在数字经济大潮中，数字化转型已不是企业的“选修课”，而是关乎企业生存和长远发展的“必修课”。在企业数字化转型中，国有企业特别是中央企业普遍将数字化转型战略作为“十四五”时期业务规划的重要内容之一，数字化能力也成为衡量国企改革成效的重要指标。
在国资委网站开辟“一把手谈数字化转型”专栏后，共有包括中国大唐、中国华能、中广核、国家电网等在内的数十家央企一把手发文阐述企业开展数字化转型的实践与探索思路，部分央企晒出其数字化转型路线图。
华润集团、中国建设科技集团等央企先后成立了数字科技公司，专项赋能，一方面支撑集团内部数字化转型升级，另一方面对外提供数字化服务。央国企全面加速国产替代迎来爆发机会！
一、数字化转型的内涵与价值效益
数字化转型是顺应新一轮科技革命和产业变革趋势，不断深化应用云计算、大数据、物联网、人工智能、区块链等新一代信息技术，激发数据要素创新驱动潜能，打造和提升信息时代的生存与发展能力，加速业务优化升级和创新转型，改造提升传统动能，培育发展新动能，创造、传递并获取新价值，实现转型升级和创新发展的过程。
数字化价值效益按照业务创新转型方向和价值空间大小可分为生产运营优化、产品 / 服务创新和业态转变三大类。
生产运营优化。基于传统存量业务，价值创造和传递活动主要集中在企业内部价值链，价值获取主要来源于传统产品规模化生产与交易，通过数字化转型促进成本降低与质量提高。
产品 / 服务创新。业务体系总体不大变，专注于拓展基于传统业务的延伸服务，价值创造和传递活动沿着产品 / 服务链延长价值链，开辟业务增量发展空间，价值获取主要来源于已有技术 / 产品体系的增量价值。
业态转变。业务体系颠覆式创新，专注于发展壮大数字业务，价值创造和传递活动由线性关联的价值链、企业内部价值网络转变为开放价值生态，价值获取主要来源于与生态合作伙伴共建的业务生态。
二、数字化转型架构模型
价值体系优化、创新和重构是数字化转型的根本任务，参考 T/AIITRE 10001-2020《数字化转型：参考架构》，中央企业应从发展战略、新型能力、解决方案、治理体系和业务创新五个视角出发，构建系统化、体系化的关联关系，系统有序地推进数字化转型，创新价值创造、传递、支持、获取的路径和模式。
◆ 发展战略。根据数字化转型的新形势、新趋势和新要求，发展战略视角提出新的价值主张，把数据驱动的理念、方法和机制根植于组织发展战略全局，包括竞争合作优势、业务场景和价值模式三个子视角。
竞争合作优势：增强竞争合作优势的可持续性和战略柔性，从过去的单向竞争向构建多重竞合关系转变，推动新一代信息技术、产业技术、管理技术实现融合创新应用，形成新技术、新产品（服务），强化模式创新与数字应用以数据为驱动，协同推进传统业务数字化升级和数字新业务培育壮大，实现创新驱动和业态转变。
业务场景：以用户日益改变和个性化的需求为牵引，构建基于能力赋能的新型业务架构，分析业务场景、业务目标，根据竞争合作优势和业务架构设计端到端的业务场景。
价值模型：构建基于资源共享和能力赋能，实现业务快速迭代和协同发展的开放价值生态，以最大化获取数字化转型价值效益。
◆ 新型能力。中央企业应将新型能力建设作为贯穿数字化转型始终的核心路径，通过识别和策划新型能力（体系），持续建设、运行和改进新型能力，支持业务按需调用能力以快速响应市场需求变化，从而加速推进业务创新转型，获取可持续竞争合作优势。
解决方案：实施涵盖数据、技术、流程、组织四要素的系统性解决方案，支持打造新型能力，加速业务创新转型，并通过四要素的互动创新和持续优化，推动新型能力和业务创新转型持续运行与不断改进。
数据：完善数据采集手段；推进数据集成与共享；强化数据建模与应用。
技术：有序开展生产和服务设备设施自动化、数字化、网络化、智能化改造升级；部署适宜的IT 软硬件资源、系统集成架构，推动 IT 软硬件的组件化、平台化和社会化按需开发与共享利用；建设覆盖生产 / 服务区域统一的运营技术（OT）网络基础设施；自建或应用第三方平台，推动基础资源和能力模块化、数字化、平台化。
组织：根据业务流程优化要求确立业务流程职责，匹配调整有关的合作伙伴关系、部门职责、岗位职责。
流程：开展跨部门 / 跨层级流程、核心业务端到端流程以及产业生态合作伙伴间端到端业务流程等的优化设计；应用数字化手段开展业务流程的运行状态跟踪过程管控和动态优化。
◆ 治理体系。建立匹配的治理体系并推进管理模式持续变革，以提供管理保障。治理体系视角包括数字化治理、组织机制、管理方式、组织文化。
数字化治理：数字化领导力培育、数字化人才培养、数字化资金统筹安排、安全可控建设。
组织机制：建立流程化、网络化、生态化的柔性组织结构；建立覆盖全过程和全员的数据驱动型职能职责动态分工体系。
管理方式：管理方式创新（流程驱动的矩阵式管理、数据驱动的网络型管理、职能驱动的价值生态共生管理）；员工工作模式变革（自我管理、自主学习、价值实现）。
组织文化：价值观；行为准则。
◆ 业务创新。企业应充分发挥新型能力的赋能作用，加速业务体系和业务模式创新，推进传统业务创新转型升级，培育发展数字新业务，通过业务全面服务化，构建开放合作的价值模式，快速响应、满足和引领市场需求，最大化获得价值效益。可从业务数字化、业务集成融合、业务模式创新、数字业务培育方面推进。
三、数字化转型是央企发展的必然选择
（1）政策要求：加快推进国有企业数字化转型工作
2020年9月，国资委《关于加快推进国有企业数字化转型工作的通知》中提出要促进国有企业数字化、网络化、智能化发展。包括建设基础数字技术平台、构建数据治理体系、推进产品创新数字化、生产运营智能化、用户服务敏捷化、加快新型基础设施建设、加快关键核心技术攻关等。此外，上云用数赋智行动、十四五规划等相关政策均对央企数字化转型提出了指导方向。
（2）应对不确定性：实现核心技术自主可控以及稳定运营
中美贸易摩擦、新冠疫情、俄乌冲突……面对外部日益增加的不确定性，中央企业肩负着实现核心技术自主可控以及稳定运营的责任。需要加快产业瓶颈和核心技术研发上的攻关进程，攻克“卡脖子”问题，做大做强国有资本，培育具有全球竞争力的世界一流企业。
（3）内生驱动：满足消费者新的新需求
经济与移动互联网的发展改变了消费者的行为模式，对传统企业经营提出新的挑战，央企需要洞察消费需求。
（4）体量/影响力大：是数字中国的重要组成部分
央企是中国经济的重要组成部分（2020年央企营收占GDP的34.8%），承担着试点验证的社会责任；央企具有行业多样性，上下游覆盖极广，具有强大的影响力（在十四五规划中提到的10个数字化应用场景中，央企覆盖6个），是实现数字中国举足轻重的一部分。
四、央企数字化转型带来五大收益
（1）集团风险控制能力加强
数字技术可以帮助中央企业实现高效的集团管控。如，通过机器代人可以降低人员的操作风险，提高安全性和稳定性；同时，企业通过流程线上化可以更快地识别并应对风险。
（2）运营能力提升
数字化转型可以改变央企的决策模型，从而提升运营能力。企业数字化转型通过融合数据孤岛，建立不同部门数据之间的映射关系，从而方便管理人员从全局的角度出发，更好地做出决策。
（3）业务流程优化
各种新技术把越来越多的重复性人工任务转变为自动化任务，在流程中从人来执行转变为由人来监管与设计，并由此来提升效率。同时，基于大数据、人工智能等技术，建立数据之间的映射关系，将赋能优化生产节奏。
（4）财务收益
数字化转型投资金额巨大，但仍存在明显投资回报。世界经济论坛通过对1.6万家企业数据进行分析发现，数字化转型的领军企业生产率提高了70%，而跟随者生产率提升了30%。这意味着数字化转型领军存在着明显的先发制人的优势。
（5）商业模式创新
企业的商业模式是满足客户需求、实现相关方（客户、员工、合作伙伴、股东等）价值，同时使系统达成持续盈利目标的整体解决方案。企业的商业模式主要由创造价值、传递价值和获取价值三个组成部分构成。数字化转型通过重塑这三方面来帮助企业实现商业模式创新。
五、央国企数字化转型可分为三个阶段
（1）战略规划阶段
战略规划阶段是企业从懵懂到形成全面认知的过程，具体可分为迷茫期、参考期以及勾勒期。该阶段企业一般通过自身调研以及和第三方研究机构合作，形成适应自身的数字化转型战略以及转型路径规划。
（2）业务试点阶段
业务试点阶段是企业数字化转型的关键阶段，该阶段的成功与否将直接影响企业数字化转型的进程。通过战略规划阶段输出的数字化转型的路径规划，谨慎选择业务转型试点，采用敏捷的方法，小步快走。
（3）全局推广阶段
在业务试点成功后，企业将形成自身的数字化转型经验，并在集团内进行全局推广。
六、央国企数字化转型的三大板块
（1）销售数字化转型：更好地了解终端需求
销售数字化转型包括渠道、营销及销售等。数字化销售、线上渠道建设是大部分企业数字化转型的第一站，同时也是企业在数字化转型中最容易产生创新业务的一个阶段。一般来讲，用户体验全旅途包括用户认知（投放）、产生兴趣（线索管理、营销推动）、支付行动（销售转化）和向他人分享等环节。
（2）生产数字化转型：优化生产流程
智能制造是制造类企业数字化转型的主攻方向，其内涵为以智能技术为代表的新一代信息技术在制造全生命周期的应用中所涉及的理论、方法、技术和应用，最终目标是实现信息深度自感知、智慧优化自决策、精准控制自执行等。
以智慧工厂为例，智慧工厂主要实现两点：一是对产线设备的数据采集和连接和对业务系统数据的采集；二是将数据转化为可以反哺企业发展的资产，通过工业互联网大数据分析和人工智能技术的结合，实现产流程优化、生产资料优化和流程质量优化等以数据为基础的升级。
（3）供应数字化转型：形成数字化供应网络
供应链指以数据流和物流连接消费者与工厂、供应商与工厂，通过数字化转型将从原来的传统供应链模型向数字化供应网络转型升级，形成多方的协同计划和动态履约。供应链数字化，通过联通生产与销售链路的数据，实现预测准确性的提升，有效指导物流及产能规划，提高排产频率。作为企业的上游，供应商关系的维护、供应商生命周期的管理、寻源及价格管理的结果将直接影响企业经营的成本及利润。
七、央国企数字化转型综合评价矩阵
亿欧智库根据数字化转型基础与数字化转型进程两个维度，对中央企业数字化转型成熟度进行梳理，并从综合排名前30的企业中划分出3类不同的企业，分别为前沿探索、勇于探索和阶段改善。结果如图所示：
前沿探索：处在这一区域的企业拥有较好的信息化基础，并且在数字化方面布局得比较早。在这一象限中，能源类企业占比最高，为42.9%。其次为制造类企业，占比28.6%。
阶段改善：处在这一区域的企业拥有较为扎实的信息化基础，且在数字化转型进程上取得了一定的阶段性成果。其中，制造类企业占比为50%，能源类企业占比为25%。
勇于创新：处在这个区域的企业在一定程度上采取较为激进的方式，跳过了信息化阶段向数字企业过渡。这一象限中，能源类企业占比最高，为62.5%。其次为制造类企业，占25%。
翻译：
In the tide of digital economy, digital transformation is no longer an “elective course” for enterprises, but a “compulsory course” for enterprises’ survival and long-term development. In enterprise digital transformation, state-owned enterprises, especially central enterprises, generally regard digital transformation strategy as one of the important contents of business planning during the “14th Five-Year Plan” period, and digital capability has also become an important indicator to measure the effect of state-owned enterprise reform.
After the column “Leaders Talk about Digital Transformation” was opened on the website of the State-owned Assets Supervision and Administration Commission (SASAC), the leaders of dozens of central soes, including China Datang, China Huaneng, China General Nuclear Power, State Grid, etc., published an article explaining their practices and exploration ideas for digital transformation, and some central soes released their digital transformation roadmap.
China Resources Group, China Construction Technology Group and other central enterprises have set up digital technology companies for special empowerment, on the one hand to support the internal digital transformation and upgrading of the group, on the other hand to provide digital services. Central state-owned enterprises to accelerate the full domestic alternative to usher in the outbreak of opportunity!
Connotation and value benefit of digital transformation
Digital transformation is to adapt to the new round of technological revolution and industrial transformation, deepen the application of cloud computing, big data, the Internet of Things, artificial intelligence, blockchain and other new generation of information technology, stimulate the innovation driving potential of data elements, build and enhance the survival and development capacity of the information age, accelerate business optimization and upgrading and innovation transformation, transform and upgrade traditional drivers, foster and develop new drivers. The process of creating, delivering and acquiring new value, realizing transformation, upgrading and innovative development.
According to the direction of business innovation transformation and the size of value space, digital value benefit can be divided into three categories: production and operation optimization, product/service innovation and business mode transformation.
Production and operation optimization. Based on traditional stock business, value creation and delivery activities are mainly concentrated in the enterprise’s internal value chain, and value acquisition mainly comes from the large-scale production and trading of traditional products. Through digital transformation, cost reduction and quality improvement are promoted.
Product/service innovation. The overall business system is not changed, focusing on expanding extended services based on traditional business. Value creation and delivery activities extend the value chain along the product/service chain, opening up space for incremental business development. Value acquisition mainly comes from the incremental value of the existing technology/product system.
Business mode change. Disruptive innovation of business system, focusing on the development and expansion of digital business, value creation and transmission activities from linear correlation value chain, enterprise internal value network into an open value ecology, value acquisition mainly from the business ecology jointly built with ecological partners.
Architecture model of digital transformation
Value system optimization, innovation and reconstruction are the fundamental tasks of digital transformation. Refer to T/AIITRE 10001-2020 “Digital Transformation: According to “Framework”, central enterprises should build a systematic and systematic correlation relationship from the five perspectives of development strategy, new capability, solution, governance system and business innovation, promote digital transformation systematically and orderly, and innovate the path and mode of value creation, delivery, support and acquisition.
◆ Development strategy.
According to the new situation, new trend and new requirements of digital transformation, a new value proposition is proposed from the perspective of development strategy, and the data-driven concept, method and mechanism is rooted in the overall development strategy of the organization, including three sub-perspectives: competitive cooperation advantage, business scenario and value model.
Competitive and cooperative advantages: Strengthen the sustainability and strategic flexibility of competitive and cooperative advantages, shift from the past one-way competition to the construction of multiple competition and cooperation relations, promote the integration and innovative application of the new generation of information technology, industrial technology and management technology, form new technologies, new products (services), and strengthen the data-driven mode innovation and digital application. We will promote the digital upgrading of traditional businesses and the cultivation and growth of new digital businesses in a coordinated manner to achieve innovation-driven growth and a transformation of business forms.
Business scenario: Driven by users’ increasingly changing and personalized needs, build a new business architecture based on capability, analyze business scenarios and business objectives, and design end-to-end business scenarios according to competitive cooperation advantages and business architecture.
Value model: Build an open value ecology based on resource sharing and capability enabling to realize rapid iterative and collaborative development of business, so as to maximize the value benefits of digital transformation.
◆ New capabilities.
Central enterprises should take new capacity building as the core path through the digital transformation. By identifying and planning new capacity (system), they should continue to build, operate and improve new capacity, support on-demand business call capacity to quickly respond to changes in market demand, so as to accelerate business innovation and transformation and obtain sustainable competitive and cooperative advantages.
Solutions: Implement systematic solutions covering the four elements of data, technology, process and organization, support the creation of new capabilities, accelerate business innovation and transformation, and promote the continuous operation and improvement of new capabilities and business innovation and transformation through the interactive innovation and continuous optimization of the four elements.
Data: improve the means of data acquisition; Promote data integration and sharing; Strengthen data modeling and application.
Technology: orderly implementation of automation, digitalization, networking and intelligent upgrading of production and service equipment and facilities; Deploy appropriate IT hardware and software resources and system integration architecture, and promote the componentized, platform-based and socialized on-demand development and shared utilization of IT hardware and software; Building a unified operational technology (OT) network infrastructure covering production/service areas; We will build or apply third-party platforms to make basic resources and capabilities modular, digital and platform-based.
Organization: Establish business process responsibilities according to business process optimization requirements, match and adjust relevant partnership, department responsibilities and post responsibilities.
Process: carry out optimization design of cross-department/cross-level process, end-to-end process of core business and end-to-end business process among industrial ecological partners; Applying digital means to carry out operation state tracking process control and dynamic optimization of business processes.
◆ Governance system.
Establish a matching governance system and promote the continuous reform of management mode to provide management guarantee. The perspective of governance system includes digital governance, organizational mechanism, management mode and organizational culture.
Digital governance: digital leadership training, digital talent training, digital capital planning, safe and controllable construction.
Organizational mechanism: Establish a flexible organizational structure of process, network and ecology; Establish a data-driven dynamic division of functions and responsibilities that covers the whole process and all employees.
Management mode: management mode innovation (matrix management driven by process, network management driven by data, value ecological symbiosis management driven by function); Employee work mode change (self-management, self-learning, value realization).
Organizational culture: values; Code of conduct.
◆ Business innovation.
Enterprises should give full play to the enabling role of new capabilities, accelerate the innovation of business system and business model, promote the innovation and transformation and upgrading of traditional business, cultivate and develop new digital business, build a value model of openness and cooperation through the full service of business, quickly respond to, meet and lead the market demand, and maximize the value benefits. It can be promoted from the aspects of business digitization, business integration and integration, business model innovation and digital business cultivation.
Digital transformation is the inevitable choice for the development of central enterprises
(1) Policy requirements: accelerate the digital transformation of state-owned enterprises
In September 2020, the State-owned Assets Supervision and Administration Commission proposed to promote the digital, networked and intelligent development of state-owned enterprises in the Notice on Accelerating the Digital transformation of State-owned Enterprises. We will build a digital technology platform, build a data governance system, digitize product innovation, make production and operations smarter, make customer services more agile, accelerate the development of new infrastructure, and tackle key core technologies. In addition, relevant policies such as the “Smart with Numbers” action of Shanghai Cloud and the 14th Five-Year Plan have put forward guidance for the digital transformation of central enterprises.
(2) Dealing with uncertainties: realizing independent, controllable and stable operation of core technologies
China-us trade frictions, COVID-19, conflicts between Russia and Ukraine… Faced with increasing external uncertainties, central enterprises shoulder the responsibility of realizing independent, controllable and stable operation of core technologies. We need to speed up the process of tackling industrial bottlenecks and core technology research and development, overcome bottlenecks, expand and strengthen state capital, and cultivate world-class enterprises with global competitiveness.
(3) Endogenous drive: to meet the new needs of consumers
The development of the economy and mobile Internet has changed the behavior pattern of consumers and presented new challenges to the operation of traditional enterprises. Central enterprises need to have an insight into consumer demand.
(4) Large volume/influence: It is an important part of digital China
Central soes are an important part of China’s economy (their revenue accounted for 34.8% of GDP in 2020) and bear the social responsibility of pilot verification. Central soes, with their diverse industries and vast upstream and downstream coverage, have strong influence (among the 10 digital application scenarios mentioned in the 14th Five-Year Plan, they cover 6), and are an important part of the realization of digital China.
Central Enterprises’ digital transformation brings five benefits
(1) The group’s risk control ability is strengthened
Digital technology can help central enterprises achieve efficient group control. For example, the machine can reduce the operational risk of personnel, improve safety and stability; At the same time, enterprises can identify and respond to risks faster by making processes online.
(2) Operation capacity improvement
Digital transformation can change the decision-making model of central enterprises and thus improve their operational capacity. Enterprise digital transformation integrates data islands to establish mapping relationship between data of different departments, so as to facilitate managers to make better decisions from a global perspective.
(3) Business process optimization
New technologies are increasing efficiency by turning more and more repetitive human tasks into automated ones, and by moving from human execution to human supervision and design in processes. At the same time, based on big data, artificial intelligence and other technologies, the establishment of mapping relationship between data will be able to optimize the pace of production.
(4) Financial income
The amount of investment in digital transformation is huge, but there is still obvious return on investment. An analysis of data from 16,000 companies by the World Economic Forum found that the leaders of digital transformation increased productivity by 70 per cent, while the followers increased productivity by 30 per cent. This means that digital transformation leaders have a clear pre-emptive advantage.
(5) Business model innovation
The business model of the enterprise is to meet customer needs, realize the value of relevant parties (customers, employees, partners, shareholders, etc.), and make the system achieve the overall solution of sustainable profit goal. The business model of an enterprise mainly consists of three parts: creating value, delivering value and acquiring value. Digital transformation helps enterprises realize business model innovation by reshaping these three aspects.
The digital transformation of central soes can be divided into three stages
(1) Strategic planning stage
Strategic planning stage is the process from ignorance to comprehensive cognition, which can be divided into confusion period, reference period and outline period. At this stage, enterprises generally form their own digital transformation strategy and transformation path planning through their own research and cooperation with third-party research institutions.
(2) Business pilot stage
Business pilot stage is the key stage of enterprise digital transformation, the success of this stage will directly affect the process of enterprise digital transformation. Through the path planning of digital transformation output in the strategic planning stage, carefully select the pilot of business transformation, adopt agile methods, take small steps.
(3) Global promotion stage
After successful business pilot, the enterprise will form its own digital transformation experience and promote it globally within the group.
The central state-owned enterprises digital transformation of the three sectors
(1) Sales digital transformation: Better understanding of end demand
Sales digital transformation includes channels, marketing and sales. Digital sales and online channel construction are the first stop of digital transformation for most enterprises, and also the easiest stage for enterprises to generate innovative business in digital transformation. Generally speaking, the UX journey consists of user awareness (placement), interest generation (lead management, marketing drive), payment action (sales conversion), and sharing with others.
(2) Production digital transformation: optimize the production process
Intelligent manufacturing is the main direction of the digital transformation of manufacturing enterprises. Its connotation is the theory, method, technology and application of the new generation of information technology represented by intelligent technology in the application of the whole life cycle of manufacturing. The ultimate goal is to realize the self-perception of information depth, intelligent optimization and self-decision, precise control and self-execution.
Take smart factory as an example, smart factory mainly realizes two points: first, data collection and connection of production line equipment and data collection of business system; The second is to transform data into assets that can feed the development of enterprises. Through the combination of industrial Internet big data analysis and artificial intelligence technology. The production process optimization, production means optimization and process quality optimization and other data-based upgrading can be achieved.
(3) Digital transformation of supply: forming a digital supply network
Supply chain refers to the connection between consumers and factories, suppliers and factories through data flow and logistics. Through digital transformation, the traditional supply chain model will be transformed and upgraded to the digital supply network. And multi-party collaborative planning and dynamic performance will be formed. The digitalization of supply chain can improve the accuracy of forecast by connecting the data of production and sales links. Effectively guide logistics and capacity planning, and improve the frequency of production scheduling. As the upstream of the enterprise, the maintenance of supplier relationship, supplier life cycle management, sourcing and price management will directly affect the cost and profit of the enterprise.
Comprehensive evaluation Matrix of digital transformation of central state-owned enterprises
According to the two dimensions of digital transformation foundation and digital transformation process. Yiou Think Tank sorted out the maturity of digital transformation of central enterprises. And divided three different types of enterprises from the top 30 enterprises. Which are frontier exploration, bold exploration and stage improvement respectively. The results are shown below:
Frontier exploration: Enterprises in this region have a better information foundation, and in the digital layout is relatively early. In this quadrant, the energy sector accounted for the highest proportion of 42.9%. Manufacturing enterprises followed, accounting for 28.6%.
Stage improvement: Enterprises in this region have a relatively solid information foundation and have achieved certain stage results in the process of digital transformation. Manufacturing companies accounted for 50% of the total, while energy companies accounted for 25%.
Innovation: To some extent, companies in this region have taken a more radical approach to leapfrogging the informationization stage and transiting to digital enterprises. In this quadrant, the energy sector accounted for the highest proportion of 62.5%. Manufacturing companies followed with 25 percent.
