We believe that an "elastic" digital enterprise should have the following core characteristics:
"Digital Transformation: 34 Ways for Enterprises to Break the Break" is undoubtedly a very grounded reference guide, which points out the direction and method of digital transformation for us from the practical level, as mentioned at the beginning of this book:
Customer value insight: First of all, we need to consider the reasons why the business exists and the value it brings to customers in the organizational strategy. This requires us not only to pay attention to the goods and services provided, but more importantly, to help reshape the value seen by customers through digital technology.
Lean Slicing Method: If you have read EDGE: Value-Driven Digital Transformation, I believe you are familiar with the concept of lean slicing. The core of lean slicing method is to adopt a gradual method to promote the realization of results, instead of designing a waterfall transformation plan first and then changing the whole organization. I have seen managers of many organizations hesitate in the process of digital transformation, but I don't know that lightweight experiments and evolution are more helpful for managers to quickly extract valuable ideas and initiatives.
Criteria for measuring success: Income and profit are the criteria for most enterprises, and they are very important. But if we strengthen them too much, it will be difficult to implement the customer-centered strategy-because what is more important is the benefits brought by customer value, not the value brought by the benefits. The initial intention of measurement is to try your best in everything and everyone tries his best.
Consistency of work goals: Lightweight governance and prioritization can help connect and adjust workflows, and make work goals and team goals consistent with customer results. When I translated EDGE: Value-Driven Digital Transformation, I was deeply impressed by the following examples:
A better way to solve this problem is to enhance transparency and give the team substantive decision-making power-to create a to-do list containing all types of work, so that the team, product experts and customers can clearly grasp the status quo, which is a good foundation for dealing with priorities together. At this point, the value of customers and business is the best basis for judgment.
Agile transformation is not limited to R&D team, but involves all aspects of the enterprise, and it is a comprehensive project including administrative, financial and human resources departments. Due to the preconceived concept of agile in the past decade, that is, agile is a software development method, many people's cognition of agile stays at the level of software engineering.
In today's digital enterprise architecture, we can clearly see such a trend-to build a high-performance organization with high pressure and continuous innovation through enterprise operation, IT architecture, goal setting and agility of organizational structure (operating platform).
After reading this book, I think this book summarizes how to establish a high-performance organization from three aspects: Taoism, law and art (Taoism and magic come from Laozi's Tao Te Ching).
Tao: A Learning Culture
Willingness to learn and ability to learn are more important than the current experience level. With the support of learning culture, employees, the biggest asset of the organization at present, will become differentiated advantages and accelerate the formation of future competitive advantages. The book mentions the secret of establishing a learning organization:
Methods: Transparent and visual working environment.
When considering how to create appropriate transparency and visualization, there are three aspects to consider:
Martin Fowler introduced the idea of "team space" that agile teams should adopt in one of his team rooms: the inside of team space should be completely open; Have natural light; Provide spacious space for employees; Use high-quality seats; The right and ability to allocate space to the team independently; A large amount of wall space is used as "information radiator" (including story wall, architectural drawing, burnout drawing, etc. ), there are many whiteboards that can be used for discussion at any time; There should be toys, snacks, drinks and other elements to enliven the team atmosphere and so on.
All this is to establish a visual physical environment. In this environment, "everyone" can see what is happening and how to rely on each other and help.
Technology: continuous delivery and digital platform
Few strategic software systems can remain static for a long time. Most of them now need to be updated frequently to adapt to the rapidly changing market and customer expectations. After the first few versions, there is no longer a stable so-called running stage. The success of agile methods and continuous delivery helps more organizations release software faster and more frequently.
At the same time, in today's digital transformation, the software system is becoming a platform, and new features and functions are constantly being built and released to enterprise users and customers. The digital platform in this book is not the platform-based business itself, but analyzes the three pillars of the digital platform and the construction direction of the digital platform from the technical level.
Thank you for such a good book. Taoism is the three cornerstones of building a high-performance organization. In the digital transformation, we have 34 tricks to break the enterprise, namely, "equipping the Tao with technology", "controlling the Tao with technology" and "consolidating the Tao with law", which is the most exciting place of this book.
The three translators of this book, Chuan Xiang, Zhang Yue and Zhiqiang, are all leading figures in the field of agile consulting in China. They absorbed many valuable ideas in this book. Thank you.