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How should traditional enterprises in fields such as printing overcome the hurdle of transformation in the face of Internet Plus?
Mar 26,2018
The development of the internet has reached a point where its trends and transformations are undeniable. But why do many companies struggle on the path of transformation?
The development of the internet has reached a point where its trends and transformations are undeniable, but why do many companies struggle on the path of transformation? How should traditional enterprises in fields like printing face the internet?
Do you really understand internet thinking?
The internet has its own way of thinking and a mature operational mechanism developed over twenty years, along with a cultural difference that is incompatible with traditional enterprises.
The internet and traditional enterprises are like a young rock musician in their twenties and a wise, calm elder. There must be a balance point between them: the balance point of the collision between internet companies and traditional companies' thinking, which means independent departments, independent decision-making, independent economics, and that internet R&D does not equal just making an app.
Today, Chinese entrepreneurs are gradually paying attention to R&D. Whether they are state-owned or private enterprise owners, many talk about independent R&D. However, in practice, most entrepreneurs slow down due to funding issues. Alternatively, wealthy bosses might outsource the work by saying 'just make an app.' Is this what we call R&D in the context of Internet+? Of course not.
Internet+ R&D has an online operational method based on internet thinking. It differs from traditional technology R&D models and rules—highly skilled talents and instruments create products that are 'qualified in all aspects but outstanding in one.'
However, online operations do not follow such rules; there is a cloud effect in the internet market and products compete for every second. Online R&D first clarifies the audience base, then targets specific audiences for specific R&D and promotion. It also involves continuous rapid repetition and updating of the R&D process.
Transformation is an art of integration.
With specific internet thinking, independent departments adhering to internet action standards, plus rapid repetitive R&D that is digitalized, it seems that the future is bright. However, the working style of people from the internet sector feels completely out of place in traditional enterprises. The company appears to be a monster with two heads—one says go left while the other says go right.
A company can have two feet and should have two hands but can only have one head. This head represents the leadership team of the company. The head should always be at the center without bias.
As internet departments within traditional enterprises gradually rise, leadership should simultaneously 'absorb' blood from the internet to integrate with themselves. This involves not only learning and striving for improvement by leadership but also recognizing the status and experience of traditional departments by including people from the internet sector into leadership.
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