Shareholders are not happy, and compatriots inside the group are not necessarily happy.

In the dialogue with Liu Zongchang, chief data officer of Industrial Rich Union, and senior executives of Xugong Han Yun, Leifeng Network talked about the conditions for large-scale promotion of the industrial Internet and the elements of future industrial interconnection competition, talent is the key word.

“An adequate talent pool. At present, there is an urgent shortage of three types of composite talents, that is, high-end technical talents, high-end R & D talents, high-end management talents.”

“Global competition is also the DSQC697 competition of core technologies and innovation, focusing on the industrial chain layout of high-end manufacturing, technological breakthroughs and the accumulation of intellectual property rights will become an important competitiveness of enterprises.” Liu Zongchang stressed that in the field of high-end manufacturing, talent is the first resource.

Within the group, the scientific and technological attributes of the industrial Internet, Internet of Things, IT and other technology departments have higher salaries than traditional business departments.

When BATH and innovative enterprises attract global high-level talents with a million annual salary, the group in order to attract and retain talents, the new business departments and business personnel salary inversion is inevitable.

In this way, the employees of the main business units contribute most of the group’s revenue, while the investment of new business and market expansion are increasing costs, dragging down the revenue growth of the entire company, affecting the profit performance, and the latter is better treated.

“One is working hard to make money, the other is making DSQC697 huge investment or even losing money, and the latter’s salary is still higher than yours, which is somewhat unbalanced.” Cheng Junhe revealed.

Conflict between departments: interests are difficult to unify

The contradiction between the two is not only between people, but also between departments, such as more expensive charges between departments.

“For example, in a well-known bank, its AI department is also related to the business department. The bank needs the AI department to make a risk control system, and the fees of the latter can reach 5-10 times that of the external market.”

Wang Junlin said, of course, the first is to take into account the data, core secrets and other security, and the second is the KPI at the group level, in other words, whether objective or subjective, in fact, there is no choice.

This is not an isolated case, it exists widely in large group companies, including large traditional manufacturing enterprises.

DSQC697 On the one hand, the traditional business department takes the landing as the core, hopes that the business is first, and the science and technology department serves the traditional business; On the one hand, the tech sector sees technology itself as a long-term thing and does not want to be reduced to purely business support.

“It is difficult for us (the business department) to give them requirements, I asked for 8 points, they sometimes can only give 6 points, but also can not scold, of course, scold is useless.” After all, we are all under the same roof. It is a work relationship, not a party relationship.” Cheng Junhe said to Leifeng network.

The industrial Internet, Internet of Things technology and other departments are more “partners” rather than a community of interests with the business department in their daily operations, and the work results of new businesses are measured according to their own budget achievement or project acceptance, which is not linked to the performance of the business department, resulting in low enthusiasm for cooperation.

“When I talk business with you, you talk favors with me. I ask you for favors, and you ask for money. This model of cooperation is not destined to last.”

As a result, one seems to pay higher fees but fail to get better DSQC697 products and services, and the other seems to raise a bunch of inexplicable needs, which makes no sense.

“Outside half a million you sell me 1.5 million, but also all kinds of scold us in the report meeting, I just need you to take money to do things, do things well, that’s all.” A group business department staff angrily said.

In private, the “friendly exchange of views” in front of leaders at the quarterly and annual report meetings became a reserved project.

In fact, the new business is also miserable.

One is that innovation is harder.

Existing within the enterprise, the core needs of the industrial interconnection sector come DSQC697 from the business units of the same company.

Small frequency, small improvement opportunities; There are no internal competitors, the product promotion power is insufficient; One-time delivery, personalized development, it is difficult to form replicable products, can not be long-term.

Enterprises are using their own competitiveness is not strong products, business product capabilities are difficult to improve.

When it exists as a subsidiary or listed company, it has a wider coverage, more customers, richer scenarios, and more high-frequency functional requirements.

On this basis, the ability can be better accumulated and abstracted into generalization, and then fed back to the business department of the parent company to use, and grow faster.

Second, genes and thinking are difficult to change, and needs are difficult to meet.

Traditional manufacturing enterprises have been deeply engaged in the industry for decades, and their understanding of the architecture of the manufacturing system has basically been deeply rooted, and there are huge differences in the thinking concept of new things, and it is not easy to break the original shackles.

In the era of Industry 4.0, the speed of business iteration and expansion increases rapidly. Under the existing and huge positioning and system of traditional enterprises, it is difficult to effectively meet the organizational structure, capital structure, talent introduction and other needs of the industrial Internet, and the group cannot meet them one by one.

Taking the automotive industry as an example, an industry insider who works for a traditional Oems once told Leifeng:

Strategy determines the talent gathered in the environment. These “talents” think that 1+1 makes 2; People who support information and intelligence are more supportive of the uncertainty of the world, they believe that 1+1>2, or 1+1<2, although this uncertainty may bring risks, but behind these risks are likely to be future market demand.

The Group’s decision on new business operation, development strategy, personnel appointment and removal, financial management and other aspects will have an impact on the future development of the enterprise.

Within the Group system, the industrial Internet sector must look left and right in the planning of manufacturing development to minimize the adverse impact on the group.

In fact, for a new business that is in the investment period, it is obviously an extremely difficult goal to balance the contradictions between growth and making money as an internal department.