透過數字化轉型再談數據中臺（一）：關於數字化轉型的幾個見解

{"type":"doc","content":[{"type":"blockquote","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"編者按："},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"《透過數字化轉型再談數據中臺》系列連載6-8篇左右，作者結合自己在數據中臺領域多年實踐經驗，總結了數據架構知識、BI 知識，以及分享給大家一些產業互聯網實施經驗。本文是系列文章中的第一篇。"}]}]},{"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","marks":[{"type":"italic"},{"type":"size","attrs":{"size":10}}],"text":"本文中不分享與涉及數字化轉型概念以及方法論， 這一篇是隨筆記錄方式，不是一篇完整的文章。(各大媒體以及網上各大網站以及很多專家都在講述數字化轉型各種方法論) 。"}]},{"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":"首先給大家講一段數字化轉型具體實施的經歷吧。"}]},{"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":"曾經有幸加入一家頭部的產業互聯網做數據中臺相關工作，這個數據中臺經過多年三代數據人的建設，從之前的被動響應逐步緩慢轉爲主動建設，總結下來是一條忐忑而艱苦的數據建設之路。這個業務經過了工具化建設提升自身的效率、沉澱優化的內容建設、圍繞業務場景化的敏捷探索，一邊支持業務商業模式不停快速嘗試下的各種數據場景化需求，還要進行自身內容與工具化建設，並且需要逐步的拆解歷史積累下包袱。"}]},{"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":"去年疫情對世界影響是巨大，一些企業也不例外，因此這個數據團隊總人數從峯值的接近200多人驟減70%，但是工作內容減少不多，於是在數據產品上堅持了一年的數據工具建設在這個時刻起到了一定作用至關重要作用，並且能在內容建設上用一種沉浸式數據分析體驗透傳給用戶。在數據產品上把之前很多定製化的數據產品改造成了可配置化的，原有的幾十款數據產品通過數據的主線、管理主線、元數據主線進行相關合並，場景化API服務也增加到了近百個。探索到了基於可配置化數據實時總線面向統計型、操作分析型數據的場景化應用。一年下來一直持續做減法，表從近萬張縮減到幾千張，通過數據作戰地圖數據產品的方式來做數據模型上的階段性佈局與設計。原有的接近8300多個指標合併縮減非常少。"}]},{"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":"現在需要進行思考，這個產業互聯網在業務流程、業務特點、使用數據的方式有哪些可以總結，比如線下實體業務、線上業務超快速調整變化所帶來的對數據訴求建設、線下業務進行線上化與互聯網化等等。在業務系統快速建設與蓋樓下，數據除了原有數據中臺職責、運營角色的明細數據一類的分析化建設、各類洞察分析，數據業務化的支持日常線下管理日常等。互聯網化數據化的很多原有業務人員的職能、相關知識配套體系、招聘體系、培訓體系都是需要跟進的，而且在業務變化過程中在新流程、新IT設施做的再好，也會出現人爲環境造成的不可預知的異常業務量等。"}]},{"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":"產業互聯網在業務形態、模式以及數據應用上有自己特色、特點，原有單純互聯網數據建設、分析思路也是需要進化、調整切合產業特點才能做好落地，當很多線下門店的業務完全轉爲線上化時原有人員、系統、流程該如何調整需要各種實踐，原有的數據建設、數據分析人員更需要思考很多才能貼好業務在頻繁的變化中找到有規律抽象、模型並落地場景化。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/4b\/d3\/4b52e218d97f07246715f8e4c6f3a7d3.png","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"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":"我記憶中數字化轉型（Digital Transformation）這個詞，最早是在08年的某篇專業分析專欄中文章中看到的，文章提到企業數字化轉型是企業未來發展的關鍵。隨着技術信息化的發展，尤其是近代互聯網技術、系統、IT化、算法、AI、自動化實時場景的應用，讓決策者從之前的中長信息獲取週期變爲近似實時獲取各種信息，在決策時效變的更加精準與高效。那企業實施數字化轉型中有有一些自己的碎碎念小知識點與大家分享。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"數字化轉型：“轉型”纔是核心"}]},{"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":"color","attrs":{"color":"#494949","name":"user"}}],"text":"今年夏天筆者在一次給某央企講數字化轉型的分享中，感受到現場各位大佬對數字化轉型的效果充滿了渴望、期待，但同時也心懷質疑。"},{"type":"text","text":"大家已經意識到計算機技術成爲工作以及日常生活的一部分，同時也是變成了企業發展一部分，信息化、數字化成爲一道必須跨越的門檻。"}]},{"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":"“企業的數字化轉型就像一場長期的上甘嶺戰役”，"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#494949","name":"user"}}],"text":"如果對一些關鍵點思考不清晰或解決不好關鍵問題，就會引起連鎖反應，"},{"type":"text","text":"比如項目失敗或者是變成一個人力、物力消耗無底洞。看過不少講數字化轉型，絕大數在講數字化的關鍵要素，而是忽略了轉型。"}]},{"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":"數字化轉型中，我非常認同"},{"type":"text","marks":[{"type":"strong"}],"text":"“轉型” 是關鍵點，“數字化”只是手段。企業的轉型必須迴歸到業務的本質，如何提升自己的商業能力。"},{"type":"text","text":"比如有的企業推進業務互聯網化，所有的東西都塞到了線上後，下一步該怎麼辦呢？部分人或許覺得線上化後就大功告成。"}]},{"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":"以前用戶體驗產品服務方式是非常單一的，而現在用戶會通過手機、觸摸屏以及各種終端 訪問網站、購物等來體驗各種產品與服務。移動用戶在使用習慣上呈現移動化、碎片化，以至於這些產品的業務特性、商業模式跟之前有了很大的變化，用戶在不同位置需求是不同的、使用 APP 也是不同的、手機終端類型也是多樣化。例如早上用戶出門選擇打車，中午通過在線訂購午餐、午休時購買商品或刷一下短視頻直播，晚上回家可能要拼車、地鐵等，回家後通過手機app控制家裏的智能冰箱、熱水器、空調等。"}]},{"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":"以前企業通過“研發設計->生產製造 ->消費者使用”這樣的鏈路提供產品與服務，消費者使用的各種信息反饋給生產製造者與研發設計者，這個過程週期很長，導致企業在產品的改進週期也很長。這種過程積累下來的業務數據就比較粗粒度，所以最終管理者需要使用這些比較宏觀的、粗顆粒度的數據去做決策。"}]},{"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":"當用戶需求與服務週期逐漸縮短之後，業務量級暴增、數據類型顯現，多樣化對應的技術、架構、業務呈現出迅猛發展，相應的數據也成指數暴漲。新的生產模式下，在研發設計、生產製造、消費使用中都會通過數字實時的進行鏈接。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/0a\/86\/0a91dcac7e94f7cc56bd77e016302386.png","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"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":"數據積累的價值再挖掘、數據的場景化使用、使用數據做出決策也是數字化轉型的一些關鍵點的之一。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"技術角度來看數字化轉型的小路徑"}]},{"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":"企業數字化轉型是對業務的重新定義、更快速的決策、更加精細化的運營, 這個過程包含着對業務流程、業務場景、業務關係以及業務鏈條上下游各個環節的重新定義。企業的不同發展階段，決定着數字化轉型的起點與關鍵路徑，例如一個非常傳統的企業可以考慮的路徑是進行系統化、業務在線化或者業務信息化，然後在通過業務產生的沉澱數據進行整合並數據化，最後是業務的智能化。有的企業信息化做的非常好可以直接一步到位，這個路徑節奏是跟企業的具體信息化的成熟度有很大關係的。"}]},{"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":"簡單整了一個數字化轉型的路徑圖："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/10\/a4\/10a834ef45876488da07dbca5939dca4.png","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":"center","origin":null},"content":[{"type":"text","text":"業務的信息化、業務數字化是有本質的區別的"}]},{"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":"數字化轉型最好是在企業已經信息化的基礎上，企業以往系統、平臺進行資源的整合和升級。利用人工智能、數據分析等算法和技術，將零散的信息進行數據整合。同時，數字化轉型可以將企業的各個單元，甚至是企業和消費者之間鏈接起來，從而大幅度提升效率。"},{"type":"text","text":"在數字化轉型的大道上，很多企業是從"},{"type":"text","marks":[{"type":"strong"}],"text":"互聯網技術開始做轉型的"},{"type":"text","text":"（轉型的要素還需要有人才、運營、數據、組織結構、管理層認知與改變、企業戰略等多維度的綜合性結合的才能做好通過數字化驅動轉型的逐步的成功的）。但是"},{"type":"text","marks":[{"type":"strong"}],"text":"跳過了數字化轉型中很多前置的關鍵階段"},{"type":"text","text":"，例如一些核心系統的改造、很多流程系統還不完善、甚至都沒有系統化,或者是系統化了但是沒有在線化、在線化了沒有做平臺化等等一些比較關鍵的地方，再比如忽略了數據本身的各種分析與挖掘價值，決策者、管理層、基層的知識、思維、工作模式等方面不從本質上進行改變。當然也有一起大型企業內部做的已經比較完善了，在數字化轉型的大道上走起來是比較輕鬆的。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"數字化轉型的幾點誤區"}]},{"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":"italic"},{"type":"size","attrs":{"size":10}}],"text":"這一段是來自科爾尼中國競爭力研究院的一篇《傳統行業擁抱數字化轉型的正確姿勢》報告中的，根據作者自己的經驗思考後感覺還是非常着地氣的，分享出來。"}]},{"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":"誤區一"},{"type":"text","text":"：在數字經濟蓬勃發展的背景之下，傳統行業企業要實現成功的數字化轉型，就要在戰略方向上下定決心，放下現有業務全力進入互聯網等新興數字化行業，開闢全新的數字化業務領域。完全脫離現有業務的單純爲了數字化而數字化轉型屬於過於激進的方向性誤判。傳統企業擁抱數字化轉型時，戰略層面應當是基於自身業務，將數字化戰略與企業願景及業務戰略進行銜接，從而讓數字化給自身主業插上數字化能力。"}]},{"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","marks":[{"type":"strong"}],"text":"誤區二"},{"type":"text","text":"：營銷端的數字化轉型收益更明顯，因此應該着重推動營銷端的數字化轉型相關舉措。"}]},{"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":"傳統企業擁抱數字化轉型時，戰略層面的正確方式應當是讓數字化爲自身主業插上翅膀。 接下來在戰術層面，需要確定什麼樣的翅膀能夠幫助主業加速發展。在制定着重推進的數字化轉型領域和舉措時，"},{"type":"text","marks":[{"type":"strong"}],"text":"要注意不能夠人云亦云，每個企業數字化轉型的舉措和切入點的選擇及優先級排序應該由 企業所在行業規律和企業自身商業模式決定。每個企業的翅膀可能各不相同，合適的翅膀需要能夠幫助企業“飛起來”"},{"type":"text","text":"。"}]},{"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":"誤區三"},{"type":"text","text":"：(關於數字化轉型的推進節奏): 傳統行業企業在數字化轉型方面起步時間已經不佔優勢了，因此需要整個企業所有業務板塊同時按照一步到位的節奏快速推進全面轉型。"}]},{"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":"一個業務直接帶來幫助的好的數字化轉型的執行應該是敏捷又接地氣的。"}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在整體推進節奏上，數字化轉型不應追求一步到位，而應力爭小步快跑；"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在分業務板塊的推進節奏上，數字化轉型不應該平均速度推進的，而應充分考量不同業務板塊之間內外部成熟度的差異性。具體而言，在制定數字化轉型推進節奏時，要制定能夠接實際業務接地氣的推進節奏與計劃,企業需要因地制宜，充分考量四方面因素: "},{"type":"text","marks":[{"type":"strong"}],"text":"數字化轉型戰略目標、企業自身數字化成熟度、市場與自身的接受度、相關技術的發展階段。"},{"type":"text","text":"而在推進數字化轉型的過程中，由於當今時代市場、業務與技術的發展變化速度越來越快，"},{"type":"text","marks":[{"type":"strong"}],"text":"制定一個五年數字化戰略，然後按部就班照章執行的做法難以帶來成功的數字化轉型。"},{"type":"text","text":"相反，小步快跑的敏捷模式能夠讓傳統行業企業跟上市場、業務與技術的變化，少走彎路並提升數字化舉措的投入回報。"}]}]}]},{"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":"誤區四"},{"type":"text","text":"：(關於數字化轉型的工具迷信) 傳統行業企業在推進數字化轉型過程中，所欠缺的就是技術;只要能引進儘可能多的數字化技術\/工具就能確保轉型取得成功。僅僅堆砌大量數字化技術\/工具本身並不能“包治百病”；成功實現經營業績提升的數字化轉型，需要將合適的數字化技術\/工具應用在對症的業務與產品的重塑或改善機會點上。"}]},{"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":"誤區五："},{"type":"text","text":"將數字化轉型與信息化改善混爲一談，由CIO \/ IT部門承擔主導整個企業數字化轉型的重任。"}]},{"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":"數字化轉型其業務內涵比信息化更豐富、業務影響比信息化更深遠、同時需要調動的部門協同與資源共享也比信息化更廣泛;要真正協同全企業整體資源，實現數字化轉型的戰略目標，需要“業務掛帥、深度融合”: 由企業業務高層乃至CEO親自掛帥，同時確保業務職能與數字化\/IT職能在組織層面，實現充分理解和敏捷交互。"}]},{"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":"衆多領先企業已充分認識到數字化與信息化在內涵、影響與資源需求方面的顯著差異，因此已紛紛建立起專職的數字化職能部門\\CDO，負責協調或主導企業層面的數字化轉型推進。從組織職能設置層面，CDO\/數字化職能有“虛”與“實”的模式選項：“虛”的數字化職能更多扮演CEO和各業務單元\/業務板塊的數字化顧問，數字化職能團隊一方面負責數字化相關創新的趨勢研究與概念設計，而各業務單元后續是否進行相應的試點和承接則由具體業務部門決定，另一方面數字化職能團隊也會在整體企業層面起到全局協調數字化轉型的職能；相較而言，“實”的數字化職能則會更進一步地承擔具體的數字化舉措落地推進的職能。"}]},{"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":"企業在業務上信息化時上了雲，部署了SaaS或者是PaaS，但原有的決策者還是沒有本身上的變化，是無法帶來什麼本質上的效果。信息聯網化再到數字化是提升了系統響應時間以及對結果數據、過程化數據的獲取能力，原有的管理層從之前的接收簡單彙總、分析後的結果內容，轉爲短時間週期或實時獲取到更豐富的結果數據，或者是沒有經過專業人員分析過的數據，並且需要短期內進行決策&策略上的判斷。"}]},{"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":"場景化是數字化轉型的核心數字化轉型必須結合企業自身業務，進行場景化落地纔是核心。數字化轉型中的很多落地的場景是依賴數據，但對數據中臺依賴度並沒有那麼強烈，一套建實時數據採集處理系統就能直接作用在場景上。"}]},{"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":"比如典型的應用中業財一體化的實施是需要構建核心鏈路、結算鏈路、新的財務架構的，更細的內容是從消費者鏈路、供應鏈路、端到端的費用計算能力、結算庫存成本收入的整個鏈路以及可能涉及到的某些鏈路的供應鏈金融產品，這個過程中可以直接進行數字化轉型。但是要做更復雜的財務分析、財務數據與業務數據鏈路級打通分析。"}]},{"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":"下圖兩個例子，是供應鏈中的小案例，分爲業務系統線上化、在數據在線化應用場景（如果有更感興趣的可以留言交流， 這個內容來自在去年關門會議數字化轉型案例講解內容之一）。 這幾個案例是從供應鏈的業務應用-> 數據場景化應用->數據場景化分析的過程。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/d8\/98\/d807d4d1abc99398ebafdeedb21e3e98.png","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/ec\/33\/eca5fe040438fef734589015b6ebaa33.png","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":"center","origin":null},"content":[{"type":"text","text":"在供應鏈的數據應用場景"}]},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/e6\/80\/e639fce27d1c6fe05ccb6ccb2a0a8e80.png","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":"center","origin":null},"content":[{"type":"text","text":"在供應鏈的數據分析場景"}]},{"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":"去年，數據中臺有了一個滑鐵盧的過程，但今年數據中臺藉着企業數字化轉型再次上揚，很多企業在數據中臺一知半解的情況下，“一些公司拿着幾個統計圖表在鼓吹自己是做大數據，能夠給出完整的實施解決方案以及落地實施”，就如《沒有中臺的命，卻的了中臺的病》中所說：甲方的內驅力是業務創新、數字化轉型，中臺，是他們理想成功路徑，乙方的內驅力是賣產品解決方案、做項目，中臺往往是他們的營銷套路。這種供求不對稱，將會在企業數字化轉型實施中變成了單純給企業上一套數據系統出一些報表、或者是接入點實時數據實施個用戶畫像概念上個營銷就結束。束。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"廣義與狹義的數據中臺"}]},{"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":"\"數據中臺\"這個名詞是從互聯網大型企業的“中臺” 概念中提煉與逐步演進出來的，並逐步走到傳統企業與大家的視線中。數據中臺在數字化轉型中需要承擔的角色、職能、以及在建設的投入與產出價值還需要在實踐中進一步的驗證、進化。 目前在行業上大家對數據中臺的理解與解讀也是含義不同，有廣義的解讀、也有狹義的解讀。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.infoq.cn\/resource\/image\/3f\/ba\/3f3b9ecd8190f5f0da78yy63c19795ba.png","alt":null,"title":"","style":[{"key":"width","value":"75%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":"center","origin":null},"content":[{"type":"text","text":"該圖來自文章：《數字銀行 | 銀行爲何要做中臺？是噱頭還是良藥》"}]},{"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":"廣義解讀"},{"type":"text","text":"：主要是從概念的廣義定義，就是一個什麼都能裝的大籃子，除了原有數據平臺內的技術框架、應用場景、還擴展了很多大數據沾點邊的比如某些場景、數據內容、框架等，還有站在企業級下的數據全局化、統一化、一致化的設計與實施，強調複用性、共享式的服務。"}]},{"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":"狹義解讀"},{"type":"text","text":"：主要是從技術角度狹義定義，在實施中能看的見摸得着的，一個大數據技術平臺（存儲、計算、開發工具、可視化、數據管理、大數據運維管理、API、算法等），在原有的數據倉庫及後來的數據平臺的職責範圍進行整合並換個名詞。"}]},{"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":"開始切入正題，細解數據中臺的來龍去脈。接下來的系列章節是自己在數據中臺領域多年沉澱、無數個埋坑爬坑改造經驗，再結合數據架構知識、BI 知識、產業互聯網的經驗來而總結並整理出來，這個系列創作過程中花了大量時間進行思考和提煉總結，算是給大數據行業增加一次更爲完整的分享。"}]},{"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":"本文章系列預計在6到8篇左右，圍繞着數據中臺的發展、建設、實施、Onedata的相關知識來做進一步的闡述與分享。"}]},{"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":"作者簡介："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"松子（李博源），BI& 數據產品老兵一枚，漂過幾個大廠。2016 年到現在持續輸出原創內容幾十篇，《中臺翻車紀實》 、《從數據倉庫到大數據，數據平臺這 25 年是怎樣進化的》 、《數據產品三部曲系列》等系列有思考深度的文章。"}]}]}