{"id":53016,"date":"2019-11-22T00:00:00","date_gmt":"2019-11-21T21:00:00","guid":{"rendered":"https:\/\/prohoster.info\/blog\/blog_prohoster\/kak-ne-proletet-s-digital-transformatsiej"},"modified":"2020-02-18T14:00:51","modified_gmt":"2020-02-18T11:00:51","slug":"kak-ne-proletet-s-digital-transformatsiej","status":"publish","type":"post","link":"https:\/\/prohoster.info\/cs\/blog\/news\/kak-ne-proletet-s-digital-transformatsiej","title":{"rendered":"Jak nezme\u0161kat digit\u00e1ln\u00ed transformaci","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

\"Jak
\n
\nSpoiler: za\u010d\u00edt s lidmi.<\/i><\/p>\n

Ned\u00e1vn\u00fd pr\u016fzkum gener\u00e1ln\u00edch \u0159editel\u016f a vrcholov\u00fdch mana\u017eer\u016f uk\u00e1zal, \u017ee rizika spojen\u00e1 s digit\u00e1ln\u00ed transformac\u00ed jsou v roce 2019 t\u00e9matem \u010d\u00edslo jedna. I p\u0159esto 70% v\u0161ech transforma\u010dn\u00edch iniciativ nedosahuje sv\u00fdch c\u00edl\u016f. Odhaduje se, \u017ee z 1,3 bilionu dolar\u016f vynalo\u017een\u00fdch na digitalizaci minul\u00fd rok, 900 miliard zmizelo bez pov\u0161imnut\u00ed. Ale pro\u010d jsou n\u011bkter\u00e9 transforma\u010dn\u00ed iniciativy \u00fasp\u011b\u0161n\u00e9, zat\u00edmco jin\u00e9 nikoliv?<\/a><\/noindex><\/p>\n

N\u00e1zory hr\u00e1\u010d\u016f na rusk\u00e9m trhu na nov\u00e9 obchodn\u00ed trendy jsou rozd\u011blen\u00e9. Na diskusi tohoto t\u00e9matu v r\u00e1mci jedn\u00e9 z hlavn\u00edch IT konferenc\u00ed v Petrohradu \"B\u00edl\u00e9 noci\" zazn\u011bla vyj\u00e1d\u0159en\u00ed o tom, \u017ee digitalizace je dal\u0161\u00edm hype, kter\u00fd uk\u00e1zal svou ne\u00fa\u010dinnost a rychle projde. Odp\u016frci tvrdili, \u017ee digit\u00e1ln\u00ed transformace je nevyhnuteln\u00e1 nov\u00e1 realita, ke kter\u00e9 je nutn\u00e9 se u\u017e te\u010f p\u0159izp\u016fsobit. <\/p>\n

Tak \u010di onak, studium zku\u0161enost\u00ed zahrani\u010dn\u00edch spole\u010dnost\u00ed n\u00e1s m\u016f\u017ee p\u0159iv\u00e9st k n\u011bkolika ne\u00fasp\u011b\u0161n\u00fdm p\u0159\u00edklad\u016fm, nap\u0159\u00edklad k p\u0159\u00edpad\u016fm General Electric a Ford.<\/p>\n

Selh\u00e1n\u00ed transformace<\/h3>\n

\nV roce 2015 spole\u010dnost GE ozn\u00e1mila vytvo\u0159en\u00ed GE Digital \u2014 spole\u010dnosti, kter\u00e1 se m\u011bla soust\u0159edit na digit\u00e1ln\u00ed produkty a p\u0159edev\u0161\u00edm na digitalizaci prodejn\u00edch proces\u016f a vztah\u016f s dodavateli. I p\u0159es \u00fasp\u011bchy sv\u00e9ho odd\u011blen\u00ed byl CDO spole\u010dnosti nucen odej\u00edt pod tlakem n\u011bkter\u00fdch akcion\u00e1\u0159\u016f kv\u016fli stagnaci akci\u00ed.<\/p>\n

GE nen\u00ed jedin\u00e1 spole\u010dnost, jej\u00ed\u017e v\u00fdsledky klesly na pozad\u00ed digitalizace. V roce 2014 \u0159editel spole\u010dnosti Ford Mark Fields ozn\u00e1mil sv\u00e9 grandi\u00f3zn\u00ed pl\u00e1ny na digitalizaci spole\u010dnosti. Po n\u011bjak\u00e9 dob\u011b v\u0161ak byl projekt uzav\u0159en kv\u016fli tomu, \u017ee ceny akci\u00ed spole\u010dnosti klesly na pozad\u00ed neust\u00e1le rostouc\u00edch n\u00e1klad\u016f.<\/p>\n

Na \u010dem z\u00e1vis\u00ed \u00fasp\u011bch transformace?<\/h3>\n

\nMnoho rusk\u00fdch spole\u010dnost\u00ed vn\u00edm\u00e1 digit\u00e1ln\u00ed transformaci jako zav\u00e1d\u011bn\u00ed nov\u00fdch IT syst\u00e9m\u016f pro optimalizaci obchodn\u00edch proces\u016f, zat\u00edmco evangelist\u00e9 tohoto procesu trvaj\u00ed na tom, \u017ee digitalizace nen\u00ed jen investic\u00ed do infrastruktury, ale tak\u00e9 zm\u011bnou strategie, rozvojem nov\u00fdch kompetenc\u00ed a p\u0159estavbou obchodn\u00edch proces\u016f.<\/p>\n

Podle zast\u00e1nc\u016f digit\u00e1ln\u00ed transformace spo\u010d\u00edv\u00e1 proces v p\u0159esunu podnikatelsk\u00e9ho zam\u011b\u0159en\u00ed od v\u00fdrobn\u00edch schopnost\u00ed k pot\u0159eb\u00e1m z\u00e1kazn\u00edk\u016f a budov\u00e1n\u00ed v\u0161ech proces\u016f kolem zlep\u0161en\u00ed z\u00e1kaznick\u00e9 zku\u0161enosti.<\/p>\n

Pro\u010d jsou lid\u00e9 d\u016fle\u017eit\u00ed?<\/h3>\n

\n\"Jak
\n
\nStudie KMDA \u201cDigit\u00e1ln\u00ed transformace v Rusku<\/a><\/noindex>\u201d ukazuje, \u017ee b\u011b\u017en\u00ed zam\u011bstnanci a vrcholov\u00ed mana\u017ee\u0159i hodnot\u00ed \u00farove\u0148 transformace spole\u010dnosti odli\u0161n\u011b. <\/p>\n

Vrcholov\u00fd management hodnot\u00ed vyu\u017eit\u00ed digit\u00e1ln\u00edch technologi\u00ed ve spole\u010dnosti v\u00fd\u0161e ne\u017e b\u011b\u017en\u00ed zam\u011bstnanci. To m\u016f\u017ee nazna\u010dovat, \u017ee veden\u00ed mo\u017en\u00e1 p\u0159ece\u0148uje situaci, zat\u00edmco b\u011b\u017en\u00ed zam\u011bstnanci nejsou informov\u00e1ni o v\u0161ech projektech.<\/p>\n

V\u00fdzkumn\u00edci jednohlasn\u011b tvrd\u00ed, \u017ee \u017e\u00e1dn\u00e1 organizace nem\u016f\u017ee vyu\u017e\u00edvat v\u00fdhod technologi\u00ed nov\u00e9 generace, pokud neposad\u00ed zam\u011bstnance do centra sv\u00e9 strategie. Abychom pochopili pro\u010d, mus\u00edme prozkoumat t\u0159i z\u00e1kladn\u00ed prvky digit\u00e1ln\u00ed transformace.<\/p>\n

Prvn\u00ed \u2014 rychlost<\/b><\/p>\n

Strojov\u00e9 u\u010den\u00ed a automatizace mohou urychlit v\u0161echny podnikov\u00e9 funkce, od dodavatelsk\u00fdch \u0159et\u011bzc\u016f a z\u00e1kaznick\u00fdch slu\u017eeb a\u017e po finance, \u0159\u00edzen\u00ed lidsk\u00fdch zdroj\u016f, bezpe\u010dnost a sd\u00edlen\u00ed IT. Tak\u00e9 umo\u017e\u0148uj\u00ed podnikov\u00fdm proces\u016fm, aby se samy p\u0159izp\u016fsobovaly a zdokonalovaly.<\/p>\n

Druh\u00e9 \u2014 inteligence<\/b><\/p>\n

Spole\u010dnosti tradi\u010dn\u011b spol\u00e9haj\u00ed na KPI \u2018zp\u011btn\u00fd pohled\u2019 \u2014 anal\u00fdzu dosa\u017een\u00fdch v\u00fdsledk\u016f pro formulaci nov\u00fdch hypot\u00e9z. Tyto metriky rychle ustupuj\u00ed n\u00e1stroj\u016fm, kter\u00e9 vyu\u017e\u00edvaj\u00ed strojov\u00e9 u\u010den\u00ed k monitorov\u00e1n\u00ed situace v re\u00e1ln\u00e9m \u010dase. Tento princip, zakomponovan\u00fd do pracovn\u00ed struktury, urychluje a zlep\u0161uje rozhodov\u00e1n\u00ed \u010dlov\u011bka.<\/p>\n

T\u0159et\u00ed a nejd\u016fle\u017eit\u011bj\u0161\u00ed prvek \u2014 d\u016fle\u017eitost lidsk\u00e9 zku\u0161enosti<\/b><\/p>\n

D\u00edky digit\u00e1ln\u00edm technologi\u00edm mohou spole\u010dnosti zlep\u0161ovat zku\u0161enost interakce se zna\u010dkou jak ze strany z\u00e1kazn\u00edka, tak ze strany zam\u011bstnavatele. Tato zku\u0161enost vy\u017eaduje neust\u00e1l\u00e9 kvalitativn\u00ed zlep\u0161ov\u00e1n\u00ed pro dosa\u017een\u00ed podnikatelsk\u00fdch c\u00edl\u016f.<\/p>\n

A p\u0159esto, stejn\u011b jako u jak\u00e9koli technologick\u00e9 zm\u011bny, m\u016f\u017ee b\u00fdt p\u0159izp\u016fsoben\u00ed my\u0161len\u00ed a chov\u00e1n\u00ed nejobt\u00ed\u017en\u011bj\u0161\u00edm a nejd\u016fle\u017eit\u011bj\u0161\u00edm \u00fakolem, kter\u00fd je t\u0159eba p\u0159ekonat.<\/p>\n

Ka\u017ed\u00fd z t\u011bchto prvk\u016f m\u016f\u017ee s\u00e1m o sob\u011b zp\u016fsobit destrukci. Spole\u010dn\u011b p\u0159edstavuj\u00ed jeden z nejv\u011bt\u0161\u00edch posun\u016f v historii pr\u00e1ce. Firmy mohou investovat do vylep\u0161en\u00fdch technologi\u00ed, aby urychlily proces digit\u00e1ln\u00ed transformace, ale tyto investice budou zbyte\u010dn\u00e9, pokud zam\u011bstnanci nep\u0159ijmou tuto zm\u011bnu. Aby podniky mohly vyu\u017e\u00edt tento posun, mus\u00ed vytvo\u0159it siln\u00fd vnit\u0159n\u00ed r\u00e1mec.<\/p>\n

5 lekc\u00ed \u00fasp\u011b\u0161n\u00fdch firem<\/h3>\n

\nV b\u0159eznu 2019 byla v Harvard Business Review publikov\u00e1na \u010dl\u00e1nek, kter\u00fd napsalo 4 sou\u010dasn\u00fdch CDO firem. Behnam Tabrizi, Ed Lam, Kirk Girard a Vernon Irvin spojili sv\u00e9 zku\u0161enosti a napsali 5 lekc\u00ed pro budouc\u00ed CDO. Pokud bychom to shrnuli: <\/p>\n

Lekce 1: Ne\u017e investujete do \u010dehokoli, ur\u010dete svou obchodn\u00ed strategii. Neexistuje jedna technologie, kter\u00e1 by zaru\u010dovala \"rychlost\" nebo \"inovace\" jako takov\u00e9. Nejlep\u0161\u00ed kombinace n\u00e1stroj\u016f pro konkr\u00e9tn\u00ed organizaci se bude li\u0161it podle r\u016fzn\u00fdch viz\u00ed.<\/p>\n

Lekce 2: Vyu\u017eit\u00ed insider\u016f. Firmy \u010dasto p\u0159itahuj\u00ed extern\u00ed konzultanty, kte\u0159\u00ed pou\u017e\u00edvaj\u00ed univerz\u00e1ln\u00ed metody pro dosa\u017een\u00ed \"maxim\u00e1ln\u00edch v\u00fdsledk\u016f\". Odborn\u00edci doporu\u010duj\u00ed zapojit do transformace experty z \u0159ad zam\u011bstnanc\u016f, kte\u0159\u00ed znaj\u00ed v\u0161echny procesy a \u00faskal\u00ed podnik\u00e1n\u00ed.<\/p>\n

Lekce 3: Anal\u00fdza fungov\u00e1n\u00ed firmy z pohledu z\u00e1kazn\u00edka. Pokud je c\u00edlem transformace zv\u00fd\u0161en\u00ed spokojenosti z\u00e1kazn\u00edk\u016f, je prvo\u0159ad\u00e9 mluvit p\u0159\u00edmo se z\u00e1kazn\u00edky. Je d\u016fle\u017eit\u00e9, \u017ee vedouc\u00ed o\u010dek\u00e1vaj\u00ed velk\u00e9 zm\u011bny od zaveden\u00ed n\u011bkolika nov\u00fdch produkt\u016f, zat\u00edmco praxe ukazuje, \u017ee nejlep\u0161\u00ed v\u00fdsledky p\u0159in\u00e1\u0161ej\u00ed mno\u017estv\u00ed drobn\u00fdch zm\u011bn v mnoha r\u016fzn\u00fdch obchodn\u00edch procesech. <\/p>\n

Lekce 4: Uzn\u00e1n\u00ed strachu zam\u011bstnanc\u016f z novinek. Kdy\u017e zam\u011bstnanci ch\u00e1pou, \u017ee digit\u00e1ln\u00ed transformace m\u016f\u017ee ohrozit jejich pr\u00e1ci, mohou se v\u011bdom\u011b nebo nev\u011bdom\u011b br\u00e1nit zm\u011bn\u00e1m. Pokud se digit\u00e1ln\u00ed transformace uk\u00e1\u017ee jako neefektivn\u00ed, veden\u00ed nakonec tyto snahy vzd\u00e1 a jejich pr\u00e1ce bude zachov\u00e1na. Pro vedouc\u00ed pracovn\u00edky je velmi d\u016fle\u017eit\u00e9 uznat tyto obavy a zd\u016fraznit, \u017ee proces digit\u00e1ln\u00ed transformace je p\u0159\u00edle\u017eitost\u00ed pro zam\u011bstnance, jak zv\u00fd\u0161it sv\u00e9 dovednosti podle po\u017eadavk\u016f budouc\u00edho trhu.<\/p>\n

Lekce 5: Pou\u017e\u00edvejte principy startup\u016f ze Silicon Valley. Jsou zn\u00e1m\u00e9 sv\u00fdm rychl\u00fdm rozhodov\u00e1n\u00edm, prototypov\u00e1n\u00edm a ploch\u00fdmi strukturami. Proces digit\u00e1ln\u00ed transformace je v podstat\u011b nejist\u00fd: zm\u011bny je t\u0159eba prov\u00e1d\u011bt p\u0159edem a pak je upravovat; rozhodnut\u00ed mus\u00ed b\u00fdt p\u0159ij\u00edm\u00e1na rychle. Tradi\u010dn\u00ed hierarchie tomu br\u00e1n\u00ed. Je lep\u0161\u00ed zvolit jednotnou organiza\u010dn\u00ed strukturu, kter\u00e1 bude \u010d\u00e1ste\u010dn\u011b odd\u011blena od zbytku organizace.<\/p>\n

V\u00fdstup<\/h3>\n

\n\u010cl\u00e1nek je obs\u00e1hl\u00fd, ale z\u00e1v\u011br je kr\u00e1tk\u00fd. Spole\u010dnost nen\u00ed jen IT architektura, jsou to lid\u00e9, kte\u0159\u00ed nemohou odej\u00edt z pr\u00e1ce dom\u016f a r\u00e1no p\u0159ij\u00edt s nov\u00fdmi kompetencemi. Digit\u00e1ln\u00ed transformace je nep\u0159etr\u017eit\u00fd proces n\u011bkolika velk\u00fdch implementac\u00ed a obrovsk\u00e9ho mno\u017estv\u00ed drobn\u00fdch \u201evylep\u0161en\u00ed\u201c. Nejl\u00e9pe funguje kombinace strategick\u00e9ho pl\u00e1nov\u00e1n\u00ed a neust\u00e1l\u00e9ho testov\u00e1n\u00ed mikro-hypot\u00e9z.
\n
Zdroj: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

\u0421\u043f\u043e\u0439\u043b\u0435\u0440: \u043d\u0430\u0447\u0430\u0442\u044c \u0441 \u043b\u044e\u0434\u0435\u0439. \u041d\u0435\u0434\u0430\u0432\u043d\u0438\u0439 \u043e\u043f\u0440\u043e\u0441 \u0433\u0435\u043d\u0435\u0440\u0430\u043b\u044c\u043d\u044b\u0445 \u0434\u0438\u0440\u0435\u043a\u0442\u043e\u0440\u043e\u0432 \u0438 \u0442\u043e\u043f-\u043c\u0435\u043d\u0435\u0434\u0436\u0435\u0440\u043e\u0432 \u043f\u043e\u043a\u0430\u0437\u0430\u043b, \u0447\u0442\u043e \u0440\u0438\u0441\u043a\u0438, \u0441\u0432\u044f\u0437\u0430\u043d\u043d\u044b\u0435 digital-\u0442\u0440\u0430\u043d\u0441\u0444\u043e\u0440\u043c\u0430\u0446\u0438\u0435\u0439, \u2014 \u043f\u0440\u0435\u0434\u043c\u0435\u0442 \u043e\u0431\u0441\u0443\u0436\u0434\u0435\u043d\u0438\u044f \u21161 \u0432 2019 \u0433\u043e\u0434\u0443. \u0422\u0435\u043c \u043d\u0435 \u043c\u0435\u043d\u0435\u0435, 70% \u0432\u0441\u0435\u0445 \u0438\u043d\u0438\u0446\u0438\u0430\u0442\u0438\u0432 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