While achieving phased results in quality control and brand maintenance, the family business has come to realize that digital transformation and intelligent upgrading have become inevitable choices in order to maintain its leading position in today's highly competitive market.
The company first conducted a comprehensive digital assessment of its existing business processes and found that problems such as poor information flow and low efficiency existed in every link, from production and manufacturing to marketing, and then to customer service.
"We need to break down data silos between departments and enable real-time information sharing and collaborative work." The company's top management has clearly defined the primary goal of digital transformation.
To achieve this goal, companies have invested heavily in building integrated digital platforms. However, during platform construction, data migration and integration encountered numerous difficulties due to the complexity and compatibility issues of existing systems.
"The technical team must work overtime to overcome technical difficulties and ensure the accurate migration of data and the stable operation of the platform." The project leader gave the technical team a strict order.
After hard work, the digital platform was initially built, but employees were not familiar with the operation of the new system, which led to delays in work.
"The training department must immediately organize comprehensive training so that every employee can master the use of the new platform." The human resources department responded quickly.
At the same time, the company began to introduce advanced intelligent manufacturing technologies and carry out intelligent transformation of production workshops. However, during the equipment selection, installation and commissioning process, problems arose, such as the equipment not matching the existing production line and the technicians' unfamiliarity with the new equipment's performance.
"The production department and the technical department must work closely together with the equipment supplier to solve the problem and put the smart equipment into production as soon as possible." The company's senior management is closely following the progress of the transformation.
In the process of intelligent upgrading, enterprises also face the challenges of data security and privacy protection. With the digitization of large amounts of business data, the risk of data leakage has increased significantly.
"The information security department must establish a strict data security management system, strengthen network protection and employee data security awareness training." Enterprises attach great importance to this and have increased their investment in information security.
Furthermore, digital transformation and intelligent upgrades require substantial funding and technical expertise. Companies are facing difficulties in obtaining financing, and some investors are skeptical about the risks and returns of digital transformation.
"The finance department needs to develop more attractive financing plans and clearly explain our digital strategy and potential benefits to investors." The company's senior management personally communicates with investors to eliminate their concerns.
In terms of talent recruitment, there is a shortage of talents with professional knowledge and experience in digitalization and intelligence in the market, and competition among enterprises is fierce.
"We will provide competitive salary and benefits and good career development opportunities to attract outstanding talents. At the same time, we will strengthen the training and promotion of internal employees to stimulate their enthusiasm and creativity." The human resources department has taken a series of measures to solve the problem of talent shortage.
After a period of hard work, the company's digital transformation and intelligent upgrades have achieved certain results. Production efficiency has been significantly improved, product quality has become more stable, and market response speed has been accelerated.
However, new problems also arise. With the increase in digital business, the original organizational structure and management model of enterprises can no longer adapt to the new development needs.
"We need to flatten the organizational structure, establish agile project teams, and improve decision-making efficiency and innovation capabilities." The company's top management decided to make drastic adjustments to the organizational structure.
During the reform process, some middle-level managers were dissatisfied with the redistribution of power and their work enthusiasm was affected.
"We need to strengthen communication and guidance to make everyone understand that reform is for the long-term development of the company and to provide more opportunities for every capable employee." The company's top management stabilized the emotions of the management team through one-on-one conversations.
At the same time, digital transformation has brought about innovation in business models, some traditional businesses have been impacted, and some employees are resistant to the new business models.
"We need to strengthen training and guidance for employees to help them change their mindsets and adapt to new business models." The company organized a series of internal seminars and training courses to promote a change in employees' mindsets.
In the future, family businesses will continue to firmly promote digital transformation and intelligent upgrading, constantly solve problems that arise in the process, give full play to the advantages of digitalization and intelligence, and achieve high-quality development of the company.
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