Is the digital system just a tool or a miraculous device after all?
All kinds of digital systems play an important role in the process of enterprise digital transformation. Many enterprises invest huge amounts of money in deploying systems, but achieve little or even the opposite effect. At this time, what we hear most often is: The system is not user - friendly! It's a technical problem, etc. In many cases, the real situation is that the system takes the blame for management. The main reason is the misalignment of cognition. Some regard it as a "panacea", believing that as long as a system is introduced, "one - click transformation" can be achieved; others simply regard it as a "tool", lacking systematic planning and operation, resulting in huge investment but little return. That is to say, the system used as a tool is put on a pedestal, while the system that should have breakthrough value is treated as an ordinary tool. At this time, the question arises: Is the digital system a tool or a magic weapon to transform enterprise management?
What is the essence of a digital system?
The essence of a digital system is a technical tool for enterprises to optimize business processes, improve operational efficiency, and support management decision - making. Whether it is an ERP system integrating enterprise resources or a CRM system enhancing customer management capabilities, their core value lies in assisting business rather than replacing it.
However, under the concept packaging of some large companies, especially with the fueling of some media, many enterprise leaders regard digital systems as all - powerful magic weapons. As a result, some enterprise bosses believe that as long as an advanced system is introduced, the enterprise can quickly achieve intelligent upgrading and a significant increase in efficiency, as if the system is a magic tool that can turn the situation around. They expect the introduced software system to instantly solve all management problems of the enterprise. This "magic - weaponized" cognition often ignores key factors such as organizational change, process re - engineering, data governance, and talent cultivation behind the system, resulting in the system being "unused" or "poorly used" after going live, and finally becoming an "expensive ornament".
What's the difference between a tool and a magic weapon?
So, what's the difference between a tool and a magic weapon?
Old Yang believes that the "tool" and "magic - weapon" attributes of a digital system do not depend on the technology itself, but on the meaning the enterprise gives it.
Cognitive misunderstandings
Actually, most traditional enterprises are very confused about digital transformation. On the one hand, they invest a large amount of manpower and material resources with high expectations for digital transformation. On the other hand, they encounter numerous difficulties during the implementation process, and the digital myth in their hearts turns into a "haunted house". The reasons still boil down to the following well - known cognitive problems:
First, the theory of technological omnipotence
Many leaders of traditional enterprises believe that introducing a digital system is equivalent to completing the so - called digital transformation. Under the beautiful halo of the digital myth, they ignore the compatibility between the system and the business. For example, a manufacturing enterprise spent tens of millions of dollars on an SAP system, believing that the products of international large companies can solve all management problems of the enterprise, but ignored its own organizational and management ability issues, resulting in the system becoming a useless ornament.
Second, the theory of rapid system effectiveness
Many enterprise leaders may have only attended one industry summit and seen one or two "benchmark cases" before hoping to launch the system quickly. They ignore the processes of research, optimization, adaptation, and training, and hope that the system can immediately achieve the so - called management improvement, cost reduction, and efficiency increase after going live. If they don't see results within three months, this so - called "magic weapon" will be immediately abandoned.
Third, the theory of fragmented introduction
The most obvious manifestation is that each department independently introduces its own digital "magic weapon", resulting in a chaotic battle of "magic weapons" within the enterprise. For example, a retail enterprise has more than a dozen business systems running internally, and member data is repeatedly entered. This not only fails to improve efficiency but also becomes a burden on front - line employees.
Those who create and those who use
Old Yang believes that the main reason for the above problems involves the cognitive matching issue between "who creates the tool" and "who uses the tool".
Who creates the tool?
Naturally, it is the software companies and the internal technology departments of enterprises. Software companies need to package their products through various means to sell them, creating them as mythical tools. However, this kind of packaging is often an idealization from a commercial perspective, divorced from actual application scenarios. For example, they may over - hype the technological advancement of the product while ignoring its practical application, and over - emphasize the so - called standardization while ignoring the differences in business scenarios. The most common method is to claim the so - called "best practices" to replace the actual needs of enterprises.
Who uses the tool?
Naturally, it is the business departments of enterprises. They often apply the system from their own practical perspectives and don't care whether it is a magic weapon or a tool. Therefore, business departments pay more attention to the ability to solve specific problems and ignore the system's potential. More often, they follow the existing work patterns and resist change. At the same time, they have limited understanding of technology and are prone to dependence or resistance. Therefore, in the entire process of enterprise digital transformation, whether the enterprise regards the system as a "magic weapon" or a tool, there is always a high degree of uncertainty in the usage process. If these problems are not solved, the digital system will naturally face difficulties in implementation and application.
How to correctly view digital systems
Actually, this is also a well - discussed issue. Old Yang has written many articles on this aspect. You can check the historical articles. Here, Old Yang will simply summarize:
1. The system is a tool, not a panacea
The core of digital transformation is "business transformation" and "organizational upgrading". The system is just a supporting means. Enterprises cannot expect the system to automatically solve all problems but should reasonably plan system construction according to their own business needs.
2. Start from the strategy and make systematic planning
The digital system must be matched with the enterprise strategy, business process, and organizational structure to avoid "implementing the system for the sake of implementing it".
3. Deeply integrate the system with the business
The system is not an "alien species" but should be embedded in the business process and become a "natural extension" of the business. This requires the business department to be deeply involved in system design, testing, and optimization to ensure that the system truly serves the business needs.
4. Continuously operate, rather than a "one - time deal"
The launch of the system is just the beginning. The subsequent operation, optimization, and iteration are the keys.
5. Take small steps and iterate quickly
Digital transformation is a long - term process. Enterprises should adopt the strategy of "starting with pilots and gradually promoting" to avoid the over - ambitious "big and comprehensive" model.
Therefore, Old Yang believes that enterprises first need to establish the ability of dynamic cognitive adjustment, as shown in the following figure:
Finally, a summary:
For digital systems, we should use them as tools and also seek breakthroughs as magic weapons! Don't mythologize technology and avoid blind expectations. At the same time, don't underestimate technology and dare to break through and innovate.
Regard it as a tool in the architecture: It can be optimized, replaced, and not blindly trusted.
Regard it as a magic weapon in the strategy: Dare to explore breakthrough possibilities.
Only by abandoning the "magic - weaponized" fantasy and steadily promoting system construction and organizational change can enterprises gain a competitive advantage in the digital age.
This article is from the WeChat official account "Xiangjiang Digital Review" (ID: benpaoshuzi), author: Old Yang. It is published by 36Kr with authorization.