数字化转型之旅

一个对着镜头微笑的人
2018年11月9日

到底需要改变什么?

For some, a digital transformation (DT) is like trying to manage chaos. 你怎么知道从哪开始? 而对其他人来说, they presume a successful digital transformation is nothing more than a technology upgrade.

Yet, to be truly successful, DT requires a fundamental change in the way a company conducts business.

ALE - DT的演变
当我在2017年秋天来到ALE担任首席信息官时, it was to focus on the evolution of the company’s digital transformation. My goal was to take this innovative technology company on a journey that would make it a role model for its channel partners and customers as they seek out their own digital transformation efforts.

如何充分发挥数字化转型的潜力, 尤其是在为一家拥有近百年历史的公司扶正船只的时候? Hopefully, your business isn’t too engrained for change but it if is, seek out a change agent. 然后开始 认识和理解到底需要改变什么.

正如我提到的, ALE的目标是成为一个榜样, so we took that and led with quality as the key to differentiate us from our competitors. To ensure that the digital transformation of our business and the levels of quality became strong company assets, 我们进行了数字化转型 & 质量组织, 这是围绕产品质量建立的吗, customer experience and the company’s operating model to maintain simplicity and efficiency.

这些变化有助于 重塑组织对技术的看法 以及它对业务的直接影响. 因为简单地添加新功能, like choosing an analytics application or expanding your customer relationship management system, 不是数字化转型吗. 但深入挖掘, 例如, 确保信息的可用性, 可通过任何设备和位置访问和使用, 为您的组织提供了一种重新设计流程的方法, 驱动性能的技术和产品.

进入数字工厂
The idea behind creating a Digital Factory team is to focus and support the business on standardized technology. By this I mean providing a single approach and system to complete tasks that help the business scale operations at the lowest possible cost. 记住, 这与特定的技术平台无关, 这是关于技术的组织观. 当然,这在IT部门引起了共鸣. 但是公司的其他员工和普通员工呢?

做变革的推动者
Guiding an organization for a digital transformation undertaking can be challenging. 大多数公司都有一种根深蒂固的文化,这可能意味着缓慢的变化. 将变更代理因素排在一起,因为这是问“为什么”的地方?开始发挥作用. The change agent holds a non-bias to the past… and is a cheerleader for the future. 接下来要做的就是回答“为什么!?” reveal shortcomings in organizational culture and this can often be one of the main barriers to a company’s digital future success. This is the point w在这里 it becomes a crossroad for leaders to create a digital culture to move forward.   

加强新的数字文化
你会问,是什么强化了一种新的数字文化? 和任何公司的计划一样, applying a vision often starts at the top and requires a trickle-down approach. Getting managers to support digital transformation will ensure your business evolves to its highest potential. 经理的角色应该是迅速做出决定, empower their team to develop new skills while also implying on employees their role in promoting a new digital culture. 你甚至可以创建一个小的, agile team which works in fast cycles on projects that improve the business.

在ALE,我们创造了 数码影像工作室. It is w在这里 small temporary teams join-together to tackle specific topics with the target to create maximum value as quickly as possible. Supply Chain Transformation was 数码影像工作室’s pilot project aimed first at improving customer delivery to support our customer experience targets. 不用讲太多细节, the conflict we heard was that customers said our deliveries were not as timely as our systems showed. 罪魁祸首? 软件. 因为软件几乎可以即时交付, this data was overshadowing the additional time it took for the hardware to arrive.

The 数码影像工作室 increased the accessibility of all data of the full process. 例如,我们将库存水平数据与客户订单集成在一起. This small enhancement saved a ton of time analyzing the unsecured order backlog. This helped the operations team to focus on their job and avoid losing time with data manipulation. In the end, addressing the issues improved the on-time delivery by 15%.

你的数字目标是什么?
My best advice to any business on their digital transformation journey is to do your best to have a clear idea of your company’s digital ambition. 这将有助于衡量进展, 看到成功和挑战, 同时塑造你的企业文化.

In November 2018 I’ll be sharing detailed findings and future insight at The Digital Transformation and Technology summit 2018. Take a look at the event to help further assess how you company should evolve to extract the most value from digital technologies and business models. You could gain a digital strategy roadmap and be ready to make transformation happen in your company! http://www.platinumedgegrp.com/digital-transformation-and-technology-summit/


一个对着镜头微笑的人

彼得亚雷Pyszkowski

商业技术执行副总裁 & 质量、啤酒

Piotr has over 20 years leadership experience in IT, operations and services at C-level. He most recently held the role of CIO 服务 and Advanced Analytics at GE Renewable Energy. Piotr创造并执行了广泛, innovative strategies to leverage digital as a competitive weapon using data analytics, 社交网络工具和传统IT. He holds the highest certification of Black Belt for Six Sigma and has in-depth expertise in leading scaled, global industrial organizations and complex application / infrastructure portfolios as well as Digital Transformation projects. 他是《火狐体育手机官网》的作者, 数字运营与用户满意度之间的Contact是什么. 他是《火狐体育手机官网》的合著者, 在项目管理领域有哪些不同的经验. 

Piotr is tri-lingual and holds an MBA from the Manchester Business School; an MS in Computer Science from Warsaw University of Technology and is a graduate of the HEC Paris executive program.

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