从电子商务到企业转型

Christos Nikolaou, Jaka Sairamesh, Markus Stolze

摘要：

在现阶段，电子商务的第一波热潮已经在逐渐消退，更多的企业认识到电子商务想要进一步发展，就必须改革现有的业务流程。现阶段的公司，会按照业务能力区分出不同的业务模块来进行筛选，最终的目标是要实现公司的差异化经营。同时，通过不同公司的组合来形成一个完整的行业链。另一方面，针对公司内的创新和改革的方式，还存在较大的争议。

关键字：电子商务；企业转型；差异化；创新

现阶段，电子商务的第一波热潮已经在逐渐消退，互联网泡沫破灭的经历也使越来越多的人认为电子商务不仅仅是商业的另一种方式而已。而要使电子商务发挥它更有竞争力的作用，就必须改变它现有的业务流程。

经济全球化的发展，导致很多公司对于自身的产品都加大了宣传的力度，同时，也扩展出了相应的服务规划、设计、制造和分销等多种衍生功能。同时，技术的快速进步以及产品在多种行业，例如，电子，汽车制造，航天航空，零售等的深入渗透，已经大大推动了企业模块化的发展。模块化可以使得企业的自主权利大大提升，即使是同一个跨国公司的不同部门也是如此。此外，随着全球化竞争的加剧，保护公司自身的差异性也成为一个企业最为重要的战略之一。此外，对于没有足够竞争力的模块，公司会选择逐渐放弃，以便将资源用于维护具有较强竞争力的部分，从而达到更好的差异化经营；另外，公司还可以和其他优秀的同行业者进行合作来最大化模块的功能，从而大大提升模块的竞争力。例如，当梅塞斯德-奔驰打算在阿拉巴马洲新建一个越野车装配厂的时候，它们首先考虑的不是别的，而是先构建和完善当地的整个供电系统，而且，还和德尔福汽车合作，在工厂附近配置了整个驾驶员座舱，以达到和通用汽车相抗衡的目的。

公司很愿意用差异化的服务来占领目标市场的更多份额，从而能更好的利用各领域的创新乘过，直到现在，纵向组织企业和行业领导和企业生态系统的价值网的出现分解。

近几年来，各种新兴的技术都有了很大程度的发展和完善。例如，RFID技术被用于各种传感和跟踪领域；各种网络服务出现了新的服务组合和工作流程；很多业务流程也建立起了新的模型；供应链技术得到了很大的优化；数据挖掘和检测方面也出现了新的模式。但是，在关键问题上，还是存在很大的改善空间。

（1）面对新生的网络服务的挑战，公司要如何快速作出相对应的措施？怎样对自身的产品和服务进行改造从而来提高自身的品牌价值？以及如何在应对的战略中体现出这种检测和评估的结果？

（2）创新不仅仅意味着创造新的目标市场，它也从根本上改变了业务可能被执行的流程方式，。一个公司或者由多个公司组成的价值系统在及时修正自身业务流程的同时，如何能确保公司原本的竞争力？或者说如何通过业务改造来创造新的具有竞争力的模块？

（3）针对KPI的性能，未来是否有可能KPI作为未来的市场指标，将移动业务作为公司的主要战略开端，再到业务流程，并通过人力和软件代理，最终将其付诸实践。最后再返回到监视和评估的方面？值得一提的是，这个方面作为单一的公司是无法独立实现的，一般的独立公司没有全部完善的模块，并且也没有足够多的资源和经历去实现这类的指标评估。但是，如果是多个公司所组成的一个整体，这是完全有可能实现的。多个公司组合成一个利益群体，大家将自身的资源优势整合起来，将模块的优势最大化，然后通过组合的形式来获取足够的资源来完成整个过程。

（4）一个人能否为企业制定具有可行性的战略，这决定了他是否能被公司所接收和容纳。制定的战略包括了具体的执行流程，战略外包和业务流程转型服务等各个方面，其中，后两者又是其中尤为重要的方面。

（5）战略和创新的“扎根性”的矛盾：关于这两者的讨论有很多，主要还是集中在由于随需应变的业务和在业务流程的强烈影响下所引起的自上而下的创新冲动行为。一个公司的管理层通常会通过对公司整体组织的CRM进行分析，并随之调整经营策略，从而来应对不断变化的市场形式。那么，企业接下来的问题就是在改变了战略的前提下，如何去沟通和实施新的企业文化，IT环境和组织模式。另外一种缺乏创意但是相对而言更为有效的方法是自下而上来进行整个改革行动。公司最底层的岗位，例如公司的服务台或者是投诉岗位的员工，从各个渠道收集公司内所有对公司不满的意见，意见主要包括员工在生产观察中遇到的一些无效的流程，工作效率底下和质量问题等等，然后逐步的向上级进行反馈。这在质量管理区域中被成为精益西格玛。这种方式在实施过程中，最为基本的问题是要采取一种直接有效的方法让员工看到他们的行为对公司产生的影响效果，以及如何促成他们之间的相互合作从而不断提升员工的技能。我们将这种方式称之为“接地气”，员工在日常工作中所积累的经验和想法都是可以成为企业变革和创新的最直接来源。但是，这其中的问题就在于，员工的建议可能更多的收到自身的知识程度还有自身情感的限制，建议中可能会带有很大的局限性，这就需要上一级的领导做到有效的筛选，从中提炼出最为有效的信息。

（6）信任管理和安全政策问题：给自身和合作伙伴创造额外价值，这是双方实现合作的必要条件之一。这就预示着，价值网的发展依赖于合作伙伴之间的信任程度，如果合作伙伴之一行为不可靠，或甚至有恶意行为，那么这个合作关系就很容易被破坏。因此，建立信任的合作关系是每个合作网络最为重要的操作问题。

基于以上的问题，我们提出了一个理论框架，来估计价值网成立的价值所在。通过这个框架，我们也提出了一个方法，解决了上述业务所存在的问题，从而创造一个总体价值更高的价值网络。

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From e-Business to Business Transformation

Christos Nikolaou1,2, Jakka Sairamesh2, and Markus Stolze2

1 Department of Computer Science, University of Crete, Greece

nikolau@csd.uoc.gr

2 IBM T.J. Watson Research Center, Hawthorne, NY 10532, US

jramsh@us.ibm.com, mrs@zurich.ibm.com

Now that the first wave of excitement on e-commerce has subsided, and after the sobering experience of the dot-com bubble burst, there is a growing understanding that e-commerce is not about a different way of doing commerce, and e-business is not about a different way of doing business. E-Business is about doing business – in a better, more competitive and productive way. To improve business, one has to transform business and the processes that it uses.

Globalization of the world economy has led to an increased ability of companies to spread the planning, design, manufacturing and distribution functions of their products and services around the globe. Rapid technological advances and the complexity of the design and manufacturing of products in a wide range of industries (electronics, car manufacturing, aerospace, retail, etc.) have pushed to the modularization of corporate functions, see [1]. Modularization has led to increased autonomy of the modules functions even within the same multinational corporation. Moreover, as competition intensifies and becomes global, corporations are protecting what they consider as their core competencies. These competencies are also called in the literature the strategic differentiators of a company. In addition, they are willing to shed modules that are not differentiating them and are not competitive enough, and ally themselves with best of- breed companies that can supply the functionality of these modules in an optimal or near-optimal fashion. For example, when Mercedes-Benz planned their new sport utility vehicle assembly plant in Alabama, they structured the whole supply system into modules, and they assigned the entire driverrsquo;s cockpit as a module to a nearby plant owned by Delphi Automotive Systems, a spin-off of the General Motors Corporation (see [1]). Corporations are also willing to “mutate” their strategic differentiators to serve “nearby” markets, thereby taking advantage of innovation in their field and emerging new niche markets. The disaggregation of until now vertically organized

companies and industries has led to the emergence of value nets and of business ecosystems.

Emerging technologies such as RFID for all kinds of sensing and tracking, web service composition and workflows, business process modeling, supply chain optimization techniques, data mining technologies to detect emerging new patterns, etc. have increasingly penetrated all parts of a value network lifecycle. However, despite the significant progress made in the use of technology for transforming or creating value nets, critical questions remain open:

bull; How do value net companies sense and quickly react to challenges from innovators in the markets the net serves, how is the value net transformed, including its own products and services, and how can it monitor and evaluate the performance of these strategic changes?

bull; Innovation not only creates new markets, it may also radically transform the way a business process is executed. How can a company or a value net detect this on time, and quickly transform its business processes so as to stay competitive?

bull; Is it possible to move from KPIs and future market indicators to business strategy, then to business processes and finally to their implementation through human and software agents and then back again to monitor and evaluate process performance against the KPIs, in an automatic or even semi-automatic way? Notice that this should be done not for a single company but for a group of companies belonging to a value net, with possibly conflicting KPIs.

bull; How does one devise strategies for companies to follow, which will allow them to decide which value net(s) to join? How do companies in a value net decide whether or not to accept a newcomer? Notice that IT (strategic) outsourcing and Business Process Transformation Services (BPTS), see [2], are special cases of these more general questions.

bull; Strategic vs. “Grounded” Innovation: most of the discussion about 'On Demand Business' and 'Business Process Management' is strongly influenced by the assumption that the direction and impulse for innovation comes top down. Management changes the business strategy to respond to new market situations or analysis of the CBM of the organization. The question then is how to communicate and implement the new strategy given the corporate culture, organization and IT landscape. Another (maybe less fundamental but equally important) direction of innovation is bottom up. The help desk people hear from unhappy customers, people in the production observe ineffective processes, efficiency and quality of some processes have high (unexplained) variance. This is the area of quality management, lean sigma, etc. Here the basic question is how to enable employees to see the business impact of their actions and how to empower them to collaborate to continuously improve their performance. We call this the 'grounded' approach to innovation as suggestions for change will be grounded in the experience and observations of the employees and the ideas for improvements will equally be grounded in what they know. The challenge here is more to provide employees with visibility of their impact, with sensible benchmarks and with knowledge of best practices and possible improvements.

bull; Trust management and security policy issues: the extra value created for value nets both for the value net partners themselves and for their customers is the tight linkage of the partners achieved within the value net. This presupposes a high level of trust between the partners, which has to be built-up as the value net

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