During the realization, the cage that breaks through digital transformation ｜ Dialogue Debon CTO Yin Hao

Digitalization requires not only the top -down promotion, but also the change from the bottom up.

Text ｜ Pan Cheng

Edit ｜ Shi Yaqiong

Source ｜ Number (ID: Digital36kr)

Cover Source ｜ IC Photo

The outside world's biggest questioning of digitalization is that its "value" is difficult to prove.

Although the wave of transformation has set off for ten years, there are few successful people. According to McKinsey's global survey data, the success rate of digital transformation of enterprises was only 16%, and the failure rate was as high as 84%.

Many people are confused: Why is the digital strategy of the enterprise magnificent and clear, but the decisions made in front of them are emotional and vague? Why is every investment very specific, but each output is chaotic?

Debon Express Senior Vice President, CTO Yin Hao

As a senior vice president of Debon Express and the CTO, Yin Hao deeply realized that any organization could not be spared to these challenges on the first day of his employment. After two years, he still remembers the problem that the chairman was at that time: "We are very good in technology. The entire system has always met business needs, but needs to be further upgraded." Where should I upgrade? What are the quantified goals? Everything is both emotional and vague.

To increase the winning rate, we must defeat magic rationally.

Yin Hao finally chose a problem -solving idea that was almost "scientific". He tried to aim at the key direction of Debon in the market where Fengyun transformed, and then cut the data behind him, letting each specific problem expose to the sun; he tried to summarize more effective methodology and use digital assessment to transform the effect. Use self -developed competition barriers and introduce fresh ideas with openness.

He said, "Digital transformation is not a purpose. Organizing changes and cultural upgrades are not the purpose."

In the first half of 2022, when Debon used 501.63%of the growth profit "through the clouds", he made everyone realize that digitalization can assist companies to create real value. And this digital transformation road was step by step by every employee of him and Debon.

Find the key direction of Dubin: the profit growth of the digital auxiliary business

How to make digital use the real value in Debon? The key direction that Yin Hao found was "the profit growth of the digital auxiliary business".

In the past two years when the courier's income no longer has grown at high speed, Debon is deeply trapped in the situation of internal and external difficulties.

In the external environment, the economic downturn and fuel rising have become the biggest risks in the industry. Facing the pressure that the market may shrink, the concentration of the express industry has increased again. Data show that the CR8 CR8 of Express and Packal Service Brand in 2021 reached 80.5. At the same time, the "price war" of the market for the market entered the valley last year. According to data from the State Post Office, the average express delivery price of the entire industry in 2021 was 9.54 yuan/ticket, a decrease of 1.01 yuan/ticket from 2020, a decrease of 9.54%. Judging from the announcement of each company, since September 2021, the average income of each ticket has shown a clear trend. Among them, the unit price of Yuantong has increased year -on -year, and the unit price of Yunda and SF for 7 consecutive months has increased year -on -year.

This allowed Debon to consider how to increase product value in the unsustainable competitive environment of the giant and the unsustainable competitive environment of the "price war". The core of improving product value is to solve the problem of "how to improve the service capabilities of Debon."

In the internal environment, the digital value of Debon has not been excavated in the past few years. In the face of the continuous rise in operating costs, the high labor costs are high, and the growth rate of revenue of express delivery and zero -burden business has slowed down. Which pain point should be solved by digitalization? It is confused; what is the specific problem behind each link in the business? Debon did not use big data to find the crux.

In a mature industry, the myth of high -speed growth seems to be no longer; in a mature company, the myth of revenue doubles does not seem to be. This is not a unique problem with a company in Debon, but it is a question that it must answer. How to let yourself survive under adversity? Debon's answer is "seeking profits."

How to make digital use the real value in Debon? Yin Hao's answer is "the profit growth of digital auxiliary business".

In the generosity of digital assistance to improve profits, Yin Hao introduced a more approach to transformation: the digital team should answer how to help Debon build core capabilities to achieve the purpose of increasing business income and reducing costs.

Exposing specific problems in the sun

Digital small ecosystems are highly probably attached to the large ecology of the enterprise. Its natural connection with enterprises allows data to reflect many hidden problems within the enterprise.

But how to first expose the specific problems of Debon in service?

Yin Hao believes, "The focus is on every node, 'hear' user voice." Based on this, he introduced the CEM (customer experience management) system and closely connected the entire CEM system with various business links of Debon, It is equivalent to collecting service data and feedback data corresponding to each other between business nodes and users.

The problem of minimal particle size was appeared, which completely changed the operating mode of the original express delivery business.

They not only expose the personality of each service, but also reflect the common issues of the entire link, organization, and employees of Debon. Through a series of large or small recovery measures, the express service is refined.

From the next order, Debon can contact customers through this system to agreed to pick up the time; in the process, it can track the circulation trajectory of the goods; when sending parts, it can agreed with the user in advance to easily collect the time. The user's "satisfaction" or "dissatisfaction" of each link directly reflects the "certain courier", "a certain organization", and "a certain link" to do well or not, thereby helping Debon's business department’s business department Make a targeted recovery. This not only helps the business team to accurately focus on the target of service issues, but also help them establish a "customer -oriented" thinking. Yin Hao said frankly, "If the business department does not set up 'customer -oriented" thinking, digital investment is likely to be drifted in the end. "Digitalization can bless in this process, helping the business more accurate or more agilely discover problems. ,Solve the problem.

The Cainiao Index shows that in 2021, in the 11 major express companies in the industry, the service indicators ranked first in the industry 11 months, and the comprehensive ranking increased from sixth place in 2017 to the second place in 2021. In the fourth quarter of 2021, the number of effective contract customers increased from 283,000 to 326,000 in the same period.

Yin Hao told 36 氪 that this set is not a cutting -edge technology, and even changed the lagging management model. Now it is not a leader in management, it is hundreds of thousands of users helping Debon's business links, organizations and employees in real time.

On the one hand, on the one hand, it is necessary to increase service quality and expand the scale of user; on the one hand, it is to optimize business processes, improve human efficiency, and reduce costs.

At this stage, the biggest cost challenge for the entire industry comes from labor costs. In the first half of 2022, the labor cost of Debon accounted for 50.77%of operating costs. In the future, with the expansion of the business scale and the disappearance of the demographic dividend, the labor cost of Debon may continue to rise.

Under such a background, Yin Hao saw the possibility of using data decisions to save manpower and capacity. For example, in the transit link, the traditional operating mode is that the freight vehicle reaches the transit station -unloading the vehicle -sorting -re -loading. However, with the blessing of big data, the business department can accurately see how many weight and volume of goods will be reached within the next 1 hour, and whether the timeliness of the distribution of each cargo is high ... so that the original identification of the original original identification The "inefficient" link in the process, scientific optimization process.

Yin Hao believes, "In this process, our focus is to use technology to discover inefficient problems, simplify the difficulty of manual participation, and reasonably arrange a more smooth process to improve people's effectiveness, rather than simply and rudely replace people. "

In the accumulation and investment, Debon's pain points on all aspects of business processes have developed more than 100 "cost reduction and efficiency" technology, which ultimately pointed to help Debon increase profits.

Methodology, the difficulty in the transformation of transformation

A digital reality that no one can escape is that change is a slow evolution journey. Each "variable" during the journey may introduce the company to astray. From investing in a reasonable scale, to comrades -in -arms who are looking for parallel, to weighing self -research or external mining, evaluating the effects of digital transformation, introducing external innovation ... uncertainty is full of the whole process.

Yin Hao does not seem to be superstitious about those powerful changing thoughts, but instead believes that the methodology of "small and fine" and "bottom -up" can shot down the difficulty.

Digitalization of reasonable resources into business is the first thinking question on the way to change.

In Yin Hao's concept, how much funds to apply to the company for digitalization are to be cautious. It is a problem that the tools that need to be delivered too much; it is another problem without excellent teams to make good use of funds.

When planning Debon's digital investment, Yin Hao's principle is based on the current team's ability to estimate specific capital investment. What levels of the team can achieve and what effects can be produced by the business. After the evaluation, you may find that the team does not need to invest in so much. Because the excellent team is not formed quickly, it needs to cultivate, polish, and require team members to learn from the process of digital tools to create.

预估完团队能力后，再把数字化项目打开，去精准地计算变革能带来的投入产出比；然后让业务团队参与到具体的决策过程中，指引数字化团队明确其中的重点；逐渐的， The budget of the entire digital transformation will become reasonable.

For example, not long ago, Debon's digital department has just passed a "online order project" approval. After this project is completed, it will be accurately calculated what orders can be connected. Who should this order be sent to. At the beginning of this project, the digital team must carefully see which operation will this change directly affects? How much does it be transformed by cooperating with the business after optimizing this operation? How much will this operation optimize to the company? The income is measured with specific profits.

Therefore, Debon's digital investment principle is basically input and output ratio.

If the project's investment can bring more profits to Debon, you can consider digital transformation. The team uses three years to see long -term effects, and the short -term effect is used for one year's income. In the process, if a project can be quickly effective in the short term, it may pass quickly; if a project can only make money for a long time, it needs to look at the schedule of resources and the choice of business. Yin Hao said frankly, "If we are a logistics technology company today, then the goal of leading the industry will definitely make greater investment; but if we are a courier logistics company today, we will be more cautious in the resources of the business."

Finding comrades -in -arms is the second thinking question on the way to change.

In fact, no one can wake up a person who pretend to sleep. Finding comrades on the way to digital changes is an art and technology. In Yin Hao's opinion, a business leader who wants to correct the problem is that he is willing to do the right business leader. The core is on the subjective attitude of the other party. It depends on whether his willingness to change is very strong, and it depends on his degree of opening up.

"More importantly, if what we do can really make the business feel the pain point, the management of interpersonal relationships is actually not so difficult." In the simple and direct Yin Hao's eyes, everyone’s interests are bound together Many times, if the digital department is going to promote one thing, the business department is indifferent, and it is likely that what we want to do itself is wrong.

To rely on interpersonal relationships to push digitization, the effect may not be good.

If the opposition sound is professional and fit the business, this will actually give the digital team to inspire. The key is to grasp the "solving the problem", the direction is not too strong when the opposition sound is not too strong, at least the person in charge of the business department will support it. If the digital change is supported by the business manager, the resistance in fact may be solved by this manager.

Self -research OR purchasing is the third thinking question on the way to change.

"Many companies need to think about a point, self -developed technology investment so many funds, do they really help companies establish barriers?" In terms of self -research or purchase choices, the principle of Debon is except the core business system. purchase.

This "core business" is the various systems and tools of the company's core data. For example, the transit management system, the capacity scheduling system, the courier dispatch center, and so on. These core business operating systems cannot be bought, and they are indeed the core of Dubon's data.

There is no need to develop self -study such as financial systems, human resources systems, and marketing systems.

As long as this system already has at least three enterprises in the industry, it is purchased.

Debon will consciously avoid purchasing personalized customized systems. Because in Yin Hao's view, "customization to the end is likely to become a burden of enterprises." Once the customized system is purchased, this version is single on the core product. If the customization is excessive, it is likely to cause this "separate branch line" to be split with the original main line product. In the end, when the main line products are a functional iteration and functional improvement, it will be difficult to synchronize on the branch system.

Personalized and customized branch line systems are likely to gradually deviate from its main line system. At this time, functional upgrades and data security management will be a troublesome thing.

The evaluation of the effect of digital transformation is the fourth thinking question on the way to change.

In the digital layout of Debon, about 50%of investment is directly related to business. About 40%of investment is to do daily operation and maintenance, and about 10%of strategic projects for digitalization. Among them, the refined assessment of digital transformation effects is mainly concentrated in the "50%of business -related" part.

"Everyone thinks that the scientific and technological department is a cost department, but this is not the case." Yin Hao believes that the science and technology department is a de facto department that creates value, and these values ​​can be measured by money and profits. In Debon, the business side is responsible for digital capital investment, the science and technology side is responsible for the management and expenditure of funds, and the two departments shall share KPI.

Such an assessment mechanism not only avoids the problem of waste of funds from the science and technology department, but also helps the science and technology departments to enhance the internal position.

The introduction of external innovation is an extra question on the way to change.

In the process of digital change, Yin Hao deeply appreciated the importance of "open thinking". Inheriting the tradition of consulting in consultation, the consulting company has no experience in the framework accumulated by Debon, but instead has harvested the unexpected cost management innovation ideas.

Yin Hao said, "The biggest value of the consulting company is to tell us what I don't know."

For example, the consulting company helps Debon to use a new method to see the cost management of the operation process. This is the previous departments that various departments have not thought about it at all, but today the science and technology department can refine the allocation costs of each operation process in each transport. It can even be fine to every scanning cost of each courier.

This will bring theoretical support to the science and technology department. At the same time, it is also conducive to the cost management and control effect of different links in various outlets by the business department, helping to accurately discover the waste of cost, and help refine the successful experience of the company's promotion.

end

The best changes are moisturizing and silent.

In Yin Hao's opinion, "the handmade project is important, and organizational adjustment and cultural construction are often needed, but this kind of transformational thinking is highly risky." Digital digital change will always encounter resistance, small digitalization, small digitalization Innovation can gradually accumulate a momentum to promote corporate transformation from the bottom up. In Dubon's digital change, small functions often trigger major changes.

Because behind the digitalization reflects the business process, behind the business process is that different organizations are supporting, and the job behind the organization will be held ... and digitalization can connect user data, job data, and organization data, which can help to help Enterprises discovered invisible management of the gate, and found unreasonable problems such as organizational structure design.

Step the problem of service users, job settings, and organizational management step by step. The accumulated kinetic energy on these small nodes will naturally promote organizational cultural changes and organizational structure adjustments.

In the final analysis, digital change not only requires a top -down promotion, but also requires a favorable small change from the bottom up. The results are produced through digital blessings. As a result, not only can many people shine, but more importantly, the business side can really profit, so that it can gradually consolidate the cultural foundation of the digitalization of the enterprise and realize the digital hug of the enterprise.

Introduction: Yin Hao, the current senior vice president and chief technology officer of Debon Express, is fully responsible for the implementation of the group's scientific and technological research and development and digital transformation. He has been in the field of digital technology for nearly thirty years of experience. He has successively served as senior vice president and chief digital officer of Longhu Group, chief information officer and chief data officer of Haier Group, chief technical officer of the Enterprise Service Department of Microsoft Greater China. Different industries such as across technology, manufacturing, finance, pharmaceuticals, and telecommunications are experts in the fields of big data, commercial intelligence and corporate archives.

36 The official public account of its subsidiary

I sincerely recommend you to follow

Let's "share

Talk to Debon CTO Yin Hao

- END -