L Group is a large conglomerate. With the acceleration of the group's digital transformation process, how to ensure that the digital implementation process is not compromised, and the landing efficiency and effect are controllable? To this end, L Group chooses to join hands with AMT Qiyuan to carry out the whole process management cooperation of digital transformation after digital planning cooperation.
In the one year of the project, the joint project team formed by AMT Qiyuan and L Group mainly focused on making up for shortcomings and laying the foundation, and only carried out effective whole-process management for the implementation of the group's digital system construction, and continued to promote data governance projects and improve infrastructure capabilities in the process of system construction, so as to provide data support and hardware guarantee for the further promotion of digital construction. Next, let's take a look at the specific results of digital whole-process management.
First, the realization of efficient management decision-making auxiliary function
► BI system and engineering system provide one-stop data services for management by integrating and sorting out key business data.
Before the BI system was launched, the way the management understood the operation of each sector mainly relied on the data display of the regular planning meeting and the direct report of the business department, the former template has been fixed, and the latter requires the leadership to take the initiative to ask for the required data, so the flexibility and timeliness of the data are slightly lacking, and it is difficult to form the accumulation of data. After research and construction, the BI system has launched more than 100 indicators, showing the overall operation of the group through personalized visual charts, including key data such as operating income and completion rate of major sectors such as finance and marketing. The data of different time dimensions such as year-on-year comparison helps the management to understand the overall operation of the company and each segment more intuitively.
Second, the operational efficiency of business processes has been greatly improved
► System upgrade and process optimization have effectively improved the efficiency of the company's business processes.
For example, after the BI system is launched, the system automatically generates part of the data through the online data filling of the regular planning meeting, simplifying the offline statistical work that the business department originally took 1-2 days to complete, reducing the workload reported by each business department, and also reducing the workload that originally took 2-3 days to collect data, summarize data and make reports to only ten minutes for final review; in addition, the automatic data verification function of the system improves the data verification efficiency of each department.
After the "overtime reminder" function was added to the OA system, the number of overtime processes was reduced by more than 100 in a single month, which significantly improved the timeliness of the approval process.
At the same time, the shift from offline to online supplier evaluation not only ensures data traceability, speeds up the evaluation process, but also shortens the time for questionnaire preparation and the issuance of result analysis reports.
3. Through the process solidification, the duplication of work is effectively avoided
With the launch of the project management system and contract management system, the legal management process and engineering business process have been solidified. The original documents such as emails and offline forms are disassembled and precipitated in a structured manner to avoid duplication of work and clarify the work process, so that business managers and leaders can see the business execution at a glance, and effectively improve the efficiency and accuracy of cross-departmental collaboration.
Fourth, the automatic accumulation of data is realized and data assets are formed
► Data accumulation is the foundation of digital work, which can promote the summary and reuse of experience.
With the launch of the BI system, the data filled in for each regular planning meeting can be accumulated in the background, which not only enriches the quantitative data of the BI system, but also improves the feasibility of data analysis from different time dimensions.
The project management system realizes the accumulation of master data by cleaning and integrating key data such as basic information and progress stages of many projects, ensures the rapid deployment of business kanban, and provides solid data support for decision-making in multiple scenarios.
The contract management system has imported tens of thousands of contract ledger data, which contain all kinds of detailed contract information, providing support for better contract management and risk control.
Fifth, the ability to manage and control risks has been improved
► Since the implementation of digital transformation, the online business process has enhanced the overall risk management and control capabilities of the Group.
For example, after the contract system was launched, hundreds of standard contract clauses and template options were solidified, the company's contract text format was unified and standardized, and the rigor and standardization of contract review and management were enhanced, thereby strengthening the company's legal supervision efficiency at the source.
In addition, since its launch, it has successfully controlled a number of case data, which has greatly improved the efficiency of case processing, reduced the risks caused by improper business operations, and provided a strong guarantee for the company's stable operation.
6. Form a unified data language within the group
► A key step in the Group's digital transformation strategy is to unify the language of data.
Through the data governance project, the core data sources such as the service provider information database, the financial revenue and expenditure information database, the contract counterparty information database and the marketing customer information database are effectively integrated to build a comprehensive and authoritative customer master database, and formulate new standards and distribute them to all subordinate business systems to ensure the uniformity of data entry and use of each business department.
At present, it has collected more than 100,000 merchant domain data of the group, completed the cleaning of the name and code of the B-end master data, and solidified nearly 20,000 valid merchant data.
7. Mining data resources to help business expansion
In this cooperation, the potential of internal digital resources has been deeply explored. On the one hand, the merchant master data database sorted out by the data governance project comprehensively covers all business partners of the company, and at the same time, it also builds a rich and diversified investment resource pool for the group, which strongly supports future business development and customer strategic cooperation. On the other hand, the upgrade of the specific business system realizes the systematic sorting and analysis of customer information and business data, effectively identifies a number of potential key customers with high value, provides accurate data guidance for the group to expand and maintain the key customer relationship network, and helps the group build a large circle of friends.
In the future, in addition to continuing to lay the foundation for the business, make up for shortcomings, and accumulate data, the digital transformation work of L Group will also focus on the construction of a large membership platform, a customer service platform, and an asset management system, as well as empowering the Group's follow-up ESG work, so as to provide digital empowerment for the Group to take stock and revitalize existing resources and attract investment and stabilize business. AMT will continue to provide full escort for the group's digital transformation!
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