发帖
雷达卡
扩大XaaS
Transforming your business to market, sell, and transact as-a-service offerings
将您的业务转变为市场、销售和交易即服务产品
Shifting to as-a-service offerings can drive new value creation for digital industrial transformation—but can also potentially complicate those efforts. This article, sixth in a series, discusses how to align XaaS with transformation.
向服务型转变可以推动数字产业转型的新价值创造，但也可能使这些努力复杂化。本文是系列文章的第六篇，讨论如何将XaaS与转换对齐。
Introduction
介绍
IS your company shifting its offering portfolio toward anything-as-a-service (XaaS)? If yes, are you prepared to transform your business capabilities to market, sell, deliver, support, and manage these types of offerings at scale? Once you have undergone the process of defining your strategic guardrails, business model, capabilities, and operating model requirements—no small accomplishment—it is time to fuel the transformation engine and put in place the people, processes, and technologies to scale with XaaS in the market (see figure 1).
贵公司是否正在将其产品组合转向“随叫随到”服务（XaaS）？如果是，您是否准备将您的业务能力转换为大规模的市场、销售、交付、支持和管理这些类型的产品？一旦您完成了定义战略护栏、业务模型、能力和操作模型需求的过程，就应该为转换引擎提供燃料，并将人员、流程和技术部署到位，以便在市场上与XaaS一起进行扩展（请参见图1）。
Getting the execution right is critical for an XaaS transformation. A transformation strategy, as explained in our previous article on how to set a digital transformation north star,1 becomes meaningless if the organization fails to carry it out with intention, urgency, and commitment. Many companies struggle with decisive execution given the unique complexities of XaaS transformations that proliferate in this phase of the digital industrial transformation journey. These complexities make companies less than optimally prepared to overcome operational inertia. In a recent study, only 20.7 percent of manufacturing executives rated their companies as “highly prepared” to address the emerging business models that the Fourth Industrial Revolution demands.2
正确执行对XaaS转换至关重要。正如我们在上一篇关于如何设置数字转型北极星的文章中所解释的那样，如果组织未能有意图、紧迫性和承诺地实施转型战略，1将变得毫无意义。鉴于XAAS转型在数字产业转型旅程的这一阶段扩散的独特复杂性，许多公司都面临着决定性的执行。这些复杂性使得公司无法更好地克服业务惯性。在最近的一项研究中，只有20.7%的制造业高管认为他们的公司“准备充分”，能够应对第四次工业革命所要求的新兴商业模式
Inside XaaS transformation
内部XaaS转换
What is driving this complexity—and the common sentiment of feeling unprepared? Based on our experience working directly with industrial technology companies in transformation settings, there are five main characteristics of XaaS transformations that must be addressed for successful execution.
是什么驱动了这种复杂性和那种没有准备的共同情绪？根据我们在转换环境中与工业技术公司直接合作的经验，XaaS转换有五个主要特征，必须解决才能成功执行。
Diverse solution components: XaaS solutions combine hardware, software, and services—traditionally sold separately—into a single customer offering. Industrial companies may think of this as marrying digital information to the physical act of manufacturing. As we discuss in this series’ first article,3 value is migrating away from the physical and more toward the data and insights generated from a combination of the physical, software, and services.
不同的解决方案组件：XaaS解决方案将硬件、软件和传统上单独销售的服务组合到一个客户产品中。工业公司可能认为这是将数字信息与制造业的实际行为相结合。正如我们在本系列的第一篇文章中所讨论的，3价值观正在从物理的向数据和洞察的转移，这些数据和洞察是由物理、软件和服务的组合产生的。
Intricate dependencies: In our first article, we also explain how standing up a digital industrial operation involves fundamental shifts across all aspects of a business. The businesswide nature of these transformations highlights the dependencies that exist across the transactional value chain, making timelines and dependency management critical for execution success.
错综复杂的依赖关系：在我们的第一篇文章中，我们还解释了如何建立一个数字工业运营涉及到一个企业所有方面的根本性转变。这些转换的全业务性质突出了事务价值链上存在的依赖关系，使得时间表和依赖性管理对于执行成功至关重要。
External ecosystems: Suppliers and channel partners play an increasingly important role in defining what processes and automation are necessary. In our recent article on digital transformation as a path to growth,4 we discuss how HPE built a robust partner ecosystem as part of its digital transformation in order to round out its own capabilities. These new partner ecosystems introduce ways of working and transactional complexities that all players must learn to navigate.
外部生态系统：供应商和渠道合作伙伴在确定哪些流程和自动化是必要的方面发挥着越来越重要的作用。在我们最近一篇关于数字转型作为增长途径的文章中，4我们讨论了HPE如何构建一个强大的合作伙伴生态系统，作为其数字转型的一部分，以完善其自身能力。这些新的伙伴生态系统引入了工作和交易复杂的方式，所有玩家都必须学会导航。
Significance of customer value: Leaders should look to redefine customer relationships to place customers at the center of innovation. In our article on setting a transformation north star,5 we talk further about how to address the daunting task of setting a transformation vision and specifically about how evolving customer expectations may be at the heart of a company’s imperative to change.
顾客价值的意义：领导者应该重新定义顾客关系，把顾客放在创新的中心。在我们关于设定转型北极星的文章5中，我们进一步讨论了如何解决设定转型愿景的艰巨任务，特别是如何将不断变化的客户期望作为公司变革必要性的核心。
New synergies: By establishing partnerships between product development and back-office functions, organizations can enable new synergies to accelerate XaaS offers’ time-to-market for diverse customer segments. Our article on architecting an operating model6 provides insight into designing operating models that break down functional silos to enable these types of synergies across the business.
新的协同效应：通过在产品开发和后台功能之间建立伙伴关系，组织可以实现新的协同效应，以加快XaaS为不同客户群体提供的上市时间。我们关于构建操作模型的文章6提供了对设计操作模型的深入了解，这些操作模型可以分解功能竖井，从而在整个业务中实现这些类型的协同作用。
DI_TMT-XaaS-transformation.pdf
(2.05 MB, 需要: 5 个论坛币)
京公网安备 11010802022788号
