Wang Ziliang: Practice digital operation and promote high-quality development

The "Five Major Articles" and "Digital China" construction plan proposed by the Central Financial Work Conference and the "Overall Layout Plan for the Construction of Digital China" raise the banner for the financial work and plan the layout, and it is also the fundamental compliance and action guide for the financial work in the new era and new journey. Focusing on Tibet, the regional government has put forward a plan for the construction of "Digital Tibet and Smart Tibet" to lead Tibet's high-quality development. China Construction Bank Tibet Branch (hereinafter referred to as CCB Tibet Branch) has firmly grasped the theme of promoting high-quality financial development in accordance with the new requirements of the central, local and CCB digital construction, and actively integrated into the construction of digital China in combination with the work requirements of the "Five Major Articles" put forward by the Central Financial Work Conference, and promoted the digital transformation of the whole bank in a step-by-step and phased manner. By strengthening the foundation of financial technology, improving the governance system, building a digital ecosystem based on an enterprise-level platform, and improving the ability of digital supply and ecological linkage, the Bank will promote the high-quality development of all businesses.

China Construction Bank Tibet Autonomous Region Branch

President Wang Ziliang

Design a top-level blueprint, reconstruct the organizational structure, and lead the way for digital operation

1. Top-down unification of the concept, digital transformation is a mandatory question rather than a choice question. Tibet's economy is undergoing a profound digital transformation, and the soil for digitalization has been nurtured. With the country's emphasis on the construction of "Digital China", the digital development of Tibet has also ushered in unprecedented opportunities, with the continuous improvement of digital infrastructure, the vigorous development of the digital economy, the shackles of physical space providing conditions for the development of mobile finance and smart finance, and the scale of the smart financial market continues to grow rapidly. For CCB Tibet Branch, digital transformation is a must-answer question rather than a multiple-choice question that needs to be solved urgently, and it is necessary to seize the window period of digital development in Tibet, give full play to the role of Tibet Branch as a financial frontier, and actively seek and promote reform.

Under the guidance of the Party Committee of CCB Tibet Branch, CCB Tibet Branch has clearly adhered to the business philosophy of overall leadership of the Party, user-centric, data- and technology-driven, ecological scenario operation, and openness, sharing and connection, promoted business digitization and data businessization in both directions, continued to innovate financial products and services that are more in line with the "Five Major Finances", achieved exponential growth of users and business, and built digital operation into the second development curve of CCB Tibet Branch. Clearly take "digital banking, digital connection, and digital empowerment" as the traction, break down departmental barriers, strengthen collaborative innovation between the front, middle and back offices, take ecological and scenario-based operations as a new model for providing financial services, promote customer acquisition, live customers and value release to be gradually realized in ecological scenarios, reshape business models, management models, risk control models, operation models, and service models, promote the integration of the digital economy and the real economy, and deeply embed financial services into the government, enterprises, and In the full-chain service scenario of the personal terminal, it realizes the comprehensive improvement of customer service experience, output efficiency of outlets, business operation efficiency and other capabilities, and drives digital operation with high-quality comprehensive financial services and leads high-quality development.

2. Reshape the organization to adapt to transformation, and digital operation requires synergy rather than a single point of effort. In order to coordinate and promote various aspects of digitalization, improve the efficiency of branch management, enhance strategic execution, promote innovation and change, and optimize the allocation of human resources, CCB Tibet Branch has built a characteristic "1+N+X" digital business model (among them, "1" is the leading unit of digital construction; "N" is the business department of digital operation; "X" is the flexible team of digital operation), and built a "Fintech and Digital Construction Committee, Supervisor of the Fintech and Digital Construction Office, and Chief Builder of the Leading Unit of Digital Construction". The main battle of the digital management department".

The Fintech and Digitalization Committee is responsible for coordinating the Fintech and Digitalization business strategy, target positioning, development direction and business strategy of the branch. As the "Chief Designer, Navigator and Innovator" of CCB's Tibet Branch's digital operation, the Fintech and Digital Construction Office is responsible for clarifying the overall digital planning, designing the digital operation blueprint, clarifying the focus of each stage, and leading each business department to implement innovative business scenarios.

It is clarified that the Digital Finance and Innovation Management Department, as the leading unit of digital construction, has changed from the traditional positioning of the data department of "undertaking needs and auxiliary support" to a new positioning of "coordinating needs, professional research, active undertaking and precise empowerment", and implemented team integration and precise empowerment in combination with the digital business direction of each business sector. Among them, a digital operation center has been set up under the digital construction office, which is responsible for implementing the tasks in key areas of digital operation, cooperating with various institutions to do a good job in the construction and operation of branch scenario platforms, organizing and implementing the pilot, promotion, transplantation and marketing of comprehensive financial services and new products, and participating in the operation with other digital operation departments in the form of flexible teams, undertaking relevant key task indicators, and promoting key tasks related to digital operation. For example, in the direct sales scenario, the business manager team in the flexible team is composed of direct sales managers who are temporarily dispatched by the branch to carry out centralized training in the digital operation center of the branch and provide customers with comprehensive financial services according to the marketing plan.

In terms of digital operation, the business department is usually responsible for direct contact and interaction with sub-branches and customers, and has a deeper understanding of customer needs and market trends. CCB Tibet Branch adopts a collaborative approach of "business department as the mainstay, supplemented by digital operation center" to carry out management and operation, and promotes the work with a combined business model of "digital operation flexible team front desk promotion, scenario platform operation middle platform empowerment" and "data governance, analysis and modeling background support", and gathers business, technology, and data talents who match the digital operation business field to form a business model with professional understanding of digital business scenarios. A talent team with data sensitivity and insight analysis capabilities, and professional application skills of digital tools, continues to provide professional and differentiated comprehensive financial services for the majority of long-tail customers.

Improve the governance system, improve the basic guarantee, and escort the digital operation

1. Build a closed loop, forge a sharp edge, and strengthen the foundation, and create a hexagonal governance system for digital operation. An efficient governance system is a necessary prerequisite for the realization of digital operation, and CCB Tibet Branch focuses on improving the digital operation governance system at three levels and in six aspects, namely "demand coordination, coordination mechanism, product innovation, data governance, technology application, and security assurance".

With demand coordination as an important starting point and a collaborative mechanism as the key throat, a closed-loop management model for digital operation is established. As a key node at the intersection of "business, data, and technology", enterprise-level demand management needs to be paid special attention. In order to solve the three major problems of "high-quality demand cannot be raised, complete demand cannot be gathered, and evaluation iteration is less closed-loop", CCB Tibet Branch has clarified the Digital Finance and Innovation Management Department as the enterprise-level digital operation demand coordination department, which undertakes the overall requirements of the digital operation of the head office, organizes various departments to carry out demand analysis, refinement and integration, implements full-process closed-loop management, establishes an operation monitoring and post-evaluation system, and strengthens the reuse, iteration and innovation of existing capabilities. Establish a cross-departmental, cross-line, and cross-level digital operation flexible team, centralized office, realize the centralized release of front, middle and back capabilities, and double the digital efficiency. When necessary, coordinate with the relevant departments of the head office to provide technical or resource support to form an organizational synergy. And in the iterative way of small steps and quick trial and error, we will tackle key scenarios and enhance the ability to quickly respond to the market and develop products and services. Through the establishment of a closed-loop and collaborative management mechanism, we ensure that the work is carried out with an "enterprise-level overall perspective, close cross-departmental collaboration, consistent digital thinking, and end-to-end monitoring and evaluation", so as to create a good start for digital operation.

With product innovation as the core carrier and digital tools as the strong edge, we will create a steady stream of digital business output capabilities. Under the three-in-one digital business strategy of "customer, product and channel", the product not only carries the bank's cognition and excavation of customer needs in the region, but also carries the bank's understanding and application of its current channel capabilities. Digital tools adapted to specific application scenarios can help banks achieve goals such as brand building and improving marketing conversion. Before the launch of digital operation, CCB Tibet Branch generally had problems such as insufficient awareness and learning of the existing product innovation achievements and digital tools of the head office, weak awareness of the ability to use products in actual combat and independent application of tools. CCB Tibet Branch's digital operation is not simply using digital technology and new channels to provide "traditional financial products and services", but relying on product innovation capabilities to continuously "debug and upgrade" to obtain characteristic products and services that are most suitable for user needs and channel potential, and integrate the advantages and value of digital tools and technologies into the overall plan of digital operation. Considering that CCB Tibet Branch is still in the exploration period of digital operation, the current product innovation management is more inclined to learn from and transplant existing excellent achievement cases to carry out "adaptive innovation", rather than "breakthrough innovation" from zero to one, and organize product innovation activities to form a product innovation idea library of Tibet Branch. In order to strengthen the application of digital tools in the whole bank, CCB Tibet Branch comprehensively sorted out the digital technology tools of the head office, built a digital tool library of the branch, classified and sorted out the existing systems, tools and cases, and set up a special column on the branch website to display them in a centralized manner, so as to provide a unified empowerment entrance for the grassroots level, effectively realize empowerment and reduce burden, improve work efficiency, and at the same time open up the "last mile" of digital tools to sink to the outlets, and conduct digital tool skills training for key users of the branch, so that users can master "what is the tool" Why use tools" and "how to use tools" to enhance digital thinking, enhance the enthusiasm and ability of branch employees to apply digital tools and systems, and truly match people, tools, and scenarios.

With data governance as a solid foundation and data security and personal information protection as compliance guarantees, we will consolidate the data foundation and compliance barrier for digital operations. Accurate and multi-dimensional data is the foundation and premise for efficient digital operation, and without a solid data foundation, digital operation is a source of water and a tree without roots. In the process of developing digital operations, the multi-scenario use of customer data and external data is becoming more and more frequent, and the data interaction with the government and third-party cooperative institutions is becoming more and more common, and the data compliance risks faced by the company are gradually expanding. CCB Tibet Branch's original data governance work was more regulatory compliance-oriented than business operation-oriented, and the results of data governance did not form an effective cycle with digital operation. In the process of exploring digital operations, CCB Tibet Branch changed its thinking on data governance, added business-oriented work objectives on the basis of regulatory compliance, identified key scenarios of digital operation and prioritized areas for data governance, and directly brought results to the business results of business departments through the improvement of data quality. Strengthen the integration and sharing of branch data, enhance the supply of external data, and provide timely and rich internal and external data support for product innovation and the development of digital business projects. While activating the potential of data elements, CCB Tibet Branch also adheres to the bottom line of data security, improves the data security system, continuously promotes the classification and grading of data security, strengthens the comprehensive self-assessment of data security, identifies data security management deficiencies and high-risk scenarios, strengthens the training and management of data security related to all employees, improves the level of data security management and professional ethics of personal information protection for all employees, and ensures that all employees can comply with relevant laws, regulations and management regulations in their work.

2. Attract talents, set up funds, and strengthen incentives to strengthen the bank's awareness of digital operation. Improve the mechanism for cultivating and introducing internal and external talents. Encourage the digital operation team to make full use of various learning tools and materials within CCB to deepen its digital operation capabilities; build a digital operation portal, integrate digital operation successful cases, operation plans, digital tools and user manuals on the portal to provide a unified entrance, and strengthen the digital operation culture atmosphere of the branches; combine "going out" and "bringing in", strengthen the exchange and learning of outstanding digital construction talents among brother branches, and invite digital experts inside and outside the bank to give lectures. Comprehensively improve the comprehensive skills of the digital team.

Set up a special fund to support digital operations. On the one hand, the special fund is used for the construction of the organizational structure and operation model, including the construction of flexible team office space and equipment purchase, the cost of on-site visits and research with Brother Bank, the cost of hiring external experts, and the cost of carrying out the construction of digital culture. In addition, the special funds are also used to ensure the implementation of the innovation incentive mechanism, incentives for the achievement of digital business indicators, and special awards and commendations.

Build an assessment and incentive guarantee that matches digital operation. For the digital operation center and the members of the operation center, establish a two-line assessment mechanism. On the one hand, the completion of the digital construction tasks formulated by the head office is assessed. On the other hand, detailed monitoring and evaluation indicators are formulated and evaluated for the business effectiveness of digital operations. In addition, in order to mobilize the enthusiasm of employees to carry out innovation and digital management, the "Innovation Contribution Award" and "Construction Effectiveness Award" have been set up to commend and reward advanced collectives and individuals who have made outstanding contributions.

Individual direct sales first, landing on the platform scene, and being a demonstration model of digital operation

In the initial stage of digital operation, it is very important to find the entry point and force point of the digital operation business field. In this regard, CCB Tibet Branch sorted out the potentially feasible scenarios based on the development strategy of the head office and the key documents issued by various departments of the head office, covering more than 20 potential scenarios of digital operation in the four major sectors of "corporate finance, personal finance, risk management, and technology channel transportation". Next, in order to further clarify the feasible scenarios, CCB Tibet Branch designed a set of in-depth research templates for digital operation business areas, and introduced a number of key indicators for the success of digital operation, such as "local strategic adaptation, whether there is tool support, whether there is successful experience of sister banks, business development and data guarantee", which are used to further screen and rank digital business scenarios to determine the priority of promotion. After that, the Digital Construction Office of CCB Tibet Branch and the business department conducted a survey on the current situation, jointly researched and determined the digital business scenarios, prepared the first draft of the pilot plan, and went to the brother banks with excellent implementation plans to conduct research on the spot, learn their advanced digital operation methods, and continue to polish the implementation plan based on the situation of the Tibet Branch.

After sufficient research and refinement of the plan, CCB Tibet Branch finally decided to take individual direct sales as the pilot scenario of digital operation, quickly set up a flexible digital operation team, established a comprehensive and accurate customer portrait of long-tail customers, distinguished basic customers from high-potential customers, and relied on the two major platforms of mobile banking and CCB Life to expand customer contact channels, build an online consumption scene ecology, and achieve larger-scale low-asset services. Weakly connect with customers, promote zero-asset customer service and consumer financial product service activation, and improve the conversion rate from high-potential customers to valuable customers.

In terms of the construction and promotion of the platform ecological scene, CCB Tibet Branch used large-scale events as a carrier to increase product exposure and enhance user participation. The opening ceremony of the Lhasa Summit Forum of the 2023 Global Digital Economy Conference was held at the Lhasa Cultural and Sports Center. In the process of participating in the forum, "CCB Life" attracted exhibitors to become "CCB Life" users by issuing exclusive coupons for digital summits and exclusive coupons for 717 purchase of affordable specific merchants, and made users willing to understand, use and like "CCB Life", so as to comprehensively enhance the sense of participation and experience of the people in the region in digital finance.

Through the pilot development of individual direct digital business scenarios, the feasibility of the work model was verified, and the digital operation demonstration method was solidified, so as to strengthen the confidence of the whole bank in digital operation. In the future, CCB Tibet Branch will transplant the digital business experience it has explored to key scenarios such as retail wealth management and hierarchical and hierarchical management of public enterprises, build an operational capability system, implement the key tasks of the "Five Major Articles" proposed by the Central Financial Conference, continue to provide customers with comprehensive financial services, and promote the high-quality economic development of the Tibet Autonomous Region.

(This article was published in the second half of February 2024)