(1) Four dimensions of Internet transformation: changing thinking, creating patterns, changing mechanisms and building platforms.
Traditional enterprise Internet transformation needs to start from four dimensions: changing thinking, creating mode, changing mechanism and building platform. The four dimensions must match and promote each other in order to promote the transformation of traditional enterprises to new enterprises based on the Internet.
1, turn your mind
The most difficult and crucial thing in the transformation of traditional enterprise Internet is the change of conceptual thinking. On the one hand, the more successful the ideological transformation of enterprises in the past, the greater the resistance; On the other hand, all kinds of so-called "internet thinking" hype are also difficult to distinguish between true and false. Therefore, turning to thinking has several key points:
○ Enterprises need to combine their own industry and business characteristics and the new genes of the Internet to establish a new cultural concept suitable for enterprise development and transformation.
○ * * knowledge of enterprise transformation management is the foundation, and it is necessary to help the enterprise management team break through the confinement of thinking, unify their thinking and establish * * * knowledge through various training seminars and action-oriented learning guidance;
○ Enterprises often only have a sense of being prepared for danger in times of peace, and need to establish a sense of hardship in the whole management team to pave the way for promoting transformation and change.
Step 2 create a model
The Internet transformation of traditional enterprises must be based on a profound insight into the changes of user needs and market environment, so as to fundamentally rethink and design the business value chain and profit model of enterprises.
We briefly summarized the following modes of "internet plus" transformation:
○ The first is the "user-centered" internal organization and supply chain process reengineering, that is, from the traditional B2C model centered on manufacturers to the C2B model centered on users' individual needs, and establish user participation and interaction in the whole supply chain, such as Haier model and red collar model.
○ Second, extend the original value chain, integrate the upstream and downstream of the industrial chain more closely, reduce trading links and reduce multi-party costs; Or the service transformation of manufacturing industry, to provide users with more value-added services. For example, Michelin can help drivers reduce fuel consumption by installing sensors on tires and using big data analysis technology to provide suggestions and training for improving driving methods.
○ Third, consider the reconstruction of the industrial chain from the whole industry structure, and build a new platform ecosystem by establishing the connection between related resources across borders. For example, Didi taxi, first of all, integrate the dispatching system of taxi companies, establish a new platform for industrialization, and then further activate social idle resources such as special cars to completely transform the original ecosystem.
3. Change the mechanism
The implementation of the new business model must match the corresponding organizational mechanism changes, as Midea said: "Organizations cannot transform, and Internet transformation is empty!"
The Internet has given people greater autonomy. Under the influence of the Internet, the whole society is developing in the direction of decentralization and diversification, and the sense of participation, self-achievement and value recognition have become the biggest driving forces. Under this social trend, there are several major directions for organizational mechanism reform:
○ Fuzzy organizational boundaries. For example, the federalism and clover organization mentioned by management guru Charles Handy, the emergence of various horizontal alliances, cross-border cooperation and platform-oriented enterprises, Xiaomi's fan-employee and socialized supply chain, etc., all emphasize the elimination of organizational barriers through the Internet, more effectively integrate resources, and let * * * enjoy * * win;
○ Divide small business units within the organization and decentralize management. For example, Haier has carried out the transformation of "enterprise platform and employee maker"; The core of Huawei's "shrinking business units and letting people who can hear the gunfire in front direct the war" is to stimulate organizational vitality and enhance its responsiveness to the market environment and user needs;
○ Human resource value management and benefit sharing mechanisms, such as Vanke's business partner mechanism and Alibaba's human capital partner system, fully enhance the value creation and innovation and entrepreneurship ability of each employee.
Step 4 build a platform
Both the business model and the implementation of organizational mechanism need the support of IT platform based on mobile and PC. All-round user interaction, good user experience, efficient support of the whole process and continuous accumulation of user data assets are the keys. For example, AMT and its partner Ankecheng helped Haier to establish an all-round user interaction platform based on big data, thus enhancing the insight of users, realizing accurate marketing and timely delivery based on big data, and meeting the individual needs of users.
(B) Trilogy of Internet Transformation: "Identify the transformation direction, define the transformation path and ensure the transformation."
The biggest confusion brought by Internet transformation to many enterprise managers is that there are many options, but each option faces great risks. How to make strategic decisions? How to find the right resources to do it? How to mobilize the Qi Xin cooperation of the whole team? Therefore, Internet transformation needs to do a good job in top-level design by "identifying the direction of transformation and clarifying the path of transformation", and needs various transformation landing guarantee mechanisms to promote small steps and continuously consolidate the transformation results.
1, find the right direction of transformation
Finding the right transformation direction needs to be based on external environment analysis, resource/capability evaluation and the value demands of stakeholders, guided by benchmarking and technological innovation trend research, combined with full discussion of action-oriented learning, so as to promote the collective efforts of the management team, thus forming a * * * understanding of the future transformation direction and business model, establishing a sense of urgency and enhancing confidence in action.
Among them, the accurate evaluation of the current situation of resources/capabilities is a very important part of determining the direction of transformation. When the external environment is equal, the "resources/capabilities" mastered by enterprises themselves play an important role. Enterprises need to seriously think about the advantages and core competencies accumulated in traditional fields for many years, and how to graft to the new Internet business model.
2. Clear the path of transformation.
The orderly implementation of transformation and change needs to decompose the transformation objectives into specific action plans such as business development strategy, resource allocation strategy, organization and management mechanism optimization, operation and IT platform construction, and at the same time, give full consideration to the priorities and related dependencies among tasks, ensure the coordination and order in transformation and change, and form a clear road map for transformation and implementation; Finally, through the implementation of the stage objectives and responsible subjects, the action can be effectively promoted.
3. Ensure transformation.
In the specific implementation stage of transformation, it is necessary to establish a transformation landing guarantee mechanism, including a permanent transformation and change project office, adjust and optimize the implementation roadmap in time according to changes in the external environment, promote the solution of problems in transformation, and realize iterative and normal management of transformation and change.