新冠疫情揭示了数字“核心”对企业的重要价值
事实证明，业务敏捷是所有行业成功的基石。过去一年来，供应链、劳动力以及经济大受影响，但企业转型能力和创新能力对于支撑业务发展早已必不可少。因此，我们可以看到越来越多的公司创新运营方式，当然这些都以技术投资为基础，创造了许多令人难以置信的变革故事，再次证明了数字核心对企业未来的成功十分重要。
BMC公司早已向自治的数字化企业（Autonomous Digital Enterprise）进发，所谓的自治数字化企业就是在各个方面都采用人工智能、科技系统。然而，新冠疫情突如其来，要求企业迅速调整战略。于是，我们迅速把业务重心转向助力客户更好地发挥它们的数字核心。我们深知自己的责任就是支持客户远程工作、提供IT分布式系统、助力客户成功运营。在此基础上，我们与一些全球最大客户的关系也发生了改变。如今，得益于我们对疫情爆发初期的迅速反应，我们会继续与这些客户加强合作，满足客户需求，助力它们的业务成功转型。
我们制定了坚实可靠的战略，并且会继续实施这一战略，同时能够做到顺时而变，保证可以应对重大的全球挑战和行业挑战。作为战略性技术合作伙伴，我们的战略调整也在重塑我们助力客户成功转型的方式。
成功转型对于各个行业的影响显而易见。
坦帕综合医院（Tampa General Hospital）就是在医疗服务方面的一大典例。该医院采用了BMC Control-M自动化技术应用，大大提高了内部的运营效率。坦帕综合医院能够协调来自医院内外数十个工作流数据，帮助医院的分析团队专注于患者护理服务和医院高效运营。
2020年3月，坦帕综合医院的分析团队认为，有必要在坦帕地区50多家医院系统中进一步扩展数据共享能力，从而在疫情日益严峻的情况下更好地为患者提供护理服务。于是，分析团队创建了自动化工作流，对重症监护设备的使用情况和可用数量、工作人员和专家可调配数据进行共享，同时预测整个地区的医疗状况。快速调整医院内部重点，支持整个社区的医疗需求，要想实现这一转变，只有在技术上进行审慎投资，并有能力在新的案例中积极利用这些技术才有可能做到。现在，众所周知，坦帕综合医院不仅是屡获殊荣的医疗提供者，同时还是医疗服务的创新者。
不仅是资金雄厚的大型科技投资企业需要具有核心转型的能力，中小型零售企业、餐馆和酿酒厂也需要迅速做出转变，重新考虑自己的商业模式。许多企业早已对线下业务进行数字化改革或投资数字商业模式，现在它们迅速转向提供在线销售、外卖和本地送货等服务，从而维持运营。
连锁零售商Snipes USA，拥有100家门店，在疫情期间收入反而有所增长。人们对休闲服装的兴趣与日俱增，该公司积极把握这一趋势，通过技术投资更好地管理库存，而且为客户创造了卓越的在线购物体验。在短短的两天内，公司利用现有和全新的技术投资，业务模式迅速从线下销售转向在线零售，结果成绩斐然，数据驱动的个性化在线客户体验、无缝支付交易以及优化供应、物流等服务全都涵盖在内。
当然，并非每家企业都这么幸运，转型成功。去年9月《财富》杂志上的一篇文章称，预计2020年有近10万家企业永久倒闭。技术不一定可以挽救所有企业。但是，能够充分利用技术的速度和效率支持企业重心、运营进行转型，已经证明在助力企业保持开放方面具有显著价值。
颠覆已经成为常态。作为领导者，必须通过敏捷性、以客户为中心和数据驱动的方式打造业务，以便在必要之时支持核心业务转型。
技术战略与以敏捷、以客户为中心和可执行的洞察力为基础的业务战略协调一致、相互交织，可以为企业未来的成功奠定基础。这三大特征是每一家自治数字化企业的核心。每家自治数字化企业都建立在共同的运营原则和技术原则之上，从而支持业务快速转型发展。自治数字化企业尽可能利用人工智能和自动化技术来替代重复的人工低效工作，尽可能减少交互，提高系统运行效率。这有助于构建企业成功所需要的规模和弹性，并在必要时刻做出快速反应。
当然，自动化技术和人工智能应用越来越广泛，就会对人才和文化造成一定挑战。但我想说明的是：自治数字化企业是将人才和技术结合在一起，发挥其最大价值。自动化技术的广泛使用能够让人们有机会从事更高层次的工作，创造性地解决问题，进一步推动企业创新。
这一点在坦帕综合医院和Snipes两个例子中显而易见。对坦帕综合医院来说，数据收集和验证的手动过程完全自动化，大大节省了支持医院运营洞察分析的时间。利用技术在坦帕地区构建的医院网络，可以满足该地区的患者需求，预测可能存在的挑战。就Snipes而言，使用软件能够自动检测出使用欺诈性信用卡的购买用户，大大解放了客服员工，这样他们可以专注提升客户体验。
如今经济继续转型，回到疫情爆发之前的增长状态，事实证明，实施旨在快速转型的技术和商业战略十分有价值。随着每一次市场动荡和行业变革，对那些足够灵活、能够迅速应变和采取行动的企业来说，会有大把机会涌现。时代风云变幻，要想获益最大的未来企业要在未来不断革新，成功运营自己的业务，迈向自治的数字化企业。（财富中文网）
艾曼·赛义德是BMC Software公司的首席执行官。
译者：三叠瀑
事实证明，业务敏捷是所有行业成功的基石。过去一年来，供应链、劳动力以及经济大受影响，但企业转型能力和创新能力对于支撑业务发展早已必不可少。因此，我们可以看到越来越多的公司创新运营方式，当然这些都以技术投资为基础，创造了许多令人难以置信的变革故事，再次证明了数字核心对企业未来的成功十分重要。
BMC公司早已向自治的数字化企业（Autonomous Digital Enterprise）进发，所谓的自治数字化企业就是在各个方面都采用人工智能、科技系统。然而，新冠疫情突如其来，要求企业迅速调整战略。于是，我们迅速把业务重心转向助力客户更好地发挥它们的数字核心。我们深知自己的责任就是支持客户远程工作、提供IT分布式系统、助力客户成功运营。在此基础上，我们与一些全球最大客户的关系也发生了改变。如今，得益于我们对疫情爆发初期的迅速反应，我们会继续与这些客户加强合作，满足客户需求，助力它们的业务成功转型。
我们制定了坚实可靠的战略，并且会继续实施这一战略，同时能够做到顺时而变，保证可以应对重大的全球挑战和行业挑战。作为战略性技术合作伙伴，我们的战略调整也在重塑我们助力客户成功转型的方式。
成功转型对于各个行业的影响显而易见。
坦帕综合医院（Tampa General Hospital）就是在医疗服务方面的一大典例。该医院采用了BMC Control-M自动化技术应用，大大提高了内部的运营效率。坦帕综合医院能够协调来自医院内外数十个工作流数据，帮助医院的分析团队专注于患者护理服务和医院高效运营。
2020年3月，坦帕综合医院的分析团队认为，有必要在坦帕地区50多家医院系统中进一步扩展数据共享能力，从而在疫情日益严峻的情况下更好地为患者提供护理服务。于是，分析团队创建了自动化工作流，对重症监护设备的使用情况和可用数量、工作人员和专家可调配数据进行共享，同时预测整个地区的医疗状况。快速调整医院内部重点，支持整个社区的医疗需求，要想实现这一转变，只有在技术上进行审慎投资，并有能力在新的案例中积极利用这些技术才有可能做到。现在，众所周知，坦帕综合医院不仅是屡获殊荣的医疗提供者，同时还是医疗服务的创新者。
不仅是资金雄厚的大型科技投资企业需要具有核心转型的能力，中小型零售企业、餐馆和酿酒厂也需要迅速做出转变，重新考虑自己的商业模式。许多企业早已对线下业务进行数字化改革或投资数字商业模式，现在它们迅速转向提供在线销售、外卖和本地送货等服务，从而维持运营。
连锁零售商Snipes USA，拥有100家门店，在疫情期间收入反而有所增长。人们对休闲服装的兴趣与日俱增，该公司积极把握这一趋势，通过技术投资更好地管理库存，而且为客户创造了卓越的在线购物体验。在短短的两天内，公司利用现有和全新的技术投资，业务模式迅速从线下销售转向在线零售，结果成绩斐然，数据驱动的个性化在线客户体验、无缝支付交易以及优化供应、物流等服务全都涵盖在内。
当然，并非每家企业都这么幸运，转型成功。去年9月《财富》杂志上的一篇文章称，预计2020年有近10万家企业永久倒闭。技术不一定可以挽救所有企业。但是，能够充分利用技术的速度和效率支持企业重心、运营进行转型，已经证明在助力企业保持开放方面具有显著价值。
颠覆已经成为常态。作为领导者，必须通过敏捷性、以客户为中心和数据驱动的方式打造业务，以便在必要之时支持核心业务转型。
技术战略与以敏捷、以客户为中心和可执行的洞察力为基础的业务战略协调一致、相互交织，可以为企业未来的成功奠定基础。这三大特征是每一家自治数字化企业的核心。每家自治数字化企业都建立在共同的运营原则和技术原则之上，从而支持业务快速转型发展。自治数字化企业尽可能利用人工智能和自动化技术来替代重复的人工低效工作，尽可能减少交互，提高系统运行效率。这有助于构建企业成功所需要的规模和弹性，并在必要时刻做出快速反应。
当然，自动化技术和人工智能应用越来越广泛，就会对人才和文化造成一定挑战。但我想说明的是：自治数字化企业是将人才和技术结合在一起，发挥其最大价值。自动化技术的广泛使用能够让人们有机会从事更高层次的工作，创造性地解决问题，进一步推动企业创新。
这一点在坦帕综合医院和Snipes两个例子中显而易见。对坦帕综合医院来说，数据收集和验证的手动过程完全自动化，大大节省了支持医院运营洞察分析的时间。利用技术在坦帕地区构建的医院网络，可以满足该地区的患者需求，预测可能存在的挑战。就Snipes而言，使用软件能够自动检测出使用欺诈性信用卡的购买用户，大大解放了客服员工，这样他们可以专注提升客户体验。
如今经济继续转型，回到疫情爆发之前的增长状态，事实证明，实施旨在快速转型的技术和商业战略十分有价值。随着每一次市场动荡和行业变革，对那些足够灵活、能够迅速应变和采取行动的企业来说，会有大把机会涌现。时代风云变幻，要想获益最大的未来企业要在未来不断革新，成功运营自己的业务，迈向自治的数字化企业。（财富中文网）
艾曼·赛义德是BMC Software公司的首席执行官。
译者：三叠瀑
Business agility has proven to be a cornerstone of success in any industry. The past year has made the ability to pivot and innovate—despite supply chain, workforce, and economic disruptions—an absolute business necessity. And as a result, we’re seeing increased innovation in how companies operate, all built on technology investments with incredible stories of reinvention that attest to the importance of the pivot for future success.
BMC was already on a path to becoming what we call an Autonomous Digital Enterprise (ADE)—an organization that embraces intelligent, tech-enabled systems across every facet of the business. But the outbreak of COVID-19 required us to make quick adjustments. We quickly pivoted our business to focus on helping our customers make their pivots. We knew we had a responsibility to support our customers’ transitions to remote working, dispersed IT and operations. Making this pivot shifted our relationship with some of our largest, global customers, and today, we continue to partner on their transformation efforts—building on the quick response to support their needs when the pandemic began.
We had a solid strategy, and we continue to execute on it, but making a quick shift that allowed us to support a major global and industry challenge is reshaping how we move forward as a strategic technology partner to our customers.
The impacts of successful pivots are evident across industries.
Tampa General Hospital (TGH) is a great healthcare example. TGH adopted BMC Control-M automation technology to support internal operational efficiency. The hospital was able to orchestrate data from dozens of workflows inside and outside of the hospital so that its analytics team could focus on patient care and hospitals operations.
In March 2020, the TGH analytics team saw a need to extend their technology capabilities for data sharing across the Tampa-area hospital system of more than 50 hospitals for better patient care amid the rising pandemic. The team created the automated workflows to share data on critical care equipment and availability, staff and expert availability, as well as forecasting capabilities to support the entire region. A quick pivot from internal focus to supporting the healthcare needs of their entire community was only possible because of the thoughtful investment in technology and the ability to leverage that investment for a new use case. TGH is now not only recognized as an award-winning healthcare provider, but also regarded as an innovator in health services.
The ability to pivot is not just applicable to large organizations with deep pockets for technology investments. Small and medium-sized retailers, restaurants, and breweries have also had to shift quickly to rethink their business models. Those who had started to digitize their in-person business or had invested in a digital model quickly shifted to online sales, takeout, and local delivery services to stay afloat.
Snipes USA, a chain retailer with 100 stores, has seen an uplift in its revenues during the pandemic. The company was able to capitalize on a movement toward and growing interest in leisure wear, and better managed its inventory with an investment in technology that created a transcendent customer experience in digital and online shopping. New and existing investments in technology paid off as the business did a quick pivot from an in-person sales focus to online retail in just two days—implementing everything from a data-driven, personalized customer experience online to seamless payment transactions and optimized supply and logistics.
Not every business has been so lucky. A September Fortune article estimated that nearly 100,000 businesses that shut down in 2020 are permanently out of business. And technology would not have necessarily saved them all. But the ability to pivot an organization’s focus and execution, with technology supporting speed and efficiency in the process, has demonstrated a clear value in helping businesses stay open.
Disruption has become the norm more than anything else, and as leaders, we must build our business to be agile, customer-centric, and data-driven to support pivots as needed.
A technology strategy that is aligned to and intricately woven into a business strategy built on agility, customer-centricity, and actionable insights can set up a company for future success. These three characteristics are at the heart of every Autonomous Digital Enterprise. Every ADE is founded on common operating principles and technology tenets to support quick business pivots. An ADE takes advantage of artificial intelligence and automation wherever it can to eliminate manual repetitive tasks and run systems with as little interaction as possible. This helps build the scale and resiliency needed to be successful and react or respond quickly when required.
Naturally, the increased use of automation and A.I. will bring challenges in talent and culture. But let me be clear: An ADE maximizes the value of people and technology together. The liberal use of automation will give people the opportunity to work on higher order work that solves problems creatively and drive innovation in the organization.
We can see this playout in the TGH and Snipes examples. For TGH, the manual process of data collection and validation was automated, cutting down the time needed to generate the insights that supported hospital operations. When applied across the Tampa area network of hospitals, healthcare providers could support the area’s patient needs and anticipate possible challenges. At Snipes, the use of software to automate detecting fraudulent credit card purchases freed up customer service employees to focus on the customer experience.
As the economy continues to shift and return to a pre-pandemic, growth-oriented state, embracing a technology and business strategy designed for quick pivots will continue to prove valuable. With every market disruption and industry shift, opportunities will emerge for the organizations that are nimble enough to recognize and act quickly. The future enterprise that will gain the most during changing times will be the one that can successfully run its business as it continues to reinvent for the future—the Autonomous Digital Enterprise.
Ayman Sayed is the CEO of BMC Software.
