{"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 t\u00eb mos humbni transformimin digjital","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

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

Nj\u00eb anketa e fundit e drejtor\u00ebve t\u00eb p\u00ebrgjithsh\u00ebm dhe menaxher\u00ebve t\u00eb lart\u00eb tregoi se rreziqet e lidhura me transformimin digjital jan\u00eb tema kryesore e diskutimeve p\u00ebr vitin 2019. Megjithat\u00eb, 70% e t\u00eb gjitha iniciativave t\u00eb transformimit nuk arrijn\u00eb objektivat e tyre. Sipas vler\u00ebsimeve, nga 1.3 trilion dollar\u00eb t\u00eb shpenzuara p\u00ebr digjitalizimin vitin e kaluar, 900 miliard\u00eb shkuan d\u00ebm. Por, pse disa iniciativa transformuese jan\u00eb t\u00eb suksesshme, nd\u00ebrsa t\u00eb tjerat jo?<\/a><\/noindex><\/p>\n

Opinat e lojtar\u00ebve n\u00eb tregun rus p\u00ebr m\u00ebnyrat e reja t\u00eb biznesit jan\u00eb t\u00eb ndara. N\u00eb nj\u00eb diskutim t\u00eb k\u00ebtij \u00e7\u00ebshtjeje n\u00eb kuad\u00ebr t\u00eb nj\u00eb nga konferencat kryesore IT n\u00eb Sh\u00ebn Petersburg, \"Natet e Bardha\", u artikuluan mendime se digjitalizimi \u00ebsht\u00eb nj\u00eb hype tjet\u00ebr q\u00eb ka treguar pamund\u00ebsin\u00eb e tij dhe do kaloj\u00eb shpejt. Kund\u00ebrshtar\u00ebt argumentuan se transformimi digjital \u00ebsht\u00eb nj\u00eb realitet i pashmangsh\u00ebm, n\u00eb t\u00eb cilin duhet t\u00eb adaptohemi tani. <\/p>\n

N\u00eb \u00e7do rast, duke studiuar p\u00ebrvoj\u00ebn e kompanive t\u00eb huaja, mund t\u00eb p\u00ebrmendim disa raste t\u00eb d\u00ebshtuara, si\u00e7 jan\u00eb ato t\u00eb 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 duhet t\u00eb p\u00ebrqendrohet n\u00eb produktet digjitale dhe, n\u00eb radh\u00eb t\u00eb par\u00eb, n\u00eb digjitalizimin e proceseve t\u00eb shitjes dhe marr\u00ebdh\u00ebnieve me furnizuesit. Pavar\u00ebsisht suksesit t\u00eb k\u00ebtij departamenti, CDO i kompanis\u00eb u detyrua t\u00eb largohej nga posti p\u00ebr shkak t\u00eb presionit nga disa aksionar\u00eb, p\u00ebr shkak t\u00eb stagnimit t\u00eb aksioneve.<\/p>\n

GE nuk \u00ebsht\u00eb kompania e vetme, rezultati i s\u00eb cil\u00ebs ka r\u00ebn\u00eb p\u00ebr shkak t\u00eb digjitalizimit. N\u00eb vitin 2014, drejtori i kompanis\u00eb Ford, Mark Fields, shpalli planet e tij ambicioze p\u00ebr digjitalizimin e kompanis\u00eb. Megjithat\u00eb, m\u00eb von\u00eb projekti u mbyll p\u00ebr shkak se \u00e7mimi i aksioneve t\u00eb kompanis\u00eb ra p\u00ebr shkak t\u00eb rritjes s\u00eb vazhdueshme t\u00eb shpenzimeve.<\/p>\n

\u00c7far\u00eb e p\u00ebrcakton suksesin e transformimit?<\/h3>\n

\nShum\u00eb kompani ruse e percejojn\u00eb transformimin digjital si implementim t\u00eb sistemeve t\u00eb reja IT p\u00ebr optimizimin e proceseve t\u00eb biznesit, nd\u00ebrsa evangelist\u00ebt e k\u00ebtij procesi insistojn\u00eb se digjitalizimi nuk \u00ebsht\u00eb vet\u00ebm investim n\u00eb infrastruktur\u00eb, por gjithashtu nj\u00eb ndryshim strategjik, zhvillim t\u00eb kompetencave t\u00eb reja dhe ristrukturim t\u00eb proceseve t\u00eb biznesit.<\/p>\n

N\u00eb thelb t\u00eb procesit, sipas p\u00ebrkrah\u00ebsve t\u00eb transformimit digjital, \u00ebsht\u00eb ndryshimi i fokusit t\u00eb biznesit nga kapacitetet prodhuese n\u00eb nevojat e klient\u00ebve dhe nd\u00ebrtimi i t\u00eb gjitha proceseve rreth p\u00ebrmir\u00ebsimit t\u00eb p\u00ebrvoj\u00ebs s\u00eb klientit.<\/p>\n

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

\n\"Si
\n
\nStudimi KMDA \"Transformimi digjital n\u00eb Rusi<\/a><\/noindex>\" tregon se punonj\u00ebsit e zakonsh\u00ebm 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 se punonj\u00ebsit e zakonsh\u00ebm. Kjo mund t\u00eb sugjeroj\u00eb se drejtuesit, ndoshta, e mbivler\u00ebsojn\u00eb situat\u00ebn, nd\u00ebrsa punonj\u00ebsit e zakonsh\u00ebm nuk jan\u00eb t\u00eb informuar p\u00ebr t\u00eb gjitha projektet.<\/p>\n

Hulumtuesit me nj\u00eb z\u00eb thon\u00eb se asnj\u00eb organizat\u00eb nuk mund t\u00eb shfryt\u00ebzoj\u00eb p\u00ebrfitimet e teknologjive t\u00eb reja gjeneratash, pa vendosur punonj\u00ebsit n\u00eb qend\u00ebr t\u00eb strategjis\u00eb s\u00eb saj. P\u00ebr t\u00eb kuptuar pse, na nevojitet t\u00eb shqyrtojm\u00eb tre elemente kryesore t\u00eb transformimit digjital.<\/p>\n

E para \u2014 shpejt\u00ebsia<\/b><\/p>\n

M\u00ebsoja me makin\u00eb dhe automatizimi mund t\u00eb shpejtojn\u00eb t\u00eb gjitha funksionet e biznesit, nga zinxhir\u00ebt e furnizimit dhe sh\u00ebrbimi ndaj klientit deri te financat, menaxhimi i njer\u00ebzve, siguria dhe ndarja e IT. Ato gjithashtu lejohen q\u00eb proceset e biznesit t\u00eb adaptohen dhe p\u00ebrmir\u00ebsohen vet\u00eb.<\/p>\n

E dyta \u2014 inteligjenca<\/b><\/p>\n

Kompanit\u00eb tradicionalisht jan\u00eb mb\u00ebshtetur n\u00eb KPI \"shikimi n\u00eb t\u00eb kaluar\u00ebn\" \u2014 analiza e rezultateve p\u00ebr t\u00eb nd\u00ebrtuar hipoteza t\u00eb reja. K\u00ebto metrika shpejt po u japin vendin mjeteve q\u00eb aplikojn\u00eb m\u00ebsimin e makin\u00ebs p\u00ebr monitorimin e situat\u00ebs n\u00eb koh\u00eb reale. E integruar n\u00eb rrjedh\u00ebn e pun\u00ebs, ky parim e p\u00ebrshpejton dhe p\u00ebrmir\u00ebson vendimmarrjen e njeriut.<\/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 p\u00ebrmir\u00ebsim t\u00eb vazhduesh\u00ebm p\u00ebr t\u00eb arritur objektivat e biznesit.<\/p>\n

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

Secili nga k\u00ebta element\u00eb do t\u00eb mund t\u00eb b\u00ebhet shkat\u00ebrrues vet\u00eb. N\u00eb t\u00ebr\u00ebsi, ato p\u00ebrb\u00ebjn\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 teknologji t\u00eb avancuar p\u00ebr t\u00eb p\u00ebrshpejtuar procesin e transformimit digjital, por k\u00ebto investime do t\u00eb ishin t\u00eb kota 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 doli nj\u00eb artikull i shkruar nga 4 CDO aktiv\u00eb t\u00eb kompanive. Behnameh 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\u00ebse shkurtimisht, kjo \u00ebsht\u00eb: <\/p>\n

M\u00ebsimi 1: Para se t\u00eb investoni n\u00eb di\u00e7ka, p\u00ebrcaktoni strategjin\u00eb tuaj t\u00eb biznesit. Nuk ka nj\u00eb teknologji t\u00eb vetme q\u00eb ofron \"shpejt\u00ebsi\" ose \"novacion\" si t\u00eb tilla. Kombinimi m\u00eb i mir\u00eb i instrumenteve p\u00ebr nj\u00eb organizat\u00eb t\u00eb caktuar do t\u00eb ndryshoj\u00eb nga nj\u00eb vizion n\u00eb tjetrin.<\/p>\n

M\u00ebsimi 2: P\u00ebrdorimi i insider\u00ebve. Shpesh, kompanit\u00eb angazhojn\u00eb konsulent\u00eb t\u00eb jasht\u00ebm q\u00eb p\u00ebrdorin metoda universale p\u00ebr t\u00eb arritur \"rezultate maksimale\". Ekspert\u00ebt k\u00ebshillojn\u00eb t\u00eb angazhojn\u00eb n\u00eb transformim ekspert\u00eb nga radh\u00ebt e punonj\u00ebsve, t\u00eb cil\u00ebt din\u00eb t\u00eb gjitha proceset dhe pengesat e biznesit.<\/p>\n

M\u00ebsimi 3: Analiza e pun\u00ebs s\u00eb kompanis\u00eb nga k\u00ebndv\u00ebshtrimi i klientit. N\u00ebse q\u00ebllimi i transformimit \u00ebsht\u00eb rritja e k\u00ebnaq\u00ebsis\u00eb s\u00eb klient\u00ebve, at\u00ebher\u00eb \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb flasim s\u00eb pari me vet\u00eb klient\u00ebt. E r\u00ebnd\u00ebsishme \u00ebsht\u00eb se menaxher\u00ebt presin ndryshime t\u00eb m\u00ebdha nga implementimi i disa produkteve t\u00eb reja, kur praktika tregon se rezultatet m\u00eb t\u00eb mira sjellin shum\u00eb ndryshime t\u00eb vogla n\u00eb nj\u00eb s\u00ebr\u00eb procesesh t\u00eb ndryshme t\u00eb biznesit. <\/p>\n

M\u00ebsimi 4: Pranoni frik\u00ebn e punonj\u00ebsve ndaj inovacioneve. Kur punonj\u00ebsit kuptojn\u00eb se transformimi digjital mund t'i k\u00ebrc\u00ebnoj\u00eb ata, ata mund t\u00eb p\u00ebrballen me ndryshimet, qoft\u00eb n\u00eb m\u00ebnyr\u00eb t\u00eb vet\u00ebdijshme apo jo. N\u00ebse transformimi digjital d\u00ebshtuar, drejtuesit do ta heqin dor\u00eb nga p\u00ebrpjekjet, dhe puna e tyre do t\u00eb ruhet. Prandaj, \u00ebsht\u00eb shum\u00eb e r\u00ebnd\u00ebsishme p\u00ebr drejtuesit 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 p\u00ebrmir\u00ebsojn\u00eb aft\u00ebsit\u00eb e tyre sipas tregut t\u00eb s\u00eb ardhmes.<\/p>\n

M\u00ebsimi 5: P\u00ebrdorni parimet e pun\u00ebs s\u00eb startup-eve n\u00eb Silicon Valley. Ato jan\u00eb t\u00eb njohura p\u00ebr pranimin e shpejt\u00eb t\u00eb vendimeve, prototipizimin dhe struktura t\u00eb sheshta. Procesi i transformimit digjital n\u00eb thelb \u00ebsht\u00eb i pasigurt: ndryshimet duhet t\u00eb b\u00ebhen paraprakisht dhe pastaj t\u00eb rregullohen; vendimet duhet t\u00eb merren shpejt. N\u00eb rezultate, pengesat jan\u00eb hierarkit\u00eb tradicionale. M\u00eb mir\u00eb \u00ebsht\u00eb t\u00eb pranohet nj\u00eb struktur\u00eb organizative e vetme, e cila do t\u00eb jet\u00eb paksa e ndar\u00eb nga pjesa tjet\u00ebr e organizat\u00ebs.<\/p>\n

P\u00ebrfundim<\/h3>\n

\nArtikulli \u00ebsht\u00eb i gjat\u00eb, por p\u00ebrfundimi \u00ebsht\u00eb i shkurt\u00ebr. Nj\u00eb kompani nuk \u00ebsht\u00eb vet\u00ebm arkitektura IT; ajo jan\u00eb njer\u00ebzit q\u00eb nuk mund t\u00eb shkojn\u00eb n\u00eb sht\u00ebpi nga puna dhe n\u00eb m\u00ebngjes t\u00eb vijn\u00eb me kompetenca t\u00eb reja. Transformimi digjital \u00ebsht\u00eb nj\u00eb proces i pand\u00ebrprer\u00eb i implementimeve t\u00eb m\u00ebdha dhe nj\u00eb numri t\u00eb madh t\u00eb \"finisimeve\" t\u00eb vogla. M\u00eb mir\u00eb funksionon nj\u00eb kombinim i planifikimit strategjik dhe testimit t\u00eb 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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