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• Time of issue:2021-05-08
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【概要】Digital transformation is a strategic issue

Digital transformation, transformation is the subject and digitalization is the attributive. In other words, transformation comes first, and digitalization is a tool of transformation. Therefore, we need to think about why and how to transform before we can think about the value and significance of digitalization.

What is transformation? For most companies, transformation is strictly a strategic transformation. The definition Baidu knows is: "Enterprise transformation refers to the overall transformation of the company's long-term business direction, operating model, and corresponding organizational methods, and resource allocation methods. It is the way for companies to reshape their competitive advantages, enhance social value, and achieve a new corporate form. Process. At present, the transformation of most enterprises in my country is mainly the transformation of corporate strategy."

Therefore, for power equipment companies, digital transformation is not just to use digital technology to enhance the technical added value of products, such as "first and second integration", but to achieve strategic business directions, operating models, organizational models, and resource allocation methods. change.

As far as the power equipment manufacturer is concerned, it seems that it has not achieved the recombination of the above four elements. The essence of its business model is still the original "product-driven sales", and its products themselves have not achieved one or two integrations. It's a one-time-two-shot combination.

Digital transformation is firstly driven by services

The first step in digital transformation is to transform the overall driving force of the enterprise from product-driven, engineering-driven, to a customer value-oriented service-driven model.

This kind of transformation looks simple, but in fact it is extremely difficult. If you are interested, you can refer to "Who Says Elephants Can’t Dance" written by former IBM President Gerstner. He led IBM from a product-driven company to a real " The service-driven business of “Information Technology Service” has been transforming for 10 years, which is not easy.

So what is service-driven digital transformation? To make an inappropriate analogy, it is like a former mercury sphygmomanometer who developed a digital sphygmomanometer and then began to shout "Digital transformation of blood pressure management, this is the future of great health". This is far from enough. .

The real service drive is to aim at the whole process of patient cardiovascular health management, through blood pressure monitoring, cardiovascular system diagnosis, drug treatment, exercise guidance, and continuous health status assessment, and continuous iteration of the PDCA cycle. In this process, the digital sphygmomanometer is of course very important, but it is only a digital input for assessing the health of the cardiovascular system.

In this process, the establishment of cardiovascular health data models, evaluation models, and drug evaluation models, and the personalized modeling and continuous follow-up evaluation of each patient are the core of digitalization.

A manufacturer that sells digital sphygmomanometers, if you say you want to do the above things, it is impossible, so you need to build a big and healthy digital industrial ecology, and the sphygmomanometer is precisely the link with the lowest strategic potential in the ecology.

In fact, this is the concept of service-driven digital transformation.

Digital transformation is mainly the transformation of strategic supporting elements

If we construct a strategic analysis framework for power equipment manufacturers, from the perspectives of market space, market share changes, growth factors analysis, current core competitiveness, etc., the domestic power equipment field is actually a strategically less sexy market . As China's power demand enters a stage of low-to-medium-speed growth, the market's incremental space has narrowed, equipment production capacity has become apparently surplus, and competition has intensified. It is difficult for the current core competitiveness to support subsequent market changes.

Digital transformation, future service industry chain integration opportunities

Digitalization may bring a ten-fold increase in efficiency in certain fields, and may bring ten-fold growth in the service sector.

The prerequisite for ten-fold growth is to open up links in the industry chain, especially upstream equipment and downstream services, which were previously in a relatively fragmented situation. There is no need to say more about the business on the grid side. Basically, if the equipment is bought by the grid company, there is no equipment dealer. The grid companies themselves are opening up the industrial links, which is the diversified and highly flexible grid of source, network, load and storage, as well as the connection of operation and d