在一年多前,新冠肺炎疫情的連鎖效應導致全球各地的企業和經濟體迅速關閉,促使人們大批量轉向虛擬工作方式,一夜之間,新工具和新的工作方式變成常態。其實在疫情之前,我們就已經走向了一個轉折點:企業已經開始通過大規模技術應用來創建新的商業模式。如今,企業要想走得更快、更遠,就需要飛速加快它們的數字化轉型。IBM公司最近的一項研究發現,由于疫情,近六成組織的數字化轉型加快了。
目前,超過1.59億的美國人,包括60%以上的美國成年人,已經至少接種了一劑新冠疫苗。然而,哪怕有疫苗供應的國家重新開啟國門,我們顯然也不會回到舊的工作方式了。
在新現實中,商業領袖不得不欣然接受現代商業的一個新目標——我們稱之為虛擬企業(Virtual Enterprise)。領導者需要重新評估有形資產、基礎設施和人才的作用。極端數字化、平臺和伙伴關系構成了今天企業取得競爭優勢的基本要素。
如果企業希望在疫情中做大做強,更好地為服務客戶,找到新的價值來源,領導者就必須做好準備,在六個關鍵領域提升開放度和靈活度。
打造合作伙伴生態體系:開放是虛擬企業的決定性特質,企業領導者需要建立生態系統來解決問題、增進創新,確保在這個日益互聯的世界擁有市場機會。與其他組織建立戰略關系,需要對建立一個其他人愿意也需要參與的擴展業務平臺能夠帶來什么樣的增長潛力和競爭優勢有一個清晰的愿景。借助數字連接和信息共享的力量,加上新的數據整合,通過生態系統和客戶進行連接的潛力得到了進一步開發。在開放、安全的標準和軟件定義的網絡上建立技術架構,使這些互動變得越來越直接簡單。
創新以科學為先導、數據為導向的工作方法。根據IBM研究戰略商業洞察(IBM Research Strategic Business Insights)的數據,在88萬億美元的世界經濟中,有52萬億美元來源于科學和發現。通過科學發現的方式,保持開放又加快了對新產品和服務創新的獲取。對人工智能、物聯網和量子計算等指數型技術的應用,使相關的業務流程得以實現——比以往任何時候都快,并且跨越了多個不同的行業。所有這些現在都可以通過生態系統和智能工作流實時執行,這些系統和工作流還能夠更快、更好地識別和挖掘新的價值池。歸根結底,這取決于領導者如何利用數據作為跨生態系統創新的來源,如何通過產品和服務的現代化在這個世界中取得成功。
拓展智能工作流。過去幾年,企業持續將人工智能和自動化應用于企業的基礎關鍵流程,例如招聘、供應鏈和客戶服務等。疫情期間,人工智能和自動化流程超速發展,因為企業需要依賴極度自動化和人工智能來滿足大眾客戶和員工的聯通和服務需求。下一步是將這些智能工作流擴展到企業之外、跨越整個生態系統,以打破豎井,獲取更多的見解和價值。
建立人類和技術良好的伙伴關系。與客戶和同事通過虛擬形式進行溝通的極端情況在不斷發生,這意味著要重新定義人類和技術的互動。由于地點變得不那么重要,因此從任何地方都有機會獲取技術和能力。工作的虛擬化讓人們能夠在全球任一地點更加輕松地獲取各種能力。但這樣在整個組織范圍內擴大員工的獲取途徑,既有潛力,也有挑戰。疫情使員工永久地提高了對雇主在技能提升、培訓、職業發展以及個人福祉方面提供更多支持的期望。新的混合型工作方式將要求領導者重新定義工作流程,為個人、團隊和組織提供更易用的工具、系統和規則,培養對數據和技術的信任并將其作為決策的關鍵因素。
擁抱可持續發展的力量。疫情提醒我們,我們彼此之間以及我們和地球之間的關系是多么緊密相連。90%的消費者表示,疫情影響了他們對環境可持續性的看法,許多人愿意為可持續的未來支付溢價。隨著可持續性和利益相關方資本主義的理念在企業管理層扎根,新技術支持的商業模式將有助于為解決今天和氣候、健康、安全及平等有關的最大挑戰提供方案。這種對可持續性和利益相關方資本主義的關注,也越來越多地影響著客戶、合作伙伴和員工與組織的互動方式,以及領導者需要如何對未來做出決策。
構建安全開放的架構。數據和信息是當今商業的原材料——但將這些數據應用于工作的能力則取決于領導者現在所做的架構選擇?;旌显粕咸峁┑拈_放安全的架構可以成為領導者的主干網,無論數據位于何處,組織都能夠實現數據利用、確保數字加速所要求的靈活性、適應性和安全性。混合云架構還具有開放的特質,可以確保企業與合作伙伴實現連接,獲得領先的開放技術和理念擁有的全部潛力,推動創新。
即使在全球經濟復蘇之后,也不可能回到疫情前。未來的困難不可避免,也不可預測——無論是自然災害,還是重大網絡攻擊,甚至是另一場疫情。如果我們把這場革命置于日益虛擬的世界背景中,就將會看到從生態系統、數字工作流和網絡化組織中產生了更多的力量,而這正是技術讓它們成為了可能。(財富中文網)
馬克?福斯特是IBM公司全球商業服務部門的負責人。
譯者:Agatha
在一年多前,新冠肺炎疫情的連鎖效應導致全球各地的企業和經濟體迅速關閉,促使人們大批量轉向虛擬工作方式,一夜之間,新工具和新的工作方式變成常態。其實在疫情之前,我們就已經走向了一個轉折點:企業已經開始通過大規模技術應用來創建新的商業模式。如今,企業要想走得更快、更遠,就需要飛速加快它們的數字化轉型。IBM公司最近的一項研究發現,由于疫情,近六成組織的數字化轉型加快了。
目前,超過1.59億的美國人,包括60%以上的美國成年人,已經至少接種了一劑新冠疫苗。然而,哪怕有疫苗供應的國家重新開啟國門,我們顯然也不會回到舊的工作方式了。
在新現實中,商業領袖不得不欣然接受現代商業的一個新目標——我們稱之為虛擬企業(Virtual Enterprise)。領導者需要重新評估有形資產、基礎設施和人才的作用。極端數字化、平臺和伙伴關系構成了今天企業取得競爭優勢的基本要素。
如果企業希望在疫情中做大做強,更好地為服務客戶,找到新的價值來源,領導者就必須做好準備,在六個關鍵領域提升開放度和靈活度。
打造合作伙伴生態體系:開放是虛擬企業的決定性特質,企業領導者需要建立生態系統來解決問題、增進創新,確保在這個日益互聯的世界擁有市場機會。與其他組織建立戰略關系,需要對建立一個其他人愿意也需要參與的擴展業務平臺能夠帶來什么樣的增長潛力和競爭優勢有一個清晰的愿景。借助數字連接和信息共享的力量,加上新的數據整合,通過生態系統和客戶進行連接的潛力得到了進一步開發。在開放、安全的標準和軟件定義的網絡上建立技術架構,使這些互動變得越來越直接簡單。
創新以科學為先導、數據為導向的工作方法。根據IBM研究戰略商業洞察(IBM Research Strategic Business Insights)的數據,在88萬億美元的世界經濟中,有52萬億美元來源于科學和發現。通過科學發現的方式,保持開放又加快了對新產品和服務創新的獲取。對人工智能、物聯網和量子計算等指數型技術的應用,使相關的業務流程得以實現——比以往任何時候都快,并且跨越了多個不同的行業。所有這些現在都可以通過生態系統和智能工作流實時執行,這些系統和工作流還能夠更快、更好地識別和挖掘新的價值池。歸根結底,這取決于領導者如何利用數據作為跨生態系統創新的來源,如何通過產品和服務的現代化在這個世界中取得成功。
拓展智能工作流。過去幾年,企業持續將人工智能和自動化應用于企業的基礎關鍵流程,例如招聘、供應鏈和客戶服務等。疫情期間,人工智能和自動化流程超速發展,因為企業需要依賴極度自動化和人工智能來滿足大眾客戶和員工的聯通和服務需求。下一步是將這些智能工作流擴展到企業之外、跨越整個生態系統,以打破豎井,獲取更多的見解和價值。
建立人類和技術良好的伙伴關系。與客戶和同事通過虛擬形式進行溝通的極端情況在不斷發生,這意味著要重新定義人類和技術的互動。由于地點變得不那么重要,因此從任何地方都有機會獲取技術和能力。工作的虛擬化讓人們能夠在全球任一地點更加輕松地獲取各種能力。但這樣在整個組織范圍內擴大員工的獲取途徑,既有潛力,也有挑戰。疫情使員工永久地提高了對雇主在技能提升、培訓、職業發展以及個人福祉方面提供更多支持的期望。新的混合型工作方式將要求領導者重新定義工作流程,為個人、團隊和組織提供更易用的工具、系統和規則,培養對數據和技術的信任并將其作為決策的關鍵因素。
擁抱可持續發展的力量。疫情提醒我們,我們彼此之間以及我們和地球之間的關系是多么緊密相連。90%的消費者表示,疫情影響了他們對環境可持續性的看法,許多人愿意為可持續的未來支付溢價。隨著可持續性和利益相關方資本主義的理念在企業管理層扎根,新技術支持的商業模式將有助于為解決今天和氣候、健康、安全及平等有關的最大挑戰提供方案。這種對可持續性和利益相關方資本主義的關注,也越來越多地影響著客戶、合作伙伴和員工與組織的互動方式,以及領導者需要如何對未來做出決策。
構建安全開放的架構。數據和信息是當今商業的原材料——但將這些數據應用于工作的能力則取決于領導者現在所做的架構選擇。混合云上提供的開放安全的架構可以成為領導者的主干網,無論數據位于何處,組織都能夠實現數據利用、確保數字加速所要求的靈活性、適應性和安全性?;旌显萍軜嬤€具有開放的特質,可以確保企業與合作伙伴實現連接,獲得領先的開放技術和理念擁有的全部潛力,推動創新。
即使在全球經濟復蘇之后,也不可能回到疫情前。未來的困難不可避免,也不可預測——無論是自然災害,還是重大網絡攻擊,甚至是另一場疫情。如果我們把這場革命置于日益虛擬的世界背景中,就將會看到從生態系統、數字工作流和網絡化組織中產生了更多的力量,而這正是技術讓它們成為了可能。(財富中文網)
馬克?福斯特是IBM公司全球商業服務部門的負責人。
譯者:Agatha
It's been more than a year since the cascading effects of the COVID-19 pandemic quickly shut down businesses and economies all over the world and spurred the massive shift to virtual work, where new tools and ways of working became commonplace overnight. Even before the pandemic, we were moving towards a tipping point where companies applied technology at scale to create new business models. Now, the need for businesses to go further and faster has accelerated their digital transformation journeys at warp speed. In fact, a recent IBM study found that close to 60% of organizations have accelerated their digital transformation due to the pandemic.
Now, more than 159 million Americans, including more than 60% of American adults, have received at least one dose of a COVID-19 vaccine. Yet as countries with vaccine access begin to reopen, it’s clear that we won’t simply be returning to old ways of working.
In our new reality, business leaders are forced to embrace a new destination for modern business—what we refer to as the Virtual Enterprise. It requires leaders to re-evaluate the role of physical assets, infrastructure and talent. Extreme digitalization, platforms and partnerships are now the fundamental building blocks of competitive advantage.
As companies look to emerge stronger from the pandemic, better serving their clients and finding new sources of value, business leaders must be prepared to advocate for openness and agility across six key dimensions.
Grow an ecosystem of partners: Openness is the defining characteristic of the Virtual Enterprise, as leaders are called upon to build the ecosystems necessary to solve problems, enhance innovation and secure market opportunities in this increasingly inter-connected world. Building strategic relationships with other organizations requires a clear vision of the growth potential and competitive advantage from orchestrating the extended business platform in which others wish and need to participate. The potential for ecosystems to connect with clients is given a new release through the power of digital connectivity and the sharing of information and new combinations of data. Technology architectures built on open, secure standards and software-defined networks allow these engagements to be increasingly straightforward.
Innovate with science-forward and data-led approaches. Science and discovery constitute $52 trillion of the $88 trillion world economy, according to IBM Research Strategic Business Insights. With a scientific discovery approach, openness accelerates the access to new products and service innovation. Access to exponential technologies such as artificial intelligence, the Internet of Things (IoT), and quantum computing enable related processes for businesses—faster than ever before, and across many different industries. All this can now be executed in real time through ecosystems and intelligent workflows that can identify and mine new value pools faster and better. This comes down to how leaders use data as a source of innovation across ecosystems and think about how products and services could be modernized to succeed in that world.
Expand intelligent workflows. For the last few years, organizations have been applying AI and automation to the essential “heartbeat” processes of the enterprise like hiring, supply chain, and customer service. Throughout the pandemic, this went into overdrive, as companies depended on extreme automation and AI to meet mass customer and employee connectivity and service needs. The next step is to extend those intelligent workflows beyond the enterprise, across ecosystems, to break down siloes and gain even more insights and value.
Create inclusive human-technology partnerships. The extremes of virtual access to customers and work colleagues have meant hitting a reset button on human-technology interfaces. As location becomes less important, the opportunity to access skills and capabilities from anywhere becomes real. The virtualization of work has resulted in global capabilities that can be accessed with greater ease. But this extended access to employees across an organization has challenges as well as potential. COVID-19 spurred employees to permanently raise the expectations of their employers for greater support on skills and training and career growth, as well as individual well-being. New hybrid ways of working will require leaders to redefine workflows, provide more easy-to-use tools, systems and rules of engagement for people, teams and organizations, as well as cultivate renewed trust in data and technology as key drivers of decision-making.
Embrace the power of sustainability. The pandemic has reminded us how connected we are to each other and our planet. Nine in 10 consumers report that the pandemic has affected their views on environmental sustainability, and many are willing to pay a premium for a sustainable future. With sustainability and stakeholder capitalism taking hold in the C-suite, new technology-enabled business models will help provide solutions to the biggest challenges of our time around climate, health, security and equality. This focus on sustainability and stakeholder capitalism plays an increasing part, too, in the way that customers, partners and employees feel about engaging with organizations — and how leaders will need to make decisions about the future.
Build a secure, open architecture. Data and information are the raw material of business today – but the ability to put that data to work depends on the architectural choices leaders are making right now. An open and secure architecture delivered on the hybrid cloud is the backbone leaders need to make use of their data, no matter where it resides, and achieve the flexibility, adaptiveness and security that digital acceleration demands. Hybrid cloud architectures also enable openness to connect with partners and access the full potential of leading open technologies and ideas to drive innovation.
Even after the world rebounds, there is no going back to the way things were pre-pandemic. Future disruptions are as inevitable as they are unpredictable—whether it’s a natural disaster, major cyber-attack or even another pandemic. As we place this revolution in the context of an increasingly virtual world, we see even more power arising from the ecosystems, digital workflows and networked organizations that technology made possible.
Mark Foster is head of Global Business Services at IBM.