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concept of digital transformation in engineering consulting firms

concept of digital transformation in engineering consulting firms

The Importance of Engineering Consulting Firms' Digital Transformation

With the rapid change of information technology represented by Internet technology, the level of close fit between information technology and various fields is increasing, and information technology is slowly reconstructing thebest antminer industry ecosystem. At the moment, some engineering consulting firms continue to have misconceptions about digital transformation, believing that they have already invested a significant amount of manpower, materials, and funds in information technology construction, whereas digital transformation requires ongoing investment that will burden the enterprises. Misunderstanding of engineering consulting enterprises' digital transformation is ultimately a failure to comprehend the long-term significance of digital transformation. According to the author, the significance of digital transformation of engineering consulting firms is primarily manifested in the following two aspects.

1. Multiple effects to improve understanding of digital transformation

Engineering consulting firms, regardless of their level of informationization or digitalization, differ from industries with a high level of information technology integration, such as manufacturing, logistics, and medical care. Such differences exist in engineering consulting enterprises' and each participating unit's understanding of digital transformation, and engineering consulting enterprise workers' motivation has not been stimulated. In this situation, engineering consulting firms must first recognize that information is a critical strategic asset and an endogenous driving force for the industry's development.

From management to every employee, they should unify their understanding of digital transformation, implement the company's digital transformation development strategy, and develop landable top-level digital transformation planning and design, data quality, data governance, and other related measures to quantify the digital transformation schedule in conjunction with the company's own situation. Second, evaluate the current information system to avoid resource waste and repeated development. The current information system cannot be digitally transformed and upgraded, and data information cannot be shared, or the information system starts late and shuts down before the need for adequate assessment, backup system bitmain shopdatabase, access to historical information records, and improve the connection of information systems to reduce the cost of digital transformation of enterprises. Strong engineering consulting firms can choose to conduct a maturity assessment of the company's data management capability, improve the enterprise's data management level, and lay a good foundation for digital transformation implementation.

Finally, engineering consulting firms will be able to effectively promote information about the upstream and downstream of engineering construction, as well as the digital transformation of the entire consulting process. Cultivate a group of high-end composite talents who understand the engineering consulting business and are skilled in digital technology, and strengthen the environment for the creation of digital transformation. Apply engineering consulting enterprises to develop digital products with independent intellectual property rights, promote innovative digital product systems, use co-creation and data sharing from upstream and downstream whole-process consulting enterprises, promote whole-process consulting data application, activate the potential of data factors, and promote digital-driven new models and new business models.

2. Distinguish between informatization and intelligence to better understand the development trend

Engineering consulting enterprise information technology to demand scenarios for the primary purpose of using information technology systems, workers around the system, the system around business operations, such as ERP, CRM, SPC, and other information systems, pay more attention to the company's internal information management. When the information system and the original business of engineering consulting enterprises, management system disagree, the information system must follow the original business, management system rules, for example: the reimbursement process in the OA system of engineering consulting enterprises still requires paper printing, followed by a handwritten signature to complete the reimbursement process. The information technology system for engineering consulting enterprises serves only to support the company's business, management tools, and methods, and does not allow project andantminer price enterprise management to change the source of the pressure.

When information technology develops to a certain extent in engineering consulting enterprises, the "information silo" situation highlights the limitations of the closed information system. The trend in digital transformation of engineering consulting enterprises is to eliminate the "information silo" of the fortress. Intelligence is people-oriented, giving full play to human initiative, stimulating human creativity, emphasizing the power of people, the entire process, the entire industry chain, the entire ecology, and cross-border digital integration. Intelligence promotes changes in the field's ecology, drives innovation in engineering consulting services, and becomes an endogenous driving force for the industry's development.