(a) Four dimensions of Internet transformation: turn thinking, create a model, change the mechanism, build a platform
Traditional enterprises need to start from the Internet transformation of the Four dimensions to start: turn thinking, create a model, change the mechanism, build a platform. The four dimensions must be commensurate with each other and promote each other, so as to promote the transformation of traditional enterprises into a new type of Internet-based enterprises.
1, turn thinking
Traditional enterprises Internet transformation, the most difficult and most critical first is the concept of thinking change. On the one hand, the more successful enterprises in the past, the greater the resistance to the transformation of thinking; on the other hand, a variety of so-called "Internet thinking" hype also makes it difficult to distinguish between true and false. Therefore, there are several key points in the change of thinking:
○ Enterprises need to combine their own industry and business characteristics with the new genes of the Internet, to establish a new cultural concept suitable for the requirements of the transformation of the development of enterprises.
○ Enterprise transformation landing management **** knowledge is the foundation, so we need to guide through a variety of training seminars and advocacy, action-oriented learning to help the management team to break through the thinking of confinement, unification of ideas, the establishment of **** knowledge;
○ Enterprise often only part of the executives have a sense of security and risk awareness, and therefore need to be set up throughout the entire management team transition sense of urgency to transform the change to promote The company's management team has a sense of urgency in order to promote transformational change.
2, create a model
The Internet transformation of traditional enterprises must be based on a deep insight into user needs and changes in the market environment, so as to carry out fundamental rethinking and redesign of the business value chain and profit model.
We briefly summarize the following modes of "Internet+" transformation:
The first is the "user-centric" reconstruction of internal organization and supply chain processes, that is, from the traditional vendor-centric B2C mode, to a user-centric personalized demand-centric B2C mode, to a user-centric B2C mode. The first is the "user-centric" internal organization and supply chain process reconstruction, that is, from the traditional manufacturer-centered B2C model to the user-centered personalized demand C2B model, and the establishment of the supply chain throughout the user participation and interaction, typical of the Haier model and the red collar model.
○ The second is the extension of the original value chain, more closely integrate the industry chain upstream/downstream, reduce the transaction links to reduce the cost of multiple parties; or the transformation of the manufacturing industry service to provide more value-added services to users. For example, by installing sensors on tires and using big data analytics, Michelin can provide drivers with improved advice and training on driving methods to help reduce fuel consumption.
○ The third type is to consider the reconstruction of the industry chain from the pattern of the whole industry, as well as the establishment of connections between related resources through cross-border, to create a new platform ecosystem. For example, the first step is to integrate the dispatch system of each cab company to establish a new platform of industrialization, and then further activate the social idle resources such as special cars, completely transforming the original ecosystem.
3, change the mechanism
The new business model landing to achieve must match the corresponding organizational mechanism to change, such as the United States said: "Organizational transformation can not be transformed, the Internet transformation are empty!"
The Internet gives people greater autonomy. Under the influence of the Internet, the whole society towards decentralization, diversification, participation, self-fulfillment, value recognition has become the biggest driving force. Under this social trend, there are several major directions of organizational change:
○ Blurring of organizational boundaries. For example, Haier's transformation of "enterprise platform, employee creativity"; Huawei's "narrowing the business unit, so that the front can hear the gunfire of the people commanding the war", etc., the core of which is to stimulate the vitality of the organization, enhance the responsiveness to the market environment and user needs.
4, build platform
Both business models and organizational mechanisms need to be supported by IT platforms based on mobile and PC. All-round user interaction, good user experience, efficient support for the whole process, and continuous accumulation of user data assets are key. For example, AMT, together with its partner Acxiom, helped Haier establish an all-round user interaction platform based on big data, so as to improve the insight ability of users, realize accurate marketing based on big data and timely delivery to meet users' personalized needs.
(2) Internet transformation landing three steps: "find the direction of transformation, clear transformation path, to ensure that the transformation landing"
Internet transformation to many business managers to bring the biggest confusion is: optional direction of a lot of, but each choice is facing a big risk, how to do a good job of strategic decision-making? How to find the right resources to do? How to mobilize the whole team's concerted efforts? Therefore, the Internet transformation needs to "identify the direction of transformation, clear path of transformation" to do a good job of top-level design, the need for a variety of transformation of the landing protection mechanism to promote small steps to run fast, and constantly consolidate the results of transformation.
Three steps of Internet transformation of traditional enterprises (Source: AMT Research Institute)
1, find the direction of transformation
Finding the direction of transformation needs to be based on the analysis of the external environment, the assessment of the current situation of resources/capabilities, the value of the stakeholders' demands, led by the study of benchmarking and technological innovation trends, combined with the full seminar of the action-learning style to enable the management team to make collective efforts, so as to make a clear decision about the future of the company. The group is able to form a collective understanding of the future direction of transformation and business model, and establish a sense of urgency to enhance confidence in action.
Accurate assessment of the current state of resources/capabilities is a very important part of determining the direction of transformation. When the external environment is equal for all, the "resources/capabilities" of the enterprise itself play an important role. Enterprises need to think carefully about how the advantages and core competencies they have accumulated over the years in traditional fields can be grafted onto the new Internet business model.
2, clear transformation path
The orderly implementation of transformation and change requires the decomposition of transformation goals into business development strategy, resource allocation strategy, optimization of organizational and management mechanisms, operations and IT platforms, and other specific action plans, while giving full consideration to the priority of the tasks and the associated dependencies, to ensure that the transformation and change of synergistic order, the formation of a clear path map of the transformation and implementation; and finally, through the implementation of the stage of the implementation of the path map; the final stage of the implementation of the path map. Finally, the implementation of stage goals and responsible parties to effectively promote the action.
3, to ensure that the transition landing
In the transition of the specific promotion of the implementation stage, the need to establish the transition landing protection mechanism, including a permanent transition change project office, according to changes in the external environment, timely adjustment and optimization of the implementation of the road map, to promote the transformation of the problem solving, so as to achieve the transformation of change in an iterative manner, the normalization of the management.
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I hope to be able to help you on the issue of "how to do a good job of synergistic development, transformation and innovative development".