{"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\/ro\/blog\/news\/kak-ne-proletet-s-digital-transformatsiej","title":{"rendered":"Cum s\u0103 nu rata\u021bi transformarea digital\u0103","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

\"Cum
\n
\nSpoiler: \u00eencepe\u021bi cu oamenii.<\/i><\/p>\n

Un recent sondaj realizat dintre directorii generali \u0219i managerii de top a ar\u0103tat c\u0103 riscurile asociate cu digitalizarea sunt subiectul num\u0103rul 1 de discu\u021bie \u00een 2019. Cu toate acestea, 70% dintre toate ini\u021biativele de transformare nu \u00ee\u0219i ating obiectivele. Se estimeaz\u0103 c\u0103 din cele 1,3 trilioane de dolari cheltuite anul trecut pentru digitalizare, 900 de miliarde s-au dus degeaba. Dar de ce unele ini\u021biative de transformare au succes, iar altele nu?<\/a><\/noindex><\/p>\n

Opinile actorilor de pe pia\u021ba rus\u0103 cu privire la noile tendin\u021be de afaceri sunt \u00eemp\u0103r\u021bite. Astfel, \u00een cadrul discu\u021biei despre aceast\u0103 problem\u0103 la una dintre cele mai importante conferin\u021be IT din Sankt Petersburg, \u201cNop\u021bile Albe\u201d, s-au auzit declara\u021bii c\u0103 digitalizarea este o nou\u0103 mod\u0103 care \u0219i-a dovedit ineficien\u021ba \u0219i va trece rapid. Oponen\u021bii au sus\u021binut c\u0103 transformarea digital\u0103 este o nou\u0103 realitate inevitabil\u0103, la care trebuie s\u0103 ne adapt\u0103m imediat. <\/p>\n

\u00centr-un fel sau altul, studiind experien\u021ba companiilor str\u0103ine, putem aminti c\u00e2teva exemple e\u0219uate, cum ar fi cazurile General Electric \u0219i Ford.<\/p>\n

E\u0219ecurile transform\u0103rii<\/h3>\n

\n\u00cen 2015, compania GE a anun\u021bat crearea GE Digital - o companie care ar trebui s\u0103 se concentreze pe produsele digitale \u0219i, \u00een primul r\u00e2nd, pe digitalizarea proceselor de v\u00e2nz\u0103ri \u0219i a rela\u021biilor cu furnizorii. Cu toate c\u0103 divizia a avut succes, CDO-ul companiei a fost nevoit s\u0103 p\u0103r\u0103seasc\u0103 func\u021bia sub presiunea unor ac\u021bionari din cauza stagn\u0103rii ac\u021biunilor.<\/p>\n

GE nu este singura companie ale c\u0103rei rezultate au sc\u0103zut pe fondul digitaliz\u0103rii. \u00cen 2014, directorul companiei Ford, Mark Fields, a declarat despre planurile sale grandioase de digitalizare a companiei. Cu toate acestea, ulterior, proiectul a fost \u00eenchis din cauza sc\u0103derii pre\u021bului ac\u021biunilor companiei simultan cu cre\u0219terea constant\u0103 a costurilor.<\/p>\n

Ce determin\u0103 succesul transform\u0103rii?<\/h3>\n

\nMulte companii ruse\u0219ti percep transformarea digital\u0103 ca o implementare de noi sisteme IT pentru optimizarea proceselor de afaceri, \u00een timp ce evangheli\u0219tii acestui proces insist\u0103 c\u0103 digitalizarea nu este doar investi\u021bii \u00een infrastructur\u0103, ci \u0219i o schimbare de strategie, dezvoltarea de noi competen\u021be \u0219i reorganizarea proceselor de afaceri.<\/p>\n

Conform sus\u021bin\u0103torilor transform\u0103rii digitale, la baza procesului se afl\u0103 schimbarea focaliz\u0103rii afacerii de la capacit\u0103\u021bile de produc\u021bie la nevoile clien\u021bilor \u0219i construc\u021bia tuturor proceselor \u00een jurul \u00eembun\u0103t\u0103\u021birii experien\u021bei clientului.<\/p>\n

De ce sunt importante oamenii?<\/h3>\n

\n\"Cum
\n
\nStudiul KMDA \u201cTransformarea digital\u0103 \u00een Rusia<\/a><\/noindex>\u201d arat\u0103 c\u0103 angaja\u021bii obi\u0219nui\u021bi \u0219i managerii de top evalueaz\u0103 diferit nivelul de transformare a companiei. <\/p>\n

Managementul de top evalueaz\u0103 utilizarea tehnologiilor digitale \u00een activitatea companiei mai \u00eenalt dec\u00e2t angaja\u021bii obi\u0219nui\u021bi. Aceasta poate indica faptul c\u0103 conducerea poate supraestima situa\u021bia, \u00een timp ce angaja\u021bii obi\u0219nui\u021bi nu sunt informa\u021bi despre toate proiectele.<\/p>\n

Cercet\u0103torii sus\u021bin cu o voce c\u0103 nicio organiza\u021bie nu poate beneficia de avantajele tehnologiilor de nou\u0103 genera\u021bie f\u0103r\u0103 a plasa angaja\u021bii \u00een centrul strategiei sale. Pentru a \u00een\u021belege de ce, trebuie s\u0103 examin\u0103m cele trei elemente fundamentale ale transform\u0103rii digitale.<\/p>\n

Primul - viteza<\/b><\/p>\n

\u00cenv\u0103\u021barea automat\u0103 \u0219i automatizarea pot accelera toate func\u021biile de afaceri, de la lan\u021burile de aprovizionare \u0219i servicii pentru clien\u021bi, p\u00e2n\u0103 la finan\u021be, managementul resurselor umane, securitate \u0219i partajarea IT-ului. De asemenea, acestea permit proceselor de afaceri s\u0103 se adapteze \u0219i s\u0103 se \u00eembun\u0103t\u0103\u021beasc\u0103 autonom.<\/p>\n

Al doilea - inteligen\u021ba<\/b><\/p>\n

Companiile s-au bazat tradi\u021bional pe KPI-uri \u201eprivind \u00eenapoi\u201d - analiza rezultatelor ob\u021binute pentru a construi noi ipoteze. Aceste metrici cedeaz\u0103 rapid locul unor instrumente care utilizeaz\u0103 \u00eenv\u0103\u021barea automat\u0103 pentru a monitoriza situa\u021bia \u00een timp real. \u00cencorporat \u00een fluxul de lucru, acest principiu accelereaz\u0103 \u0219i \u00eembun\u0103t\u0103\u021be\u0219te procesul decizional uman.<\/p>\n

Al treilea \u0219i cel mai important element - importan\u021ba experien\u021bei umane<\/b><\/p>\n

Datorit\u0103 tehnologiilor digitale, companiile pot \u00eembun\u0103t\u0103\u021bi experien\u021ba de interac\u021biune cu marca at\u00e2t din perspectiva clientului, c\u00e2t \u0219i din cea a angajatorului. Aceast\u0103 experien\u021b\u0103 necesit\u0103 \u00eembun\u0103t\u0103\u021biri calitative constante pentru a atinge obiectivele de afaceri.<\/p>\n

\u0218i totu\u0219i, ca \u00een cazul oric\u0103rei schimb\u0103ri tehnologice, ajustarea mentalit\u0103\u021bii \u0219i comportamentului poate fi cea mai dificil\u0103 \u0219i important\u0103 provocare de dep\u0103\u0219it.<\/p>\n

Fiecare dintre aceste elemente poate deveni distructiv prin sine \u00eensu\u0219i. \u00cempreun\u0103, ele reprezint\u0103 una dintre cele mai mari transform\u0103ri din istoria muncii. Companiile pot investi \u00een achizi\u021bionarea de tehnologii avansate pentru a accelera procesul de transformare digital\u0103, dar aceste investi\u021bii vor fi \u00een zadar dac\u0103 angaja\u021bii nu accept\u0103 aceast\u0103 schimbare. Pentru a beneficia de aceast\u0103 transformare, \u00eentreprinderile trebuie s\u0103 creeze un cadru intern solid.<\/p>\n

5 lec\u021bii de la companii de succes<\/h3>\n

\n\u00cen martie 2019, \u00een Harvard Business Review a fost publicat un articol scris de 4 CDO activi. Behnam Tabrizi, Ed Lam, Kirk Girard \u0219i Vernon Irvin \u0219i-au unit experien\u021bele \u0219i au redactat 5 lec\u021bii pentru viitorii CDO. Pe scurt, acestea sunt: <\/p>\n

Lec\u021bia 1: \u00cenainte de a face orice investi\u021bie, define\u0219te-\u021bi strategia de afaceri. Nu exist\u0103 o tehnologie unic\u0103 care s\u0103 asigure \u201erapiditate\u201d sau \u201einova\u021bie\u201d \u00een sine. Cea mai bun\u0103 combina\u021bie de instrumente pentru o organiza\u021bie specific\u0103 va varia de la o viziune la alta.<\/p>\n

Lec\u021bia 2: Utilizarea insiderilor. Adesea, companiile angajeaz\u0103 consultan\u021bi externe care folosesc metode universale pentru a ob\u021bine \u201erezultate maxime\u201d. Exper\u021bii recomand\u0103 implicarea la transformare a speciali\u0219tilor dintre angaja\u021bi, cei care cunosc toate procesele \u0219i capcanele afacerii.<\/p>\n

Lec\u021bia 3: Analiza activit\u0103\u021bii companiei din perspectiva clientului. Dac\u0103 scopul transform\u0103rii este cre\u0219terea satisfac\u021biei clien\u021bilor, atunci, mai \u00eent\u00e2i, ar trebui s\u0103 vorbe\u0219ti cu clien\u021bii \u00een\u0219i\u0219i. Este important de \u0219tiut c\u0103 conduc\u0103torii a\u0219teapt\u0103 mari schimb\u0103ri de la implementarea c\u00e2torva produse noi, \u00een timp ce practica arat\u0103 c\u0103 cele mai bune rezultate vin dintr-o serie de schimb\u0103ri mici \u00een numeroase procese de afaceri diferite. <\/p>\n

Lectia 4: Recunoa\u0219terea temerilor angaja\u021bilor fa\u021b\u0103 de inova\u021bii. Atunci c\u00e2nd angaja\u021bii \u00een\u021beleg c\u0103 transformarea digital\u0103 le poate amenin\u021ba locul de munc\u0103, ei pot s\u0103 se opun\u0103 schimb\u0103rilor, fie con\u0219tient, fie incon\u0219tient. Dac\u0103 transformarea digital\u0103 se dovede\u0219te a fi ineficient\u0103, conducerea va renun\u021ba, \u00een cele din urm\u0103, la eforturi, iar locul lor de munc\u0103 va fi p\u0103strat. Este crucial pentru lideri s\u0103 recunoasc\u0103 aceste nelini\u0219ti \u0219i s\u0103 sublinieze c\u0103 procesul de transformare digital\u0103 reprezint\u0103 o oportunitate pentru angaja\u021bi de a-\u0219i \u00eembun\u0103t\u0103\u021bi competen\u021bele \u00een conformitate cu pia\u021ba viitorului.<\/p>\n

Lectia 5: Folosi\u021bi principii de func\u021bionare ale startup-urilor din Silicon Valley. Acestea sunt cunoscute pentru deciziile rapide, prototipare \u0219i structuri de tip plat. Procesul de transformare digital\u0103 este, \u00een esen\u021b\u0103, incert: modific\u0103rile trebuie aduse ini\u021bial \u0219i apoi ajustate; deciziile trebuie luate rapid. \u00cen consecin\u021b\u0103, ierarhiile tradi\u021bionale devin un obstacol. Este mai bine s\u0103 se adopte o structur\u0103 organiza\u021bional\u0103 unic\u0103, care s\u0103 fie pu\u021bin mai separat\u0103 de restul organiza\u021biei.<\/p>\n

Ie\u0219ire<\/h3>\n

\nArticolul este extins, dar concluzia este scurt\u0103. O companie nu este doar arhitectura IT, ci \u0219i oamenii care nu pot pleca acas\u0103 de la munc\u0103 \u0219i diminea\u021ba s\u0103 vin\u0103 cu noi competen\u021be. Transformarea digital\u0103 este un proces continuu de c\u00e2teva implement\u0103ri majore \u0219i un num\u0103r enorm de \u201eajust\u0103ri\u201d mici. Cel mai bine func\u021bioneaz\u0103 o combina\u021bie de planificare strategic\u0103 \u0219i testarea constant\u0103 a micro-hipotezelor.
\n
Sursa: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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