为什么数字化总是别人家的好，而你却做不好？

Core Insights - The article discusses the perception gap in digital transformation among companies, highlighting that many leaders feel envious of others' success while failing to recognize their own shortcomings in digital initiatives [1][4]. Group 1: Cognitive Biases in Digital Transformation - Survivor Bias: Media and industry events tend to showcase successful digital transformation cases while ignoring failures, leading to a skewed perception of what is achievable [1]. - Halo Effect: A company's success in one area is often mistakenly generalized to its overall digital capabilities, which can mislead other organizations into thinking they can replicate that success without understanding the underlying complexities [2]. - Misaligned Comparisons: Traditional companies often compare their nascent digital efforts with the mature systems of industry giants, creating unrealistic expectations and psychological distress [3]. Group 2: The Reality Behind Digital Success Stories - Hidden Failures: Companies often present a polished view of their digital initiatives, showcasing only the successes while concealing the significant investments and challenges faced, such as high initial costs and long payback periods [4]. - Data Manipulation: Many reported digital achievements are based on selective data comparisons, which can misrepresent the actual performance and effectiveness of digital strategies [6]. - Facade Projects: Some digital initiatives are merely superficial efforts that do not translate into real business value, often serving as political tools rather than functional solutions [7]. Group 3: Recommendations for Genuine Digital Transformation - Companies should critically assess digital projects by asking key questions about actual investments, return on investment (ROI), and the extent of implementation across all business areas [8]. - Successful digital transformation should focus on addressing real business pain points, employing a minimum viable product (MVP) approach, and ensuring that frontline employees are engaged with the systems rather than creating superficial solutions for leadership approval [8].