企业数字化转型建设为什么做不好？究其原因是企业领导者对技术缺乏敬畏之心。 企业数字化搞了这么多年，各种新概念、新名词是换了一茬又一茬，但结果依然不温不火，老板提起数字化就一肚子脾气：钱花了，人招了，信息部门也 成立，系统也上了，但要么数据不通，要么流程混乱，说好的"降本增效"没看到，反而带来了新的混乱；业务部门抱怨系统不好用，信息部门抱怨业务不 配合，最后"技术不行"成了万能借口，于是换系统、换供应商........... 数字化项目烂尾、系统不好用真的是技术问题吗？如果我们认真复盘、拆解几个项目后就会发现：其实技术是背锅侠，数字化项目失败真正原因还是在于 建设过程中的种种"偷工减料"的行为。 那么在企业数字化建设过程中有哪些"偷工减料"的行为？ 一谈起"偷工减料"，大家往往联想到的是施工过程中的各种材料克扣与工序省略，但在企业数字化建设过程中这种现象也是普遍存在，不仅作为建设主体 的企业方有这种行为，作为服务方的软件公司同样存在，今天老杨就来总结一下这些行为与场景： 首先来看看企业方那些常见的"偷工减料"的行为： 1.在战略层面： 数字化规划形同虚设或者不规划，想到哪里就做哪里，最常见的行为就是"直接照抄" ...

在董秘专题活动中，多家上市公司高管在分享中一致认为，当前公司治理的核心挑战在于制度执行不到 位和治理结构不均衡。国企普遍面临执行弱、流程穿透力不足的问题，需将合规管理全面嵌入业务流 程；民企则多受"一股独大"制约，亟待增强独董和董秘的独立性以保护小股东权益。此外，参会代表们 呼吁建立覆盖控股股东及其关联方的常态化交易审核机制，并强化内外部多层次沟通，以推动治理从形 式合规迈向实质有效。 在财务总监专题活动中，"业财融合"和"系统控制"成为热议焦点。多位财务总监表示，有效内部控制必 须建立在一体化、可追溯的信息系统基础上。一套能够整合业务流转、票据管理和资金收付的ERP系 统，不仅可以提升运营效率，更能从根本上杜绝"三流不一致"导致的虚假交易和财务舞弊。此外，他们 一致认为，审计委员会必须实质化运作，真正具备监督财务报告、内部控制及关联交易的权责能力。 本次活动通过河北证监局的专业政策指导、真实风险案例剖析以及上市公司之间的实践经验交流，为参 会企业提供了系统、务实、可操作的治理提升方案。多位与会代表对《证券日报》记者表示，活动内容 直面当前公司治理中的难点与盲点，既有监管红线的警示，也有落地方法的指导，收获远 ...

证券日报网讯威力传动（300904）9月30日发布公告，在公司回答调研者提问时表示，公司减速器产品 种类较多，多品种的定制化产品生产管理过程复杂度较高，需要依靠完备的信息化系统实现系统化的管 理，打通生产订单下达、生产基础信息准备和下达、生产物资准备和物流、设备运行和管理、工序流转 及外协、质量控制和过程控制等全流程。目前公司已建立PLM系统(产品生命周期管理系统)、ERP系统 (企业资源计划管理系统)、MES系统(制造执行系统)和DNC系统(工业设备物联管理系统)，打通了生产 管理全过程。 ...

每经AI快讯，有投资者在投资者互动平台提问：请问公司是否有ERP业务？ 赛维时代（301381.SZ）9月30日在投资者互动平台表示，公司自主研发的ERP系统仅供公司内部使用。 （文章来源：每日经济新闻） ...

Core Insights - Data has become one of the most valuable assets for organizations, playing a crucial role in strategic decision-making, operational optimization, and gaining competitive advantages [1] - Data engineering is a key discipline that manages the entire process from data collection to transformation, storage, and access [1] - Organizations are shifting towards architectures that can respond to various data needs, with data management strategies like data warehouses, data lakes, data lakehouses, and data meshes playing significant roles [1] Group 1: Data Management Strategies - Data warehouses focus on structured data and are optimized for reporting and analysis, allowing for easy data retrieval and high-performance reporting [12][15] - Data lakes provide a flexible structure for storing structured, semi-structured, and unstructured data, making them suitable for big data projects and advanced analytics [21][24] - Data lakehouses combine the flexibility of data lakes with the structured data management capabilities of data warehouses, allowing for efficient analysis of various data types [27][30] Group 2: Data Architecture Design - A solid data architecture design is critical for the success of data warehouse projects, defining how data is processed, integrated, stored, and accessed [9] - The choice of data architecture design method should align with project goals, data types, and expected use cases, as each method has its advantages and challenges [10][43] - The Medallion architecture is a modern data warehouse design that organizes data processing into three layers: bronze (raw data), silver (cleaned data), and gold (business-ready data) [57][65] Group 3: Implementation Considerations - Effective demand analysis is essential for avoiding resource and time wastage, ensuring that the specific needs of the organization are clearly understood before starting a data architecture project [3][8] - The integration of data from various sources, such as ERP and CRM systems, requires careful planning and robust data control throughout the ETL process [4][6] - Documentation of the data model is crucial for ensuring that both technical teams and business users can easily adapt to the system, impacting the project's sustainability [5][6]

Core Viewpoint - Sichuan Mingstar Power Co., Ltd. has signed a cooperation framework agreement with Tsinghua Sichuan Energy Internet Research Institute to enhance collaboration in energy technology and innovation [2][3][15] Group 1: Agreement Overview - The cooperation agreement is a framework agreement, and specific projects will be determined later, without requiring board or shareholder approval [2][3] - The agreement aims to establish a solid partnership based on mutual benefits, focusing on accelerating the transformation and application of scientific research results [6][15] - The agreement is effective for five years from the date of signing [13] Group 2: Cooperation Objectives - The collaboration aims to promote technological innovation in the power industry, particularly in new energy and artificial intelligence applications [7][11] - The agreement includes plans for upgrading the company's information management systems and optimizing business processes [7][12] - A joint technology innovation management committee will be established to oversee project decisions and coordination [8] Group 3: Responsibilities and Contributions - Tsinghua Sichuan Energy Internet Research Institute will provide consulting and technical services for digital transformation and technological innovation [11] - The company will allocate necessary resources and funding for research projects, while the institute will offer technical support and integrate university resources [9][10] - All intellectual property generated during the cooperation will be jointly owned or shared according to pre-agreed terms [10] Group 4: Impact on the Company - The agreement does not specify any financial commitments and its impact on the company's performance will depend on the execution of future projects [15] - The cooperation is expected to enhance the company's market competitiveness and align with its long-term development strategy [15]

Group 1 - The company announced on September 12 that it utilizes ERP and MES systems for supply chain management to enhance inventory turnover speed [2] - Accelerating inventory turnover can significantly improve the efficiency of capital utilization for the company [2]

Core Insights - Digital transformation is a survival imperative for companies, not an option, as evidenced by successful implementations by firms like Huawei, Haier, and ByteDance [2] - Many companies struggle with the transition, knowing they need to transform but lacking clarity on how to proceed [2] - The essence of digital transformation is an evolutionary shift from process-driven to data-driven and finally to intelligent-driven operations [2] Phase Summaries Information Phase: Addressing Efficiency Pain Points - The core goal is to solidify business processes through IT systems, enabling record-keeping, traceability, and analysis [3] - A benchmark case is Midea Group's "632 Strategy," which involved over 3 billion yuan investment to restructure IT architecture [4] - Key actions include selecting the right systems based on business pain points, standardizing data, and optimizing offline processes before system implementation [4][6] Digital Phase: Creating Business Value - The core goal is to enable data flow, achieving online business operations, data assetization, and data-driven decision-making [7] - A benchmark case is SANY Heavy Industry's "Root Cloud" platform, which utilizes 200,000 sensors to collect operational data [8] - Key actions involve data application through BI tools for visualization and predictive modeling [8] Intelligent Phase: Driving Growth with Intelligence - The core goal is to establish an intelligent ecosystem through technologies like AI, big data, and blockchain, enabling self-perception, self-decision, and self-optimization [9] - A benchmark case is Alibaba Cloud's "City Brain," which integrates various data sources for improved urban management [9] - Key actions include technology integration, ecosystem building through API and data sharing, and organizational transformation to break down departmental barriers [9] Final Insights - Digital transformation is a continuous journey with no endpoint, as seen in companies like Tesla and SHEIN [12] - Companies must adopt a three-tiered approach: foundational information systems, empowering digital capabilities, and soaring through intelligent systems [13]

Group 1 - The stock price of Weston closed at 54.50 yuan on August 27, 2025, down by 2.00 yuan, a decline of 3.54% from the previous trading day [1] - The trading volume on that day was 36,132 lots, with a total transaction amount of 203 million yuan [1] - Weston is a software development company involved in ERP systems, robotics technology, and the digital economy, headquartered in Shanghai, and holds a certain influence in the industry [1] Group 2 - According to the latest semi-annual report, Weston achieved operating revenue of 91.6953 million yuan in the first half of 2025, a year-on-year decrease of 29.17% [1] - The net profit attributable to shareholders of the listed company was 16.1298 million yuan, down 22.65% year-on-year; however, the net profit after deducting non-recurring gains and losses was 10.9601 million yuan, an increase of 2.70% year-on-year [1] - On August 27, the net outflow of main funds was 19.1513 million yuan, with a cumulative net outflow of 35.1780 million yuan over the past five trading days [1]

Core Insights - The discussion highlights that business owners have varying perspectives on digitalization, often driven by immediate visible benefits rather than long-term strategic value [1][2][3] - There is a prevalent urgency among business leaders to see immediate results from digital systems, leading to unrealistic expectations and a misunderstanding of the digital transformation process [2][3][4] Group 1: Digitalization Perspectives - Many business owners view digitalization as a trend that must be pursued, but they often lack a deep understanding of its implications, leading to superficial investments [1][2] - Owners are more inclined to invest in digital systems that promise visible benefits and cost reductions rather than those focused on foundational improvements [1][2][3] - Some owners are cautious about digital systems, particularly in traditional industries, due to concerns about exposing sensitive information and regulatory risks [1][2] Group 2: Value of Digitalization - The expectation from digital systems is immediate value enhancement, whether through efficiency gains or cost reductions, with some owners setting strict performance criteria before implementation [2][3] - Digital transformation is a systemic process requiring unified recognition and planning across the organization, which is often undermined by overconfidence in existing management practices [2][3][4] Group 3: Information Department's Role - The high failure rate of digital transformation projects leads to the undervaluation of information departments, which are often seen merely as technical support rather than strategic partners [3][4][5] - Information departments must clarify their value proposition and actively engage in business processes to enhance their influence and recognition within the organization [6][7] Group 4: Digital Talent Value - The value of digital talent lies not only in technical skills but also in their ability to understand business needs and drive change effectively [7][8] - Successful digital transformation requires a combination of technical expertise and business acumen to deliver tangible results, emphasizing the importance of aligning technology with business objectives [7][8]