Prepare our CNOOD for Future by Analytical Transformation


 

点击蓝字关注CNOOD官方公众号~

Prepare our CNOOD for Future by Analytical Transformation

“解析变换”:施璐德,时刻准备着!

假装是一个标题

假装是一个没有灵魂的副标题



As one person with more than 32 years special work experiences in both governmental & private sectors, I would like to pull you toward this subject that how we can prepare our CNOOD company for future projects?

我迄今为止在政府部门和私营企业工作,拥有超过32年的专业经验。在这里,我想请各位思考这样一个主题:我们如何才能够让施璐德做好准备,有能力迎接将来的项目?

——Amir Tafti


CNOOD is a young company, not only according to date of establishment but also based on the working force that all of them are looking for more knowledge & more experiences to reach better perfection. I think the most powerful of human motivation is Self-Enhancement, but this is highly depends on such kind of environment that you work in. So it is CNOOD’s responsibility to prepare this environment for future.

施璐德是一家年轻的企业,不仅从其创立的历史来看是这样,而且她的员工队伍也很年轻,所有人都在为了变得更完美而努力积累更多的知识和经验。我认为,人力资源激励最有效的途径就是自我提升,但这在很大程度上取决于工作环境。营造这样的工作环境,正是施璐德的职责所在。


In this era, the young generation of CNOOD & even of our society is more than ever in need of such kind of proper environment to grow up & can illuminate the dark paths of related jobs. We should know that one company is exactly the same as one society, so every social system requires a number of objectives which are common between individuals.

当今时代,不论是施璐德还是全社会的年轻一代,都比以往任何时候更需要这样一种成长环境,它能够为相关的工作岗位照亮暗路。我们应当知道,一家企业就像一个小型社会,而每一个社会系统都需要设定所有成员共同追求的若干目标。



Today all companies around the world have specific defined goals, & based on the teamwork policy work hard to reach the defined goals. Right now many companies try to involve the related projects based on the following procedure & methodology:

- Implementation of any initiative from project planning & management can be facilitated through Teamwork jobs.

- Each project needs the five stages of Team Synergy contain of: forming, storming, norming, performing & adjourning.

- Problems in team development include inability to trust, fear of conflict, lack of commitment, low standards & inattention to results.

- Multiple strategies maybe used to increase the effectiveness of teamwork & include the use of brainstorming, nominal group processes, SWOT analyses (Strengths, Weaknesses, Opportunities, & Threats), & use of SBAR (Situation, Background, Assessment, Recommendation) communication method.

Although these mentioned procedures are so necessary for each company, it is not enough that we can prepare our company for future projects, in fact Analytical Transformation must be based on the real situation & logical thinking.

今天,世界上所有的公司都有明确的目标,并在团队政策的引导下,努力达成这些目标。当下,许多公司尝试在下述流程和方法的基础上整合相关项目:

- 任何新方案的付诸实行,从项目规划到项目管理,全程均可通过团队协作的岗位体系轻松实现。

- 任何一个项目均需要有团队协同的五个阶段:组建期、激荡期、规范期、执行期和休整期。

- 团队发展过程中的问题包括:信任缺失、害怕冲突、投入度不足、标准过低、缺乏对结果的关注。

- 可使用多种策略提高团队协作的有效性,包括:头脑风暴法、名义小组法、SWOT分析法、SBAR沟通模式。

尽管上述流程对于每一家企业都必不可少,但我们想要让施璐德做好准备迎接未来的项目,光有这些是不够的。事实上,“解析变换”必须建立在真实情景和逻辑思维的基础上。



Now we are facing this question that how we can prepare our CNOOD for future projects?

One of the best methods is that we Transform our company by Analytical Transformation that we must focus on four key blocks:

1-Digital Strategy (means where our business should be going?)

2-Business Model (means how that fits what our business does?)

3-Enablers (means what we need to get there?)

4-Orchestration (means how will we manage change to reach our goals & destination?)

These four key building blocks form a high-level system for analytical transformations. With these identified, we took a first step to exploring these further, forming a high-level method for analytical transformations.

现在,我们正面临着这样一个问题:如何才能够让施璐德做好准备,有能力迎接将来的项目?

最好的办法,是用“解析变换”对施璐德公司进行一番转型,其中,我们必须把重点放在四个关键模块上:

1-数字战略(我们的业务将朝着哪个方向发展?)

2-商业模式(战略方向怎样与我们现有的业务相匹配?)

3-赋能因子(我们实现战略目标需要哪些手段?)

4-组织协调(如何对变革加以管理,以实现最终目标?)

上述四个关键模块构成了“解析变换”的一个高阶体系。明确了这些之后,我们就着手进一步研究这些模块,形成“解析变换”的一套高阶方法。



It is important that we know: transforming a company for future is tough. Many companies have had some success, but few have completed this metamorphosis. No comprehensive playbook, or even checklist, exists for executives to follow.

A prudent first step is to learn from others, both inside and outside our company. This brought us the huge amount of experiences, & on the other hand we can explore the challenges raised by transformation, design answers, and create practical tools on how to transform a company for future projects. 

我们必须明白:任何一家公司的转型都是一个艰难的过程。有些公司取得了一些成效,但真正完成这一蜕变的却少之又少。公司的高管层没有面面俱到的战术手册可供遵循,甚至连任务清单也不存在。

在最初阶段,审慎的做法是向公司内外的其他人学习。这能为我们提供大量的经验;另一方面,我们能够借此研究转型带来的挑战,设计应对方案,并就如何转型以迎接未来的项目创建实用的工具。



Now some explanation around these four blocks:

1-Digital Strategy

As the first step, setting a digital strategy starts with confronting three key questions:

a) Where is my industry headed?

b) What will my company’s role be in that future?

c) How can I create a path forward that balances a sense of direction with the ability to adapt along the way?

While we didn’t have all the answers to those questions, one idea that resonated with CNOOD was to combine “today forward and future back”, so every transformation must include elements that pursue business opportunities that are relevant today as well as those that put the organization on the path towards the future.

CNOOD’s roadmap must include both today-forward and future-back elements. The today-forward components emerged from our current projects, where we asked the organization to identify initiatives to improve our current business.

This dual approach led to a clear, balanced vision, business engagement and a group of executives motivated for the transformation to succeed.

以下是关于这四个关键模块的几点说明:

1. 数字战略

作为数字战略的第一步,我们要解决三个关键问题:

(1)我们所在的行业正在向何处去?

(2)在未来,我们公司将扮演怎样一个角色?

(3)我们怎样才能创建一条前进的路径,在方向感和适应能力之间实现平衡?

我们还没有得到这些问题的所有答案,不过有一个引起施璐德共鸣的理念是:将“今日前推”和“未来后溯”结合起来。这样,每一项转型既包括那些在今天看来与捕捉商机息息相关的元素,也包括那些能够使公司驶入未来发展轨道的元素。

施璐德的发展路线图必须包括“今日前推”和“未来后溯”这两方面的元素。“今日前推”相关元素涌现自当前的项目,其中我们需要公司找出能改进当前业务的新方案。

这一双重性质的方法能够让我们具备清晰、均衡的视角,提升业务参与度,并促使高管层积极投身转型,力争取得成功。



2-Business model

We should know that most transformations are still business transformations. They must drive real value for the customer and improved outcomes for the business, not merely install technology for technology’s sake. These transformations typically result in shifts in the customer experience, digitalization of products and services, the emergence of new economic models, and advances in operations.

2. 商业模式

我们必须明白,大多数转型仍然属于业务转型的范畴。这些转型必须能够为顾客创造真正的价值,能够产生更好的业绩,而不是“为技术而技术”。这些转型常常能带来顾客体验的升级、产品和服务的数字化、新的经济模式的诞生以及运营上的改善。


3-Enablers

All our journeys require changes to key enablers or the installation of new ones, data and analytics, IT systems, operating model, people and culture. While transformations are obviously about technology, technology often turns out to be relatively easy to get right. We were amazed at how much success really depends on organization and culture, and how difficult those can be changed. Our greatest challenges lie in hiring new talent, enhancing skills of our own, and shifting our culture to become more innovative and adaptable.

3. 赋能因子

我们所做的一切,都需要对关键赋能因子作出改变,或是引入新的赋能因子,例如数据和分析方法、IT系统、运营模式、人员以及企业文化。转型固然涉及技术层面,不过技术往往是相对容易做到位的。我们常常惊讶于转型的成功居然在如此大的程度上依赖于企业组织和文化,而要改变这些方面又是如此之难。我们最大的挑战,在于招聘新鲜血液,提升自身能力,并使企业文化朝着更具创新性和适应性的方向转变。


4-Orchestration

Many of us in the company are currently in charge of managing a transformation and realize how complicated the journey truly is. Most programs start with experimentation, a contained test with dedicated funding, top talent, and strong leadership support.

Here, we’ve all seen success. However, it remains a formidable task to then take that experiment and scale it throughout the enterprise. We run into obstacles around securing funding, changing the behavior of many people (not just 10), and integrating into legacy IT systems.

4.组织协调

公司中很多人目前正在负责管理某一方面的转型,他们都清楚这一过程到底有多复杂。大多数项目一开始采取试点的形式,划拨专项资金,汇聚顶尖人才,在领导层强有力的支持下,开展小范围的试验。

在这方面,我们都看到了成功的案例。不过,要将这种试点进行下去并在全公司范围推广开来,仍然是一项艰巨的任务。在获取资金、改变多数员工(而不是仅仅10个人)的行为方式以及将转型融入遗留的IT系统等方面,我们仍然会遇到很多障碍。



As conclusion, once we had articulated the elements required for our transformation, we were able to discuss with some specificity which areas we find most challenging and which seem under control, & we will explore these topics in more depth.

As I mentioned at first, CNOOD is a young company, but with glorious future, hope so we can transform our CNOOD, will be ready for future projects.

Keep Learning, Collect the Experiences & ready for Glorious Future.

All the best wishes for you & our CNOOD.

总而言之,一旦我们弄清了转型需要哪些元素,我们就能够更详尽地讨论哪些领域是我们认为最具挑战性的,而哪些看起来在我们的掌控之中。我们将进一步深入探讨这些问题。

正如我在文章开头提到的,施璐德是一家年轻的企业,但拥有辉煌的未来。愿我们能够实现施璐德的转型,为将来的项目做好准备。

坚持学习,汲取经验,为我们辉煌的未来做好准备。

祝各位万事如意!祝施璐德蒸蒸日上!



END



作者简介 About Author

I am Amir Tafti. With BS in Aircraft Engineering & more than 32 years of special work experiences both governmental & private in different sectors, especially industrial fields. When I take a look at to my past years, I find myself as one lucky person according some reasons. The main one for 20 years I worked in one special governmental office to responsible audit the different projects in my country, so I started my first & last job in government from common employee to top level manger, I learned a lot & can collected a huge related experiences. After that even in private sector is a good & challengeable platform for me to grow as qualified person.

Now in 55 years old, it is my pleasure to act as one CNOOD team & do my best to transfer my experiences & knowledge to my colleagues to create a better competitive environment.




/往期精彩内容/

▼ 

砥砺自我

施璐德2019序

跟随内心 止于至善

长风破浪会有时,直挂云帆济沧海

How Shall We Begin?

遇见你,是一种美好

工作的意义

不忘初心



电话:021-5168 8983

网址:www.cnood.com

简历投递:hr@cnood.com

联系我们:contact@cnood.com

上海地址:上海市静安区武宁南路1号越商大厦8楼

8/F, Yueshang Plaza, No. 1 South Wuning Road, Shanghai, 200040, P. R. China

编辑:小H