重新發現業務架構：銀行數字化轉型經驗與方法分析

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"本文根據付曉巖老師在〖2020 Gdevops全球敏捷運維峯會〗現場演講內容整理而成。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/01\/010af634d63a7590f8139a6660f75bc1.jpeg","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"大家好，我是付曉巖，非常感謝Gdevops峯會的邀請。我今天跟大家分享的題目是《重新發現業務架構》。這個題目裏面有兩層含義：第一是業務架構，包括業務架構的概念、核心邏輯、作用。第二是重新發現。業務架構的概念是上個世紀的，但最近幾年在企業級實踐裏發現了業務架構的一些作用，所以今天我們又重新看待它的價值。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"一、銀行的企業架構實踐"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"1、某國有大行的企業架構實踐過程"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"下圖是國內某大型商業銀行的企業架構實踐，是當年該行推進“新一代核心系統轉型工程”的邏輯。從發展願景出發，把該行的發展戰略導入到整個過程裏面，從戰略開始到設計業務架構，到業務架構再到驅動IT架構，直至把它實現，是一個很標準的企業架構過程。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/15\/153088054819b3c44ee3e1918092e4fd.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這個過程裏該行首先梳理了自身的六條價值鏈，包括產品設計、營銷支持、產品運營、業務支持、風險控制、決策與報告，相當於梳理了金融這個行業的價值創造過程。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在這個大的價值創造過程下，結合發展目標和行裏的願景，確認我們要在哪些業務方向上有突破有變化。當時梳理了26個業務方向，順着這26個方向，該行爲實現落地繼續往下做更細的數據，梳理了102個轉型舉措，這102個轉型舉措再往下分解戰略型的業務需求，分解了2000多項，這樣才能把貼在牆上的戰略變成一個可以跟業務落地的過程，這是很多企業做戰略做得不好的地方，沒有做很詳細的分解。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"光有分解還不夠，還得有模型化的東西。根據業務現狀先做一個現狀的架構，然後導入戰略，變成目標架構，去做一個推動。當時主要有四個模型：流程模型、數據模型、產品模型、體驗模型。這個就是該行做轉型時的主要架構，主要分爲兩部分，一部分是現狀，就是導入目標前業務情況，然後把目標導入後，產生我們新的應用需求。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在梳理的時候做了很多工作，流程模型，三級活動這一部分曾經把最初梳理的10000多個模型活動標準化最終整合爲900多個，所以這部分的梳理力度很大，包括建立了全行第一個數據統一模型，這個統一級的數據模型在以前銀行業應該是沒有的，產品模型更是行業首創。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"通過這個模型，我們梳理出來以後融入業務組件的設計，總結成114個業務組件，相當於行裏2000多個戰略能力需求分佈在這114個大框裏面，每一個框都是企業級公用的，不是隻給部門服務的。順着這種業務架構再往下去做應用架構和技術架構，這個過程其實花了六年半的時間。以上信息均來自於該行已經公開發布的文章資料，大家可以在網上查閱更多的細節情況，尤其是該行信息總監金磐石先生的文章。"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"2、國內四大行的企業架構實踐"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"是不是隻有該行在實踐呢？其實不是，四大行在這方面都有各自的探索。最早進行探索的是農行，像流程建模有三級、四級、五級，農行最先探索的是三級活動，農行近年可能又會啓動新的工程，去把業務架構做得更完整。建行2010年底到2017年6月份，六年半的時間投入9500人次完成這個企業工程。工行是在建行之後進行的，工行的企業架構在2019年發佈，它宣稱自己有2300多個任務組件，含28個業務領域，今年又進一步增加到3500多個任務，63個業務領域。中行2018年也宣稱在進行自己的企業架構探索，但具體成果還未見對外發布。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"除了四大行以外，現在其他股份制商業銀行，包括一些城商行也在進行自己的數字化轉型和企業規劃，但是做的時候可能不一定做業務架構，但是這一部分其實在工程上來講是個誤區，應該先把業務理清楚才能規劃IT這邊。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"二、互聯網企業在同一時期的業務架構探索"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"同一時期，互聯網企業在做中臺。下圖這條歷史線是阿里巴巴集團做中臺的過程，2008年就有一箇中臺庫，2015年設置中臺戰略，2018年變成一把手工程擁有資源，取得一定實施效果後開始對市場進行宣傳。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/7b\/7b0e705f6cdacb3a488499c549ccfe32.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"下圖就是網上隨處可見的中臺架構圖，這種更多的像個概念圖，因爲所有的視角都混在裏面。做架構我們知道從1987年Zachman框架開始，強調架構要多個視角並行，每個視角有每個視角的圖，是一套架構而不是一個單一架構。但是經常我們看到的概念都是混在一起的，業務、應用、技術架構都在一張圖上，所以大家經常不清楚架構應該怎麼做。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/ab\/ab3519355c4eb81af94daa29d172f6fd.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"2018年發佈完中臺之後阿里巴巴也沒有停滯，因爲企業架構這種東西永遠在路上。2020年年中他們發佈了一個新的釘雲一體的東西，最近他們內部還在繼續討論。所以在同一個時期裏面，不管是傳統企業還是互聯網企業，都在嘗試把自己企業內部的力量整合起來，也就是說都在探索企業架構，不管你是有意或無意地用到過這個概念。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"之所以今天會用“重新發現”這個詞，是因爲之前我跟互聯網的一些朋友聊天，他們說其實有的時候事情做得確實很快，但是完成之後才發現自己解決的問題在別的行業早解決過了，所以做企業架構的時候，多研究過去的案例或者方法論，可能會省下一些探路的時間，不是每條路都需要親身去探索。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"三、業務架構在兩個不同陣營的實踐"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"傳統企業與互聯網企業在探索企業架構的時候有什麼共同點？這個共同點我覺得就是突然都很強調業務架構的作用。“新一代核心系統轉型工程”期間培訓的時候，我們多次把業務架構的重要性喊的很高，但是喊是在內部喊，沒有對外宣傳。這整個過程大家當時看得到都是由業務架構驅動的。互聯網企業也一樣，在2018年阿里巴巴發佈中臺的時候也宣稱業務架構在整個中臺的規劃過程裏面作用巨大。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"這些作用體現在哪裏呢？"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"1、業務架構的標準化"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我們傳統企業做的時候，也希望找到可以被公用的能力，減少重複建設，所以我們也會去做流程或者數據的標準化，通過標準化的方式來去重。中臺做的也是這件事，沉降公用能力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"要沉降怎麼判斷標準是一致的？很難，所以有時候一說到做軟件，做企業工程，一提標準化，很多人就會說標準化不太可能，但如果標準化不可能的話，這個企業永遠都不會有可複用的東西，你也根本識別不出什麼東西是一樣的，所以業務架構在裏面起到的作用很大，其關鍵就是對標準化的努力。"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"2、業務架構的參數化"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"除了標準化之外還有參數化。參數化在單體應用的時候大家已經在追求了，我們希望一個系統的功能調整很多可以通過參數配置完成，而不是總去改系統，這塊參數其實在傳統企業這邊體現在了產品參數上，在互聯網企業也一樣，也有很多的參數可以配置。"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"3、業務架構的裝配化"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"除了參數化之外其實最難的是裝配化，說能力複用，不光是調用一下就解決問題了。產品發佈的時候我希望能夠把已有的IT資產用一個模板裝配的方式讓它快速產生一個新的產品，這個任務在前邊案例的實踐中是由產品模型來承擔的，按照該行公開發布的數據，它有201個基礎產品，也就是有201個產品的基礎模板，這201個基礎模板支持20000多個金融產品的配置，包括它的裝配。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"互聯網企業也有類似的東西，把業務能力沉降下來之後變成這個模板，包括業務模板、產品模板，再通過配置信息進行裝配。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"下圖右邊是2018年毗盧老師做阿里中臺演講時發佈的一張圖。這是我個人在介紹中臺的時候比較願意用的圖，因爲這個圖體現了做中臺或者做業務架構時抽象的方向。比對一下雙方之間的方向，我們發現兩個陣營都很強調業務架構的作用，但是做法截然不同，差別很大，但是這也意味着大家在探索這個問題時，自由度很高，兩個陣營的東西都可以用，不必死守一個，方法論是一個非常有彈性、非常靈活的東西。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/17\/17fb755195f0db0658b18ac9050478eb.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"四、企業級業務架構概念"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"接下來講講業務架構的定義，根據我自身經驗來看，業務架構是爲了把企業的戰略落地，對企業的能力進行整體規劃，再把它傳導給IT實現這一側的結構化分析方法，所以它是個分析方法，目標是落地戰略，它的特點是要做整體規劃和結構化的表達，所以這也是爲什麼在企業架構裏模型變得很重要。 "}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"1、業務架構的重要價值"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"業務架構其實有一個很重要的價值。以往我們說戰略指導業務，但是去發現戰略經常跟具體業務對不上，如果能夠把戰略像前邊案例中做能力分解那樣細拆，然後再去把它跟現有的流程對接到一起，看流程裏面有哪些東西需要調整、增補或者是已經過時的需要刪除。這種情況下，你才能把每一個需要的戰略能力落實到一個具體承擔它的活動或者任務上，這樣它纔是可落地的，才叫戰略落地。戰略落地不是一個決心或者是一股蠻力，而是有結構化的方法，這也是業務架構在業務這一側能夠獨立發揮作用的一個關鍵因素。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/17\/178bae4531dddf07e8866311b0cd62e9.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"理清楚之後，說清楚戰略跟業務的關係才能轉化成需求，因爲很多IT人不關心戰略。其實這也不怨IT人，因爲好多業務人也看不懂戰略。只有通過這種方式才能讓業務和IT兩邊都能看清戰略，才能把這個三角形串起來，來解決這個銜接的問題，這件事對於業務和技術都是同樣重要的。"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"2、業務架構的一般設計過程"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"說到業務架構的一般設計過程，首先是戰略設計，戰略設計之後調整組織結構。如果組織結構不用動的話，相信大部分時候戰略也不用動。戰略調整了組織結構之後，如果組織結構調得不好，肯定會影響戰略的落實。這兩部分總體來講對業務架構設計是約束條件，因爲這兩部分都是企業領導的事情，架構師能提建議，但是下決定的人是領導，領導通過以後纔會把這個對應到現有的業務分析和組件設置。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/67\/67cb8b4346a2ff4b98bac9e44b30deb2.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"3、業務架構的整體邏輯"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"業務架構設計最終是爲了實現戰略和組織設計，這個就是業務架構的整體邏輯。前面已介紹的例子也是從價值鏈分解開始，爲什麼要分解價值鏈？其實是爲了給所有領域搞業務抽象建立統一的標尺，而這個標尺一定是圍繞着企業的價值創造過程。這種情況下你可以把各個領域的活動分到各個價值鏈下面，然後進行比對，去找有哪些任務是可以公用的。這裏光從流程上判斷並不準確，還需把數據也加在一起，流程跟數據加在一起纔是標準化的東西。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/74\/74b673d5ef15d13f4f886a35cbbad23e.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我個人認爲以後架構中業務架構和數據架構應該併成爲一個架構。上圖從業務的視角，從上到下，把價值創造過程到活動分解開來，從下到上，則是技術視角，可以看到功能是如何組成業務形態的，它能夠爲業務和技術之間的溝通建立一個共同的思維模式，建立共同語言。"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"4、企業能力地圖構建和未來之路"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"企業能力地圖在很多地方已經開始提了，能力地圖是我們將來演進的一個基礎。企業真正向數字化演進，需要用歷史和未來的視角判斷戰略，再把戰略分解到價值鏈，把價值鏈再對應到業務架構，這樣纔是真正把未來戰略落地的一個過程，這個也是我在《銀行數字化轉型》一書中所採用的邏輯，因爲這塊是每個企業要自己建的。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/29\/2979337e9b8829a1a5ab9e3321913da8.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/9b\/9b78cfaf43f1590465cb6b1232387dbb.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"5、需求側革命的意義"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"把業務架構推到業務側用的話，讓業務人員能掌握業務架構思維的話，對我們提升軟件開發的效果非常有用。"}]},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/67\/67d35bd25bdffee68001373e42d70d82.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我們用供求曲線來看，不管技術這一側往外推多遠，其實在需求這一側，需求曲線不上升的話，光是生產速度快、開發更多的軟件，質量並不能上去。這部分有很多可能產生一些技術債，比如太着急上線了，想得也不清楚，結構上也不太理想，最後上線半年之後或者幾個月之後又推倒重來，實際上只是多幹活了。如果業務思維這一側更好的結構化，大家能夠很好的看這個問題，不是單單追求快，兩條曲線同時上升開發效能纔會上去。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"五、兩個陣營共同的難題：業務架構師的培養"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"傳統企業和互聯網企業這兩個陣營裏都反映出了一個問題，就是業務架構師很難培養，必須得自己培養，培養的時候要注意這些方面："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"架構能力是核心，對於業務架構師來講最重要的是架構能力，看清結構；"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"流程優化是抓手，業務架構需要經常跟業務打交道，流程優化能力有助於跟不部門更好地銜接；"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"建模能力是武器，因爲最終要用模型來表達；"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"軟件過程要了解，這樣才能與IT之間良好銜接；"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"整體思維要牢記，因爲要做的是企業級，企業級最大的特徵是完整、橫向拉通。"}]}]}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/3c\/3c5f40363c02728f7e5bde30d291dd48.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"六、方法論研究：擴大舒適區"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"最後，鼓勵大家多研究方法論，因爲方法論是幫你把一些偶然經驗變成一種可重複實現的必然成功的路徑。方法論是最普惠的，方法論能教給每一個人，而且方法論也沒法申請專利，大家都能免費用，持續研究方法論才能持續幫助你去掌握自己企業的方法和結構，也能夠幫助你辨別誰說的東西對，誰說的東西不對，而不是跟風走。研究方法論我認爲比較好的方式是擴大舒適區，選一個方法論做主線，持續吸收別人的優點，而不要頻繁切換賽道，頻繁切換賽道相當於自廢武功。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/d4\/d488c8e4e8f4cb75b2ceace1eb74daec.png","alt":"圖片","title":null,"style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":null,"fromPaste":true,"pastePass":true}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"講師介紹："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"付曉巖，資深企業級業務架構師，《企業級業務架構：方法論與實踐》和《銀行數字化轉型》兩書作者。有近20年金融從業經驗，是業務與技術複合型人才。精通企業級業務架構設計理論與實踐，是某國有大行企業級轉型項目親歷者，具備多年的業務架構設計與管控實施經驗。累計在各類技術論壇發表有影響力文章40餘篇。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"本文轉載自：dbaplus社羣（ID：dbaplus）"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"原文鏈接："},{"type":"link","attrs":{"href":"https:\/\/mp.weixin.qq.com\/s\/K1A90CMZZPRGtTi_OQVEQw","title":"xxx","type":null},"content":[{"type":"text","text":"重新發現業務架構：銀行數字化轉型經驗與方法分析"}]}]}]}