In short, no matter where you are, you are online. The reinforced concrete office is just a choice of office location.
Can connect to anyone, work can be discussed online, the process can be shared (not just the results), and it can flow online.
What is "online"? When your enterprise provides a platform, let everyone be on this platform.
(1) can find others in real time and contact each other-not only point to point, but also 1, many to many;
(2) Being able to work in a team-things can be handled in communication and communicated in the process;
(3) Being able to obtain information and interact with it through the technical services of the access platform, and forwarding and sharing these information with peers to continue "circulation";
(4) Work can be passed from one post to another, and from one department to another, no matter where the participants are, just like "delivering packages".
When you use some tools online by yourself, it's not called "surfing the Internet", it's called "surfing the Internet". Online is a relative concept and a group. It naturally has the "social" attribute of communication. When your peers are not "online", you have nothing to say online.
* * The trend of online collaboration is irreversible * * * Reversible online trend * *
The coronavirus epidemic has led many enterprises to adopt online collaborative work mode to carry out their daily work, but even after the epidemic has passed, the remote online collaborative work mode will be irreversible because:
(1) Generation change
In 2020, the post-90s generation, as "Internet aborigines", has entered the year of "standing". This generation has had the Internet since they were born. They are used to shopping online, using mobile banking and stock trading. Many of them may not have experienced the "nine-to-five" white-collar career experienced by their fathers and brothers (of course, many of them are in "996" at the same time), and their occupations are more diverse-WeChat business, anchor, subtitle group and travel critic. It is becoming more and more common to make a living by freelancing on the Internet. Making tools only requires a computer or even a mobile phone.
(2) The arrival of the 2)5G era
Multimedia and intelligent communication technologies have been ubiquitous in the 4G era, and will only become more and more developed. The combination of chat tools, video and voice, and AR/VR will make teamwork more and more unnecessary, and finally get rid of the constraints of geographical location and physical office.
(3) the need of ecological connection
The form of enterprises is changing, and the boundaries of enterprises are being broken, especially the information flow between financial enterprises and customers, peers, partners and regulatory agencies is two-way, network and ecological. Many jobs require online contact and collaboration.
Web 3.0 technology stack will bring another round of changes. With the development of distributed network, blockchain and intelligent contract technology, DAO (Decentralized Self-Organization) is emerging, which redefines a business entity as a loose virtual organization with * * * benefits and * * risks. This kind of organization doesn't even know who it is, let alone a reinforced concrete office.
* * Online enterprises need "digital governance" * * * Digital governance * * *
Internet makes information dissemination efficient and real-time. With the development of communication and collaboration tools, any organization has become more flat. The pyramid structure of Taylor's organization in the industrial age is out of date, and if the middle-level personnel responsible for uploading and distributing between the upper and lower levels of enterprises leave their jobs, they will lose the necessity of existence. Instead, it is an online enterprise similar to the network, which carries various departments, temporary work channels, project teams with external peers and customer communities in the form of "chat groups".
For a team working in a different place and purely online, it is difficult to force 996, brainwash and mobilize. It is the biggest challenge for every traditional enterprise to establish a digital governance framework, scientifically measure the efficiency and output of personnel, and match the corresponding incentive system and human resource management scheme.
If we regard this forced telecommuting as an opportunity for digital transformation rather than a temporary emergency plan in an epidemic, it is time to explore and practice our own "digital governance". The digital transformation of traditional enterprises is to gradually explore the practice, mode and system of managing and operating an increasingly online office enterprise and establish an "all-online" digital enterprise.
Cloud native financial institutions * * * Cloud native financial institutions
Like many new generation technology companies, we were born after the birth and high development of cloud computing. On the first day, we built all the tools and systems needed for software development and teamwork on the cloud. We have no computer room, no local server, and an office is not a necessity.
Our product delivery results are container images and component packages, which are stored in the mirror warehouse and component warehouse built on the cloud, so that users (including customers and our own employees) can remotely obtain the required "parts" at any time through special tools (such as package management tools) under a certain security access authorization management mechanism and assemble their own systems.
Just as the post-90s generation is an "Internet aborigine", our enterprise is a "Yunsheng" startup. Cloud native enterprises like to deal with institutional customers who are also cloud native, because they are both "remote" and "zero distance"-online communication, online delivery, online deployment and online maintenance. When everyone is on the cloud, it is no longer the traditional relationship between Party A and Party B, but mutual ecology and interconnection.
For cloud native enterprises, work always requires online and remote collaboration. In fact, there is no such thing as telecommuting. The only problem that needs to be solved is that many cloud native enterprises continue to manage knowledge workers in the information age by controlling manual workers in the industrial age;
Obviously, the idea and practice that enterprises exchange money (wages) for employees to stay in designated physical locations for a specified time is very outdated, and it is time to subvert and abandon it. It is because the digitalization of this company management system itself has not kept up, which leads to the inability of "online enterprises" to completely "manage online", so there is still a long way to go before the truly thorough cloud-based enterprises.
The financial industry is a latecomer to cloud computing. As a strong regulatory industry, due to the high sensitivity of information security and various constraints of compliance supervision, the use of public cloud is quite limited; On the other hand, the industry cloud in various segments started late and its popularity is still small. Therefore, most of the technical genes of traditional financial institutions are in the information age.
However, the financial industry is a field with a higher degree of informationization and virtualization than other traditional industries, which has a natural fit with technologies such as cloud computing, big data and blockchain. Just as every financial institution has been unable to escape electronization and informatization in the past 30 years, this round can't escape the funnel screening of cloudization and digitalization; The next stage of competition depends on which financial institutions can keep pace with the times, quickly master the technical tools of cloud computing, move their business to the cloud, force themselves to carry out digital transformation, and reshape themselves into cloud native technology organizations.
* * Conceptual subversion: * * Serial workflow is replaced by parallel collaboration * * * Workflow mode vs concurrent mode * *
The biggest challenge for traditional organizations to transform into cloud-based organizations is not technology, but culture and ideas. For example, everyone has always been used to thinking about "office" with "process". When Party B asked Party A when the project payment could be paid, the latter dumped you: "It's already going through the process" ... The engineer asked the recruiter when the job could be confirmed, and the latter replied: "It's going through the process in the human resources department" ... It's always a mixed blessing to hear the word "process", and I'm secretly happy to hear that the financial department is going through the process-payment is expected; When I heard that the project was still in progress, I couldn't help feeling confused. ...
In this context, "going through the motions" often represents a black box and opaque information, which gradually evolves into an excuse for procrastination and inaction. Process represents a serial working mode, especially in the traditional OA system, which is a kind of official document circulation (not as good as "parcel delivery", at least with drum reminders).
Traditional "office" thinking is really difficult to jump out of the framework of "process" because I can't imagine any other way. This may explain to some extent why Google Wave's technology finally failed.
Google Wave is probably Google's most famous and biggest failure project so far. It appeared in 10 years ago. It is a super platform integrating e-mail, instant messaging and online content collaborative editing. It is a pioneer of similar technologies, including Google Docs, Microsoft Team, Microsoft Office 365 and even all other online interactive file collaborative editing tools. It integrates online communication, content editing and production, and real-time interaction. When the team edits the content online, the process of moving the cursor and entering each letter can be seen in real time, and you can feel the thinking of the collaborators in real time-hesitation, change of heart, revision of ideas and inspiration. ...
Even today, the technical concept and real-time architecture of Google Wave are still extremely advanced, and there are still many fans on the Internet who want to revive it. Unfortunately, success is also real-time, and failure may also be real-time. The concept of being too advanced and the learning curve are too deep, which makes the pioneers become martyrs. The real-time and online collaborative workflow makes their every move completely exposed under the eyes of teammates. At first, it was fun, and then it was pressure.
But the concept of Google Wave embodies online, real-time and transparent-this is exactly the collaborative office mode that cloud native enterprises need now.
Today, collaborative editing has become the standard of many online content editing tools. The mode of teamwork, although not real-time under the wave of Google, has been transformed into "concurrency".
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The operation of Wikipedia itself is a model worthy of reference for online collaboration of digital enterprises. The contributors to Wikipedia come from various countries and regions. How do they effectively cooperate and balance each other, and jointly produce the latest, richest, best quality and most credible encyclopedia in the world?
Opportunities for digital transformation of financial institutions * * * * Digital transformation
Financial institutions have no inventory, no logistics, no goods, and perhaps even reinforced concrete storefronts will not be needed soon. The financial industry is the industry with the highest degree of virtualization and online, and there is indeed a digital demand-customers are increasingly asking for financial services only through the Internet, and the technical carrier of financial services is information flow: financial institutions provide customers with information, investment advice and financial product information, and customers ask questions, trading orders and order orders to financial institutions. ...
Making full use of cloud platform, instant messaging tools and document collaboration tools, remoulding itself into a cloud native enterprise, promoting online collaboration of an online enterprise with digital corporate governance, and breaking through geographical restrictions and physical boundaries will be the basic requirements of the next generation of digital banks and digital brokers for the cloud.
Jin Yilian is a new generation of SaaS-level SCRM. Converging Internet technologies to provide solutions for new retail scenarios in the financial sector. Use social, mobile office and big data systems to empower enterprises to transform into digital operating institutions and achieve large-scale growth in performance.
During the epidemic, Jin Yilian provided free software services for institutions and individuals. With the help of financial technology, we will help financial institutions to steadily promote foreign exhibition industry and internal management cooperation, * * * serve customers well, and join hands with * * * to turn crises into opportunities!