2025年綜合企業(yè)-數(shù)字第一制造商的下一個(gè)范式報(bào)告（英文版）-Valtech

valvaltech米TheComposableEnterpriseThenextparadigmfordigital-firstmanufacturersContentsTheComposableEnterpriseTheneedforradicaltransformationinmanufactingThenewB2BparadigmThecomposableenterprisePackagedbusinesscapabilitiesTheproductoperatingmodelFosteringagrowthcultureFundingmodelsforgrowthAcomposableapproachtotechnologyInsourcingvsoutsourcingAcceleratewithValtech03040929332米TheComposableEnterprise3TheneedforradicaltransformationinmanufacturingProfoundchangesarereshapingthemanufacturingsector.Customersaretransitioningfromtraditionalin-personbuyingbehaviortoanincreasinglydigital-firstapproach,blendingphysicalandvirtualtouchpoints.InformationisnowmoreaccessiblethaneverandcompetitiononlyaclickTheimpactofthisevolutionisalreadyshowingsignificantlyextendedbuyingcycles,buyingcommitteesgrowinginnumbersandaddedcomplexityi.e.complianceandsecurity.Thesereductionofopportunitiesformanufacturerstodirectlyinfluencedecision-making.Manufacturersthemselvesarealsoevolvingtheiractivity—fromsellingstandaloneproductstoprovidingintegratedsolutionsandservices—whilegrapplingwitharapidlychangingmacroenvironmentcharacterizedbyglobalsupplychainchallenges,heightenedcybersecuritythreatsandfierceglobalcompetition.Inshort,ithasbecomemuchmorecomplextodriveandsustainahealthybusinessformanufacturers.Theseshifts,andthefollowingaddedcomplexity,necessitateadualfocusongrowthandefficiency.Manufacturersmustseeknew“waystoexpandrevenuestreamsandstrengthencustomerrelationships,whileoptimizingtheir“operationstodelivermorewithless.Thosewhoembracethisdualapproachcanunlocksustainablecompetitiveadvantages,securingbothimmediateandlong-termsuccess.ManufacturersmustseeknewwaysManufacturersmustseeknewwaystoexpandrevenuestreamsandstrengthencustomerrelationships.Thiswhitepaperexploreshowtorisetothischallengeviaagrowthculturethatfostersinnovationandadaptability.WithacomposableapproachtotechnologyB2B,organizationscanenableatransformative,future-fitoperatingmodel.paradigmTonavigatethisaddedcomplexitymanyparadigmcurrentlyadoptingamorecustomer-centricapproach.Thisapproachinvolvessimplifyingandrealigningtheirorganizationtorespondtothisnewcustomerrealityandbusinesscomplexity.ThissignificantlyimpactshowyouapproachdigitalandIT.Digitaltouchpointslikeacorporatewebsiteoracustomerportalarenolongecosystem—theyneedtobecarefullyorchestratedandenrichedtoprovideaconnectedcustomerexperience.Digitalinteractionsarebecomingtheprimarywayofengagingwithclientsatlargeandgrowthindigitalsalesisforcingmanagementtorethinkeverythingfromtheproductportfolio,overtheorganizationalsetup,tothego-to-marketmodel.米TheComposableEnterprise4米The米TheComposableEnterpriseShiftingtowardscustomer-centricityisnotjustastrategy,letaloneanoption—it’manufacturersaimtodeliverexceptionalcustomerexperiences,theyfaceacomplexwebofchallenges:multi-countryoperations,diversebrands,legacyITsystemsandthedichotomybetweeninitialprojectsalesandaftermarketservices.Coupledwithcustomers’increasingexpectationsfortailoredservicesandhyper-relevantdigitalinsights,manufacturersmustrethinktheirpurposeandpriorities.Simplificationandrealignmentareessentialnotonlytoaddressthesecomplexitiesbutalsotodrivegrowthandefficiency.Bystreamliningproducts,processesandchannels,manufacturerscanreduceoperationalredundancies,enablingfasterandmorecost-effectiveresponsestocustomerneeds.Thisleanerapproachfreesupresourcestofocusongrowthopportunities,suchasupselling,cross-sellingandenteringnewmarkets.Exceptionalservice,poweredbyactionableinsightsandreal-timeupdates,becomestheengineofbothoperationalTheComposableEnterprise6Themainchallengesadigital-firstmanufacturermustaddressDeliverseamless,personalvalue-addedservicesthatdrivebothgrowthandefficiency.AttractingandretainingtopdigitaltalentpredictabilityTransitiontoaproduct-orientedapproachforcontinuousdeliverywhilemaintainingcommercialcontrol.infrastructureDifferentiatinganddrivinggShiftfromaproductfocustoserviceinnovationandecosystemintegrationtoremaincompetitive.Buildacultureandstructurethatsupportsinnovation,collaborationandhigh-impactdigitalefforts.SimplifyandunifyITsystemstosupportglobaloperations,scalabilityandemergingtechnologies.Reconfiguringtheoperatingmodel.Thebusinessworldischanging.CustomersareincoandorganizationsThebusinessworldischanging.Customersareincoandorganizationsareunderpressuretoadaptquickly.Thetraditionalwaysofworkingsimplydon’tsupportthespeedandflexibilityrequiredtostaycompetitive.Thisiswherethecomposableenterprisecomesin—anethatredefineshowbusinessesoperate,scawithcustomersinthedigitalage.米TheComposableEnterprise7米TheComposableEnterprise8Introducingthecomposableenterpriseofworkingwithdigitalcan’tkeepupwiththespeedandflexibilityneededtostaycompetitive.Enterthecomposableenterprise—adigital-approachthatredefimeetevolvingcustomerdemandareoutlinedtotheright.InElementsofthecomposableenterprise:AsetofdefinedbusinesscapabilitiestosupportthecustomerjourneyAproduct-ledoperatingmodelwithproductteamsdrivinginnovationandoutcomes.Agrowth-obsessedcultureAfundingmodelforgrowthAcomposableapproachtotechnologymodular,reusablecomponentsmodular,reusablecomponentsthatencapsulatespecificbusinessfunctions—likeordermanagement,inventorycontrolorcustomerservice.ThesePBCsarepivotalfororganizationsundergoingdigitaltransformation,enablingthemtobreakdownsilos,enhancecollaborationandstreamlinecustomerjourneys.米TheComposableEnterprise9米TheComposableEnterprise10WhyPBCsareessentialfordigital-firstbusinesseswhilemaintainingwhilemaintainingseamlessoperationsandengagement.bybreakingdownsilos,aligningtechnologywithbusinessstrategyanddrivingdigitaltransformation.Traditionally,departmentslikesales,marketingandITopebutPBCsintegratefunctionsandworkflows,fosteringcross-teamcollaborationandefficiency.Theyalsoensurethattechnologyinvestmentssupportbusinessoutcomesbyenablingamodular,API-drivenarchitecture.Asorganizationsembracedigital-firststrategies,PBCsprovidetheagilitytoenhancebothemployeeandcustomerexperiences,allowingbusinessestoquicklyadapttomarketchangesTobuildaTobuildafuture-fitmodelforgrowth,organizingaroundaproductparadigm—aproductoperatingmodel—iskey.It’safundamentalshiftawayfromanoldprojectdynamicwhichcreatesthewrongincentivesanddoesn’tdelivertheintendedvalue.Adoptingaproduct-centricmindsetenablesorganizationstobettermeettheevolvingneedsoftheircustomers,driveinnovationandachievelong-termsuccessinthedigitalage.Whileaprojectmodelmightworkforcatchingupwithcompetitors,it’snotanenduringstrategyforsuccess.Simplycopyingfeaturesmaintainsmarketpositionbutdoesn’tfosterinnovation.operatingmodel米TheComposableEnterprise11米TheComposableEnterpriseIt’svitaltoadoptaproductoperatingmodelandprioritizeyourdigitalproductstostayaheadofcompetition,whileavoidingfeaturebloatingandhighcosts.B2Bcompaniesneedtoreconfiguretheirsales,marketinganddigitalorganizationtobuyersare75%throughthebuyingjourneybeforereachingouttovendors.Addtothat,onaverage6.8stakehoanygivenbuyingcommittee,buyingcyclesarehighpurchasedifficulty.Theproductoperatingmodelallowstheorganizationtocreatecrossfunctionalteamstoaddressthesechangesinthecustomerneeds,shiftfocustoajointsales/marketing/digitalapproachandreorganizeinteamsarounddifferentpartsoftheentirecustomerjourney.Productteamsassuchshouldnotnecessarilybeconfusedwithdigitalproducts.Inamatureproduct-ledoperatingmodelproductteamscanbeorganizedaroundaspecificpartofthecustomerjourneye.g.onboarding,conversionorlearning.arereportinghighpurchasedifficulty.ImplicationsforImplicationsforproject-ledtoproduct-ledProjectProductMissionOwnership/StructureFocusFundingmodelImprovementSuccesmetricsTechnology“Delivertheagreed-uponscopeontime.”Temporary,siloedprojectteamsOutput-drivenFixedbudgetstiedtospecifictimelinesStaticTime,scope,costMonolithic“Solveongoingcustomerandbusinessproblems.”Permanent,cross-functionalproductteamsOutcome-drivenDynamicfundingalignedwithevolvingoutcomesIterativeCustomersatisfaction,retention,impactComposable米TheComposableEnterpriseReframinghowtodelivervalueMovingfromatraditionalproject-basedstructuretoaproductoperatingmodelrequiresmorethanjuststructuralchange;itcallsforarealignmentoforganizationalprocessesandobjectives,alongsideashiftinteamdynamicsandculturalmindsettowardgrowthandcomposability.checkedthesecheckedtheseboxes?AstronggrowthcultureAfit-for-purposefundingmodelAcomposableapproachtotechnologyInthefollowingsections,wewillexplorehowtoachieveeachofthesemust-haves,eqwiththetoolsandstrategiesneededtosucceed.FosteringagrowthcultureInaproductoperatingmodel,theempowermentofteamsiscentraltofosteringagrowthculture.FosteringagrowthculturemodelswhereproductdesignanddevelopmentmaybeheavilyinfluencedorcontrolledbyseniorexecutivessuchasCIOsorsteeringcommittees,productteamsinthismodeloperatewithahighdegreeofautonomy.Thisautonomyisessentialforenablingagilepracticesthatdriveinnovationandefficiency.Productteamsareentrustedwithend-to-endcontrolovertheirproducts.Theyareresponsibleformakingcriticaldecisionsaboutproductdesign,developmentanditerativeimprovements.Thisapproachcontrastssharplywiththeconceptof‘fakeAgile,’whereframeworkslikeSAFemightuseScrumprinciplesbutstillenforcerigid,infrequentfeedbackratherthan米TheComposableEnterprise14米The米TheComposableEnterpriseCreatingacultureofcontinuousimprovementThecoreofagrowth-orientedcultureistheabilitytoiteraterapidlybasedonbothquantitativeandqualitativefeedback.Bymovingfromlarge,infrequentreleasestosmaller,incrementalupdates,teamscanrespondswiftlytouserneedsandmarketchanges.Thisiterativeapproachnotonlyenhancestheproductbutalsominimizesrisksassociatedwithlarger,lessfrequentreleases.Trueagilityinvolvesfrequent,Trueagilityinvolvesfrequent,smallreleasesdrivenbycontinuousfeedbackratherthanperiodic,large-scaleupdates.米米TheComposableEnterpriseOutcome-drivenroadmapsShiftingfromfeature-basedtooutcome-drivenroadmapsisapivotalthanmerelydeliveringpredefinedfproductteamswithacleardirectionwhileallowingthemtheflexibilitytoprioritizetasksthatwillmosteffectivelydrivecommercialsuccess.Teamscanfocusonfeaturesandimprovementsthatdeliverthehighestvalueandalignwithstrategicobjectives.AgilityandadaptabilityTheabilitytopivotandadjustprioritiesbasedonreal-timefeedbackandperformancedata.Incrementalupdateshelpidentifyandaddressissuesearly,reducingthepotentialforsignificantfailures.Thisshiftfromfeature-centrictooutcome-centricplanningtransformshowsuccessismeasured.Insteadofevaluatingprogressbasedonthenumberoffeaturesdelivered,theemphasisisonachievingmeaningfulresultsanddrivingvalueforthebusiness.米米TheComposableEnterpriseHowtobuildagrowth-orientedcultureEmpowerteamstomakedecisionsandtakeownershipoftheirproducts.Providethemwiththetools,resourcesandsupporttheyneedtooperateindependentlyandinnovateeffectively.Fosteranenvironmentwhereteamsareencouragedtoexperiment,learnfromfailuresandcontinuouslyimprovetheirprocessesandproducts.Ensurethattheobjectivesofproductteamsarealignedwithbroaderbusinessgoals.Useoutcome-drivenmetricstomeasuresuccessandguidedecision-making.Attractandretaintopdigitaltalentbycreatinganenvironmentthatvaluesinnovation,offersopportunitiesforgrowthandsupportsacultureofcontinuousimprovement.theirstrategies.Promotecross-functionalcollaborationandcommunicationwithinteamsandacrosstheorganizatienhancestheoveralleffectivenessofproductdevelopmentefforts.ManyleadersfindthemselvesfrustratedManyleadersfindthemselvesfrustratedwiththedisconnectbetweenthesubstantialinvestmentsmadeintechnologyandtheactualbusinessoutcomesachieved.Commonissuessuchascostoverruns,projectandahighfailurerate(witharound70%oftransformationprojectsfallingshort)areindicativeofsystemicproblemsinhowdigitalinitiativesarefundedandmanaged.米TheComposableEnterprise18米TheComposableEnterprise19Challengeswithtraditionalproject-basedfundingexpectations,itoftetransformations.TheThe‘steercostruggle’—whereexecutivespresentcontrolled,optimisticviewsofprogress—canmaskunderlyingissuesandimpedegenuineproblem-solving.Traditionalbusinesscasesoftenpromisemorethancanberealisticallyachieved,leadingtodisappointmentandlossoftrustfromstakeholders.Project-basedfundingtendstoberigid,withlittleroomforadaptingtochangingconditionsornewinsights.米TheComposableEnterprise20Adoptingaproduct-basedfundingmodelOutcome-driveninvestmentsInsteadoffundingspecificprojects,allocateresourcesbasedontheexpectedbusinessoutcomesandvaluedelivered.Thisshiftemphasizescontinuousvaluecreationandalignsfundingwithbroaderstrategicgoals.Investinbuildingcapabilitiesacrossproductteams,includingcustomerexperience(CXdevelopmentpractices.Thesecapabilitiesareessentialfordrivinginnovationandensuringthesuccessofdigitalinitiatives.Establishformalorinformal‘guilds’—groupsfocusedondevelopingandsupportingspecificcapabilitieswithintheorganization.Theseguildshelpfosterexpertiseandcollaborationacrossproductteams,enhancingoveralleffectiveness.米TheComposableEnterprise21BestpracticesforeffectivefundingmodelsAlignfundingwithstrategicgoalsEnsurethatinvestmentsaredirectlylinkedtoachievingstrategicMaintainclearcommunicationwithstakeholdersaboutprogress,businessobjectivesanddeliveringmeasurableoutcomes.challengesandchangesinfundingneeds.Fosteracultureofaccountabilityandcontinuousimprovement.Emphasizeflexibilityandadaptabilityinfundingdecisions,allowingteamstopivotbasedonreal-timefeedbackandchangingmarketconditions.米TheComposableEnterprise22Illustrativeexample:StakeholdersStrategicdirections<>DigitalGuidanceRequirements<>ThoughtpartneringInput&feedback<>TestofsolutionsProductAreaProductAreaLeadProductAreaProductOwnerProductOwnerProductOwnerExpertServicesAutomationDigitalAnalyticsCyberTestingProductOwnerCX/UXChapterLeadCX/UXChapterLeadCX/UXCX/UXFrontFront-endChapterLeadFront-endFront-endFront-endBack-endChapterLeadBack-endChapterLeadBack-endBack-endBaITITOpsLeadITOpsITOpsITOpsAcomposableapproachtotechnologyIntoday’sB2Blandscpresenceandscalabilityrequiresarobustandadaptabledigitalfoundation.Valtechspecializesinguidingorganizationsthroughacomposableapproachtotechnology,underpinnedbytheMACHprinciples—incremental,open,autonomous,connected—thatfuture-proofITinfrastructureandenableaproduct-ledgrowthstrategy.ByintegratingcomposabilityandMACHintoyourtechnologyframework,youcanrealizethepotentialofafuture-fit,product-ledoperatingmodel.米TheComposableEnterprise2324Acomposablestrategyinvolvesdeconstructingmonolithicmodularityfacilitatesgreateragilityandrapidadaptationtoneedsthroughcomposablearchitecture,organizaValtechisafoundingmemberogroupadvocatingforopentechnologyecosystemsandcomposabilitytofuture-prooftechnologyandenhancedigitalexperiences.米TheComposableEnterprisecomposabilityIncremental:Byemphasizingcontinuousdeliveryandexperimentation,anincrementalapproachprioritizesachievingdesiredoutcomesoversimplygeneratingoutput.Thisapproachenablesfastervaluedeliveryandrapidlearningthroughsmallerandmorescalableiterativereleases.Open:Open,interoperablesystemsexposeallfunctions,grantingthebusinessaccesstoawider,morescalablerangeofapplicationsandcapabilities.Autonomous:Adaptabilityandflexibilityletorganizationsaccommodatebothinternalandexternalrequirementsinreal-time.Connected:UtilizingAPIs,organizationsrealizesignificantbenefitsincludingenhancedcustomerexperience,automation,efficiencyandoveralldigitaleffectiveness.Theseprinciplesenhancetheflexibilityandefficiencyofcomposabletechnology,makingiteasiertoadoptandscale.Adoptingacomposableapproachtotechnologyiskeyfororganizationsaimingtoachieveglobalscaleandproduct-ledgrowth.Valtechempowersbusinessestoleveragethisapproachandbuildaflexible,scalableITfoundationthatsupportsasustainedcompetitiveadvantage.Effectiveimplementationrequiresthoughtfulplanning,stakeholdereducationandstrategicdecision-makingtoaligntechnologyinvestmentswithoverarchingbusinessgoals.Valtechchampionsacomprehensiveapproachthatincludesnotonlythetechnicalaspects,butalsothenecessaryculturalshiftstoembraceagrowthmindsetandcapitalizeonthebenefitsofcomposability.TheComposableEnterprise26AcomprehensiveapproachImplementingcomposabletechnologynecessitatesashiftinproductdiscoverypractices,emphasizingiterativedevelopmentarevitaltopreparethebusinessforthistransition.StakeholdersmustunderstandthebenchallengesofcomposabilityandbeequippedtoEffectivemanagementofthetransformationprocessinvolvessettingrealistiandcommunicatingprogresstransparently.thatbothshort-termandlong-termgoalsaremet.LeveragingMACHtechnologyenablesthedevelopmentofpersonalizedanddifferentiateddigitalexperiences.Byutilizingmicroservicestailoredcontentandfunctionality,enhancingcustomerengagementandsatisfaction.ManagingcostsinvolvesoptimizingSaaSlicensesandaligninginvestmentswithbusinessexpectations.Ensuringdataconsistencyandintegrityacrossmicroservicesandcloudenvironmentsiscrucialformaintainingreliableoperationsandaccurateinsights.米TheComposableEnterprise27BuildingacomposableplanIdentifyoutcomes:determinebothshort-termandlong-termbusinessoutcomes.Analyzecurrentanddesiredstates:assessthecurrentsituationanddesiredfuturestate.Prioritizeefforts:focusonkeyproductandcapabilityareas.Buildaroadmap:developadetailedplanfortransitioningtoacomposableapproach.Rolloutgradually:implementchangesinpriskandoptimizeoutcomes.Scaleandexecute:expandandevaluationandadjustment.米TheComposableEnterprise28ThebenefitsofheadlessarchitectureDecidingwhethertobuildorbuycomponentsdependsoninternalcapabilitiesandspecificneeds.Assesswhetheryourteamcandevelopandmaintainin-housesolutionsorifpurchasingpre-builtcomponentsismorebeneficial.ImplementingContinuousIntegrationandContinuousDeployment(CI/CD)practicesstreamlinesthereleaseprocequality.Additionally,composablesystemscancoexistwithmonolithicarchitecturesthroughAPIsandmiddleware,enablingaphasedtransitionandminimizingdisruption.OrganizationstodayfaceaOrganizationstodayfaceacriticaldecision:howtobalanceinternaldevelopmentwithexternalexpertise.Outsourcingprovidesaccesstospecializedskillsandefficienciesbutmaycompromisecontrolandalignmentwithcompanyculture.Insourcingoffersgreatercontrolandalignmentbutcanberesource-intensive.Thekeyisfindingtherightbalance.Highlyspecializedprojects,uniqueplatformsandoccasionalneedsmaybenefitfromexternalexpertise,whileongoing,corefunctionsmightbebettersuitedforinternaldevelopment.米TheComposableEnterprise