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Foreword:
The information system is an extension of the management system. If a group company wants to move towards informationization, the first thing to consider is whether there is already a complete information management system in the enterprise that can be operated.
Big companies like Caterpillar and GE have been preparing for digitalization since the 1990s. By introducing 6 Sigma , Caterpillar has realized the standardization and systematization of the operation of the entire group company. And through years of practice, a set of stable and effective management system has been formed to realize the efficient operation of the enterprise. Then at this time, the introduction of the information system will be very smooth. For each employee, there is no change in their work. On the contrary, the digital business system makes the work more smooth and efficient.
If an enterprise has not solidified the management system on the business line, then it is still too early for the enterprise to build informatization . Take a " sales management system " as an example.
· Where did the clue come from?
· How to distribute after coming?
· After getting the lead distribution, how should the business personnel advance?
· How to set the goal?
· How to give incentives?
These problems are actually the requirements of system construction. You need to know that software development is not a WYSIWYG job. It requires planning development plans in advance, determining data models , code design, and product testing. It also takes several months from requirement submission to final use.
So if the demand is not clear, or the consideration is not long-term enough. It is very likely to fall into the dilemma of " reinventing the wheel ".
We recommend that group companies that want to build an information system first take a look at the following points of view:
1. Enterprise managers should correctly understand the cost of digital investment
For most enterprises, the operators cannot grasp the pricing power of the digital strategy. How much to pay for the effect is basically like opening a blind box in terms of digitalization, and no one has a clue. At this time, the clients we have done generally have a relatively simple and crude valuation method, which is about 10% of the annual profit . More than this amount, business operators are often more willing to use the money to make more practical investments, such as adding factories, purchasing equipment, and expanding the marketing team, rather than spending on invisible and intangible software systems.
However, this kind of subjective judgment often leads enterprises to " buy vegetables based on money " when purchasing systems , and cannot really buy information systems that suit them. Therefore, based on more than ten years of industry implementation experience, we give We provide some digital construction costs for reference only.
2. Digitalization must be planned first, and then started
Many enterprises have unclear digital transformation paths and lack long-term strategic planning. The main reason is that business operators lack experience in digital transformation, so they usually buy one and try it out with the attitude of giving it a try. However, the implementation of the information system is not simply an addition. The procurement of subsequent systems often needs to consider whether the previously purchased systems are compatible, whether the business processes can be aligned, and whether the data models can be consistent. And to solve these problems, whether it involves the transformation of old systems, data interface docking, business process reorganization, etc., these additional costs cannot be estimated at the initial stage of the project.
Therefore, the neglected " overall planning " is actually necessary to be done in the front.
Zhixin low-code usually adopts a 4-step strategy in the process of helping companies sort out digital businesses.
(1) Establish a digital committee
Since the company's digital transformation is a multi-step, long-term work, it is difficult to achieve consistency from top to bottom. Therefore, it is necessary to set up a special "team" to actively promote the implementation of digitalization. The digital team needs to be participated by makers who understand product architecture, business process and decision-making.
The organic unity of system construction, implementation and decision-making can ensure the effective implementation of the digital strategy.
The digital committee can often be composed of key members of the company, and its core roles include:
· The chairman of the committee is usually the director of the core department or the person in charge of the company that has the greatest impact of digitalization. Mainly responsible for the promotion and supervision of the overall digitalization;
Consultant , a member with a certain IT background, is responsible for assessing the supplier's ability and coordinating the follow-up docking work ;
· Members , heads of various departments, are responsible for assisting in promoting the implementation of the company's overall digitalization in the department and clearing away internal obstacles.
(2) Identify goals and business boundaries
Digitization is not a work with a predetermined framework, and goals and boundaries determine the strategy and direction of digitalization. Therefore, when an enterprise performs a digital upgrade, it must first determine what kind of goal it needs to achieve, and only then can it determine the follow-up plan on this basis. A misunderstanding that many enterprises often enter into during digitalization is: What platform do we know? Use whatever the system or want to do. At this time, if the business system and digital products cannot match, then the digital strategy will inevitably fail.
How to determine the goals and boundaries, for example, in the past extensive management, the business boundaries of various departments are often blurred, such as the follow-up of order payment, what role each finance and business need to play, and what actions to perform, often Every business has its own story. These vague work items need to be clarified in the process of digital establishment. A specific job will be carried out in a specific position and will be supervised by the system.
Therefore, determining the goals and boundaries requires us to re-examine our own business processes, determine the job responsibilities and work content of each position, and determine them in the form of materials and documents, so as to facilitate the subsequent development of digital systems.
(3) Clear business process
Due to the lack of digital support, the processes in traditional business often lack formal implementation. The phenomenon of verbal transmission and leapfrog transmission of work information occurs frequently.
In a digital system, any process requires the system to set nodes, process people, and process actions. This requires the enterprise to be able to solidify the process, whether the solidified process is suitable, and whether it can optimize work efficiency. In fact, this is a test of the product ability and abstraction ability of the process designer. For companies with no experience in sorting out business processes, it is actually a very difficult step, but the low-code platform can provide support from product managers with senior industry knowledge.
(4) Master data combing
" Cars on the same track, words on the same text ", an enterprise also needs to have a unified cognition and information norms in order to achieve efficient governance.
For example, BOM in ERP, departments and ranks in personnel management are master data modules that run through the entire business process system. In many enterprises that are not yet mature in digitalization, there are often situations where a product has multiple names, which will cause huge troubles for subsequent business flow and data statistics. Only after the formation of unified data and implementation specifications can digitalization be better promoted.
3. Talent building is indispensable
It can be seen that the construction of digitalization is often not achieved overnight, and any reckless and brutal digital reform will often lead to changes in the evening and abandonment halfway. The key to ensuring the smooth operation of the digital strategy lies in "people". Enterprises do not need to have their own digital IT department (because the labor cost of the current IT department is not affordable by ordinary enterprises). However, enterprises still need at least one decision maker who can understand business needs and information construction at the same time, and he can make decisions between business experience and system development.
Most small and medium-sized enterprises have not yet established a digital talent training system, and there is a lack of digital talent supply in production, operation, marketing, management and other links, resulting in insufficient digital transformation capabilities of enterprises. According to the survey, the average proportion of digital-related talents in small and medium-sized enterprises is only 20%, and only 15% of enterprises have established a digital talent training system.
We recommend that enterprises pay attention to the following points when building digital talents:
(1) Introduce business talents with IT related background
In foreign countries, in large enterprises, there is a high probability that the personnel in charge of business may have a certain IT professional background. If an enterprise does not understand IT at all, it is easy to lose its way in the process of digital transformation. It has no product thinking and software awareness. Whether it is leading the development by itself or finding cooperation with suppliers, it lacks personnel who can cooperate with it.
(2) Strengthen the digital training and summary of business personnel to enhance the sense of identity
In the process of promoting digitalization, enterprises not only inform employees to use new systems or tools, but also need to systematically train employees on how to switch working modes, data migration, and business adjustments, and encourage them to actively accept digital training or A summary of employees who utilize digital tools for their work practices. Promote the effectiveness of digitalization at the company level to enhance the overall employee's sense of identity with digital transformation.
(3) Realize the transfer of low-code capabilities
Take advantage of low-code platforms. Digital transformation is not a simple informatization or IT transformation, but a systematic reform project involving the entire business and cross functions of an enterprise. Give corporate culture a new digital connotation, and through low-code efficiency and high-visibility methods, business personnel will be able to raise requirements, and technical personnel will quickly make requirements. Using numbers to advance business low-code can maximize the release of value by solving digital dead ends and connecting systems in series.
4. Low code is not just a digital tool
The low-code platform can greatly reduce the cost and shorten the cycle for the digital strategy of the enterprise on the underlying logic. At the same time, Zhixin's low-code team can also provide a series of supporting services for enterprises, including platform delivery, project management, and quality management.
platform delivery
Overall platform delivery is not just about deploying the platform to users. The platform team will be deeply involved in demand research, architecture design, development and training to help users truly realize digitalization.
project management
By using the low-code platform, quickly build a professional and customized project management system, provide each customer with a scientific, complete and detailed project management system, and make project delivery more transparent and reliable.
Quality Control
Pay attention to customer experience, through morning meetings, weekly meetings, monthly meetings and other project management mechanisms, timely synchronize project progress, understand user needs, and ensure that the project direction does not deviate.
The core value provided by low
1. Wide coverage : through the integration of "data, process, interaction" fine-grained functional components, realize various business scenario information models, such as approval, workflow, statistical analysis, etc.
2. Strong scalability : provide sufficient open capabilities, support the integration of third-party services in the form of "code development, API interface, extension package", etc., and improve application scalability
3. Ease of maintenance : by providing automated tools to reduce the workload of code writing, graphical development tools facilitate subsequent adjustments by developers, greatly reducing maintenance costs and risks
4. Support complex scenarios : support the digital upgrade of various management systems, such as ERP, OA, CRM, PLM and project management. Help enterprises improve management efficiency
5. High availability : supports distributed architecture and cluster deployment to ensure system stability. Heterogeneous system integration, improving system flexibility and scalability
6. Private deployment : Enterprises can customize the development and configuration of digital systems to improve adaptability and scalability. Privatized deployment ensures data privacy and security
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