Therefore, in the process of enterprise transformation in the digital age, talent training may be established from two dimensions: horizontally corresponding to the ability required by the enterprise digital process and vertically corresponding to the logic of enterprise digital transformation.
As for the horizontal dimension, it is biased towards the "skills" of specific positions. Digitalization is a combination of professional logic, technological solutions, business experience and product characteristics. Take the informatization of construction engineering as an example, it corresponds to different systems such as construction management and project management, and the scene it faces may extend from the construction site to EPC general contracting project, so the required professional knowledge system of the industry is different, and all actions need to meet the requirements of this knowledge logic in order to truly achieve the operational objectives. And the corresponding scientific and technological feasibility scheme. In order to support the whole life cycle of components from factory manufacturing, transportation and warehousing, site assembly, post-operation and maintenance, it is necessary to meet the adaptation requirements of "cloud computing" to basic components such as three-dimensional data engine when building the platform to support a larger amount of data.
After the concrete scene and digital technology system are built, the corresponding functional applications are anchored in the business experience. For example, in a specific operation scene, the "cutting" function allows the operator to observe the interior of the target object in order to better understand the structural characteristics. In construction engineering, only XYZ three-axis directional cutting is often needed, while in industrial machinery business scene, more free-angle cutting is needed, which means that different business experience representatives have different application function requirements; Finally, in the form of landing, some enterprise requirements standards can adopt general and public cloud SaaS service products, while complex scenarios and more customized requirements require the architecture of privatization solutions.
As mentioned above, from the horizontal dimension, no matter whether the digital talents are in management positions or grass-roots senior management positions, considering the efficiency of completing specific tasks, the future development potential of individuals and the cooperation efficiency of the whole team of the company, excellent digital talents should have certain specialties in their professional logic, corresponding technological adaptation, business experience requirements and product key selection, so as to truly understand the problems comprehensively and provide multi-angle and multi-level solutions.
As for the vertical dimension, the "skills" of the above-mentioned talents focus on teams and individuals, but their services are subordinate to the enterprise strategy, so it is very important for enterprises to clarify the digital strategy. Digitalization is not a simple operating system, technical interface and big screen display in the control room. It should really serve the enterprise, break its original information barrier that can't be handled, and really deliver effective information for the core business determined by the enterprise strategy, whether now or in the future, so as to enhance the decision-making assistance, scheme response, supervision process and evaluation improvement process.
For the digital roadmap in the future strategy, we can consider it from four aspects: core business, organizational structure, technology selection and standards. As mentioned above, digitalization is not for "numbers" but for "digitalization", but for the core business of enterprises. The "core" here needs to consider the present and the future to judge whether the business of an enterprise needs to be transformed or adhered to, which includes the judgment of market direction and enterprise competition barriers, which needs to be clearly considered and established by high-level decision-making; After the strategic core business direction is clear, success still depends on people, and people are teams, which include decision-making top, management middle and executive grassroots. Therefore, it is very important to repeat propaganda, communication and explanation within the organization, unify all values and development goals, and adjust the matching salary system and performance appraisal to meet the requirements of future strategic core objectives.
With a clear development direction and the corresponding supporting organizational structure, you can choose and establish a scientific and technological feasibility plan, which also corresponds to the "scientific and technological plan" part of talents in the above horizontal dimensions. We need to understand the information barriers, pain points and requirements in the core business of the enterprise to confirm the budget, structure, complexity and capacity margin of the product, so as to select the appropriate development team and the underlying engine manufacturer accordingly. Finally, although digitalization serves enterprise business and professional logic, its essence is still scientific and technological genes. Computers need a unified language to really run, which in turn requires enterprises to standardize their own business processes, thus forming a unified document to speed up communication between different departments, and forming a unified online and offline process in a symbolic, symbolic and code-grouped way to avoid ambiguity and misunderstanding in communication.
As mentioned above, in both horizontal and vertical aspects, for different middle and high-level talents, it can be seen that the cultivation of their echelon needs not only the corresponding cultivation of industry, science and technology, business and products from the "horizontal" aspect, but also the creation of a more growth platform from the enterprise environment. Fortunately, the above actions are also related to the reform and upgrading of enterprises, so the implementation of the actions will also improve the comprehensive aspects of enterprise development.