{"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\/sq\/blog\/news\/kak-ne-proletet-s-digital-transformatsiej","title":{"rendered":"Si si nuk e humbni transformimin digjital","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

\"Si
\n
\nSpoiler: filloni me njer\u00ebzit.<\/i><\/p>\n

Nj\u00eb sondazh i fundit i drejtor\u00ebve ekzekutiv\u00eb dhe menaxher\u00ebve t\u00eb lart\u00eb tregoi se rreziqet q\u00eb lidhen me transformimin digjital jan\u00eb tema kryesore e diskutimit n\u00eb vitin 2019. Megjithat\u00eb, 70% e t\u00eb gjitha iniciativave t\u00eb transformimit nuk arrijn\u00eb q\u00ebllimet e tyre. Sipas vler\u00ebsimeve, nga 1.3 trilion dollar\u00eb t\u00eb shpenzuara vitin e kaluar p\u00ebr digitalizimin, 900 miliard\u00eb kan\u00eb shkuar d\u00ebm. Por pse disa iniciativa transformimi jan\u00eb t\u00eb suksesshme, nd\u00ebrsa t\u00eb tjera jo?<\/a><\/noindex><\/p>\n

Mendimet e lojtar\u00ebve t\u00eb tregut rus p\u00ebr trendet e reja t\u00eb biznesit jan\u00eb t\u00eb ndara. N\u00eb nj\u00eb diskutim mbi k\u00ebt\u00eb \u00e7\u00ebshtje n\u00eb kuad\u00ebr t\u00eb nj\u00eb nga konferencave kryesore IT n\u00eb Sh\u00ebn Petersburg \u201cNatet e Bardha\u201d, u shpreh\u00ebn mendime se digitalizimi \u00ebsht\u00eb nj\u00eb hype tjet\u00ebr, q\u00eb ka treguar mosfunksionimin dhe shpejt do t\u00eb kaloj\u00eb. Kund\u00ebrshtar\u00ebt argumentuan se transformimi digjital \u00ebsht\u00eb nj\u00eb realitet i pafund q\u00eb duhet t\u00eb adaptohemi tashm\u00eb. <\/p>\n

N\u00eb \u00e7do rast, duke studiuar p\u00ebrvoj\u00ebn e kompanive t\u00eb huaja, mund t\u00eb kujtojm\u00eb disa shembuj t\u00eb d\u00ebshtimit, p\u00ebr shembull, rastet e General Electric dhe Ford.<\/p>\n

D\u00ebshtimet e transformimit<\/h3>\n

\nN\u00eb vitin 2015, kompania GE shpalli krijimin e GE Digital \u2014 nj\u00eb kompani q\u00eb do t\u00eb p\u00ebrqendrohej n\u00eb produktet digjitale dhe, n\u00eb radh\u00eb t\u00eb par\u00eb, n\u00eb digitalizimin e proceseve t\u00eb shitjes dhe marr\u00ebdh\u00ebnieve me furnizuesit. Pavar\u00ebsisht sukseseve t\u00eb k\u00ebtij departamenti, CDO i kompanis\u00eb ishte i detyruar t\u00eb jepte dor\u00ebheqjen n\u00ebn presionin e disa aksionar\u00ebve p\u00ebr shkak t\u00eb stagnimit t\u00eb p\u00ebrfitimeve t\u00eb aksioneve.<\/p>\n

GE nuk \u00ebsht\u00eb kompania e vetme, performanca e s\u00eb cil\u00ebs ka r\u00ebn\u00eb n\u00eb sfondin e digitalizimit. N\u00eb vitin 2014, drejtori i kompanis\u00eb Ford, Mark Fields, shpalli planet e tij t\u00eb m\u00ebdha p\u00ebr digitalizimin e kompanis\u00eb. Megjithat\u00eb, projekti m\u00eb von\u00eb u mbyll p\u00ebr shkak t\u00eb r\u00ebnies s\u00eb \u00e7mimeve t\u00eb aksioneve t\u00eb kompanis\u00eb n\u00eb sfondin e rritjes s\u00eb vazhdueshme t\u00eb kostove.<\/p>\n

Nga \u00e7far\u00eb varet suksesi i transformimit?<\/h3>\n

\nShum\u00eb kompani ruse e perceptojn\u00eb transformimin digjital si zbatimin e sistemeve t\u00eb reja IT p\u00ebr optimizimin e proceseve t\u00eb biznesit, nd\u00ebrsa evangelist\u00ebt e k\u00ebtij procesi insistojn\u00eb se digitalizimi \u00ebsht\u00eb jo vet\u00ebm investime n\u00eb infrastruktur\u00eb, por edhe ndryshim t\u00eb strategjis\u00eb, zhvillim t\u00eb kompetencave t\u00eb reja dhe ristrukturim t\u00eb proceseve t\u00eb biznesit.<\/p>\n

Sipas p\u00ebrkrah\u00ebsve t\u00eb transformimit digjital, thelbi i procesit q\u00ebndron n\u00eb kalimin e fokusit t\u00eb biznesit nga kapacitetet prodhuese n\u00eb nevojat e klient\u00ebve dhe nd\u00ebrtimin e t\u00eb gjitha proceseve rreth p\u00ebrmir\u00ebsimit t\u00eb p\u00ebrvoj\u00ebs s\u00eb klientit.<\/p>\n

Pse jan\u00eb njer\u00ebzit t\u00eb r\u00ebnd\u00ebsish\u00ebm?<\/h3>\n

\n\"Si
\n
\nStudimi KMDA \u201cTransformimi digjital n\u00eb Rusi<\/a><\/noindex>\u201d tregon se punonj\u00ebsit e thjesht\u00eb dhe menaxher\u00ebt e lart\u00eb e vler\u00ebsojn\u00eb ndryshe nivelin e transformimit t\u00eb kompanis\u00eb. <\/p>\n

Menaxhmenti i lart\u00eb e vler\u00ebson p\u00ebrdorimin e teknologjive digjitale n\u00eb pun\u00ebn e kompanis\u00eb m\u00eb lart\u00eb se punonj\u00ebsit e thjesht\u00eb. Kjo mund t\u00eb tregoj\u00eb se udh\u00ebheq\u00ebsit ndoshta e teprojn\u00eb situat\u00ebn, nd\u00ebrsa punonj\u00ebsit jan\u00eb t\u00eb informuar jo p\u00ebr t\u00eb gjitha projektet.<\/p>\n

K\u00ebrkuesit nj\u00ebz\u00ebri thon\u00eb se asnj\u00eb organizat\u00eb nuk mund t\u00eb p\u00ebrfitoj\u00eb nga avantazhet e teknologjive t\u00eb reja gjeneratash pa e v\u00ebn\u00eb punonj\u00ebsit n\u00eb qend\u00ebr t\u00eb strategjis\u00eb s\u00eb saj. P\u00ebr ta kuptuar pse, na nevojitet t\u00eb shqyrtojm\u00eb tre elementet kryesore t\u00eb transformimit digjital.<\/p>\n

Elementi i par\u00eb \u2014 shpejt\u00ebsia<\/b><\/p>\n

M\u00ebsimi automatik dhe automatizimi mund t\u00eb shpejtojn\u00eb t\u00eb gjitha funksionet e biznesit, nga zinxhir\u00ebt e furnizimit dhe sh\u00ebrbimi ndaj klient\u00ebve deri te financat, menaxhimi i burimeve njer\u00ebzore, siguria dhe ndarja e IT. Ato gjithashtu lejojn\u00eb proceseve t\u00eb biznesit t'u adaptohen dhe p\u00ebrmir\u00ebsohen vet\u00eb.<\/p>\n

Elementi i dyt\u00eb \u2014 inteligjenca<\/b><\/p>\n

Kompanit\u00eb tradicionalisht mb\u00ebshteten n\u00eb KPI-t\u00eb \u2018shikimi n\u00eb t\u00eb kaluar\u00ebn\u2019 \u2014 analiza e rezultateve t\u00eb arritura p\u00ebr t\u00eb nd\u00ebrtuar hipoteza t\u00eb reja. K\u00ebto metrika shpejt po u l\u00ebn\u00eb vendin mjeteve q\u00eb aplikojn\u00eb m\u00ebsimin automatik p\u00ebr monitorimin e situat\u00ebs n\u00eb koh\u00eb reale. E nd\u00ebrtuar n\u00eb rrjedh\u00ebn e pun\u00ebs, ky parim p\u00ebrshpejton dhe p\u00ebrmir\u00ebson marrjen e vendimeve nga njeriu.<\/p>\n

Elementi i tret\u00eb dhe m\u00eb i r\u00ebnd\u00ebsish\u00ebm \u2014 r\u00ebnd\u00ebsia e p\u00ebrvoj\u00ebs njer\u00ebzore<\/b><\/p>\n

Fal\u00eb teknologjive digjitale, kompanit\u00eb mund t\u00eb p\u00ebrmir\u00ebsojn\u00eb p\u00ebrvoj\u00ebn e nd\u00ebrveprimit me mark\u00ebn si nga ana e klientit ashtu edhe nga ana e pun\u00ebdh\u00ebn\u00ebsit. Kjo p\u00ebrvoj\u00eb k\u00ebrkon nj\u00eb p\u00ebrmir\u00ebsim cil\u00ebsor t\u00eb vazhduesh\u00ebm p\u00ebr t\u00eb arritur q\u00ebllimet e biznesit.<\/p>\n

Dhe megjithat\u00eb, ashtu si n\u00eb \u00e7do ndryshim teknologjik, rregullimi i mendjes dhe sjelljes mund t\u00eb b\u00ebhet sfida m\u00eb e v\u00ebshtir\u00eb dhe m\u00eb e r\u00ebnd\u00ebsishme q\u00eb duhet t\u00eb tejkalohet.<\/p>\n

Secili prej k\u00ebtyre elementeve mund t\u00eb jet\u00eb shkat\u00ebrrues n\u00eb vetvete. N\u00eb s\u00eb bashku, ata p\u00ebrfaq\u00ebsojn\u00eb nj\u00eb nga ndryshimet m\u00eb t\u00eb m\u00ebdha n\u00eb historin\u00eb e pun\u00ebs. Kompanit\u00eb mund t\u00eb investojn\u00eb n\u00eb blerjen e teknologjive moderne p\u00ebr t\u00eb p\u00ebrshpejtuar procesin e transformimit digjital, por k\u00ebto investime do t\u00eb shpenzohen kot n\u00ebse punonj\u00ebsit nuk e pranojn\u00eb k\u00ebt\u00eb ndryshim. P\u00ebr t\u00eb p\u00ebrfituar nga ky ndryshim, bizneset duhet t\u00eb krijojn\u00eb nj\u00eb korniz\u00eb t\u00eb fort\u00eb t\u00eb brendshme.<\/p>\n

5 m\u00ebsime nga kompanit\u00eb e suksesshme<\/h3>\n

\nN\u00eb mars 2019, n\u00eb Harvard Business Review u publikua nj\u00eb artikull i shkruar nga 4 CDO aktual\u00eb t\u00eb kompanive. Behnam Tabrizi, Ed Lam, Kirk Girard dhe Vernon Irwin bashkuan p\u00ebrvoj\u00ebn e tyre dhe shkruan 5 m\u00ebsime p\u00ebr CDO-t\u00eb e ardhsh\u00ebm. N\u00eb m\u00ebnyr\u00eb t\u00eb p\u00ebrmbledhur, kjo \u00ebsht\u00eb: <\/p>\n

M\u00ebsimi 1: Para se t\u00eb investoni n\u00eb ndonj\u00eb gj\u00eb, p\u00ebrcaktoni strategjin\u00eb tuaj t\u00eb biznesit. Nuk ka nj\u00eb teknologji t\u00eb vetme q\u00eb ofron \"shpejt\u00ebsi\" ose \"inovacion\" si t\u00eb tilla. Kombinimi m\u00eb i mir\u00eb i mjeteve p\u00ebr nj\u00eb organizat\u00eb t\u00eb caktuar do t\u00eb varioj\u00eb nga nj\u00eb vizion n\u00eb nj\u00eb tjet\u00ebr.<\/p>\n

M\u00ebsimi 2: P\u00ebrdorimi i brendsh\u00ebm. Shpesh kompanit\u00eb angazhojn\u00eb konsulent\u00eb t\u00eb jasht\u00ebm q\u00eb p\u00ebrdorin metoda universale p\u00ebr t\u00eb arritur \"rezultatet maksimale\". Ekspert\u00ebt sugjerojn\u00eb q\u00eb t\u00eb angazhohen n\u00eb transformim ekspert\u00eb nga radh\u00ebt e punonj\u00ebsve, t\u00eb cil\u00ebt njohin t\u00eb gjitha proceset dhe sfidat e biznesit.<\/p>\n

M\u00ebsimi 3: Analiza e funksionimit t\u00eb kompanis\u00eb nga perspektiva e klientit. N\u00ebse q\u00ebllimi i transformimit \u00ebsht\u00eb rritja e k\u00ebnaq\u00ebsis\u00eb s\u00eb klient\u00ebve, at\u00ebher\u00eb s\u00eb pari duhet biseduar me vet\u00eb klient\u00ebt. \u00cbsht\u00eb e r\u00ebnd\u00ebsishme q\u00eb drejtuesit presin ndryshime t\u00eb m\u00ebdha nga implementimi i disa produkteve t\u00eb reja, nd\u00ebrsa praktikisht tregohet se rezultatet m\u00eb t\u00eb mira vijn\u00eb nga shum\u00eb ndryshime t\u00eb vogla n\u00eb nj\u00eb num\u00ebr t\u00eb madh procesesh t\u00eb ndryshme biznesi. <\/p>\n

S\u00ebndi 4: Pranoni frik\u00ebn e punonj\u00ebsve nga risit\u00eb. Kur punonj\u00ebsit kuptojn\u00eb se transformimi digjital mund t\u00eb k\u00ebrc\u00ebnoj\u00eb pun\u00ebn e tyre, ata mund t\u00eb kund\u00ebrshtojn\u00eb ndryshimet n\u00eb m\u00ebnyr\u00eb t\u00eb vet\u00ebdijshme ose t\u00eb pavet\u00ebdijshme. N\u00ebse transformimi digjital rezulton i pasuksessh\u00ebm, drejtuesit p\u00ebrfundimisht do t\u00eb heqin dor\u00eb nga p\u00ebrpjekjet, dhe puna e tyre do t\u00eb ruhet. \u00cbsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme p\u00ebr drejtor\u00ebt t\u00eb pranojn\u00eb k\u00ebto shqet\u00ebsime dhe t\u00eb theksojn\u00eb se procesi i transformimit digjital \u00ebsht\u00eb nj\u00eb mund\u00ebsi p\u00ebr punonj\u00ebsit t\u00eb rrisin aft\u00ebsit\u00eb e tyre sipas tregut t\u00eb s\u00eb ardhmes.<\/p>\n

S\u00ebndi 5: P\u00ebrdorni parimet e pun\u00ebs s\u00eb startupeve t\u00eb Silicon Valley. Ata njihen p\u00ebr marrjen e shpejt\u00eb t\u00eb vendimeve, prototipizimin dhe strukturat e sheshta. Procesi i transformimit digjital \u00ebsht\u00eb n\u00eb thelb i pasigurt: ndryshimet duhet t\u00eb b\u00ebhen paraprakisht dhe pastaj t\u00eb rregullohen; vendimet duhet t\u00eb merren shpejt. Si rezultat, hierarkit\u00eb tradicionale pengojn\u00eb. \u00cbsht\u00eb m\u00eb mir\u00eb t\u00eb miratohet nj\u00eb struktur\u00eb organizative unike, e cila do t\u00eb jet\u00eb paksa e ndar\u00eb nga pjesa tjet\u00ebr e organizat\u00ebs.<\/p>\n

P\u00ebrfundimi<\/h3>\n

\nArtikulli \u00ebsht\u00eb i gjat\u00eb, por p\u00ebrfundimi \u00ebsht\u00eb i shkurt\u00ebr. Nj\u00eb kompani nuk \u00ebsht\u00eb vet\u00ebm nj\u00eb arkitektur\u00eb IT, ajo jan\u00eb njer\u00ebzit, t\u00eb cil\u00ebt nuk mund t\u00eb shkojn\u00eb n\u00eb sht\u00ebpi pas pun\u00ebs dhe n\u00eb m\u00ebngjes t\u00eb vijn\u00eb me kompetenca t\u00eb reja. Transformimi digjital \u00ebsht\u00eb nj\u00eb proces i vazhduesh\u00ebm i shum\u00eb implementimeve t\u00eb m\u00ebdha dhe nj\u00eb sasi t\u00eb madhe \u2018rregullimesh\u2019 t\u00eb vogla. Kombinimi m\u00eb i mir\u00eb funksionon me planifikimin strategjik dhe testimin e vazhduesh\u00ebm t\u00eb mikro-hipotezave.
\n
Burimi: habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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