所謂"企業數位轉型"

工業4.0之後，時不時就會聽到的大詞是"數位轉型"，有些公司只是嘴砲，搖旗吶喊者居多，有些則是認真地成立"委員會"，"專案"認真探索如何轉型。

這個風潮來自手機網路，社群媒體，BIG DATA，AI的興起，企業的經營與商業逐漸受到影響，而2020之COVID-19是更無情的衝擊。企業一方面積極探索新的商業機會，商業模式，一方面也擔心所在產業是否會一夕變天，更有甚者，因為疫情而來的居家辦公模式(WFH)，恐怕也令企業痛苦地看到自己的軟肋，不得不採取行動。也就是說，一方面，經營者考慮企業是否能抓住、引領、因應外部環境的改變、衝擊而產生(或消失)的機會；另外，企業內部需要甚麼樣營運、組織、文化來面對新的環境，則是經營者的艱鉅挑戰。

下面這篇文章把數位化劃分成三階段：數位化（Digitalization），數位優化（Optimization），數位轉型（Digital Transformation）。並且說，"7成的台灣企業，仍處於「數位優化」這個階段"。

個人以為可能很多企業還是處於「數位化」不成熟的階段，還在努力引進業界10幾年的技術，就好像是處於工業2.0時代的公司也在大聲吆喝工業4.0一樣。究其實，經營者看"數位"，從來是"必要的(法令等)"支出，而非帶來更多收入，更不是生產力促進的投資，也因此IT部門可能更趨於保守與避害。

轉型的5大切入面向：商業模式，顧客體驗，營運優化，組織工作，文化心態。

7成企業數位轉型腳步跟不上！該從哪裡著手？5面向組織改造怎麼做？ 

從個人的觀點看所謂的"數位轉型"，一方面是要不斷地精進知識與技能，另外，須了解企業內外大環境的趨勢，以免在"企業變革"中找不到自己的位置。

懂，不懂

主管在團隊內引入資深成員，希望他能為年輕的團隊成員帶來正面的影響力。這個多年經驗的工程師，除了得適應新環境之外，主管還發現來自年輕世代對他的不信任與質疑，甚至在團隊內產生對立。最終，主管不得不介入，把他調離。

常常是老闆找來一個資深專家，履歷漂亮，通常可以看到很多有名的公司、技術、產品、專案。團隊成員大概會先觀望這"何方神聖"到底有何能耐，可能的情況是這資深成員宣稱自己懂很多，實際執行情況卻不理想，太多的時間用於"防衛(Defense)"，而不是團隊所需要的互相支持。

聽起來很熟悉的情節！從兩方面看這問題，第一，該員是否適任，除專業能力外，其態度、性格是否能與團隊融入，這是招募時要考慮的問題。第二，該員是否已準備好如何融入，尤其是心態上的，比較好的途徑是抱著謙虛及與人為善的態度與團隊共事，以互相了解而非批判為起點，以開放而非防衛的心態面對專案。

所謂的"專家"，我認為是看問題、處理問題的態度與方法，而非懂與不懂的問題。要大方的承認自己不懂好像很困難，尤其是怕別人以為這麼簡單都不懂，或是說連基本常識(Common Sense)也不懂。業內的基本常識當然是必備的，如果真不懂---比如轉到不同產業，不妨大方地承認，並且趕快補起來。

專家懂得他領域內的一些小事，而對這世界上其他的浩瀚知識，我們最好說不懂。

老車夫的熱情

前面老車夫一臉風霜，汗流浹背，手上仍然使勁地拉著，車上一夥年輕新貴，手裡數著花花的鈔票，直嚷嚷，久了還真沒意思，找一站我們下車，別再那麼辛苦啦，一定要好好地玩一玩。

「一定得完成這趟任務啊!」老車夫心裡盤算著，幾年的辛勞不能毀於一旦，車上那幾個小夥子，運氣是比自己好，早早地入行，也攢了一桶金。

老車夫想著「照眼下的狀況，即使小夥子走了，這活我還得幹個幾年，等待好時機，好好地賺一筆，自己也可以清閒。」

老車夫近來老覺得這活辛苦，也不是說力不從心，只是當年的同伴紛紛走人，如今這世道是連眼前這幫小夥子也想下車了，儘管一路上給大夥帶路的老師傅也還在岡位上。

想起剛入行時的熱情，老車夫看著身邊默默工作著的老師傅，搖搖頭，罷了罷了。

九陰真經與The Zen of Python

先說金庸小說射鵰英雄傳裡一段故事，黃蓉使詐，騙歐陽鋒逆練九陰真經走火入魔的情節，有一段黃蓉故意胡謅一通，直令西毒先生抓破頭，仍是不知所云。

這可跟The Zen of Python對比：

• Beautiful is better than ugly.
• Explicit is better than implicit.
• Simple is better than complex.
• Complex is better than complicated.
• Flat is better than nested.
• Sparse is better than dense.
• Readability counts.
• Special cases aren't special enough to break the rules.
• Although practicality beats purity.
• Errors should never pass silently.
• Unless explicitly silenced.
• In the face of ambiguity, refuse the temptation to guess.
• There should be one-- and preferably only one --obvious way to do it.
• Although that way may not be obvious at first unless you're Dutch.
• Now is better than never.
• Although never is often better than *right* now.
• If the implementation is hard to explain, it's a bad idea.
• If the implementation is easy to explain, it may be a good idea.
• Namespaces are one honking great idea -- let's do more of those!

工程師可以做出晦澀、難解、糾結的ugly design or implementation，或是像Assembly code，甚而不留comment，弄到後來只有他自己才能看懂。

這樣一來，老闆大概就是西毒了，恐怕沒死也剩半條命。

【讀書筆記】師父，那些我在課堂外學會的本事，Case Study

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Case Study: L公司

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CEO，特助【文化，授權，管理】

• 引進外部CEO，雖然業務創新高，文化、管理面沒有改變
• 管理團隊變動，互信建立不易
• 特助功能：信任、授權、尊重不夠
• 缺乏急迫感驅力
• 組織化、流程化  <---> 新事業，混亂，解決問題
• 過早上市規劃 ?

MIS People Skill Sets

At the very beginning, when I engaged with the MIS department, the assumption was that the senior people must be matured enough about the professional since they had been staying in the field for many years. Unfortunately, I was wrong.

Then I tried to get more understanding about their background and experience.

The first thing, most of their major were "information management" from school like university of scientific and technology that provided vocational curriculum in business like accounting, economics, e-commerce, marketing, database, ERP, business operation...etc.

Basically, technology courses played a very slight weight in the plan, ex lack of OS and networking concept, not to mention open source SW like Linux.

From my view, course for marketing, business are more like “street, or hands-on knowledge” which can't be taught efficiently in classroom especially for those young kids w/o the knowledge of what really business company are doing.

Furthermore, MIS people, seemingly lack of capability or even motivation to learn something new, didn't know how to evaluate the solution that vendors proposed. They might totally rely on vendors' support w/o knowing what risk they brought in or even what they really did.

For sure, to capture the new trend is really a huge challenge in such a rapid changing environment today. So the best policy is to get some ready-to-run black boxes and change it by try-error if necessary.

Or even it was worse or sad that they had no idea when they were running into the grey boundary between the vendor and company.

In such way, after taking the job for many years, their professional maturity didn't go beyond the apprentice level.

REF

讀蟲小聚 你以為自己強，其實只是圈子弱、平臺低、對手矬

SEMI Tools Company in TW

Brooks Automation TW introduced her cluster robot automation kit.

• Korea's yearly selling was much more than they did in TW.
• Most TW's company stayed in low end/cost product, little investment for next generation.
• Strange because of TW's leading position in semiconductor manufacturing.