The innovative development of digital technologies such as the Internet, cloud computing, Internet of Things, big data, and artificial intelligence has built new infrastructure and provided new public basic services, and data has also become the most important factor of production, promoting the comprehensive digitization, networking, and Intelligent. In the face of future uncertainties, digital transformation has become the core driving force for business transformation and management change, bringing new development opportunities for enterprises, promoting the transformation of enterprise management models, business models and innovation models, and driving organizations to continuously upgrade and evolve, and continually unlock the growth potential of your organization.

Digital transformation has become an inevitable choice and internal demand for enterprises to create new growth drivers, build new growth curves, and achieve continuous innovation and development.

Figure 1: The new driving force of digital intelligence drives business transformation and organizational upgrading

From grasping the trend and entering the blue ocean, to expanding scale and rapid growth, to steady development and diversified expansion, to innovative breakthroughs and rejuvenation, digital transformation has paved a new path of innovation and development for enterprises at every stage of development. Digital technologies represented by cloud computing, Internet of Things, big data, and artificial intelligence inject new impetus into enterprises with their openness, integration, and inclusiveness, and drive enterprises to achieve global awareness, online collaboration, intelligent insight, real-time response, and agility. A new direction of innovation upgrade evolution.

There is no unified standard answer to the digital transformation of enterprises. It is not achieved overnight, and we must avoid attacking across the board. Instead, we need to clarify specific core goals of strategic positioning, business development, organizational management, and technical capabilities based on the company’s own development stage and internal and external environments. and needs, combined with key pain points to find high-frequency rigid-needed application scenarios as breakthrough points, and then gradually carry out digital transformation and upgrading from point to surface.

Figure 2: The digital transformation path of an enterprise’s full lifecycle

The start-up period of an enterprise is the process from the conception of the founder to the practice, and it is also the climbing period of the product from conception to implementation. During this period, enterprises have a high risk factor, a single product structure, a small market share, and low market acceptance, all of which are testing the ability of the start-up team to “survive”. Considering the scale and resources of the enterprise, the construction goals of digital transformation at this stage are more online and transparent, and strive to help the team intuitively and effectively promote business development in a simple and efficient way.

From the start-up period to the growth period, the company has gradually established its core product line, its sales revenue has continued to grow, its main business has begun to generate benefits, and it has a relatively good capital flow. With the rapid expansion of business scale, enterprises at this stage are more focused on cross-business process specification and cross-departmental efficiency improvement, and realize cross-business, cross-department, and cross-system integration through digital means, drive business processes with data, and reduce business Breakpoints, departmental silos, and information silos.

Mature companies have achieved breakthroughs in overall scale and revenue levels, with further steady increases in market size and share, and further enhanced profitability. However, with the continuous growth of enterprise scale, it usually has a more complex and diverse business model and organizational structure. At this stage, the digital construction of enterprises can further enhance business agility and organizational governance capabilities through the “front, middle and back office” architecture, and evolve to global intelligence and coordinated upgrades between upstream and downstream of the industrial chain, so as to realize global data intelligence and internal and external network collaboration of enterprises.

After long-term and stable development of enterprises, traditional management methods can no longer cope with many challenges brought about by the rapidly changing internal and external environments. Only by solidly promoting digital transformation and improving core competitiveness and sustainable development capabilities can fundamentally improve productivity , improve production efficiency, and form medium and long-term resilience and iteration capabilities. Through digital transformation, enterprises continuously improve the breadth, depth, precision, and efficiency of enterprise management, improve resource integration and allocation capabilities, and at the same time promote the exploration of new tracks and the expansion of industrial ecosystems, breaking the boundaries of enterprises and shaping the organization’s self-driving and evolution capabilities , and finally achieve transformation and rebirth.

As digital transformation gradually enters the deep water area, enterprise managers not only need to consider how to use digital technology to resolve current business and management challenges, but also need to understand the nature of technology, insight into the law of development, focus on the future, formulate medium and long-term digital strategic planning, expand Transform the scope, extend the value of technology, accelerate business innovation, continuously cultivate the insight, foresight and forward-looking capabilities of the enterprise, enhance the agility and resilience of the organization, and continue to build future-oriented competitiveness, so as to go through cycles and achieve long-term success.