【中英双语】推进数字化转型的3种策略
3 Tactics to Accelerate a Digital Transformation
行为改变是一切改变的基础。要想实现数字化转型，企业不仅需要升级系统，还要确保员工拥有合适的工具并掌握使用方法，采取切实措施，通过不同方式帮助员工接受、应用相关技术。正如甲骨文公司（Oracle）的CEO萨夫拉·卡茨（Safra Catz）指出的那样，“转型最困难的地方不在技术因素，而是相关社会因素。”
Nothing changes unless people’s behavior changes. Sure, digital transformation requires that companies upgrade systems and make sure people have the right tools and know how to use them. But those investments only lead to transformation if they are coupled with serious work helping people adopt and use that technology in meaningfully different ways. Otherwise, you replace fax machines with email, email with Slack, Slack with neurologically transmitted messages (someday!), but still find past problems perpetuating. As Oracle CEO Safra Catz notes, “The hard thing about these transformations isn’t the technology. It’s the sociology.”
如何鼓励并赋能分散化的群体最大限度地利用新出现的数字技术？本文将以新加坡星展银行（DBS）为例，研究其过去两年向更分散化的远程工作转型的经验。通过此次研究，我们可以得出数字化转型的三大关键策略：利用技术替代技术、积极塑造日常行为、系统性地强化改变。
How do you encourage and enable distributed groups of people to get the most out of new digital technologies? Let’s consider a case study of how DBS Bank in Singapore managed the transition to more distributed, remote work over the past two years. [Disclosure: Scott’s firm, Innosight, has provided advisory services to DBS in the past. And Paul is currently an Advisor to DBS.] This case suggests three key tactics to enable successful digital transformation: use technology to make technology disappear, actively shape day-to-day behavior, and systematically reinforce desired behavior changes.
1）用技术替代技术
1) Use technology to make technology disappear.
保罗曾任新加坡星展银行首席数据与转型官超过十年时间，率领“未来工作”（Future of Work）团队协助推动全体员工加速创新、应用前沿技术。
Paul served as the Chief Data and Transformation Officer for DBS Bank in Singapore for more than a decade. He led a team called “Future of Work” that helps to accelerate innovation and drive technology adoption across the workforce.
该团队致力于利用技术打造流畅的人性化体验，让技术融入底层架构。和大多数银行一样，星展银行非常注重安全。新冠疫情暴发后，居家办公带来了许多安全隐患，盗取屏幕快照等信息变得更为容易。
The team seeks to use technology to create friction-free, human experiences, where the technology itself disappears into the background. Like most banks, DBS is very security-conscious. The rise of people working from home in the wake of the Covid-19 pandemic has brought new security risks, such as the possibility of bad actors more easily taking photos of screens, to use one example.
正是出于这些顾虑，在疫情暴发前，星展银行禁止大多数员工在家中访问敏感系统。但随着远程工作需求增加，星展银行也开始利用新技术（部分是为打击信用卡诈骗而开发的）在不损害用户体验的前提下强化远程工作的安全性。例如，星展银行会在每位用户的屏幕上添加“数字水印”或独特图案，使用复杂的人工智能技术检测员工的异常操作，极大地简化了访问内部系统所需的双重认证过程。员工基本感受不到这些底层技术，但可以借助这些技术随时随地享受同样的访问权限，正常使用相关工具和敏感信息。
Due to these concerns, DBS did not allow most employees to access sensitive systems from home prior to the pandemic. But with the increased need for remote work, DBS now uses new techniques — some of which were originally created to combat credit card fraud — to enhance the security of remote work, without compromising the user experience. For example, DBS now places a “digital watermark,” or a unique pattern, on each user’s screen. It uses sophisticated artificial intelligence to detect unusual employee behavior and has dramatically simplified the two-factor authentication experience required to access internal systems. These largely invisible background technologies allow employees to enjoy the same access to enabling tools and sensitive information, wherever they happen to be.
远程办公还带来了另一项挑战，即如何在缺少面对面交流的情况下调节员工情绪。为解决该问题，“未来工作”团队利用自然语言处理算法创建了一个模型，通过定期的体验调查及早发现员工对工作不满的信号。该模型可以评估员工情绪，并对评论的特征进行分类和标注。该模型还配备有仪表盘，任何部门或团队都可以查看各类别情绪的分析和趋势，也可对评论内容进行深入研究。借助该方法，领导层可以清晰看到哪些问题最需要关注。
Another challenge brought about by the increase in remote work is getting a handle on employee sentiment without as much face-to-face interaction. To address this issue, the Future of Work team has built a model using natural language processing algorithms to spot weak signals of employee dissatisfaction in qualitative comments in regular experience surveys. The model assesses employee sentiment and categorizes and highlights patterns in qualitative comments. It features a dashboard so that any department or team can view sentiment analysis and trends across categories or drill down into word-for-word comments. This approach enables leaders to have a fine-grain view on what needs the most attention.
最后是如何利用技术找到未能满足员工期望的内部工具。随着工作模式更加多元化，员工为完成基础工作所需的数字工具也更多样化。星展银行备有200多款应用，员工可以用其完成信用卡申请处理，在线绩效评估等各项工作。正如消费者可以在苹果系统的App Store中给软件打分，星展银行的员工也可以对公司内部的应用做出评价。只要一款应用的用户数超过100，且评分低于四颗星（满分五颗星），开发者就必须解决用户提出的问题。例如，曾有一款通过追踪员工打开公司官方通信的次数，来衡量工作效率的应用，由于评分较低而暴露出严重的可用性问题，比如经常崩溃、界面混乱等等。开发团队随后对该应用进行了升级，成功将评分大幅提升到了四星以上。
A final example involves using technology to pinpoint internal tools that aren’t delivering against employee expectations. As employees work in a more hybrid fashion, they need a wider range of digital tools to help do basic work tasks. DBS has more than 200 applications that employees can use to do common tasks ranging from processing credit card applications to completing online performance reviews. Just as consumers rate games and productivity tools in Apple’s popular App Store, DBS employees rate their internal applications. For any application that has more than 100 users and less than a four-star rating (out of five stars), the app owner must address the identified challenges. For example, one app tracks the number of times employees open official corporate communications to measure their effectiveness. A low app store rating surfaced significant usability issues, such as frequent crashes and a confusing interface. The team upgraded the app and introduced training, boosting the score well above 4 stars.
2）积极塑造日常行为
2) Actively shape day-to-day behavior.
在《吃饭，睡觉与创新》［Eat, Sleep, Innovate，合著者包括斯科特在Innosight的同事娜塔莉·佩恩查德（Natalie Painchaud）和安迪·帕克（Andy Parker）］一书中，我们特别提到了，原本的工作习惯会阻碍组织行为的改变。我们过去为模拟技术所设计的流程或许并不适合新的数字技术。
In our book Eat, Sleep, Innovate (also co-authored by Scott’s Innosight colleagues Natalie Painchaud and Andy Parker), we noted that a significant barrier to behavior change in organizations is the inertia of old ways of doing things. Past processes designed for an analog world can conflict with digital technologies, leading to duplication of effort and significant employee frustration.
为应对此类问题，星展银行设立了“怕输委员会（Kiasu Committee）”。“Kiasu”是新加坡当地俚语，含义类似于“害怕错过”（疫情初期大家纷纷涌入超市抢购卫生纸时，当地人会说“为什么这么kiasu”）。“怕输委员会”主席由星展银行法律与合规事务负责人担任，该委员会采取模拟法庭的形式，所有员工都可以对认为妨碍工作的政策或流程制定者提出“诉讼”。“陪审团”由不同级别的员工组成，共同商议是否应该进行调整。委员会最早做出的决定包括“取消‘批准提案必须有亲笔签名’的规定”，这一调整在整个公司引起了不小反响，也让星展银行的员工相信，公司愿意倾听并解决他们的问题。
DBS has a mechanism to deal with this problem called the Kiasu Committee. Kiasu is local slang in Singapore, akin to the idea of the fear of missing out (when people stormed supermarkets early on in the pandemic to hoard toiler papers, locals would say, “Why so kiasu?”). The head of Legal and Compliance chairs the Kiasu Committee, which takes the form of a mock courtroom where any employee can “sue” the owner of a policy or process that they feel is getting in the way of getting work done. A mix of employees from a range of levels serve as the “jury,” collectively deliberating over whether a change should be made. One of the first decisions was to remove the need for physical signatures to approve a proposal. The approach caused quite a ripple through the company and gave DBS employees confidence that their issues would be heard and addressed.
此外，“未来工作”团队还着力解决由远程办公增加而引发的新问题，例如“文化退化”。受明显（无法私下聚会）或隐藏（缺少会议间歇沟通）因素影响，员工之间的联系和归属感逐渐减弱，从而导致“文化退化”。
The Future of Work team has also focused on addressing new problems that arose with the rise in remote work, such as the “cultural decay” that comes when connectivity and community fray due to factors ranging from obvious ones (the lack of the ability to hold informal gatherings) to more subtle ones (the lack of buffers between meetings inhibiting informal human connection).
由于员工分散在各地，组织通过正式培训向新成员传授规范、以潜移默化的方式强化共同信念和愿景的机会（后者可能更为重要）自然受到限制，从而导致文化退化。新成员体验不到长期存在的职场规律，比如开会时大家的座次，哪些话题可以在走廊里畅所欲言，哪些又应避免提及。
Digital dislocation can drive cultural decay by limiting opportunities to teach norms to new members formally, or, even more importantly, to reinforce shared beliefs and assumptions in subtle ways. For example, newcomers can’t watch longstanding, unstated rituals, like how people array around tables during meetings, or observe which topics of conversation flow naturally in the hallway, and which are avoided.
对此星展银行制定了相应措施。例如为新员工提供正式的多媒体入职体验，向新员工传授文化转型的关键要素。星展银行总部有一面“转型墙”，上面绘有每年的转型亮点，以此为基础，员工可以直观地看到整体动态。员工在入职培训中会看到这些转型故事的数字版本，也会与银行管理层进行一系列相关主题的讨论。通过上述方式，员工不仅可以更全面地看到星展银行的转型过程，也可以迅速“见到”星展银行的众多高管。
DBS has developed specific rituals to address cultural decay. For example, it now offers a formal multimedia onboarding experience for new employees. The idea is to be very intentional about how DBS teaches key elements of its cultural transformation to new employees. The ritual builds off of a physical “wall of transformation” that DBS had in its headquarters providing a visual overview with year-by-year highlights of its transformation. The onboarding journey combines a digital version of this story with a set of curated discussions with DBS leaders. Not only does that provide a more complete picture of DBS’s transformation, it lets new employees quickly “meet” a range of leaders in the bank.
另一个示例是“会议签到”制度，这一举措借鉴了“敏捷开发原则”。会议开始时，参会者需要从1到10选一个数字描述自己的精神状态，未给出7或8分的人员必须说明原因。另一种方法是在会议开始时询问与会者对当前会议的投入程度，或者询问“有没有哪些因素会影响你参加会议的注意力”，由此创造机会让与会者进行沟通，建立团队同理心。有些部门还会用简单的应用强化会议程序，定期跟踪、校准数据。
Another example is “meeting check-in.” Borrowing from agile development principles, at the start of meetings, DBS asks people to pick a number from 1 to 10 describing their state of mind. Anyone who doesn’t give a 7 or 8 has to explain why. Another approach is to ask people at the start of meetings what percent present they are in the meeting or to ask, “Is there anything that will prevent you being fully present at this meeting?” creating opportunities for people to share humanizing factors that build team empathy. Some departments augment the in-meeting ritual with simple apps to regularly track and calibrate data.
“怕输委员会”、线上入职仪式和会议签到都是所谓“BEAN”模式，即“行为促进要素”“人为要素”和“推动要素”（behavior enablers、artifacts、nudge）的示例，结合了正式的行为促进要素（如核对清单或规定）和非正式的人为要素和推动要素（如图像提醒）共同推动行为改变。
The Kiasu Committee, the virtual onboarding ceremony, and the meeting check-in are all examples of what we call BEANs, shorthand for behavior enablers, artifacts, and nudges. They combine a formal behavior enabler (like a checklist or a ritual) and informal artifacts and nudges (like a visual reminder) to drive behavior change. Our article “Breaking the Barriers to Innovation” provides a step-by-step guide for how to create BEANs.
3）系统性强化改变
3) Systematically reinforce desired behavior change.
与所有由数据推动的改进计划一样，“未来工作”团队也面临着自己的挑战。例如评分较低时，应用开发者自然会想要进行辩驳、质疑评价数据是否有效，试图隐藏负面信息，甚至通过偷偷提交匿名的正面评价来应付系统。
Like any data-driven improvement program, the Future of Work team has faced its challenge. For example, it was natural for app owners to respond to low ratings by getting defensive, challenging the validity of the data, trying to hide bad news, or even gaming the system by submitting anonymous positive reviews.
只有在设有强化机制、让有关方面能够听到员工意见，并采取相应措施的情况下，让更广泛的员工群体发出更响亮声音的方法才可能奏效。管理数字化转型中的人员因素时，有关方面需要对期望的行为改变进行系统强化。
Approaches that have the potential to give a louder voice to broader groups of employees only work if there are reinforcing mechanisms to hear those voices clearly and act based on what they are saying. More broadly, managing the human side of digital transformation requires work to systematically reinforce desired behavior change.
在开展相关工作时，“未来工作”首先结合星展银行的整体规划开发了一种平衡各项因素的“计分卡”，用以衡量并管理转型工作。星展银行还修改了激励措施，为整体的数字化转型工作提供支持。例如，特定数字应用的使用和评分情况，会直接影响负责该应用的领导的业绩评级和奖金。
For the Future of Work effort, that starts with connecting to an overall effort at DBS to have a balanced scorecard that measures and manages its transformation efforts. DBS also modified incentives to support its overall digital transformation efforts. For example, the usage and rating of a particular digital app directly impacts the performance rating and bonus of the DBS leader responsible for that app.
此外，星展银行还创建了一套专门用于提升员工体验的全新治理系统，“员工体验委员会”，由公司主要高管担任主席。收到员工发现的问题，如内部IT团队的响应速度和远程办公负担等，委员会先进行讨论，随后介入解决问题，提升员工的工作体验。对于未达到目标门槛的申请，委员会将根据已确定的改进计划审查改进进度。星展银行正计划将这一治理机制推向公司更基层，进一步压实主体责任。
Additionally, DBS created a new governance system specifically related to the employee experience. The “Employee Journey Council,” chaired by key senior executives, discusses issues identified by employees such as the responsiveness of the internal IT team and the burden of remote working. The council then intervenes to improve the employee experience. For applications that are missing their target threshold, for example, the council scrutinizes progress against an identified improvement plan. DBS plans to drive this governance mechanism lower in the organization to further increase accountability.
星展银行对自身的数字化转型进行了详尽的跟踪和评估。2019年，星展银行有78%的员工认为数字化工具提升了工作效率。到2021年，这一比例提升到了84％。之前提到的仪表盘上积极情绪增加了35％。在混合工作机制方面，2021年9月进行的一项调查发现，92％的员工表示对用于协助远程办公的各项技术感到满意。
DBS carefully tracks and measures progress in its digital transformations. The percentage of employees who said that they strongly agreed with the statement that digital tools enhanced their productivity increased from 78% in 2019 to 84% in 2021. Positive sentiment measured with the dashboard mentioned above has increased by 35%. And, specific to hybrid work, a September 2021 dipstick survey found that 92% of employees said they were satisfied with the technology that helps them work remotely.
虽然对于星展银行而言数字化转型并不轻松，但人工智能的快速发展和开源解决方案可用性的大幅提高，大大降低了创建模型和后端工具的难度，进而降低了数字化转型的难度。通过践行本文介绍的策略，星展银行顺利过渡到了混合工作状态，并再创佳绩。其他组织的领导者同样可以通过上述3种方式，加速自身的数字化转型工作，收获更高的员工参与度和工作效率。
While the journey hasn’t been easy for DBS, rapid advances in artificial intelligence and the availability of open-source solutions have significantly simplified the ability to create models and back-end tools to reduce the barriers to digital transformation. Following the tactics in this article have smoothed DBS’s transition to hybrid work and helped DBS continue to win regular accolades. Leaders at other organizations can similarly accelerate their own digital transformation efforts by using technology to make technology disappear, actively shaping day-to-day behavior, and systematically reinforcing behavior change. The payoff in the forms of higher engagement and improved productivity is well worth it.
斯科特·安东尼是增长战略咨询公司Innosight的高级合伙人，也是《吃饭，睡觉与创新》一书合著作者。保罗·科班是新加坡星展银行的前任首席数据与转型官，是《吃饭，睡觉与创新》一书的合著作者。
斯科特·安东尼（Scott D．Anthony） 保罗·科班（Paul Cobban）| 文
冯丰 | 译 刘隽 | 校 孙燕 | 编辑
