3 Tactics to Accelerate a Digital Transformation

行為改變是一切改變的基礎。要想實現(xiàn)數(shù)字化轉型，企業(yè)不僅需要升級系統(tǒng)，還要確保員工擁有合適的工具并掌握使用方法，采取切實措施，通過不同方式幫助員工接受、應用相關技術。正如甲骨文公司（Oracle）的CEO薩夫拉·卡茨（Safra Catz）指出的那樣，“轉型最困難的地方不在技術因素，而是相關社會因素。”

Nothing changes unless people’s behavior changes. Sure, digital transformation requires that companies upgrade systems and make sure people have the right tools and know how to use them. But those investments only lead to transformation if they are coupled with serious work helping people adopt and?use?that technology in meaningfully different ways. Otherwise, you replace fax machines with email, email with Slack, Slack with neurologically transmitted messages (someday!), but still find past problems perpetuating. As Oracle CEO Safra Catz?notes, “The hard thing about these transformations isn’t the technology. It’s the sociology.”

如何鼓勵并賦能分散化的群體最大限度地利用新出現(xiàn)的數(shù)字技術？本文將以新加坡星展銀行（DBS）為例，研究其過去兩年向更分散化的遠程工作轉型的經驗。通過此次研究，我們可以得出數(shù)字化轉型的三大關鍵策略：利用技術替代技術、積極塑造日常行為、系統(tǒng)性地強化改變。

How do you encourage and enable distributed groups of people to get the most out of new digital technologies? Let’s consider a case study of how DBS Bank in Singapore managed the transition to more distributed, remote work over the past two years. [Disclosure: Scott’s firm, Innosight, has provided advisory services to DBS in the past. And Paul is currently an Advisor to DBS.] This case suggests three key tactics to enable successful digital transformation: use technology to make technology disappear, actively shape day-to-day behavior, and systematically reinforce desired behavior changes.

1）用技術替代技術

1) Use technology to make technology disappear.

保羅曾任新加坡星展銀行首席數(shù)據(jù)與轉型官超過十年時間，率領“未來工作”（Future of Work）團隊協(xié)助推動全體員工加速創(chuàng)新、應用前沿技術。

Paul served as the Chief Data and Transformation Officer for DBS Bank in Singapore for more than a decade. He led a team called “Future of Work” that helps to accelerate innovation and drive technology adoption across the workforce.

該團隊致力于利用技術打造流暢的人性化體驗，讓技術融入底層架構。和大多數(shù)銀行一樣，星展銀行非常注重安全。新冠疫情暴發(fā)后，居家辦公帶來了許多安全隱患，盜取屏幕快照等信息變得更為容易。

The team seeks to use technology to create friction-free, human experiences, where the technology itself disappears into the background. Like most banks, DBS is very security-conscious. The rise of people working from home in the wake of the Covid-19 pandemic has brought new security risks, such as the possibility of bad actors more easily taking photos of screens, to use one example.

正是出于這些顧慮，在疫情暴發(fā)前，星展銀行禁止大多數(shù)員工在家中訪問敏感系統(tǒng)。但隨著遠程工作需求增加，星展銀行也開始利用新技術（部分是為打擊信用卡詐騙而開發(fā)的）在不損害用戶體驗的前提下強化遠程工作的安全性。例如，星展銀行會在每位用戶的屏幕上添加“數(shù)字水印”或獨特圖案，使用復雜的人工智能技術檢測員工的異常操作，極大地簡化了訪問內部系統(tǒng)所需的雙重認證過程。員工基本感受不到這些底層技術，但可以借助這些技術隨時隨地享受同樣的訪問權限，正常使用相關工具和敏感信息。

Due to these concerns, DBS did not allow most employees to access sensitive systems from home prior to the pandemic. But with the increased need for remote work, DBS now uses new techniques — some of which were originally created to combat credit card fraud — to enhance the security of remote work, without compromising the user experience. For example, DBS now places a “digital watermark,” or a unique pattern, on each user’s screen. It uses sophisticated artificial intelligence to detect unusual employee behavior and has dramatically simplified the two-factor authentication experience required to access internal systems. These largely invisible background technologies allow employees to enjoy the same access to enabling tools and sensitive information, wherever they happen to be.

遠程辦公還帶來了另一項挑戰(zhàn)，即如何在缺少面對面交流的情況下調節(jié)員工情緒。為解決該問題，“未來工作”團隊利用自然語言處理算法創(chuàng)建了一個模型，通過定期的體驗調查及早發(fā)現(xiàn)員工對工作不滿的信號。該模型可以評估員工情緒，并對評論的特征進行分類和標注。該模型還配備有儀表盤，任何部門或團隊都可以查看各類別情緒的分析和趨勢，也可對評論內容進行深入研究。借助該方法，領導層可以清晰看到哪些問題最需要關注。

Another challenge brought about by the increase in remote work is getting a handle on employee sentiment without as much face-to-face interaction. To address this issue, the Future of Work team has built a model using natural language processing algorithms to spot weak signals of employee dissatisfaction in qualitative comments in regular experience surveys. The model assesses employee sentiment and categorizes and highlights patterns in qualitative comments. It features a dashboard so that any department or team can view sentiment analysis and trends across categories or drill down into word-for-word comments. This approach enables leaders to have a fine-grain view on what needs the most attention.

最后是如何利用技術找到未能滿足員工期望的內部工具。隨著工作模式更加多元化，員工為完成基礎工作所需的數(shù)字工具也更多樣化。星展銀行備有200多款應用，員工可以用其完成信用卡申請?zhí)幚恚诰€績效評估等各項工作。正如消費者可以在蘋果系統(tǒng)的App Store中給軟件打分，星展銀行的員工也可以對公司內部的應用做出評價。只要一款應用的用戶數(shù)超過100，且評分低于四顆星（滿分五顆星），開發(fā)者就必須解決用戶提出的問題。例如，曾有一款通過追蹤員工打開公司官方通信的次數(shù)，來衡量工作效率的應用，由于評分較低而暴露出嚴重的可用性問題，比如經常崩潰、界面混亂等等。開發(fā)團隊隨后對該應用進行了升級，成功將評分大幅提升到了四星以上。

A final example involves using technology to pinpoint internal tools that aren’t delivering against employee expectations. As employees work in a more hybrid fashion, they need a wider range of digital tools to help do basic work tasks. DBS has more than 200 applications that employees can use to do common tasks ranging from processing credit card applications to completing online performance reviews. Just as consumers rate games and productivity tools in Apple’s popular App Store, DBS employees rate their internal applications. For any application that has more than 100 users and less than a four-star rating (out of five stars), the app owner must address the identified challenges. For example, one app tracks the number of times employees open official corporate communications to measure their effectiveness. A low app store rating surfaced significant usability issues, such as frequent crashes and a confusing interface. The team upgraded the app and introduced training, boosting the score well above 4 stars.

2）積極塑造日常行為

2) Actively shape day-to-day behavior.

在《吃飯，睡覺與創(chuàng)新》［Eat, Sleep, Innovate，合著者包括斯科特在Innosight的同事娜塔莉·佩恩查德（Natalie Painchaud）和安迪·帕克（Andy Parker）］一書中，我們特別提到了，原本的工作習慣會阻礙組織行為的改變。我們過去為模擬技術所設計的流程或許并不適合新的數(shù)字技術。

In our book?Eat, Sleep, Innovate?(also co-authored by Scott’s Innosight colleagues Natalie Painchaud and Andy Parker), we noted that a significant barrier to behavior change in organizations is the inertia of old ways of doing things. Past processes designed for an analog world can conflict with digital technologies, leading to duplication of effort and significant employee frustration.

為應對此類問題，星展銀行設立了“怕輸委員會（Kiasu Committee）”?！癒iasu”是新加坡當?shù)刭嫡Z，含義類似于“害怕錯過”（疫情初期大家紛紛涌入超市搶購衛(wèi)生紙時，當?shù)厝藭f“為什么這么kiasu”）。“怕輸委員會”主席由星展銀行法律與合規(guī)事務負責人擔任，該委員會采取模擬法庭的形式，所有員工都可以對認為妨礙工作的政策或流程制定者提出“訴訟”?！芭銓張F”由不同級別的員工組成，共同商議是否應該進行調整。委員會最早做出的決定包括“取消‘批準提案必須有親筆簽名’的規(guī)定”，這一調整在整個公司引起了不小反響，也讓星展銀行的員工相信，公司愿意傾聽并解決他們的問題。

DBS has a mechanism to deal with this problem called the?Kiasu?Committee. Kiasu is local slang in Singapore, akin to the idea of the fear of missing out (when people stormed supermarkets early on in the pandemic to hoard toiler papers, locals would say, “Why so kiasu?”). The head of Legal and Compliance chairs the Kiasu Committee, which takes the form of a mock courtroom where any employee can “sue” the owner of a policy or process that they feel is getting in the way of getting work done. A mix of employees from a range of levels serve as the “jury,” collectively deliberating over whether a change should be made. One of the first decisions was to remove the need for physical signatures to approve a proposal. The approach caused quite a ripple through the company and gave DBS employees confidence that their issues would be heard and addressed.

此外，“未來工作”團隊還著力解決由遠程辦公增加而引發(fā)的新問題，例如“文化退化”。受明顯（無法私下聚會）或隱藏（缺少會議間歇溝通）因素影響，員工之間的聯(lián)系和歸屬感逐漸減弱，從而導致“文化退化”。

The Future of Work team has also focused on addressing new problems that arose with the rise in remote work, such as the “cultural decay” that comes when connectivity and community fray due to factors ranging from obvious ones (the lack of the ability to hold informal gatherings) to more subtle ones (the lack of buffers between meetings inhibiting informal human connection).

由于員工分散在各地，組織通過正式培訓向新成員傳授規(guī)范、以潛移默化的方式強化共同信念和愿景的機會（后者可能更為重要）自然受到限制，從而導致文化退化。新成員體驗不到長期存在的職場規(guī)律，比如開會時大家的座次，哪些話題可以在走廊里暢所欲言，哪些又應避免提及。

Digital dislocation can drive cultural decay by limiting opportunities to teach norms to new members formally, or, even more importantly, to reinforce shared beliefs and assumptions in subtle ways. For example, newcomers can’t watch longstanding, unstated rituals, like how people array around tables during meetings, or observe which topics of conversation flow naturally in the hallway, and which are avoided.

對此星展銀行制定了相應措施。例如為新員工提供正式的多媒體入職體驗，向新員工傳授文化轉型的關鍵要素。星展銀行總部有一面“轉型墻”，上面繪有每年的轉型亮點，以此為基礎，員工可以直觀地看到整體動態(tài)。員工在入職培訓中會看到這些轉型故事的數(shù)字版本，也會與銀行管理層進行一系列相關主題的討論。通過上述方式，員工不僅可以更全面地看到星展銀行的轉型過程，也可以迅速“見到”星展銀行的眾多高管。

DBS has developed specific rituals to address cultural decay. For example, it now offers a formal multimedia onboarding experience for new employees. The idea is to be very intentional about how DBS teaches key elements of its cultural transformation to new employees. The ritual builds off of a physical “wall of transformation” that DBS had in its headquarters providing a visual overview with year-by-year highlights of its transformation. The onboarding journey combines a digital version of this story with a set of curated discussions with DBS leaders. Not only does that provide a more complete picture of DBS’s transformation, it lets new employees quickly “meet” a range of leaders in the bank.

另一個示例是“會議簽到”制度，這一舉措借鑒了“敏捷開發(fā)原則”。會議開始時，參會者需要從1到10選一個數(shù)字描述自己的精神狀態(tài)，未給出7或8分的人員必須說明原因。另一種方法是在會議開始時詢問與會者對當前會議的投入程度，或者詢問“有沒有哪些因素會影響你參加會議的注意力”，由此創(chuàng)造機會讓與會者進行溝通，建立團隊同理心。有些部門還會用簡單的應用強化會議程序，定期跟蹤、校準數(shù)據(jù)。

Another example is “meeting check-in.” Borrowing from agile development principles, at the start of meetings, DBS asks people to pick a number from 1 to 10 describing their state of mind. Anyone who doesn’t give a 7 or 8 has to explain why. Another approach is to ask people at the start of meetings what percent present they are in the meeting or to ask, “Is there anything that will prevent you being fully present at this meeting?” creating opportunities for people to share humanizing factors that build team empathy. Some departments augment the in-meeting ritual with simple apps to regularly track and calibrate data.

“怕輸委員會”、線上入職儀式和會議簽到都是所謂“BEAN”模式，即“行為促進要素”“人為要素”和“推動要素”（behavior enablers、artifacts、nudge）的示例，結合了正式的行為促進要素（如核對清單或規(guī)定）和非正式的人為要素和推動要素（如圖像提醒）共同推動行為改變。

The Kiasu Committee, the virtual onboarding ceremony, and the meeting check-in are all examples of what we call?BEANs,?shorthand for behavior enablers, artifacts, and nudges. They combine a formal behavior enabler (like a checklist or a ritual) and informal artifacts and nudges (like a visual reminder) to drive behavior change. Our?article?“Breaking the Barriers to Innovation” provides a step-by-step guide for how to create BEANs.

3）系統(tǒng)性強化改變

3) Systematically reinforce desired behavior change.

與所有由數(shù)據(jù)推動的改進計劃一樣，“未來工作”團隊也面臨著自己的挑戰(zhàn)。例如評分較低時，應用開發(fā)者自然會想要進行辯駁、質疑評價數(shù)據(jù)是否有效，試圖隱藏負面信息，甚至通過偷偷提交匿名的正面評價來應付系統(tǒng)。

Like any data-driven improvement program, the Future of Work team has faced its challenge. For example, it was natural for app owners to respond to low ratings by getting defensive, challenging the validity of the data, trying to hide bad news, or even gaming the system by submitting anonymous positive reviews.

只有在設有強化機制、讓有關方面能夠聽到員工意見，并采取相應措施的情況下，讓更廣泛的員工群體發(fā)出更響亮聲音的方法才可能奏效。管理數(shù)字化轉型中的人員因素時，有關方面需要對期望的行為改變進行系統(tǒng)強化。

Approaches that have the potential to give a louder voice to broader groups of employees only work if there are reinforcing mechanisms to hear those voices clearly and act based on what they are saying. More broadly, managing the human side of digital transformation requires work to systematically reinforce desired behavior change.

在開展相關工作時，“未來工作”首先結合星展銀行的整體規(guī)劃開發(fā)了一種平衡各項因素的“計分卡”，用以衡量并管理轉型工作。星展銀行還修改了激勵措施，為整體的數(shù)字化轉型工作提供支持。例如，特定數(shù)字應用的使用和評分情況，會直接影響負責該應用的領導的業(yè)績評級和獎金。

For the Future of Work effort, that starts with connecting to an overall effort at DBS to have a balanced scorecard that measures and manages its transformation efforts. DBS also modified incentives to support its overall digital transformation efforts. For example, the usage and rating of a particular digital app directly impacts the performance rating and bonus of the DBS leader responsible for that app.

此外，星展銀行還創(chuàng)建了一套專門用于提升員工體驗的全新治理系統(tǒng)，“員工體驗委員會”，由公司主要高管擔任主席。收到員工發(fā)現(xiàn)的問題，如內部IT團隊的響應速度和遠程辦公負擔等，委員會先進行討論，隨后介入解決問題，提升員工的工作體驗。對于未達到目標門檻的申請，委員會將根據(jù)已確定的改進計劃審查改進進度。星展銀行正計劃將這一治理機制推向公司更基層，進一步壓實主體責任。

Additionally, DBS created a new governance system specifically related to the employee experience. The “Employee Journey Council,” chaired by key senior executives, discusses issues identified by employees such as the responsiveness of the internal IT team and the burden of remote working. The council then intervenes to improve the employee experience. For applications that are missing their target threshold, for example, the council scrutinizes progress against an identified improvement plan. DBS plans to drive this governance mechanism lower in the organization to further increase accountability.

星展銀行對自身的數(shù)字化轉型進行了詳盡的跟蹤和評估。2019年，星展銀行有78%的員工認為數(shù)字化工具提升了工作效率。到2021年，這一比例提升到了84％。之前提到的儀表盤上積極情緒增加了35％。在混合工作機制方面，2021年9月進行的一項調查發(fā)現(xiàn)，92％的員工表示對用于協(xié)助遠程辦公的各項技術感到滿意。

DBS carefully tracks and measures progress in its digital transformations. The percentage of employees who said that they strongly agreed with the statement that digital tools enhanced their productivity increased from 78% in 2019 to 84% in 2021. Positive sentiment measured with the dashboard mentioned above has increased by 35%. And, specific to hybrid work, a September 2021 dipstick survey found that 92% of employees said they were satisfied with the technology that helps them work remotely.

雖然對于星展銀行而言數(shù)字化轉型并不輕松，但人工智能的快速發(fā)展和開源解決方案可用性的大幅提高，大大降低了創(chuàng)建模型和后端工具的難度，進而降低了數(shù)字化轉型的難度。通過踐行本文介紹的策略，星展銀行順利過渡到了混合工作狀態(tài)，并再創(chuàng)佳績。其他組織的領導者同樣可以通過上述3種方式，加速自身的數(shù)字化轉型工作，收獲更高的員工參與度和工作效率。

While the journey hasn’t been easy for DBS, rapid advances in artificial intelligence and the availability of open-source solutions have significantly simplified the ability to create models and back-end tools to reduce the barriers to digital transformation. Following the tactics in this article have smoothed DBS’s transition to hybrid work and helped DBS continue to win regular accolades. Leaders at other organizations can similarly accelerate their own digital transformation efforts by using technology to make technology disappear, actively shaping day-to-day behavior, and systematically reinforcing behavior change. The payoff in the forms of higher engagement and improved productivity is well worth it.

斯科特·安東尼是增長戰(zhàn)略咨詢公司Innosight的高級合伙人，也是《吃飯，睡覺與創(chuàng)新》一書合著作者。保羅·科班是新加坡星展銀行的前任首席數(shù)據(jù)與轉型官，是《吃飯，睡覺與創(chuàng)新》一書的合著作者。

斯科特·安東尼（Scott D．Anthony） 保羅·科班（Paul Cobban）| 文??

馮豐 | 譯?? 劉雋 | 校?? 孫燕 | 編輯