【观点】纬创资通高管谈转型成功之路：全域打通、塑造文化与试错精神

本访谈选自麦肯锡DCC Talk系列线上研讨会，收录于《灯塔企业高层访谈实录》第七期：与纬创资通高管面对面

由世界经济论坛牵头并联合麦肯锡开展的全球灯塔网络倡议，代表了当今全球制造业智能制造和数字化的最高水平。入选的“灯塔工厂”也是具有榜样意义的“数字化制造”和“工业化4.0”示范者。

作为纬创资通最大的制造基地，纬创中山积极布局数字化转型，对生产制造链广泛部署工业

受访者：

沈庆尧

纬创资通执行副总经理兼营运架构长

王志宏

纬创资通数位长及资安长

赖育民

纬创资通全球制造总经理

访谈者：

侯文皓

麦肯锡全球董事合伙人，常驻上海分公司

一、价值驱动，打造韧性

Q1：近5年来，我们有幸见证了两家来自纬创的企业加入全球灯塔网络。作为纬创坐落于中国的第二家灯塔工厂，是什么驱动了纬创中山端到端数字化转型的宏伟规划？

纬创资通执行副总经理兼营运架构长沈庆尧：纬创资通作为全球知名的通讯产品的OEM/ODM供应商，整个公司一个大的战略就是着重于高端的产品以及全球的布局。公司必须不断地求新求变，才有能力去面对新的挑战，持续地强化竞争，同时为客户创造价值。因此，创新是我们非常重要的一个核心价值。

同时，我们必须要去平衡各种不同的利益拥有者,并为此重新塑造了企业的愿景，即创新而永续（Sustainability through innovation）。我想，这是我们整体的数字化转型之前所定义的一个核心价值。

为了打造端到端价值链的业务模式，我们的数字化转型项目是以纬创中山工厂作为一个实施场域，配合纬创总部的研发、业务、资源单位，共同协作完成的。CXO UNION-CXO联盟（cxounion.cn）

整个纬创中山的专案即Business 360，分为6大领域，是一个全方位的转型方案，涵盖业务端产能规划上市的时程（B），研发设计的专案规划（R），供应链及采购流程（V），生产规划（M），配送物流（L），售后服务及维修(S)。我们希望通过这个端到端的全方位专案为客户提供最大的价值，这是我们今天分享的一个重点。

数字化转型一定要有它的影响。纬创非常重视数字化转型的影响，引入了完善的飞轮系统评估数字化转型的绩效，最终目标还是以财务的绩效指标作为衡量标准。所以我们致力于提职增效、减费降存以及提高决策速度，所有的决策都必须回归到一个财务的评估指标来衡量它的影响。

Q2：面对国际供应链动荡、通货膨胀、资源和能力匮乏等诸多因素带来的不确定性，纬创中山是如何通过数字化转型打造供应链韧性的？

赖育民：我想韧性最直观的体现就是响应速度和时间，即在每一个环节如何缩短时间。在这里我们分享关键的四点。

第一是多元的供应链，即如何在不同的元器件或者供应商选择上拥有更大的弹性，减少对单一供应商或市场的依赖。这样可以降低供应链中断的风险，并且有能力更灵活地应对供应链变动，这部分需要通过我们与R&D协作达成。

第二是建立合作伙伴关系，以确保供应稳定性。这不仅仅在交易部分，也可以包括长合约、资讯共享和技术合作，要使双方响应一致，能够共同应对市场变化。CXO UNION-CXO联盟（cxounion.cn）

第三是监控和预测。我们建立了供应链监控系统以及预测分析工具来跟踪市场趋势和供应链变化，这样能够及早识别风险和机遇，并做出相应的应对措施。

第四是敏捷的生产和运营模式，包括全供应链端到端的数字化产品、最佳排程、敏捷制造和供应链协同等策略，以确保业务运作的稳定性。

二、灯塔领航，制造追光

Q1：在全球灯塔网络中，中国企业有50家，占比超过1/3。灯塔工厂对中国制造企业从制造走向智造起到了引领作用，也代表着制造业数字化转型的趋势和新标准。透过灯塔之光，我们能够看到中国制造业近年来依托创新推动高质量发展的决心和成果，也可以探索出未来制造业的前行之路。您有什么成功经验可以分享？

纬创资通数位长及资安长王志宏：这里我跟大家分享两点，首先，不要等到知道怎么做才开始做。在2017、2018年，纬创只有 “1.5” 个人知道什么是数字化转型，那时我们就开始做了，虽然学习成本比较高，但是如果等到会了才做，就真的落后太多了。

第二，从最高主管做起。虽然我们说数字化转型项目要有一些财务效应，但是如果主管从一开始就一直强调财务效益、回报年限，我想大家是很难做出来的。比如董事长在和我们谈工业4.0的时候，我大概要花三四个月的时间才可以交卷，然后可能会被批评，再花三四个月才开始实施。只要轮子开始转起来，就会产生变化。CXO UNION-CXO联盟（cxounion.cn）

Q2：对此我深有体会，许多我访谈过的灯塔工厂高管都表示，数字化转型在开始是一个无人区，谁也不知道会做成什么样子，实际上需要一把手下定决心往前探索，允许一些试错。纬创中山在数字化转型及灯塔工厂的打造中遇到过哪些痛点或瓶颈，采取了哪些举措解决？

纬创资通全球制造总经理赖育民：推动工业4.0和数字化转型的过程中难点不少，因为推动数字化转型的深度比较专精，如何结合整个DT(Digital Technology)-IT(Information Technology),让大家能够了解。这里我们主要分享三个痛点及其解决举措，包括技术落后和知识不足、文化和组织变革阻力、数据共享。

第一个举措是Framework（框架）,即要如何落实方法论和采用什么样的数字化技术。在当初推动转型的时候，我们曾经遇到技术落后和内部人员认知不足的问题，可能相关的技术和知识都还没有就绪。于是，我们成立了推动数字化转型的敏捷工作方式，也逐渐通过培训和知识分享的方式让整个的framework可以慢慢跟上。

第二个举措是Teamwork（团队合作），即文化和组织层面的变革。当组织内部面临变革的阻力，我们从包括DTO、CTO、运营委员会到组织的各个面向，top-down（自上而下）推动及支持数字化转型的落地，我们也成立了DnA学院，鼓励内部的文化与组织能够不断为员工整体赋能。例如我们的数据文化三部曲，从RPA、Power BI开始来做，慢慢地大家在上面经营一个社群，不断地去分享敏捷的精神，在分享的过程中，大家的技术也更加精进。接下来是Minitab，可以在数字化转型里帮我们找到一些重要参数，再就是Low-code（低代码）, No-code（无代码）、AI（人工智能）技术。

第三个举措是整合和数据共享。为了解决不同系统之间的数据孤岛问题，我们内部讲“One team, one goal, one platform”,目的是让一个团队有共同的目标，甚至打造一个平台。所以在数据治理方面，我们采用数据管理平台和数据标准来解决这些问题，确保数据的流畅共享。CXO UNION-CXO联盟（cxounion.cn）

三、建设能力，致胜未来

Q1：数字化转型的人才培养是全球制造企业广泛关注的议题。我们看到纬创中山灯塔工厂建立了自己的数字化转型学院，也叫DCC。请问纬创中山是如何通过数字化转型学院进行数字化人才培养的？

纬创资通数位长及资安长王志宏：纬创数字化转型学院（DCC）的人才培养模式是，对于比较新的数字化角色，我们会从内部培养，以提升员工在数字化技术、数据分析、人工智慧等领域的知识和技能。具体包括组织内部的培训课程、专家讲座、在线学习平台等。对于自动化人才等角色，我们可能会从外部寻找，外部的顾问也是很重要的加速转型的一个动力。

我们的数字化转型学院囊括8大不同角色，包括产品经理、转译员、数据工程师、架构师等，未来像AI、Low-code等角色我们希望可以对员工进行技能培训。我们相信，即使初期大家对这些技术还不熟悉，未来也一定会看到成效。

例如，我们在推动RPA (Robotic process automation)学习时，内部有很多质疑，比如省这十分钟有什么用处。但是经过一段时间的推行，有一两千个案例，每个都节省10分钟，突然就有人提出，间接人员成本的每20%里必须有10%来自RPA，这样整体考量下来，大家就有了动力。所以我想，数字化人才的培养不能仅靠外部挖角，还是要靠内部培养起来。CXO UNION-CXO联盟（cxounion.cn）

Q2：作为纬创资通执行副总经理兼营运架构长，您认为企业未来的数字化转型需要首先关注哪些方面？

纬创资通执行副总经理兼营运架构长沈庆尧：在此我想给有志于数字化转型的伙伴们一些建议和经验。第一，所谓的数字化转型一定要先进行数字化，需要公司能够实现数据治理，包括数据萃取和梳理，这是最基本的工作, 如果没有把数据梳理好的话，利用这些数据进行的分析应该是不太好应用的。关键在于以数据为中心的数据梳理和管理。

第二我认为是人才的培养。我们做了很多数字化用例，这些用例需要新的技能、新的观念、新的方法，都离不开人才。不论数量多少，在组织里面必须做好人才的培养工作。

第三，人才培育的背后是文化的塑造。根据我个人的经验，文化塑造是很新的理念，所以如果没有高阶层的主管领导去drive（推动）的话，如果你都只是用基层的bottom up（自下而上），成功的机会不是很大。因为这个题材真的非常新，所以整个文化的塑造过程中，高阶层领导的参与非常重要。

当然，新的技术也很重要，数字化转型也不外乎是一个技术的转变。我常常跟员工分享说，工具改变行为，行为改变竞争力，我想工具的背后就是技术。因为很多技术都不是自己做出来的，所以第三方或外面的一些工具都可以充分应用起来。CXO UNION-CXO联盟（cxounion.cn）

第四，数据安全。有这么多数据，这么多的自动化，如果数据安全没有做好，万一发生外泄，对公司的影响肯定是蛮大的。

数字化转型一定要志存高远，也就是仰望星空，然后再脚踏实地。在我看来，纬创中山的数字化用例既有广度，即涉及到了一些端到端的打通，比方说售后到生产到研发；也非常有高度，我们看到了大量的IoT、AI等先进技术在工业界的应用。更重要的是纬创数字化转型的深度，前面讲到的生产力、客户满意度、客制化、可持续等各个方面的33个数字化用例，都带来了很好的运营指标的改善。

再次感谢纬创资通三位领导与我们面对面，我们非常有收获，祝三位身体健康，工作顺利，纬创资通未来发展得越来越好！

翻译：

This interview is selected from the McKinsey DCC Talk series of webinars.

And is included in the seventh issue of Lighthouse Business Executive Interviews: Face to Face with Wistron executives

The Global Lighthouse Network Initiative, led by the World Economic Forum and conducted in conjunction with Mackenzie, represents the highest level of smart manufacturing and digitalization in the global manufacturing industry today. The selected “Lighthouse Factory” is also a model of “digital manufacturing” and “Industrialization 4.0” demonstration.CXO UNION-CXO联盟（cxounion.cn）

As the largest manufacturing base of Wistron. Wistron Zhongshan actively lays out digital transformation and extensively deploays industries in the manufacturing chain.

Interviewee:

Shen Qingyao

Executive Vice President and Chief Operating Structure Officer, Wistron

Wang Zhihong

Wistron Digital chief and Chief Security Officer

Lai Yumin

General Manager, Global Manufacturing, Wistron

Interviewer:

Hou Wenhao

McKinsey Global Managing Partner, based in Shanghai

Value driven, build resilience

Hou Wenhao: In the past five years. We have been fortunate to witness two companies from Wistron joining the global Lighthouse network. As Wistron’s second lighthouse factory in China, what drives Wistron’s ambitious plan for end-to-end digital transformation?

Shen Qingyao: As a world-renowned OEM/ODM supplier of communication products, Wistron has a big strategy to focus on high-end products and global layout. The company must constantly seek new changes, in order to have the ability to face new challenges, continue to strengthen competition, while creating value for customers. Therefore, innovation is a very important core value for us.CXO UNION-CXO联盟（cxounion.cn）

At the same time, we had to balance different stakeholders. And to that end, we reinvented our vision of Sustainability through innovation. I think this is a core value that was defined before our overall digital transformation.

In order to create an end-to-end value chain business model, our digital transformation projects are carried out in collaboration with the R&D, business and resource units of Wistron headquarters at Wistron Zhongshan Plant as an implementation field.

The entire Wistron Zhongshan project, Business 360, is divided into six areas, which is a comprehensive transformation program, covering the business side capacity planning time to market (B), R & D design project planning (R), supply chain and procurement process (V), production planning (M), distribution logistics (L), after-sales service and maintenance (S). We want to deliver maximum value to our customers through this end-to-end omni-directional project, and this is a focus we are sharing today.

Digital transformation must have an impact.

Wistron attaches great importance to the impact of digital transformation, and has introduced a comprehensive flywheel system to evaluate the performance of digital transformation, with the ultimate goal of using financial performance indicators as a measure. So we are committed to increasing efficiency, reducing costs, reducing savings, and improving the speed of decision-making, all of which must be returned to a financial evaluation metric to measure its impact.

Hou Wenhao: Faced with uncertainties caused by many factors such as international supply chain turbulence, inflation, lack of resources and capacity, how does Wistron Zhongshan build supply chain resilience through digital transformation?CXO UNION-CXO联盟（cxounion.cn）

Lai Yumin: I think the most intuitive manifestation of resilience is the response speed and time, that is, how to shorten the time in each link. Here we share four key points.

The first is a diversified supply chain, that is. How to have greater flexibility in the selection of different components or suppliers. And reduce the dependence on a single supplier or market. This reduces the risk of supply chain disruptions and enables us to respond more flexibly to supply chain changes, in part through our collaboration with R&D.

The second is to build partnerships to ensure supply stability.

This is not just in the trading part, but also in long-term contracts, information sharing and technical cooperation, so that both parties can respond to changes in the market together.

The third is monitoring and forecasting. We have established supply chain monitoring systems and predictive analytics tools to track market trends and supply chain changes, so that risks and opportunities can be identified early and acted upon accordingly.

The fourth is agile production and operation models, including end-to-end digital products, optimal scheduling, agile manufacturing and supply chain collaboration strategies to ensure the stability of business operations.CXO UNION-CXO联盟（cxounion.cn）

Lighthouse pilot, manufacturing light chase

Hou Wenhao: In the global lighthouse network, there are 50 Chinese enterprises, accounting for more than 1/3. The Lighthouse factory has played a leading role in China’s manufacturing enterprises from manufacturing to intelligent manufacturing, and also represents the trend and new standard of digital transformation in manufacturing. Through the light of the lighthouse, we can see the determination and achievements of China’s manufacturing industry in recent years to promote high-quality development through innovation, and we can also explore the way forward for the future manufacturing industry. What success stories do you have to share?

Wang Zhihong: Here I would like to share two points with you. First, don’t wait until you know how to do it. In 2017 and 2018, only “1.5” individuals at Wistron knew what digital transformation was. And we began to do it at that time, although the learning cost was relatively high. But if we waited until the meeting to do it, it was really too far behind.

Second, start at the top.

Although we say that digital transformation projects need to have some financial effect, if the manager has been emphasizing financial efficiency and payback period from the beginning, I think it is difficult for everyone to make it. For example, when the chairman talks with us about Industry 4.0, it will take me about three or four months to hand in the paper, and then I may be criticized, and it will take another three or four months to start the implementation. As soon as the wheel starts to spin, there will be change.

Hou Wenhao: I have a deep experience in this, many of the lighthouse factory executives I interviewed said that digital transformation is a no man’s land at the beginning, no one knows what it will be like, in fact, it needs the determination of the leader to explore and allow some trial and error.

Hou Wenhao: What pain points or bottlenecks have Wistron encountered in the digital transformation and the construction of the lighthouse factory. And what measures have been taken to solve them?CXO UNION-CXO联盟（cxounion.cn）

Lai Yumin: There are many difficulties in the process of promoting industry 4.0 and Digital transformation, because the depth of promoting digital transformation is more specialized, how to combine the whole DT(Digital Technology)-IT(Information Technology), so that everyone can understand. Here we share three main pain points and their solutions, including technological backwardness and insufficient knowledge, resistance to cultural and organizational change, and data sharing.

The first initiative is the Framework, which is how to implement the methodology and what digital technologies to adopt.

When promoting the transformation at the beginning, we once encountered the problem of backward technology and lack of awareness of internal personnel, perhaps the relevant technology and knowledge were not ready. So, we set up an agile way of working to drive digital transformation, and gradually through training and knowledge sharing, the entire framework can slowly catch up.

The second initiative involves Teamwork, or change at the cultural and organizational levels. When the organization is facing resistance to change, we promote and support the implementation of digital transformation from all aspects including DTO, CTO, operating committee and the organization. We also set up DnA Academy to encourage the internal culture and organization to continuously empower the employees as a whole. For example, in our data culture trilogy, starting from RPA and Power BI, we gradually operate a community on the above, constantly sharing the spirit of agility, and in the process of sharing, our technology is also more refined. Next is Minitab, which can help us find some important parameters in digital transformation, and then low-code (Low code), no-code (No code), AI (artificial intelligence) technology.CXO UNION-CXO联盟（cxounion.cn）

The third step is integration and data sharing. In order to solve the problem of data silos between different systems, we internally say “One team, one goal, one platform”, the purpose is to let a team have a common goal, and even build a platform. So in terms of data governance, we use data management platforms and data standards to solve these problems and ensure smooth data sharing.

Build capacity, win the future

Hou Wenhao: Talent training for digital transformation is a topic of wide concern for global manufacturing enterprises. We see that Wistron Zhongshan Lighthouse Factory has established its own digital transformation Academy, also called DCC. How does Wistron Zhongshan train digital talents through the Digital Transformation Academy?

Wang Zhihong: The talent development model of Wistron Digital Transformation Academy (DCC) is that for relatively new digital roles, we will train employees from within to enhance their knowledge and skills in digital technology, data analytics, artificial intelligence and other fields. Specifically, it includes training courses within the organization, expert lectures, online learning platforms, etc. For roles such as automation talent, we may look outside. And external consultants are also an important driver for accelerating transformation.CXO UNION-CXO联盟（cxounion.cn）

Our digital transformation Academy includes 8 different roles, including product manager, translator, data engineer, architect, etc. In the future, we hope to train employees for roles such as AI and Low-code. We believe that even if you are not familiar with these technologies at the beginning, you will see results in the future.

For example, when we were promoting Robotic process automation (RPA) learning

there was a lot of internal questioning, such as what was the use of saving ten minutes. But after a period of implementation, there were a thousand or two thousand cases, each saving 10 minutes, and suddenly someone suggested that 10% of every 20% of indirect personnel costs must come from RPA, so that the overall consideration, everyone has momentum. Therefore, I think that the cultivation of digital talents can not only rely on external poaching, or rely on internal cultivation.

Hou Wenhao: As Executive Vice General Manager and Chief Operating Structure Officer of Wistron, what do you think should be the priority for the future digital transformation of the enterprise?

Shen Qingyao: Here I would like to give some advice and experience to partners who are interested in digital transformation.

First, the so-called digital transformation must be digitized first, and the company needs to be able to achieve data governance, including data extraction and combing, which is the most basic work, if the data is not combed well, the analysis using these data should be not very good application. The key lies in data-centric data sorting and management.CXO UNION-CXO联盟（cxounion.cn）

The second I think is the cultivation of talents. We do a lot of digital use cases that require new skills, new ideas, new approaches, all of which require talent. No matter the number, we must do a good job in the training of talents in the organization.

Third, behind the cultivation of talents is the shaping of culture. In my experience, culture shaping is a very new idea, so if you don’t have a high-level executive to drive, if you’re just using the bottom up, the chances of success are not very good. Because the subject matter is really new, it is important that senior leaders are involved in shaping the whole culture.

Of course, new technologies are also important, and digital transformation is nothing more than a technological shift.

I often share with employees that tools change behavior, behavior changes competitiveness, and I think behind tools is technology. Because many technologies are not made by themselves, some third-party or outside tools can be fully applied.CXO UNION-CXO联盟（cxounion.cn）

Fourth, data security. There is so much data, so much automation, if the data security is not done well, in case of a breach, the impact on the company is certainly quite large.

Hou Wenhao: Digital transformation must aim high, that is, look up at the stars, and then down to earth. In my opinion, Wistron Zhongshan has a wide range of digital use cases, that is, involves some end-to-end connectivity, such as after-sales to production to research and development; It is also very high, we have seen a large number of IoT, AI and other advanced technologies in the industrial application. More importantly, the depth of Wistron’s digital transformation, the 33 digital use cases mentioned above in various aspects of productivity, customer satisfaction, customization, sustainability, etc., have brought good operational indicators improvement.

Thanks again to the three leaders of Wistron for meeting us face to face. We have learned a lot. I wish the three good health and smooth work.

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