At present, most car companies are gradually promoting digital transformation along the path from point to line to surface. However, many car companies generally lag behind in their understanding of digital transformation, have a shallow understanding of the underlying logic and leading practices, and are facing a series of pain points and difficulties. In order to solve these dilemmas, this article will summarize the current situation and challenges of digital and intelligent transformation in the automotive industry, and put forward the importance of top-level design and how to solve the dilemma of digital transformation of automotive enterprises through top-level design.
Dilemma 1: Insufficient digital awareness and awareness.
Insufficient top-level design: It is common for car companies' digital transformation plans to be based on dots and lines, and they often only focus on a certain link or function, and the maturity of the overall plan is low. Moreover, the emphasis is on the construction of IT systems, and the cognitive ability of digital reconstruction of business processes and organizational transformation is lacking, resulting in a great reduction in the effect of digital transformation.
Complexity of the value chain and industrial chain: The automotive industry involves multiple links, from R&D and production to sales and service, each with its own specific value and value chain. This complexity makes digital value assessment difficult.
Aging personnel knowledge structure: With the rapid development of automotive digital intelligence technology, the skills and knowledge of some employees may be outdated, resulting in a biased and obvious lag in their understanding of digital transformation.
Dilemma 2: Organizational and resource constraints.
Limitations of section-level organizations: Phenomena such as departmental walls and process breakpoints are common, and the flow of information is not smooth, which affects the promotion of digital transformation.
The IT department is dominant: In many enterprises, digital transformation is mainly driven by the IT department, which is prone to two skins: business and "door", and two skins of strategy and landing. True digital transformation should be a process of deep integration of business and technology.
Electrification and intelligent pressure: The electrification and intelligence of automotive products are growing steeply and the competition is fierce, and enterprises need to invest a lot of resources in these fields, resulting in a constraint on the energy and resource investment of enterprise digitalization.
Fragmentation of IT systems: The existing monolithic IT systems of enterprises are numerous, scattered, and heterogeneous, and the phenomenon of chimneys and islands is obvious, which makes it difficult to maintain, reform, and pull through, and the degree of business digitization is low, and it is difficult to circulate data across domains, and to commercialize and capitalize data.
Dilemma 3: Limitations of external quotients.
Limitations of consulting service providers: Traditional consulting companies generally lack in-depth understanding and accumulation of the automotive industry, and technical service providers generally lack strategic and business consulting experience, resulting in the advice they provide may not be relevant to the actual needs of enterprises. At the same time, there are relatively few leading providers that can provide enterprises with all-round and one-stop digital transformation services, which increases the difficulty for enterprises to choose the right service provider.
The digital top-level design overcomes pilot traps.
In such a complex and difficult system engineering, enterprises need to start from the top-level design in accordance with the overall idea of "overall planning, step-by-step implementation, agile iteration, and value orientation" to promote digital transformation. At present, the automotive industry has strong consumer attributes, technological attributes, and industrial attributes at the same time, and its value chain and industrial chain are long, complex, and interlocking. In an industry environment where market volatility and competition are fierce, and new technologies, new models, and new players continue to enter the game, the top-level design of digital transformation is particularly important.
In the wave of digital transformation, with more than 20 years of experience in the automotive industry, Lianyou Digital Consulting, as a provider of advanced solutions for automotive digital intelligence, stands in the perspective of top-level design, uses a set of first-class frameworks to open up the whole process, support the digital transformation of car companies, and achieve the goal of building a sustainable digital intelligence enterprise.
In addition, Lianyou Technology believes that the digital transformation of car companies should start from the company's strategy, determine the business transformation model, clarify the quantitative goals of business value, formulate a digital transformation operation map, and build a digital transformation value matrix. A well-known domestic car company selected Lianyou Technology as its digital transformation partner to help it plan and promote digital transformation. In the field of customer marketing, Lianyou Technology has built three user-centered "quick win" scenario plans for the car company, realizing the transformation from B2B2C to B2C model
1) At the level of strategic support and model transformation, promote the transformation of the top-level business model, from the traditional dealer distribution model based on production and sales to the user-centered user direct connection model, build the enterprise's own private domain user pool, and realize the user operation of the whole life cycle.
2) In terms of data value, upgrade the overall data middle platform, realize data integration and data governance, realize the data empowerment of the whole business chain such as planning, research, production, supply, marketing, service, and management, and make the business more focused by the technological change from waterfall to agile mode
3) At the level of enterprise business value, it covers the realization of multiple scenarios such as after-sales operation, car connection service, and peripheral **, creating the second growth curve of enterprise operation.
The road to digital transformation is long and difficult, and the construction and integration of enterprise strategy, management system, business operation, digital technology, organization and personnel is a complex system project, which requires the formulation of an appropriate overall blueprint, top-level design and action route based on the actual situation of the enterprise itself and industry-leading practices. Lianyou Technology's digital consulting team is willing to empower customers with rich full-stack experience in the automotive industry, help customers achieve digital transformation goals, and jointly promote the development of digital intelligence in automobiles