盘点企业数字化转型：业务部门的“扎心语录”

Core Viewpoint - The digital transformation of traditional enterprises is a challenging and lengthy process, often leading to conflicts between IT and business departments, characterized by misunderstandings and unmet expectations regarding system usability and requirements [1][12]. Group 1: System Usability Issues - Business departments frequently express dissatisfaction with new systems, often stating "the system is not usable," which reflects both genuine usability issues and resistance to change [1][2]. - Factors contributing to system usability problems include outdated software architecture, inadequate implementation capabilities, and a lack of willingness from business departments to adopt new systems due to fears of oversight and job security [1][2][3]. - Companies need to enhance their system selection processes and improve the implementation capabilities of IT departments to better align with the dynamic needs of business departments [2][4]. Group 2: Demand Gathering Challenges - During the digital demand survey, business departments often provide vague requirements, leading to a disconnect between what is needed and what is developed [3][4]. - The lack of digital literacy within business departments hampers their ability to articulate needs effectively, resulting in a reliance on IT to interpret requirements [4][5]. - Successful digital transformation requires a collaborative approach where IT, business departments, and software companies reach a consensus on requirements and implementation paths [5][6]. Group 3: Development and Implementation Issues - Internal development teams often face criticism for delivering subpar software, primarily due to a failure to fully understand and capture business needs [6][7]. - There is a tendency for business departments to assume that IT will inherently understand their needs, leading to misaligned expectations and dissatisfaction with the final product [6][7]. - IT departments must prioritize understanding business requirements and fostering empathy to create software that genuinely meets user needs [7][8]. Group 4: Increased Workload Post-Implementation - After the launch of digital systems, business departments often experience an increase in workload rather than the expected efficiency gains, which can lead to frustration [8][9]. - The initial increase in workload is attributed to the learning curve associated with new systems, data migration, and the need to adjust traditional workflows [8][9]. - Effective change management and support during the transition period are crucial for realizing the long-term benefits of digital systems [9][10]. Group 5: Autonomy of Business Departments - Business departments sometimes choose to bypass IT in digital initiatives due to perceived inefficiencies, leading to fragmented systems and increased risks [9][10]. - This autonomy can result in data silos, increased operational risks, and potential project failures due to a lack of technical expertise [10][11]. - A collaborative approach that integrates IT and business departments is essential to avoid pitfalls associated with isolated digital initiatives [10][11]. Group 6: System Management and Governance - The desire for business departments to take over system management stems from issues related to unclear responsibilities and the need for timely operations [11][12]. - Despite initial intentions, system management often reverts to IT due to the necessity of a cohesive governance structure [11][12]. - Engaging business departments in the entire process from demand gathering to system maintenance can foster a sense of ownership and improve overall system effectiveness [11][12].