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  3. If the 1980s were about quality and the 1990s were about re-engineering, then the 2000s will be about velocity. About how quickl

If the 1980s were about quality and the 1990s were about re-engineering, then the 2000s will be about velocity. About how quickl

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问题     If the 1980s were about quality and the 1990s were about re-engineering, then the 2000s will be about velocity. About how quickly business itself will be transacted. About how information access will alter the lifestyle of consumers and their expectations of business. Quality improvements and business-process improvements will occur far faster. When the increase in velocity is great enough, the very nature of business changes.
    To function in the digital age, we have developed a new digital infrastructure. It’s like the human nervous system. Companies need to have that same kind of nervous system—the ability to run smoothly and efficiently, to respond quickly to emergencies and opportunities, to quickly get valuable information to the people in the company who need it, to quickly make decisions and interact with customers.
    The successful companies of the next decade will be the ones that use digital tools to reinvent the way they work. To make digital information flow an intrinsic part of your company, here are some key steps.
    【B6】 STUDY SALES DATA ONLINE TO SHARE INSIGHTS EASILY
    "Know your numbers" is a fundamental precept of business. You need to gather your business’s data at every step of the way and in every interaction with your customers. With your partners too. Then you need to understand what the data means. Making data digital from the start can trigger a whole range of positive events.
    【B7】 USE DIGITAL TOOLS TO CREATE VIRTUAL TEAMS
    A collaborative culture, reinforced by information flow, makes it possible for smart people all over a company to be in touch with each other. When you get a critical mass of high-IQ people working in concert, the energy level shoots way up. Knowledge management is a fancy term for a simple idea. You’re managing data, documents and people’s efforts. Your aim should be to enhance the way people work together, share ideas, sometimes wrangle and build on one another’s ideas—and then act in concert for a common purpose. Digital tools are the best way to open the door and add flexibility.
    【B8】 USE DIGITAL TOOLS TO ELIMINATE SINGLE-TASK JOBS
    In the new organization, the worker is no longer a cog in the machine but is an intelligent part of the overall process. Having people focus on whole processes allows them to tackle more interesting, challenging work. A one-dimensional job (a task) can be eliminated, automated or rolled into a bigger process.
    【B9】 USE DIGITAL DELIVERY TO ELIMINATE THE MIDDLE MAN
    In 1995, in The Road Ahead, I used the term friction-free capitalism to describe how the Internet was helping to create Adam Smith’s ideal marketplace, in which buyers and sellers can easily find one another without taking much time or spending much money.
    【B10】 USE DIGITAL TOOLS TO HELP CUSTOMERS SOLVE PROBLEMS FOR THEMSELVES
    As electronic commerce booms, it’s not just the retailers who will find creative ways to use the Internet to strengthen their relationships and customers. The merchants who treat e-commerce as more than a digital cash register will do the best.
    As I said in The Road Ahead, we always overestimate the change that will occur in the next two years and underestimate the change that will occur in the next 10. Don’t let yourself be lulled into inaction.
    You know you have built an excellent digital nervous system when information flows through your organization as quickly and naturally as thought in a human being and when you can use technology to marshal and coordinate teams of people as quickly as you can focus an individual on an issue. It’s business at the speed of thought.
    A ) Dell was one of the first major companies to move to e-commerce. A global computer supplier with more than $18 billion in revenue, Dell began selling its products online in mid-1996. The company’s online business quickly rose from $1 million a week to $1 million a day. Soon it jumped to $3 million a day, then $5 million. It’s now risen to $14 million. Dell characterizes the business today as "different combinations of face-to-face, ear-to-ear and keyboard-to-keyboard. Each has its place. The Internet doesn’t replace people. It makes them more efficient. By moving routine interactions to the Web and enabling customers to do some things for themselves, we’ve freed up our salespeople to do more meaningful things with customers."
    B ) For example, Coca-Cola Co. is collecting data directly from smart vending machines via cellular phones or infrared signals. A PC-based restocking program at the local bottler office analyzes the data and produces a delivery slip that tells drivers which products and locations need to get stocked the next day.
    C ) Intel, the world’s leading chip maker, for instance, invests hugely on an information system with special aims to obtain data on problems and complaints from customers in the following approaches: focus on most unhappy customers; use technology to gather rich information on their unhappy experiences with product and to find out what they want you to put into the product; use technology to drive the news to the right people in a hurry.
    D ) That’s what Egghead.com (formerly Egghead), a major retail software chain, did after struggling for several years. Egghead closed all of its physical stores nationwide in 1998 and set up shop exclusively on the Internet. Egghead now offers a number of new online programs that take advantage of the Internet, such as electronic auctions for about 50 different categories of hardware and software and for reconditioned computers. It puts special liquidation prices on systems available on its website and sends out a weekly e-mail "Hot List" with exclusive offers available only to e-mail subscribers.
    E)   Jacques (Jac) Nasser, president and CEO of Ford, sends e-mail to Ford employees worldwide, sharing news—the good and the bad—with everybody. No one screens the e-mail. He talks straight to the employees. He also reads hundreds of responses he gets each month and assigns a member of his team to reply to any that need follow-up.
F)   General Motors launched the Saturn Corp, back in 1985 to create not only a brand-new car from scratch but a brand-new way of building cars and empowering workers. Teams are tight, autonomous units. Each team has a specific function, such as building engines or doors, and each team member is trained to do approximately 30 different jobs in that area, so that people don’t get stale from doing repetitive tasks. Through a Web interface, the worker can retrieve data from a database, automatically load the data into a spreadsheet and pivot through the data to analyze it by part and type of problem.
【B7】
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