数字化战略的具体实施（如何制定数字化战略的五条规则）

我是丹尼斯，本文来自BCG波士顿咨询。

A lot of ink has been spilled telling the stories of companies felled by digital disruption—think Kodak or Blockbuster. What gets far less attention is the way traditional incumbents are winning at the digital game.

一直以来，人们对企业被数字化颠覆掉的故事着墨甚多，比如柯达和百仕达。但传统老牌企业在数字化游戏中获胜的事实却得不到同样的关注。

For companies like Starbucks, John Deere, and Unilever, digital is driving new sources of competitive advantage, growth, and value creation. Incumbents have huge advantages—resources, customer relationships, and global scale, to name just a few—that when tied to the right digital strategy give them the edge over smaller rivals.

像星巴克、约翰·迪尔和联合利华这样的企业，数字化催生的是新竞争优势、增长和价值创造。老牌企业拥有巨大的优势——资源、客户关系、全球规模等等，不一而足，如果与数字化结合，将秒杀其他小规模的竞争对手。

In our experience, successful digital transformation must rest on a foundation of smart digital strategy. And smart digital strategy, like traditional business strategy, is about making wise investment choices to maximize competitive advantage, growth, profit, and value—and then implementing with discipline.

根据以往的经验来看，成功的数字化转型必须以明智的数字化战略为基础。而数字化战略，跟传统商业战略一样，是要做出明智的投资选择，实现竞争优势、增长、利润和价值最大化——然后有计划地实施。

In many traditional industries, the digital winners’ circle is still up for grabs. Here are five rules for how to get the most from your digital strategy. (See Exhibit 1.)

在许多传统行业，数字化赢家的光环依然可及，以下是如何制定数字化战略的五条规则：

1.Assess the Strategic Impact of Digital

行动之前，不如先评估数字化的战略影响力

Good digital strategy starts with a rich understanding of the competitive environment and how it’s likely to change. Because new technologies can radically reshape business economics, it’s essential to think through the implications for your own organization and your broader ecosystem of customers, suppliers, and partners. What new offerings can digital enable? What new competitors can it empower?

杰出的数字化战略建立在对竞争环境的充分认知，以及环境可能发生的变化之上。由于新技术可以彻底重塑商业经济形态，考虑清楚这一切对企业和包含客户、供应商及合作伙伴在内的生态系统产生的全面影响是非常有必要的。数字化可以赋能哪些新产品或服务？又会催生哪些新的竞争对手？

The impact and opportunities of digital will vary by industry and by function. Core business processes can be reinvented; for example, supply chains are being reconfigured thanks to Industry 4.0, making it possible to operate smaller, more flexible facilities closer to customers that can rapidly deliver new products tailored to local demand patterns. Digital platforms and their related ecosystems can offer access to borderless global markets—consider Airbnb. And digital services, often data driven, can radically enhance differentiation and lock in customers—think predictive maintenance offerings to increase uptime of aircraft.

根据行业和职能的不同，数字化带来的影响和机会也千差万别。核心业务流程可能被重塑；例如，工业4.0重构了供应链，使企业能够运营更小、更灵活、更接近消费者的设施，快速交付贴合本地需求模式的新产品。数字化平台和相关的生态系统可以提供无国界的全球市场——就像Airbnb。数字化服务通常由数据驱动，能够极大地拉开竞争差距，锁住消费者——比如预见性维护可以增加飞机正常运行的时间。

The key is to open your mind to the full range of strategic possibilities—and risks—that digital brings. What are the essential technologies and their cost implications? What new capabilities could be required? What new and advantaged positions could you occupy in the future?

关键是要开放思维，拥抱数字化带来的所有战略可能性和风险。哪些是必要的技术，它们的成本影响是什么？能够带来哪些新能力？在未来可以占据怎样有利的新地位？

Consider Domino’s Pizza. Digital wouldn’t replace pizza, but the company realized that digital could strengthen its advantage in speed and convenience. Its consumer-facing mobile app streamlined the steps for ordering and receiving a pizza (and capturing happy-customer feedback). An interesting fact: Domino’s and Google both went public in 2004. If you’d invested a dollar in both, you’d have made more money with Domino’s.

以达美乐披萨为例。数字化不能取代披萨，但达美乐意识到数字化可以增强自身在速度和便利上的优势。它面向消费者的手机应用使订购和接收披萨（以及捕捉消费者满意的反馈）的流程一气呵成。有趣的是，达美乐和谷歌同在2004年上市。如果你在两家企业都投了钱，达美乐带给你的收益更高。

2. Set Your Digital Ambition High

你的数字化抱负够多够远大吗？

Organizations that win at digital start by thinking big—whether seeking to strengthen existing advantages or to tap new ones. The best digital strategies aspire to move the needle on value creation. This is especially true because in so many digital domains, network effects create winner-takes-all situations, in which first movers and smart fast followers have the edge.

在实现数字化的道路上获得成功的企业往往志向远大——不管是巩固现有优势还是获取新优势。最好的数字化战略会致力于改变价值创造方式。这一点毋庸置疑，因为在这么多的数字化领域，网络效应会创造赢者通吃的局面，第一个吃螃蟹的人和明智迅速的追随者都能获得绝对优势。

Digital strategies fail more often because of too little ambition rather than too much. Kodak invented digital photography, and Blockbuster developed an online movie platform before Netflix did. But these historically successful, market-leading organizations starved those opportunities for funding and organizational focus because they prioritized their legacy businesses.

数字化战略往往败在诉求太少，而不是太多。柯达发明了数码摄影，百仕达先于Netflix开创了在线电影平台。但是这些老牌的市场领导者执着于传统业务，没能给予这些新机会足够的资金投入和关注。

The coffee company Starbucks embraced digital to make up for lagging same-store sales. It found new ways for customers to order and pay for their coffee by developing a mobile payment app and rolling out digital loyalty programs. The result? Mobiles sales increased twice as fast as in-store sales.

星巴克却利用数字化来弥补落后的同店销售额。它开发了一款移动支付应用，并开展了数字化忠诚度计划，为消费者带来了全新的下单和付款方式。结果呢？移动销售额的增长速度是店内销售的两倍。

The car manufacturer Renault set, and achieved, an explicit goal to drive a 25% increase in EBIT with its digital strategy. And it jumped in with both feet, running 15 pilots across all functions—from marketing through production—to understand where digital could give the greatest lift.

汽车制造商雷诺设定了一个明确的目标——利用数字化战略将EBIT提高25%，最终取得了成功。该公司全力以赴，针对全部职能（从营销到生产）展开15项试点，摸清数字化最能发挥助益的领域。

And keep in mind that digital strategies in many industries are increasingly also ecosystem strategies. Rarely does a company have in its organization all the necessary elements (expertise, intellectual property, customer access, and so on). (See Exhibit 2 for a list of the characteristics such ecosystems share.)

不能忽视的是，在许多行业中，数字化战略越来越等同于生态系统战略。很少有企业能够在自己内部找到所需的全部要素（专业知识、知识产权、客户触达等等）（参阅图2，了解生态系统的特点）。

3. Place Big Bets

“百花齐放”还是加码重点？要想清楚

Where to start, and in what order? “Let a thousand flowers bloom” may make for nice landscaping, but it is bad strategy. In general, focusing on the two or three most valuable use cases lends greater clarity and delivers the best results.

数字化战略从何处入手，又该遵循什么样的优先顺序？“百花齐放”或许会创造欣欣向荣的局面，但却是一种糟糕的战略。总体来说，重点关注两到三个最具价值的用例不仅更加明确，而且可以收获最好的结果。

It’s important to manage priority initiatives as a portfolio and roll out the ones with short-term impact first. Short-term wins (typically in areas like precision marketing, AI-driven pricing and promotion, and digitally driven cost reduction) will help fund the journey by freeing up capital and releasing resources needed for more strategic high-impact priorities down the road. A portfolio approach also makes it possible to demonstrate progress to key stakeholders: board members, investors, and the organization.

重要的是，应该像管理资产投资组合一样管理重点方案，并推广那些短期内可以取得成效的方案。速赢（一般出现在精准营销、AI定价和促销、数字化成本削减等领域）有助于释放资金，为下一步行动提供财务支持，并为接下来战略影响力更大的重头项目提供所需的资源。组合方法还能向董事会成员、投资者和其他关键的利益相关方证明所取得的进展。

Unilever has invested decisively in digital across its value chain, with a particular strategic focus on harnessing data as an enterprise-wide asset that supports precision marketing, manufacturing, distribution, and performance management. The company captures 1.5 terabytes of data daily from more than 150 sources in its data lake—and plans to have 24 digital hubs in 24 countries by 2020.

联合利华果断投资价值链数字化，将战略重点放在对数据的利用上，把数据作为全公司的资产，可以辅助精准营销、生产、分销和业绩管理。联合利华每天可以从数据湖中超过150个源头捕获1.5T字节的数据，并计划到2020年在24个国家建立24个数字化中心。

In identifying the right set of bets, a customer-centric lens that focuses on both competitive advantage and value creation is critical. Ask: Of all the customer pain points and compromises that digital can address, which are we uniquely positioned to address, and of those, which have the greatest value potential?

在寻找最佳投资组合时，竞争优势和价值创造两者并重的客户至上视角是决定性因素。企业应自问：在数字化能够解决的所有客户痛点和妥协中，哪些是我们特别要解决的，这其中又有哪些最具价值潜力？

John Deere, in its agricultural business, began with use cases anchored in the jobs farmers were trying to optimize: planting seeds optimally, adding just the right amount of nutrients, and putting the minimum amount of chemicals on their crops to prevent pests and weeds. This led to significant innovations—for example, the “see and spray” technology, which allows individual weeds to be identified through a combination of optical sensors and machine learning algorithms, and then killed through highly engineered and individually controlled spraying nozzles.

约翰·迪尔开始将数字化用例应用于农业业务，将重点放在农民们努力优化的工作上：最佳播种方式、补充份量正好的营养，在农作物上使用最少量的化学品达到防虫防草的目的。这些努力带来了重大创新——比如，“看到即喷”技术结合了视觉传感器和机器学习算法，先识别出野草，然后利用高度自动化和单独控制的喷嘴进行喷杀。

4. Build New Strategic Muscles

建立“数字”文化和广纳数字化人才，两手都要抓

A properly ambitious digital strategy inevitably calls for new capabilities and cultural shifts. The organization needs to build new strategic muscles to complement its traditional strengths—and to ensure that new and old work together in an agile and coordinated way.

抱负远大且恰到好处的数字化战略必然需要新的能力和文化转变。组织需要打造新的战略性力量，与传统力量相辅相成，确保新旧力量以敏捷协作的方式共同发力。

New digital talent is critical, but increasingly scarce. So just as important—and often underestimated—is redeploying existing talent and skills to the initiatives that can make the most of it. With both new and existing talent, think through what resources and capabilities can be shared across business units, divisions, or regions rather than that which needs to be dedicated to a single place. And develop a workforce that does not adhere to fixed roles, but evolves with the needs and pace of emerging digital initiatives. Don’t worry about defining an end-state organization at the outset—a multistage process that adapts on the basis of experience and digital maturity makes more sense.

数字化人才是关键，但越来越稀缺。因此，企业需要重新部署现有的人才和技能，最大限度地发挥他们的作用。这一点同样是关键，却经常被忽略和低估。针对新引进的人才和现有人才，企业要考虑哪些资源和能力是可以多个业务部门、分支、区域共享，而非仅限一处使用。企业还需要打造一支人才队伍，他们不遵循固定的角色，而是根据新兴数字化方案的需求和节奏来工作。企业无需在刚开始就设定最终状态——基于经验和数字化成熟度的多阶段流程更合理。

Establishing a “digital” culture in these ways is essential to a successful digital strategy. It helps attract talent, particularly millennials, who are drawn to opportunities for autonomy and creativity. And because of the flatter organizational structure that comes from agile ways of working, companies can achieve superior results, faster than a traditional organization.

以这些方式建立“数字”文化对成功的数字化战略至关重要。它有助于吸引人才，尤其是千禧一代，他们会被充满自治和创造力的机会所吸引。而且，由于敏捷工作法使组织结构更加扁平化，企业能够取得比传统组织更快更好的效果。

5. Manage Transformation Actively

不是所有数字化转型都能成功，你不转肯定不成功

While there is no need to completely rewrite the transformation rule book when it comes to digital, some issues will need your attention—such as the rate at which the critical underlying technologies for your industry are evolving, and thus how often you should revisit the underlying strategy to refresh the transformation plan.

虽然数字化不需要彻底重塑转型规则，但有一些需要特别注意的问题：比如，所在行业关键基础技术的发展速度，以及重新审视根本战略、更新转型计划的间隔时间。

Technological progress can be linear or discontinuous. In industries with slower-moving technologies, traditional top-down strategy development approaches work. But planning three years out can set you up for executional failure if changes in technologies and market dynamics shift more rapidly. In these faster-moving, more unpredictable industries, you will need a more iterative, agile approach to planning, one that balances strategic alignment from above with market insight from below.

技术进步可以是连续的，也可以是间断的。在技术发展较慢的行业中，传统的自上而下战略依然有效。但是，如果技术和市场变化较快，制定三年计划可能会导致执行上的失败。在这些发展更快、更难预测的行业中，企业需要的是一种更敏捷的迭代规划方式，能够平衡上层的战略一致性和下层的市场洞察。

As with any organizational transformation, maintaining a strong center will be critical. That’s where program management lives, ensuring process standardization, data management, and talent acquisition. A transformation office, led by a chief digital transformation officer, can keep up the momentum, rigorously tracking progress against detailed goals, milestones, and metrics—and signal when it’s time to adjust course.

与其他企业转型一样，保持一个强大的中心至关重要。这就是程序化管理的精髓所在，可以确保流程标准化、数据管理和人才获取。由首席数字转型官领导的转型办公室可以保持这种势头，严格按照详细的目标、里程碑和指标跟踪进展，并在需要调整方向时发出信号。

Not all digital transformations succeed. Those that do reflect a robust digital strategy that follows the five simple rules we’ve just described. They’ll ensure you get the most out of your people and digital investments by aligning them with the critical moves that drive competitive advantage and superior results.

并不是所有的数字化转型都能取得成功。但成功的企业都具备强大的数字化战略，能够遵循以上五条简单规则。这些规则可以确保企业的员工和数字化投资与企业的关键举措相匹配，从而实现收益最大化，最终提升企业的竞争优势、取得卓越成果。

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今天其它大新闻，明天翻译，今天来不及。

Maersk ties up with India's BlackBuck for export-import truck aggregation

Maersk has announced its entry into India’s trucking services by tying up with an aggregator, BlackBuck, which has some 300,000 open trucks on its platform. The tie-up with BlackBuck will help customers of Maersk book containerised trucks to carry export-import containerised cargo within India.

The new platform will be owned and operated by BlackBuck, with Maersk supporting the company to develop industry-specific solutions. BlackBuck will be paid on a shipment basis.

Ramasubramaniam B said BlackBuck has developed a robust product and technology that maximises the billable kilometres of a truck, delivering higher realisation to the truck owners and driving a low-cost transportation network to the shippers. “Maersk, with its industry-specific knowledge and expertise, will help us transform this space through digitisation.”

The neutral platform will be open to the whole industry. Its aim is to reduce touchpoints in the supply chain and improve customer experience, match demand-supply through the year and provide consistency in service delivery through real-time visibility and control.While there is huge scope for business in India, the two companies together plan to expand the service to other neighbouring countries in South Asia. India has set a target to reduce logistics cost from 14 per cent of GDP to less than 9 per cent by 2022.

Announcing the collaboration with BlackBuck, Arjun Maharaj, Head of Sales, Maersk South Asia, said, “Our customers are dealing with fragmented vendors with varying service levels of communication, geographical, financial and infrastructural disparities, resulting in sub-optimal supply chains. At Maersk, we have committed ourselves to working with partners who understand these challenges, match our set of values and have expertise in both logistics and technology.”

BlackBuck has been one of the movers in bringing the offline operations of trucking online – from matching a shipper with a trucker or reshaping the infrastructure around trucking to facilitating payments, insurance, and financial services.

“Maersk aims to provide a diverse set of services, including ocean, inland, customs house brokerage, trade finance, cargo insurance, cold chain. We have also come to a humble realisation that we can’t buy it all. But, we will buy equity stake in some,”

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