數字化轉型如何才能不販賣焦慮？

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如何看懂“十四五”規劃綱要中關於數字化轉型的內容？數字化轉型如何才能不販賣焦慮？數字化人才應該如何培養？在不久前極客邦科技發起主辦的以“跨越邊界的生長”爲主題的DTDS全球數字人才發展峯會上，《銀行數字化轉型》作者、IBM副合夥人付曉巖就以上問題發表主題演講，本文整理自他的分享。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"看懂“十四五”規劃綱要中的數字化轉型"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"數字化轉型到底是什麼？之前有讀者讓我推薦企業數字化轉型方面比較好的文章或者書，我推薦頻率最高的就是“十四五”規劃綱要，那個規劃綱要有5萬多字，如果對數字化轉型有興趣，我建議先讀這個再看別的書。當然5萬多字的文章大家讀起來肯定費勁，所以我們要嘗試着找一個脈絡、也就是思維模式，有了思維模式才更容易理解“十四五”規劃綱要在說什麼。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"這個思維模式是什麼呢？我認爲“十四五”規劃綱要你可以按照這個順序往下讀：戰略轉型、架構轉型、技術轉型和業務轉型。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"戰略轉型："},{"type":"text","text":"咱們搞新發展理念，搞高質量發展，過去的粗放式不行了，環境破壞差不多了，拿資源、環境換錢的時代已經結束了，現在要開始講質量。要講質量的話，就意味着原來的經濟增長方式不行，就需要換個架構——以國內大循環爲主，國內國際雙循環互相促進的新發展格局。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"架構轉型："},{"type":"text","text":"爲了實現這個格局，就需要一些指導觀念。指導觀念裏面有一條很有意思，就是系統觀念、全局觀念，全國一盤棋。數字化轉型不是哪個省想幹什麼就幹什麼，不是我提了一個概念自己喊口號往前衝，而是要服從一個格局，服從一個統一的佈局。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"技術轉型："},{"type":"text","text":"要想實現這個架構怎麼辦？跟以往不一樣的就是大規模的發展技術，大力的發展技術，這跟現在的國際環境也有關係。只有技術達到一定程度，經濟增長方式才能變，不然就還是過去那套拼命消耗資源的方式。我們現在講的是經濟的生產，減少資源的浪費。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"strong"}],"text":"業務轉型："},{"type":"text","text":"只有技術水平具備，業務轉型才能實現。在發展過程中大家要重視“雙碳”：碳達峯和碳中和。如果按照國外的做法，銀行以後放貸款還得看看這個企業的碳排放量，碳排放量太高屬於高碳行業，給你的貸款就可能受限制，這對以後的經濟運轉方式都有很大影響。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"數字化轉型不是要販賣焦慮"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"企業數字化轉型除了“十四五”規劃綱要之外，還有一個影響很大的政策——東數西算，規範大數據中心應該怎麼建，全國的數據中心要怎麼建，這都是在落實“十四五”規劃綱要遠景目標的具體措施。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"（更多大會詳情內容，掃描下方二維碼獲取講師PPT）"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/a2\/a2001241511da2e766125628271dcb82.webp","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":" 這個計劃裏也提到了很多關於人才培養的問題，新的增長方式當然需要新的人才。所以認識企業數字化轉型，我個人覺得，第一，這不是廠商炒作，沒有哪個廠商有那麼大的能量來炒作到“十四五”規劃綱要上去，這是國家的事。面對這個趨勢企業要做的是不要焦慮，國家政策不是在引導你競爭，而是在引導你如何形成一個全社會的合力。另外，現在如果想研究數字化，不要一上來就盯着自己家企業，要先看看外邊的環境會變化成什麼樣。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"不過這裏也提醒大家，疫情這段時間我們已經看到了一些製造企業，尤其是核心製造企業，把它的物聯網設備和監控設備布到了上游企業。雖然說是爲了更好的在疫情期間，在不接觸的情況下把生產的工藝落實好，但實際上兩個企業通過這種方式結合的就越來越緊密。這種做法一旦成爲趨勢之後，不能結合到這個鏈裏邊的企業，的確有邊緣化的可能。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"大家可以看一下“十四五”規劃綱要的第五篇——數字化，大概3200字。第一段其實就把數字化這個事說得很清楚了，第一段裏邊的第二句就是激活數據要素潛能。爲了激活數據要素潛能，國家倡導的就是新基建，新基建像採礦一樣，把數據從採集到計算、存儲連起來，所以未來的數據中心一定是個大市場。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"但是數據資源採集、計算、存儲完之後，作爲生產要素最重要的是交換。所以數據交易師、數據估價師這類新的職業可能會出現。企業之間最重要的是數據的交易，我能不能買別人的數？而且國家的政策裏也是這麼定的，行業數據，打破政府部門間的壁壘，打破政企間的壁壘。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我們解讀“十四五”規劃綱要的路徑，通過這個路徑你能發現企業把數字化轉型作爲一個戰略，要實實在在先搞好務虛。在我看來，因爲今年是數字化轉型啓蒙年，大家花一年時間搞務虛也不過分。畢竟這件事情在整個企業裏面的認知是不統一的，如果認知不統一，企業往哪個方向走，自己是不明確的。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"有了戰略轉型纔有架構轉型，架構轉型就是把業務和技術連起來。爲什麼能連呢？其實企業架構本來就是幹這件事的，就是從業務推導到技術。從架構轉型再往我們說的技術轉型和業務轉型走，技術轉型實際上是說每個企業都會逐漸增強自己的研發能力。最後是業務轉型，展現給客戶的就是用戶體驗的提升。整個這套邏輯，在數字化轉型裏邊講的比較多。大家可以看一下自己企業的戰略，跟整個社會的方向到底有多大差異，如果偏差很大的話，就要反思一下你走的路到底對不對。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/0f\/0f6dc67246c0d84655d038063dee4984.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":"打造企業的數字神經"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"我爲什麼認爲數字化是信息化的第二曲線？一個時代的切換，這兩個曲線之間是有一定的繼承和突破關係的。繼承，剛纔我展示的技術，你的信息化技術有很多其實一直延伸到數字化階段。尤其像我們說把系統變得自動化這一條，這個一直會往後走。但是有什麼變化呢？突破點在哪兒？就是橫軸和縱軸，體驗和效率的突破，這也是我的觀點：數字化會以智能體驗類技術和虛擬空間技術作爲主要技術特徵。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/4e\/4e4d0ac956b88a6811cd97e07c6e8a95.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":" 效率突破其實就跟虛擬空間有很大關係了，大家可以不去現場了，好多時候靈活工作就取決於這一點。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"當我們真正要從今天的信息化往將來的數字化走，需要做什麼呢？需要打造你企業的數字神經。我們的企業不一定非要做企業架構，但是必須要把流程梳理清楚、數據梳理清楚，把他們連接到一起轉化成IT工具來支持我們企業的變革，也就是說思維方式很重要，哪怕你不做企業架構項目，也要知道怎麼完整的看待你的企業。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"如果大家真正想要理解數字化，建議多找一些自己企業的問題，經常正反着去問自己一些問題，深度的去想一想以下這些事情。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"現在是務虛還是務實？可以先務虛，概念先統一。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"長期還是短期看待數字化？肯定是長期。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"趨勢還是價值？這是爲什麼第一第二曲線的分配，第二曲線上投的錢不會給你產生直接收益。如果按照成本收益的方式算，那第二曲線就不用投了，在真正切換上去之前，你很難看見直接收益。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"看整體還是看局部？至少關鍵領域要看整體。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"信念還是投機？建設數字中國不是給你投機的機會。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"要答案還是做探索？還是要自己做探索。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"邏輯和實操哪個更重要？這時候先研究研究方法論，然後在你實操的時候方法論和實踐之間互補，形成你自己的套路。"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"質量跟速度誰重要？這個文件裏早就說過了，咱們是高質量發展。"}]}]}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"我們需要什麼樣的人才？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"理解上面這些之後，咱們看看要找什麼樣的人去做數字化。首先培養領導，領導如果有基於架構的業務和技術結合的思維，有融合的思維，那他就能推動企業更好的去執行底層的融合。企業真正想在數字化上往前走，除了供給側革命還有一個問題要處理，需求側管理。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"領導雖然是企業裏面的首席架構師，但真正做架構設計不能都讓領導上，所以還要有一些關鍵骨幹。順着企業的思路來講，業務架構怎麼設計，應用架構怎麼設計，技術架構怎麼設計，以及有哪些想要發展成爲我們自己企業特色的關鍵技術？"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"除了領導和關鍵骨幹之外，企業的數字化轉型不會放過任何一個人，包括業務人員也一樣。業務人員最終要做的就是思維的結構化轉型。我們並不一定需要業務人員去認真學習某項技術，他真正應該學的是用這種標準的流程分析和數據分析視角，去看業務。從剛纔的介紹中大家也能看到，不管哪個行業，將來都是軟件和數據包圍一切，企業都得駕馭軟件和數據。軟件和數據之間有什麼共同點？兩者都是結構化的。所以將來的數字化企業，要說人人都是產品經理，那也應該是人人都是結構化的產品經理。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"上邊提到的這些人才怎麼培養呢？其實有兩大培養途徑，我們受教育也是這麼兩個途徑——要麼在職教育，要麼在校教育。在職教育就像極客時間，大家未來都要學習一些數字化課程，今年我認爲大家可以多一點通識類課程，想搞好認知再去搞實踐。而且企業真正想做好在職培訓，也要把自己的人才貢獻出來一點，做一點跨企業的培訓，這也是一種生態建設，否則的話很多優秀的實踐憋在大廠里根本沒人知道。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":" "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"培訓另外一個來源就是學校，中國現在的最大紅利是400多萬技術人員，而且按照現在畢業生的數量來講，我們一年還至少可以增長100多萬的技術或者技術相關人才。所以用不了多久，我們就有1000多萬的技術人才，所以關注在校教育還是很重要的。要把企業掌握的知識和技能及時輸送給學校，推動學校側的變化，學校是人才培養最大的批量生產者。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"關於極客時間企業版"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"極客時間企業版是極客邦科技在 2018 年推出的企業級一站式數字技術學習平臺，與公司長期所從事的 IT 媒體和技術峯會運營服務的能力和資源積累一脈相承。極客邦科技的課程內容、智能學習 SaaS 平臺、媒體資訊和行業技術峯會服務構成了一整套企業數字化能力提升解決方案，在助力企業數字化轉型過程中可以提供長期價值。"}]},{"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":"截至目前，極客時間 C 端註冊用戶數超過 160 萬人，企業版付費企業客戶數達到 2000 家，客戶包括華爲、美團、建信金融、銀聯、中原銀行、上汽、西門子、歡聚集團等。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"                     "}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"image","attrs":{"src":"https:\/\/static001.geekbang.org\/infoq\/6a\/6ad706f5a351c6d43f20fcb3e611a916.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":" "}]}]}