摘要

这是企业数字化转型最佳实践的第二篇文章，主要讨论了企业数字化转型的又一项关键能力 — 构建数据驱动的组织能力。

数字化转型涉及到技术、人员和创新，需要逐步改变传统商业模式以适应数字化时代的需求。组织和文化的变革是数字化转型的关键，需要渐进地提升和拉齐全体成员的认知和协作敏捷性。

我为你总结了驱动数字化转型的组织能力的五个方法，包括逆向导师制、选择正确的数字化组织结构、建立卓越数字化中心、设置首席数字官的角色和建立数字化人才库和文化。

这些方法有助于企业在数字化转型中取得成功。

此前我们讨论过企业在数字化转型的大趋势中，如何打开商业机会，并制定适合的战略路线图的话题。

今天，我们重点来讨论一下企业数字化转型的关键能力 —— 如何打造数字化转型的组织能力。

企业数字化转型不是一个纯技术的活儿，涉及到人和创新的事都需要某种程度上的艺术，才能将传统的商业模式成功转变为能在数字化时代蓬勃发展的商业模式。

由于数字化转型的载体不是技术而是人，因此，组织和文化的变革才是最关键的。但企业在实践数字化转型过程中，组织的变革不可能也不应该“一次到位”，是随着变革的渐进，组织中全体成员认知的不断提升而越来越敏捷的。

而在开启组织变革前很重要的一步就是要对组织目前的结构进行分析，

比如高层管理团队的成员组成是怎样的？

组织中有多少是对数字化已经完全适应的数字原住民，又有哪些人是还有一定隔阂的数字移民？

因为当数字原住民和数字移民共存时，他们在看待信息的视角、对沟通方式的偏好、对人与人和人与组织间关系的认识等方面会产生矛盾冲突。

正如数字移民老师很难在课堂上教好数字原住民学生。

很多企业高管人员也是数字移民，同样难以理解数字化时代和他们所管理的数字原住民员工。那面对这个尴尬问题，企业应该怎么办呢？

我整理了5个方法供你参考，称之为‘驱动数字化转型的组织能力”，下面我们一一来看一下。

一、逆向导师制，向年轻人学习

其实，“向年轻人学习”是数字化时代许多企业高喊的口号。然而，真的能做到摒除偏见、放下身段去了解年轻一代的企业，却是凤毛麟角。

我在微软时，曾经组织过一次大企业和微软加速器的初创企业的圆桌讨论，初创企业的创始人主要都来自千禧一代（也就是85后出生的人），他们一致认为透明度和开放性对于数字化企业的管理和发展至关重要，而社交媒体无论是在企业内部还是市场中都能帮助人们创造一种分享和开放对话的文化。

然而，参与讨论的某些传统企业的人员（普遍是70后）却认为，千禧一代的看法有些幼稚，他们所提倡的这种开放性会给企业带来不可预估的风险。

其实，这里的意见分歧不能简单地用“代际隔阂”来解释，年龄的差距更多地指向“资历”和“权威”。

诚然，丰富的经验是一笔财富，可以帮助管理者节省时间，更有效率地做决策和规避风险。但是，过度的依赖将使它变成拐杖，当涉足新的领域时，管理者将因“束手束脚”而错失良机。

因此，要向年轻人学习，先要理解：在95后圈层（或Z 世代）中，经验和影响力不再局限于从金字塔的顶端向下传播，知识和理念也会从底部向高处渗透。

这就是“逆向导师制（Reverse Mentoring）”的核心内容。

在传统的导师制度中，只有学徒能更多地从中获益，而在“逆向导师制”中，师徒双方都能受益匪浅。高管们可以从逆向导师身上了解到最新的技术，以及伴随着新技术出现的社会行为和态度。

与此同时，年轻的导师们将能与经验丰富的管理者们一起工作并获得认可。这一制度使组织成员跨越世代的界限，彼此分享知识。

我在微软加速器期间，曾连续18个月每月赞助由微软内外部员工、微软合作伙伴和客户的企业管理者、以及创业者、投资人参与的读书会活动，就是为了创造一个跨越企业边界的跨世代的“学习小组”，而不是将逆向教导观念强加给企业管理者，并试着向他们宣传拥有技术头脑和年轻人视角的好处，以此来说明企业数字化转型可以借助创业者的思维和探索来反向提升组织的学习能力和认知。

但要做到跨越世代界限，走出经验牢笼，拥抱新技术、新理念，企业的组织进化仍旧任重道远，而选择适合企业当下变革的数字化组织模式尤为重要。

二、选择正确的数字化组织模式

如何为公司构建数字化组织能力应当是和公司在数字化方面的成熟度，以及数字化在核心业务中的重要性相关联的。

一般来说，公司在数字化方面越不成熟，就越应当在开始阶段集中管理数字化，而不是让各业务部门或分子公司自行其是。

反过来说，数字化成熟度较高的公司（如数字化转型比较成功的耐克）则可以分散管理数字化，或将数字化团队嵌入到业务板块。

而对于由纯数字原住民组成的公司，如字节跳动和腾讯，因为整个公司都是数字化的，数字化自然就是彻底分散的。

下面是一张数字化组织模式的框架图，展示了公司根据数字化成熟度建构数字化组织能力的常见方式。

三、建立卓越数字化中心

企业数字化业务的失败经常是源于企业各部门互相争夺业务损益的所有权所导致的。对于这个问题，我建议公司可以采用“影子损益”的概念，也就是数字化团队并不真正拥有数字化业务的损益，损益是其所属部门拥有的，但数字化团队可保留一个所谓“影子损益”，用来衡量一个或多个部门中由数字化驱动的业务的收益和成本。

在数字化转型早期，一般也是企业数字化成熟度比较低的时期，企业中数字化人才不足，应当尽量采用集中式数字化团队，即数字化团队是一个完全的独立的企业部门，提供企业各部门能共享的服务，参与所有部门的数字化项目的规划，并负责项目的执行。

主动的变革型数字化企业一般都会有一份长年的、整体性的数字化转型战略规划，但让规划能真正落地就是另一回事了，需要一支强有力的执行团队来带动整个企业逐步实现数字化转型 —— 这个数字化项目执行的团队就是“卓越数字化中心”。

企业在通过数字化转型成为行业领导者之前，需要在多个领域进行广泛的探索，如：

• 更敏捷的组织架构
• 更开放的企业文化
• 更丰富的数字化工具和组件，以及
• 对数字化产品的关注从必备基础功能升级为完美用户体验，等等

而卓越数字化中心的主要任务就是探索这些转型的有效模式，这需要有充分的授权保障以完全专注于数字化业务的运作，具体而言要做到以下3点：

1. 将公司从传统的瀑布式开发模式升级为敏捷开发模式，强调对项目和产品的自适应性极化和持续性改进；

2. 重构组织方式和团队管理架构，从“静态的、当下的、看状态”的管理模式转为“动态的、连接的、看行动”的协同模式。

使目前静态的工作流程动态化，跨部门的协作自发化，甚至能进行跨企业边界的资源连接和协作，并向本行业以及数字化合作伙伴进行理念宣传和价值共创。

3. 不断将完善的业务能力封装成可组合、可迭代的软件组件，支持新业务的编排和拼装，提升企业应用的智能化装配能力。

其实，衡量企业数字化转型能力的一个关键点就是看企业是否已建立一个可组合、可学习和可迭代的数据和分析资产加工平台。这里涉及一个新概念，叫“业务能力包 PBC (Packaged Business Capabilities)”。

业务能力包PBC将细粒度的应用集成、业务逻辑和分析能力包装成可重用的业务组件单元，就像是乐高积木。企业也可以用类似乐高搭积木的方式来拼装业务应用，并集成、组合、协调出定制的用户体验。这种积木式的应用可以由主题专家快速组成和新建出来。

业务能力包（PBC）为拼装式企业提供了细颗粒的构件，并带来了内置的灵活、可扩展性和专业知识。这种基于PBC 拼装应用的模式给数字化企业提供了高度的敏捷性和灵活性，以应对新的业务挑战。下图是一张Gartner 关于智能可拼装式应用的参考模型。

四、CDO 首席数字官

带领“卓越数字化中心”将企业的应用系统不断拆解成可组装、可复用、可迭代的业务能力包（PBC)，以推动企业全面的数字化转型，就是CDO (首席数字官）最为关键的任务目标。

接下来，我们就来谈一下企业中CDO 的角色，为什么企业有必要要设置首席数字官 CDO来实践数字化转型？

还有企业的CIO (首席信息官）、CTO（首席技术官）和CDO （首席数字官）的区别和关系是什么？

越来越多的企业已经认识到数字化战略要定位成公司高管的职能，需要有一个能在最高层参与公司战略规划并领导数字化计划执行团队的专人职位 —— 这个职位就是CDO（首席数字官），要在保证数字化和企业各方面的业务迅速有效地融合上发挥关键作用，这无疑是非常重大的责任。

因此，CDO 的人选不仅需要具备关于数字化世界的全方位知识，还需要设计并执行一套可以将企业或组织数字化的各个方面整合起来的愿景。

也就是说，一个好的CDO应该能够促使一个公司或品牌进行持续的数字化创新，并消除市场营销和技术之间的隔阂。

由于CDO 的职位是近只是仅5-6年才出现的，是高管团队中较新的一员，平衡好和其他老资格的高管职位的关系，如和首席技术官（CTO）、首席信息官（CIO)、首席营销官（CMO)， 以及另一个CDO 即首席数据官（Chief Data Officer, 有些公司还专门设有整这个职位）的职责区分是非常重要的。

我们简单来看一下这些角色各自的定位和关系。

首席信息官

首席信息官（CIO)CIO 是公司现有技术的指导者和问题解决者，负责确保公司在必要的技术基础设施和应用产品上保持更新。

首席技术官

而首席技术官（CTO）则更注重于识别并实施新技术，相比之下更偏向外部驱动，希望确保客户能够获得高质量和高效率的技术，有技术向外赋能业务需求的企业一般会有CTO的角色。

简而言之，首席技术官负责外部运营和技术改进，而首席信息官的关注点主要在企业内部运用信息技术对业务的支持。

下一个需要区分的高管是首席营销官（CMO)。

首席营销官

首席营销官的职责范围覆盖销售、产品开发、市场营销，甚至客户服务，因为其职责范围很广，经常被称为一个公司的信息纽带，是对数字化需求最高的业务角色之一。

首席数字官(Chief Digital Officer) 和首席数据官（Chief Data Officer) 的简称都是CDO, 不仅共享同一个缩写，也共担了部分角色，有些企业这两个角色是合二为一的。

首席数字官

首席数据官关注的重点是提取和分析数据以供公司制定商业策略，要对公司的数字资产的加工利用和价值发现负责。

首席数据官

而首席数字官则更关注利用数字化技术重塑业务流程，探索新的数字化商业模式，并负责从营销和技术两个视角对企业全部数据资产进行监管。

在许多方面，首席数字官的职责是首席信息官、首席技术官以及首席营销官卓有成效的组合，用来支持持续地改造公司的结构和战略，以确保公司能充分利用新技术和数据资产推进商业模式的创新。

我们要把这些高管角色和职责方面的小差异先放在一边，因为他们都有一个共同的大目标 —— 那就是运用技术和数据持续地改善业务。

虽然某些职位更偏向数据驱动，而另一些职位更偏向业务流程自动化，现在的趋势是公司越来越多地把高管角色分配给那些能将技术无缝地应用于企业整体战略和日常运营的人。

五、建立数字化人才库和文化

我们之前也谈到，企业的数字化转型远比之前的企业信息化项目要复杂，单纯地把数字化业务外包或完全自建和运营都是有问题的。

数字化转型需要企业内部和外包商都提供相应人才，这是因为企业内外部的数字化团队可以给企业带来不同的思维方式。外部承包商不仅仅是专精于数字化业务从而更加熟练，更可以为企业提供一个独特的视角来判断各种机遇和挑战。

而行业龙头企业带头的行业数字化转型会对优秀人才有更大的吸引力，因为，最优秀的从业者会希望加入最创新性的项目，追求挑战性和影响力 —— ·这些都是行业龙头企业可以提供的场景，能有机会让优秀的数字化人才参与有宏大变革型目标的事业中，推动一个时代的进程。

对于传统企业而言，数字化转型成功的一个要素就是你所能调用的数字化人才密度在行业内最高，这些人才不一定是在企业内部，你或许可以借助开放式创新平台来连接外部特定领域的专业人才，以及自建内部人才库两种方式综合使用，如此可以引入那些你不可能全职聘用的高端人才，只要你的项目有更大的挑战性就会对这些外部人才更有吸引力。

对于员工也是一样，尤其是90后Z时代的员工，主要激励已经不是经济因素，单纯的金钱不再能提供足够的内部驱动了，能激励数字原住民和卓越人才的，是改变世界和周围人未来的可能性。

对于传统企业数字化转型的组织和人才发展，我还有几个建议：

跟外部专家合作以帮助你在数字化方面达到业内最高的认知水平；

用心寻找合适的数字化人才，商业竞争所需的真正数字头脑不能局限于在企业内部挑选；

搜寻那些能把数字化在传统部门里落到实处的人；

为你的组织选择能让跨界协作更为便捷和高效的数字化结构；

对人才、工具和流程进行定期评估，以确保它们处于最佳组合状态从而保持竞争力

好，我们已经讨论了企业数字化转型的战略规划、组织能力建设，围绕企业的数字化转型还有很多能力需要建设，下一次我再跟各位讨论一下如何让数字化转型企业的产品研发更敏捷。

翻译：

Abstract

This second article on enterprise digital transformation best practices focuses on another key capability for enterprise digital transformation – the ability to build a data-driven organization.

Digital transformation involves technology, people and innovation, and requires gradual changes in traditional business models to adapt to the needs of the digital age. Organizational and cultural change is the key to digital transformation, requiring incremental improvements in cognitive and collaborative agility across all members.

I’ve outlined five ways to drive organizational capabilities for digital transformation, including reverse mentorship, choosing the right digital organizational structure, establishing a digital center of excellence, creating a chief Digital Officer role, and building a digital talent pool and culture.

These approaches help businesses succeed in digital transformation.

We have previously discussed how enterprises can open up business opportunities and develop appropriate strategic roadmaps in the larger trend of digital transformation.

Today, we will focus on the key capabilities of enterprise digital transformation – how to build organizational capabilities for digital transformation.

Enterprise digital transformation is not a purely technical task, and everything involving people and innovation requires some degree of art in order to successfully transform traditional business models into business models that can thrive in the digital age.

Because the carrier of digital transformation is not technology but people, organizational and cultural change is the most critical. However, in the process of practicing digital transformation, the change of the organization cannot and should not be “in place at once”, and it is more and more agile with the gradual change and the continuous improvement of the cognition of all members of the organization.

An important step before initiating organizational change is to analyze the organization’s current structure,

For example, what is the composition of the senior management team?

How many people in the organization are digital natives who have fully adapted to digital, and who are digital immigrants who still have a certain gap?

Because when digital natives and digital immigrants coexist, they will have conflicting perspectives on information, preferences for communication methods, and perceptions of relationships between people and organizations.

Just as it is difficult for digital immigrant teachers to teach digital Native students well in the classroom.

Many business executives are also digital immigrants, and likewise struggle to understand the digital age and the digital natives they manage. So faced with this embarrassing problem, what should enterprises do?

I’ve compiled five methods for your reference, called “Organizational capabilities driving Digital transformation”, and let’s take a look at them.

Digital immigrants vs. Digital Natives

First, reverse tutorial system, learn from young people

In fact, “learn from the young” is the slogan of many companies in the digital age. However, there are very few companies that can truly put aside prejudices and understand the younger generation.

When I was at Microsoft, I organized a roundtable discussion between large corporations and Microsoft Accelerator startups, and the founders of the startups were mostly millennials (that is, people born after 1985), and they all agreed that transparency and openness are critical to managing and growing digital businesses. Social media can help create a culture of sharing and open dialogue, both within companies and in the marketplace.

However, some of the participants in the discussion of traditional companies (generally born in the 1970s) believe that millennials are naive and that the openness they promote can bring unpredictable risks to business.

In fact, the difference of opinion here cannot be simply explained by “generational gap”; the age gap is more about “seniority” and “authority”.

Admittedly, rich experience is a treasure, which can help managers save time, make decisions more efficiently and avoid risks. However, excessive dependence will turn it into a crutch, and when it comes to new areas, managers will miss opportunities by “tying their hands and feet”.

Therefore, to learn from young people, it is important to understand that in the post-1995 circle (or Generation Z), experience and influence are no longer limited to flowing down from the top of the pyramid, but knowledge and ideas also flow up from the bottom.

This is what Reverse Mentoring is all about.

In a traditional mentorship system, only the apprentice benefits more from it, while in a “reverse mentorship system,” both students and the master benefit greatly.

Executives can learn about the latest technology from reverse mentors, as well as the social behaviors and attitudes that accompany the new technology.

At the same time, young mentors will be able to work alongside experienced managers and gain recognition. This system allows members of the organization to share knowledge with each other across generational boundaries.

During my time at Microsoft Accelerator, I sponsored monthly readings for 18 months by Microsoft employees and external employees, corporate managers from Microsoft partners and customers, and entrepreneurs and investors, in order to create a cross-generational “learning group” that crosses corporate boundaries, rather than forcing reverse teaching on corporate managers. And try to educate them about the benefits of having a technical mind and a young perspective to illustrate how digital transformation can reverse the learning and cognition of an organization with the help of entrepreneurial thinking and exploration.

However, in order to cross the boundaries of generations, get out of the cage of experience, and embrace new technologies and new ideas, the organizational evolution of enterprises still has a long way to go, and it is particularly important to choose a digital organizational model suitable for the current change of enterprises.

Second, choose the right digital organization model

How to build a digital organizational capability for a company should be related to the maturity of the company in digital and the importance of digital in the core business.

In general, the less mature a company is when it comes to digitization, the more it should be managed centrally at the beginning, rather than leaving individual business units or subcompanies to their own devices.

Conversely, companies with higher digital maturity (such as Nike, which has been successful in digital transformation) can decentralize digital management or embed digital teams into business units.

And for companies made up of pure digital natives, like ByteDance and Tencent, because the entire company is digital, digital is naturally completely decentralized.

Below is a framework of a digital organization model that shows the common ways companies build digital organizational capabilities based on digital maturity.

Digitized organizational structure and functional maps

Third, establish a digital center of excellence

The failure of an enterprise’s digital business often results from competing divisions competing for ownership of business gains and losses. To address this issue, I suggest companies adopt the concept of “shadow profit and loss,” which means that the digital team does not really own the digital business profit and loss, the profit and loss is owned by its division, but the digital team can keep a so-called “shadow profit and loss” that measures the benefits and costs of the digitally-driven business in one or more divisions.

In the early stage of digital transformation, which is generally a period of low digital maturity of enterprises, there is a shortage of digital talents in enterprises, and a centralized digital team should be adopted as far as possible, that is, the digital team is a completely independent enterprise department, providing services shared by all departments, participating in the planning of digital projects of all departments, and responsible for the execution of projects.

Active transformational digital enterprises generally have a long-term, holistic digital transformation strategic plan, but to make the plan can really land is another matter, the need for a strong executive team to drive the entire enterprise to gradually achieve digital transformation – the digital project execution team is the “Digital Center of excellence”.

Digital Center of Excellence

Before companies can become industry leaders through digital transformation, they need to explore a wide range of areas, such as:

A more agile organization

A more open corporate culture

Richer digital tools and components, as well

The focus on digital products is upgraded from essential basic features to the perfect user experience, and so on

The main task of the Digital Center of Excellence is to explore effective models for these transformations, which require sufficient authorization to fully focus on digital business operations, specifically to do the following three things:

1. Upgrade the company from the traditional waterfall development mode to the agile development mode, emphasizing the adaptive polarization and continuous improvement of projects and products;
2. Restructure the organizational mode and team management structure, from the “static, present, look at the state” management mode to the “dynamic, connected, look at the action” collaborative mode.

Make the current static workflow dynamic, cross-departmental collaboration spontaneous, and even carry out resource connection and collaboration across enterprise boundaries, and promote the concept and value creation to the industry and digital partners.

3. Continuously encapsulate the perfect business capabilities into composable and iterable software components, support the arrangement and assembly of new services, and improve the intelligent assembly capability of enterprise applications.

In fact, a key measure of a company’s digital transformation capability is to see whether the company has established a composable, learnable and iterable data and analytics asset processing platform. This involves a new concept called “Packaged Business Capabilities (PBC).”

The Business Capability Package (PBC) packages fine-grained application integration, business logic, and analysis capabilities into reusable units of business components, like Lego bricks. Enterprises can also assemble business applications in a similar way to Lego building blocks, and integrate, assemble, and coordinate customized user experiences. This building-block application can be quickly assembled and built by subject matter experts.

The Business Capability Package (PBC) provides fine-grained building blocks for the assembled enterprise and brings built-in flexibility, scalability, and expertise. This model of PBC-based assembled applications gives digital enterprises a high degree of agility and flexibility to meet new business challenges. The figure below is a Gartner reference model for smart Assembler applications.

Gartner reference model for leveraging PBC for smart Assemble-able business applications

Fourth, chief Digital Officer of CDO

Leading the “Digital Center of Excellence” to continuously disassemble the enterprise’s application system into an assembled, reusable, and iterable business capability package (PBCS) to promote the comprehensive digital transformation of the enterprise is the most critical task goal of the CDO (Chief Digital Officer).

Next, let’s talk about the role of the CDO in the enterprise. Why it is necessary for enterprises to set up a chief digital officer CDO to practice digital transformation?

What are the differences and relationships between a CIO (chief information officer), CTO (chief technology Officer), and CDO (Chief Digital Officer)?

More and more companies have recognized that digital strategy is positioned as an executive function, requiring a dedicated role at the highest level to participate in the company’s strategic planning and lead the digital plan execution team – this role is the CDO (Chief Digital Officer), who plays a key role in ensuring that digital and all aspects of the business are quickly and effectively integrated. This is undoubtedly a great responsibility.

As a result, the CDO candidate not only needs to have comprehensive knowledge of the digital world, but also needs to design and execute a vision that can integrate all aspects of the digitalization of a business or organization.

That said, a good CDO should enable a company or brand to engage in continuous digital innovation and bridge the gap between marketing and technology.

Since the CDO position has only been around for 5-6 years. It is a relatively new member of the executive team, balanced with other senior executive positions such as chief Technology officer (CTO), Chief Information Officer (CIO), and chief Marketing Officer (CMO). The distinction between the responsibilities of another CDO, the Chief Data Officer (some companies have a whole job), is important.

Let’s briefly look at the positions and relationships of these roles.

Chief information officer

Chief Information Officer (CIO) The CIO is the mentor and problem solver of a company’s existing technology and is responsible for ensuring that the company is up to date on the necessary technology infrastructure and application offerings.

Chief technology officer

While the Chief Technology officer (CTO) is more focused on identifying and implementing new technologies, compared to more externally-driven, hoping to ensure that customers can obtain high quality and efficient technology, enterprises with technology to empower the business will generally have the role of CTO.

In short, the chief technology officer is responsible for external operations and technology improvement, while the chief information Officer’s focus is primarily on using information technology to support the business within the enterprise.

The next executive to distinguish is the chief Marketing officer (CMO).

Chief marketing officer

The CMO, whose responsibilities span sales, product development, marketing, and even customer service, is often referred to as a company’s information link because of its wide range of responsibilities and is one of the business roles with the highest demand for digital.

The Chief Digital Officer (Cdos) and the Chief Data Officer (Cdos), for short, not only share the same abbreviation. But also share some roles, and in some companies the two roles are combined.

Chief digital officer

The chief Data Officer focuses on extracting and analyzing data for the company’s business strategy. And is responsible for the processing, utilization and value discovery of the company’s digital assets.

Chief data officer

The chief digital officer is more focused on using digital technologies to reshape business processes, explore new digital business models, and oversee all data assets from both a marketing and technical perspective.

In many ways, the role of the chief Digital Officer is an effective combination of the chief information Officer, chief technology Officer, and chief Marketing Officer to support the ongoing transformation of the company’s structure and strategy to ensure that the company can take full advantage of new technologies and data assets to drive business model innovation.

Let’s put aside the small differences in the roles and responsibilities of these executives. Because they all share the same big goal – using technology and data to continuously improve the business.

While some positions are more data-driven and others more business-process automation. The trend is for companies to increasingly assign executive roles to those who can seamlessly apply technology to the overall strategy and day-to-day operations of the business.

Fifth, build a digital talent pool and culture

As we have mentioned before, the digital transformation of enterprises is far more complex than the previous enterprise informatization projects. And it is problematic to simply outsource the digital business or completely build and operate it.

Digital transformation requires talent from both internal and external sources. Because digital teams inside and outside the enterprise can bring different ways of thinking to the enterprise. Outside contractors are not only more skilled at digital operations. They can also provide a unique perspective on opportunities and challenges.

The digital transformation of the industry led by industry leaders will be more attractive to outstanding talents. Because the best practitioners will want to join the most innovative projects, pursue challenges and impact — these are the scenarios that industry leaders can provide, and have the opportunity to engage outstanding digital talents in undertakings with ambitious transformative goals. Promote the process of an era.

For traditional enterprises, one of the elements of digital transformation success is that you can call on the highest density of digital talent in the industry. And these talents are not necessarily inside the enterprise. You may use open innovation platforms to connect external professionals in specific fields, and build your own internal talent pool. This will allow you to bring in high-end talent that you wouldn’t be able to hire on a full-time basis. As long as your project is more challenging it will be more attractive to these external talents.

For employees, too, especially those born in the post-90s generation, the primary motivation is no longer economic. And money alone no longer provides enough internal motivation. What motivates digital natives and talented people is the possibility of changing the future of the world and those around them.

For the organization and talent development of the digital transformation of traditional enterprises, I have several other suggestions:

Work with outside experts to help you achieve the highest level of digital awareness in the industry;

To find the right digital talent, the real digital mind needed for business competition can not be limited to selecting within the enterprise;

Search for people who can make digital work in traditional sectors;

Choose a digital structure for your organization that makes cross-border collaboration easier and more efficient;

Talent, tools and processes are regularly evaluated to ensure they are in the best possible combination to remain competitive

Ok, we have discussed the strategic planning and organizational capacity building of enterprise digital transformation. And there are still many capabilities to be built around the digital transformation of enterprises. Next time, I will discuss with you how to make the product development of digital transformation enterprises more agile.

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