大的挑战来自于人和观念意识的转变，所以需要建立相应的数字化体系为数字化项目落地保驾护航，这其中重要的是一把手工程，需要在其中长期平衡的能力建设、项目落地带来的组织变革和眼下业务增长、人员能力匹配之间的均衡；第三方面，落地的产品迭代，就是落地方面的产品迭代对于科技产品经理的要求比较高，因为由原来的去“做功能”转变为“做服务”，做产品的转型，让业务和数据有机的结合起来。

四、实际落地的业务架构和技术架构支撑

最后一部分给大家介绍一下数字化转型的架构，首先想要实现全面的数字化转型目标，需要建设业务中台和数据中台，让业务可以依托平台去开展。

首先先说业务中台，其核心就是按照微服务架构体系进行业务建模，打造业务模块，最终实现能力上的互用，让构建新业务成本更低。第二是数据打通，打破各个烟囱系统之间的数据壁垒，让数据流通起来。第三个是通过解偶的服务对每个服务能够有迭代的能力，保证平台能够跟得上业务的发展需要。

另外一方面，就是我们的数据中台，对外通过客户数据的收集可以让我们更了解客户，知道客户在哪，有什么样的需求；对内可以让我们更了解自己，知道自身的问题在哪。

具体来说，业务中台的核心应用架构是贷前对我们客户和客户经理管理和数据的采集，包括营销管理、客户信息和客户资料，保证客户的主数据归口。贷中是我们的核心业务流程，包括核心的销售机会、尽调授信的签约付款，保证我们的核心流程时效，底层我们有统一的额度管理、方案管理、档案管理、合同管理以及报价管理，能够支撑我们在上端业务层面的快速调整和组合。

贷后主要是我们的运营管理、资金管理和资产管理，运营管理主要是解决客户服务问题，包括客户的自动通知、催收核销、开票结清、租后变更等等事项；资产管理主要解决的是资产质量问题，保证我们的资产安全，包括我们的资产巡视、逾期催收、资产处置和租赁物管理；资金财务解决的是财务会计、管理会计和流动性问题。从前到后都是按照微服务的架构去完成模块搭建，做到了核心作业层的数字化，再往下是为了支撑我们的业务搭建的，从经营层面的业务预算，到人力资源规划，到绩效考核。

现在产业金融已经实现了核心作业层的全面线上化、智能化作业，同时在工作中我们还通过AI视觉识别、背调报告自动生成等多种工具完成在作业过程中的提效，在经营层面我们通过经营管理和绩效核算方面的大数据和BI，完成了全过程自动化的绩效考核，极大的提升了经营管理效率，在最上层我们通过BI报表体系、搭建驾驶舱及时查询和专家分析报表，保证了不同层次在做决策和行动过程中的数据诉求。

另外一方面是我们的数据架构体系，我们通过多维的数据融合建立数据模型，并通过决策引擎在业务流程上辅助业务决策。数据中台的架构体系主要包括四层，最底层是我们的数据采集，通过多种手段收集业务需要的数据，我们通过一些外部数据供应商的购买，包括我们做一些爬虫，然后业务在作业过程中通过一些手工录入，包括我们提供的各种识别工具的采集，最后是和我们的核心供应商和合作伙伴去做一些接入，包括IoT设备的数据采集，全部集成到我们中台的数据仓库里面，然后在上层根据不同的业务场景和业务环节去进行数据模型的训练和搭建，最后在应用层去完成我们从前到后、全方位的应用模型，主要包括贷前的辅助获客模型、贷中的风险识别模型和贷后的资产监控模型以及最后的公司运营经营分析模型，为各个环节提供及时和稳定的数据服务。

以上就是整个海尔融资租赁行业数字化转型的介绍。

翻译：

In recent years, the hot word is digitization and digital transformation. All walks of life have joined the army of digital transformation. As an important financial institution serving the real economy, the financial leasing industry should not lag behind in digital transformation. Now let’s share and communicate with you on Haier’s practical operation in recent years and some understanding and experience of digitalization.

The theme of this sharing mainly includes four aspects: the first is the introduction of Haier Leasing and the strategic positioning of technology within the company; the second part is to share with you our understanding of digitalization and digital transformation; the third part is the introduction of the digital transformation system of financial leasing companies; the fourth part is the actual implementation of the business architecture and technical architecture support.

Introduce Haier Financial Leasing Company.

First, let me introduce Haier Financial Leasing Company. Haier Financial Leasing was born out of Haier Financial Holding, which is an Internet sharing financial platform affiliated to Haier Group. Adhering to Haier’s person-order integration mode, Haier Financial Leasing is committed to becoming the most knowledgeable in the industry and the most knowledgeable in the industry in the financial sector, and finding a way of differentiation of industrial investment banks. Under the guidance of the industrial investment bank model, Haier Financial Leasing has adhered to the business philosophy of “finance for industry” since its inception, practiced serving the real economy and the real industry, and insisted on not being a government platform or a financing channel.

Haier Financial Leasing attaches great importance to the industry, deeply builds the industrial ecosystem, actively distributes in the direction of industrial upgrading, makes clear the guiding principle of industry selection, and always adheres to the principle of line research first in the selection of track, with the understanding of industry followed by financial services.

At present, the service fields are deeply focused on intelligent manufacturing, medical health, agriculture, animal husbandry, food, education and culture, small and micro finance, etc. The main development mode of Haier Financial Leasing is to rely on the industrial chain or value chain to build a sound industrial ecology as the process, to improve the efficiency of industrial operation, promote industrial transformation and upgrading, and realize the sustainable development of the industry. And through ecology, science and technology, investment banking to establish industry competitive advantage, to achieve the integration of industry and finance. With the increasingly prominent role of science and technology in promoting economic development, Haier Financial Leasing has been making continuous efforts in scientific and technological innovation in recent years, sticking to the development path of “scene + finance + technology”, realizing the digitalization of management internally and the digitalization of enabling business outward-through the construction of an ecosystem of vertical industrial scenes, and using the mode combination of “SaaS+IoT+AI” to innovate financial services. Create a scene ecological system, and realize the double rounds of “industrial financial service + industrial operation”.

The focus of our efforts is mainly in two aspects. First, we focus on increasing the investment in tools at the application level, including automatic identification and analysis of financial statements, bank current analysis, automatic report generation, etc. Second, the construction of school network, financing and Baotong service scenarios, combining “B2B platform +SaaS+AI” with financial leasing business, through data connectivity to achieve industrial closed loop and capital closed loop, complete the upgrading of subject credit to data credit, establish credit records for enterprises, help small and micro enterprises get rid of financing difficulties and expensive. In addition, by means of science and technology to build big data risk control, intelligent risk control ability also helps to further sink in the depth of business, establish the threshold and barrier in related fields.

Share with you our understanding of digitalization and digital transformation

So let’s talk about what digital transformation is. Before introducing what digital transformation is, let’s first take a look at what digitalization is. In fact, digitalization is the conversion of real things into quantifiable data, and then on the basis of the data, the establishment of a digital model, the conversion of binary code, and then introduced into the computer for unified processing.

What is the core difference between informatization and digitization? In fact, informatization is mainly a support and auxiliary tool of the physical world; At the same time, most of human activities are completed in the physical world, and a small number of behaviors are improved by informatization. Informationization is the process data that helps complete the physical world and is a byproduct of the process process. In fact, digitization is a digital world that completely reconstructs the physical world using digital technology. Most of human activities and interactions are carried out in the digital world, with a small amount of activities returning to the physical world to direct devices and machines to complete them. And then data is the projection of the physical world into the digital world, the foundation of everything.

A simple example is how we understand the gap between digitization and informatization. Take our daily OA as an example. In the daily OA system process, do employees reach an agreement with leaders before making decisions on all matters, and then go back to the system and follow a compliance process? In fact, this is a typical informatization scenario where data do not truly reflect the progress of the physical world. In fact, the decision has already been made, the data is a later process.

The digital, for example, if you do a particularly good integration of industry and finance, for the collection of verification function can achieve automatic verification integration, integration of industry and finance, then after the completion of the business verification, to complete the financial payment process, application accounts will automatically adjust, no longer need to financial line manual account, So, in a sense, this link is digitized.

If you don’t understand this, you can think about the process of using Didi Dache. In fact, when you see a car offline, you can’t call it directly, but you need to call the car through the APP. At the same time, whether you see the car is not decided offline, but online, so just getting in the car is done offline. If this process is completed, we are actually finished digitizing.

Enterprise transformation refers to the improvement of business performance through structural changes in business and management. The transformation is characterized by systematicness, leapfrog and stage, which is usually top-down and involves a series of changes in concepts, organizations, processes and personnel capabilities. The method relying on experience and intuition can no longer work, but needs a set of scientific methodology.

So what is digital transformation? In fact, digital transformation is composed of digital and enterprise transformation. The core of the enterprise transformation is through structural change, involving the enterprise’s concept, organizational process, personnel ability and a series of changes. The overall digital transformation is the visible digitalization, which involves the change of our business model, business decision and operation mode. It is visible, but it is not visible. In other words, it involves the change of our organizational model, corporate culture and business process. Therefore, the essence of digital transformation is the digitalization of transformation means and paths, and the ultimate goal is to achieve the success of our enterprise.

So why the digital transformation? We believe that digital transformation can bring three aspects of value to enterprises, and the most core one is to improve the adaptability of enterprises. The modern meaning of corporate strategy is “a series or whole set of decisions or actions”, among which adaptation is one of the characteristics. Because digitalization improves the speed and mode of enterprise information transmission, it directly enhances the competitiveness of our enterprises. For those who are interested in this part, please go to Zhihu and search “Mankind’s first digital War and its Enlightenment”, which is about the digital application of the Russia-Ukraine war. In fact, it very well explains the value of digitalization in improving the adaptability.

In fact, the second aspect is that the application of big data, artificial intelligence and other technologies can precipitate the professional ability of enterprises and reduce the absolute dependence on a certain person or a certain kind of people in some aspects. Therefore, the second aspect is that we do digitalization to precipitate our professional ability.

The role of the third party is to reduce cost and increase efficiency. Through RPA, artificial intelligence and process automation, we can reduce repetitive operations, improve operational efficiency and provide some basis for enterprise innovation. Cost reduction and efficiency improvement is a by-product of our process.

Therefore, in the process of digital transformation, enterprises should first pay attention to improving the adaptability of enterprises, then the precipitation of our capacity, and finally the cost reduction and efficiency improvement of operations.

The introduction of the digital transformation system of financial leasing companies

When we talked about digital transformation above, we said that digital is made up of visible technologies and invisible transformation systems. Here’s a look at some of the systems rental companies are using for digital transformation.

First let’s talk about the process of digital transformation. For most leasing companies that want to make digital transformation, digitalization is generally divided into three stages, namely informatization, digitalization and intelligentization. When we talked about digitalization, we mentioned the core differences between digitalization and informatization. For digitalization, there are so many advantages, so it is difficult for our leasing companies to directly go beyond informatization to digitalization. For leasing companies, the complexity of the business itself is very high, and the cycle of IT construction will be relatively long, so it is difficult to directly complete a unified digital platform. What is a unified digital platform? I will introduce some details later.

The second is that the enterprise’s own organizational capacity and the supply of digital talents are insufficient, so we need to complete the comprehensive laying of the system in accordance with the way of informatization. At this time, the construction of each system is basically based on the premise of single point management and efficiency improvement. The first thing is to ensure the business running, and in this process, the company’s digital transformation talents are cultivated simultaneously. Enhance the company’s ability to refine the digital transformation system and methodology, and at the same time digitize the business first, that is, bring the business online first. After entering the phase of digital transformation, we need to govern the data under informatization, endow the data with business meaning, and turn the data into business. Meanwhile, we are able to pull through, transforming from chimney to platform, breaking the barriers between departments and data, realizing cross-department system application, and realizing data interconnection. Finally, it enters the intelligent stage and completes the intelligent transformation of “business + data” through the accumulation of data and the combination of AI and cloud computing.

We summarize the characteristics of three stages. In fact, the three stages are not independent of each other, but a gradual process in which you are involved in me and you are involved in me. You can refer to which stage they belong to in digital transformation. For those who have completed the preliminary construction process of informatization and are really ready to start doing digital transformation, they should start to support the work of the system.

The work support of the system mainly includes three aspects. On the one hand, the planning of the vision and blueprint of digital transformation, thinking about the changes that future digitalization will bring to the industry and enterprises, formulating forward-looking strategic planning, and integrating digitalization into the overall planning of the company; The second part is our reform system. In the whole process of digitization, the biggest challenge of project reform comes from the change of people and ideas, so it is necessary to establish a corresponding digital system to escort the implementation of digital projects, among which the most important is the top project. It is necessary to balance capacity building in the medium and long term, organizational changes brought by project implementation, current business growth and personnel ability matching; Third, product iteration on the ground has high requirements for science and technology product managers, because the original “function” is changed to “service”, product transformation, so that business and data can be organically combined.

The actual implementation of the business architecture and technical architecture support

The last part introduces the architecture of digital transformation. First of all, to achieve the goal of comprehensive digital transformation, it is necessary to build the business center and the data center, so that the business can rely on the platform to carry out.

First of all, business middle Desk, whose core is to conduct business modeling according to the micro-service architecture system, build business modules, and finally achieve interoperability in capabilities, so that the cost of building new businesses is lower. The second is the data through, to break the data barriers between the chimney system, so that the data flow. The third is the ability to iterate on each service through decoupling services, ensuring that the platform can keep up with business needs.

On the other hand, it is our data center, external through customer data collection can let us know more about customers, where customers, what kind of needs; Inside, we can learn more about ourselves and what our problems are.

To be specific, the core application architecture of business middle Desk is the pre-loan management of our customers and account managers and data collection, including marketing management, customer information and customer information, to ensure that the main data of customers are centralized. Loan is our core business process, including the core sales opportunities, due diligence credit contract payment, to ensure that our core process timeliness, bottom we have a unified limit management, program management, file management, contract management and quotation management, can support our rapid adjustment and combination in the upper business level. After the loan is mainly responsible for our operation management, fund management and asset management. The operation management is mainly responsible for solving customer service problems, including automatic notification of customers, collection and cancellation, invoice settlement, post-lease change and so on. The main purpose of asset management is to solve the problem of asset quality and ensure the safety of our assets, including our asset inspection, overdue collection, asset disposal and lease management; Capital finance solves the problems of financial accounting, management accounting and liquidity. From the beginning to the end, modules are built in accordance with the micro-service architecture, achieving the digitalization of the core operation layer. The next step is to support the establishment of our business, from the business budget at the management level, to human resources planning, to performance appraisal.

Now industrial finance has realized comprehensive online and intelligent operations at the core operation level. At the same time, we also use AI visual identification, automatic generation of back report and other tools to improve the efficiency in the operation process. At the business level, we use big data and BI in operation management and performance accounting to complete the automatic performance assessment of the whole process. It has greatly improved the efficiency of operation and management. At the top level, we ensure the data demands of different levels in the process of decision making and action through BI report system, the construction of cockpit and timely inquiry and expert analysis reports.

On the other hand is our data architecture system. We build data models through multi-dimensional data fusion, and assist business decisions through decision engines in business processes. The architecture system of the data center mainly includes four layers. The bottom layer is our data collection, which collects the data needed by the business through various means. We purchase some external data suppliers, including doing some crawlers, and then manually input the business in the process of operation, including the collection of various identification tools provided by us. Finally, we will do some access with our core suppliers and partners, including data acquisition of IoT devices, which will be integrated into our data warehouse in the middle desk. Then we will conduct data model training and construction in the upper level according to different business scenarios and business links. Finally, we will complete the comprehensive application model from front to back in the application layer. It mainly includes the auxiliary customer acquisition model before the loan, the risk identification model during the loan, the asset monitoring model after the loan and the final company operation and management analysis model, providing timely and stable data services for each link.

The above is the introduction of the digital transformation of Haier’s financial leasing industry.

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