模版-车企数字化转型数字转型-后疫情时代数字化转型新视角Digital Transformation.pptx

车企数字化转型数字转型-后疫情时代数字化转型新视角Digital Transformation.pptx

1. 车企数字化转型 刘思宇

2. 传统品牌急求技术合作 自主品牌矩阵迅速扩容 新势力品牌洗牌加速 数字化转型 看行业：数字化助企业乘风破浪，御风前行 中国车企数字化转型始于“工业 4.0” 话题的传播与热议，在过去的 5-8 年间，从少数传统品牌的“蹒跚起步”，到新势力品牌集体“大步迈进”，再到目前大部分车企的“全面启动”，数字化变革热度高涨不减。三大核心趋势仍驱动数字化转型在中国汽车行业的快速演进

3. 用户群体年轻化 用户意识多元化 用户需求精致化 用户决策理性化 Company Culture Lack of Experience Insufficient Management Support Inconsistent Practice and Process Resistance to Change Barriers Against Agile Adoption Keys to Success 看用户 ：数字化转型使企业更了解客户 用户自主个性化

4. Business Continuity Management RISK MANAGEMENT Business Continuity Management Business continuity management (BCM) is a component of risk management. It also overlaps with IT security and information security management. It involves developing contingency plans and strategies to safeguard a company’s viability in the event of a crisis. Information Security Management IT Security Management

5. Business Continuity Management RISK MANAGEMENT Business Continuity Management Business continuity management (BCM) is a component of risk management. It also overlaps with IT security and information security management. It involves developing contingency plans and strategies to safeguard a company’s viability in the event of a crisis. Information Security Management IT Security Management

6. Development of BCM 500 BC to 20 th century Since 1950 Since 1980 Recent history Since 1998 Homeland Security in the USA CIVIL DEFENCE AND PROTECTION BCM is expanded to all corporate divisions. BCM remain a key focus for IT. EMERGENCY PLANS FOR THE ENTIRE COMPANY Sun Tzu - that Art of War Carl von Clausewitz - on War BASED ON HISTORICAL MILITARY CONCEPT Safeguarding IT operations with IT contingency plans INFORMATION TECHNOLOGY Worldwide definitions of standards, guidelines & certificates i.e.. IISO 22301 STANDARDS AND NORMS

7. Potential Business Threats - Part 1 DISASTER SCENARIOS CRIME Example : product piracy, cyber attacks AMENDMENTS TO THE LAW Example : GDPR (2018) INFRASTRUCTURE ISSUES Example : power outages or network crashes NATURAL DISASTERS Example : earthquakes, floods RESOUREC CONSTRAINTS Example : loss of suppliers LOSSES DUE TO ACCIDENTS Examples : fire, machinery issues HEALTH-RELATED ISSUES Example : Flu season or any pandemics SOCIAL & POLITICAL UNREST Example : strikes, political upheavals, attacks

8. Potential Business Threats - Part 2 Storm Damage Theft or Robbery Power Outages Viral Outbreak Technical Failure Natural Disaster Cyber Attack Human Error Fire Accident Water Shortage

9. DEVELOP STRATEGIES Determine the selection of alternative strategies available for mitigate loss (testing scenarios). 02 03 05 01 04 IDENTIFY & ANALYZE Identifies all significant roles of risks, resources & all critical processes. CONTINGENCY PLANS Here you can develop plans which includes role allocation & responsibilities in case of crisis. DEFINE BUSINESS Write about BCM objectives, define its value & protection instructions for each assets. USE TESTS Testing helps to create awareness for execution in the event of any disaster or risk. 06 ESTABLISH BCM It helps to create awareness among managers, employees and partners in company. Steps to Business Continuity

10. Business Continuity Cycle ANALYZE DESIGN SOLUTIONS IMPLEMENT TEST AND ACCEPT Identify potential threats or risks, impacted business processes, warning and communication process Design or define addition solutions, strategy, documentation processes and supplier dependencies Initiate response checklist and relocation strategies of critical processes in the business disruption. Recovery time objectives, test critical processes, monitor primary and alternate facility details. Update key details and associated processes as deficiencies & inaccuracies are identified. MAINTAIN

11. PDCA to Business Continuity Mgmt. Stakeholders BCM Requirements Stakeholders Functional BCM Maintain & Improve (ACT) Monitor & Review (CHECK) Setup (PLAN) Implement (DO) CONTINIUAL IMPROVEMENT

12. Business Continuity Mgmt. Cycle ASSESSMENTS Development & implementation of test scenarios, staff training, Gap analysis ANALYSIS Identify, Risk assessment, Business impact analysis DEVELOP Strategy review & implementation, Plan development INTEGRATION Coordination with external organizations & companies MAINTENANCE Change management, Scheduling, Financial audit management PROJECT STARTS Project management & awareness, leadership, basic development

13. BCM as a Component of Resilience Management Strategy Development CRISIS MANAGEMENT EMERGENCY PREPAREDNESS Risk Control BC Impact BC Strategy BC Plan Training + Test Emergency Measures Emergency Operations Resume Normal Operations BCM Risk Control Strategy Development BUSINESS CONTINUITY

14. Business Continuity Cycle BUSINESS CONTINUITY PLAN Testing And Maintenance Recovery Strategies Impact Analysis Develop Plan

15. BUSINESS CONTINUITY 1. ASSESS IMPACT Business Continuity Cycle Understand the risk and impact on business Develop business continuity strategies Develop business continuity plans Implement Test plans Review and maintain 2. DEVELOP STRATEGIES 3 . DEVELOP BC PLANS 4. IMPLEMENT 5 . TEST PLANS 6. REVIEW & MAINTAIN

16. Six Phases of Business Continuity Cycle 06 MAINTENANCE PLAN 1 2 3 4 5 Processes, recovery times, resource requirements Threat analysis, risk exposure, threat scenarios Continuity, strategy, key resources, alternatives, service methods, and recovery methods BC procedures BC plan validation Business Impact Analysis The BIA, which is conducted during the first stage, analyze the financial & operational impact of disruptive events on the business areas & processes. 01 Risk Assessment This is composed of risk analysis and risk evaluation, is performed on the critical processes identified during the BIA stage. 02 Strategy Development The main purpose of this stage is to develop a business continuity strategy. That satisfies the business recovery requirements. 03 Operation Resumption Planning The predetermined procedures & guidelines prevent organizations from making on the spot critical decisions in the middle of a crisis. 04 Exercising & Testing Its main purpose is to validate the business continuity strategy, activities, assumptions regarding times in business continuity plans. 05 BCM Maintenance Plan This phase maintain the BCP in a constant ready-state. The maintenance process of a BCMS is constant and dynamic. 06

17. Business Continuity Plan 02 01 03 05 04 06 Understand Business Risk and their Impacts Develop Business Continuity Strategies Develop Business Continuity Plans Implement Business Continuity Plans Testing of Business Continuity Plans Review and Maintain

18. Business Continuity Plan BUSINESS PROCESS PRIORITIZATION IT INTEGRATION BCP MANAGEMENT Risk Assessment Business Impact Analysis BC Program Assessment BC Program Design IT Strategy Design Implementation Program Review Resilience program management Processes and activities Crisis teams Business resumption High availability Recovery Streamline IT infrastructure High availability design High availability servers Data replication Database and software design Maturity model Model ROI Create program roadmap Outage impact Risks, vulnerabilities, threats People Processes Plans Strategies Networks Platforms Facilities Awareness, review, change management, regular briefings Current capabilities Expected recovery time

19. RISK PLANNING IDENTIFY THREATS Risk Evaluation Probability Scale Options Avoid, Reduce Transfer Response & Recovery Response Plan Recovery Plan Staff Communication Training Regular Updates Find upcoming issues Risk updates Business Continuity Planning Key Assets Employees Business Good-will Key Service Customer satisfaction Partner Threats Unwanted disaster Legal issues Risks Market stability Recovery Natural Disaster Earthquake, storms Floods Accidents Fire accident Utility outrages Criminal Activity Sabotage Terrorism, Cyber attacks Market Suppliers Competitors, consumer trends Politics Legislations Documentations

20. Business Impact Analysis Steps 01 SELECT BUSINESS PROCESSES Exclude business processes that are not essential to the company’s objective 02 DEVELOP FAILURE ANALYSIS Analyze the impact of potential downtime of individual processes 03 SIMULATE A RESTART Define acceptable downtime and recovery times 04 IDENTIFY DEPENDENCIES Identify and factor in correlations between individual processes 05 EVALUATE BUSINESS PROCESSES Rank processes according to their criticality 06 ASCERTAIN RESOURCES Determine the resources required for normal and emergency operation 07 EVALUATE RESOURCES Determine the criticality of the Required resources

21. Risk Analysis Steps 01 IDENTIFY RISKS Internal and external risks Direct and indirect risks Risks that can and cannot be managed 02 EVALUATE RISKS Assess risk probability Assess impact Assigning and prioritizing risk 03 DESIGN POSSIBLE RISK SCENARIO IT failure and n etwork collapse Building damage Delivery bottlenecks Loss of employees 04 SELECT RISK STRATEGIES Acceptance Transfer Avoidance Reduction

22. Risk Assessment Matrix - Example PROBABILITY IMPACT / DAMAGE LOW MODERATE HIGH VERY HIGH Frequent Low Moderate High Very High Probable Low Moderate High High Occasional Low Low Moderate Moderate Improbable Low Low Low Low

23. Phases of Recovery Plan A disaster recovery team regularly reviews and manages all data and facilities that are essential to continuing business operations. The most important data is regularly backed up to an external location. DISASTER OCCURRENCE A disaster is declared. Decision : activate the recovery plan PLAN ACTIVATION Activate the business continuity plan. This phase last until the business is relocated. OPERATION AT LOCATION This phase is continued until the main location is operational again. TRANSIT MAIN LOCATION This begins as soon as operation can be safely continued at the main location.

24. Recovery Team ASSIGNED TEAMS Contact Person 02 Contact Person 03 Contact Person 04 Contact Person 01 TEAM CONTACT Incident Manager HR & PR Manager Financial Manager HR & PR Manager Financial Manager Team Leader Deputy Team Leader Team Member BC Coordinator Emergency Communication Team Emergency HR Department Emergency Management Emergency Response Team IT Recovery Team TEAM RESPONSIBILITITY TEAM ROLES DEPARTMENTAL TEAM

25. Disaster notification, notifying management, initial damage assessment Delaying disaster, activating contingency plans, relocating to alternative location Implementing provisional plan, establishing communication Restoring processes and communication using the backup files Starting business operations at the alternative location, managing work too Gradually returning to main location, terminating contingency plans Recovery Procedure It includes measures and tasks to restore business processes.

26. Business Continuity Plan Checklist YES NO 01 02 03 04 05 06 Plans and resources for alternative locations Emergency operations centers Copies of critical business data Employee contact list and recovery priorities Business impact and risk analysis Recovery task list and office recovery plans IT report and resources, Supplier list, Employee contact list 07 CRITERIA FOR BCP IMPLEMENTATIONS

27. Business Impact Analysis Template 12-02-2020 $ 120.00K $ 12000 - $ 1300 12% 1 2 Day - - Technical 13-02-2020 $ 12.90K $ 269819 - $ 1400 13% 2 1 Day - - Service 14-02-2020 $ 34.98K $ 97371 - $ 1500 19% 3 4 Day - - Employee 15-02-2020 $ 119.9K $ 20189 - $ 1600 20% 4 9 Day - - - 16-02-2020 $ 45.90K $ 28012 - $ 1700 11% 5 10 Day - - - 17-02-2020 $ 56.92K $ 384732 - $ 1800 35% 6 4 Day - - - 18-02-2020 $ 34.90K $ 1029137 - $ 1900 20% 1 2 Day - - - 19-02-2020 $ 23.00K $ 1092 - $ 2000 23% 3 1 Day - - - TOTAL $ 448.50K $ 17,92,352 - $ 13200 - - 31 Days - - - Date Daily Revenue Daily Transactions Process Backlog Potential Impact Companywide Impact Impact Ranking 1-6 Target Recovery Time Recovery Point Recovery Strategy Time Needed for Recovery

28. Business Continuity Maturity Model MATURITY MODEL 01 - SELF GOVERNED 02 - DEPARTMENTAL 03 - COOPERATIVE 04 - COMPLAINT 05 - INTEGRATED LEVEL 06 Comparative Model Corp. Competencies Leadership Very Low Low Medium High High BC Program Structure Very Low Low Low Medium High Metrics Very Low Low Medium Medium High Resource Commitment BC Program Content Incident Mgmt. Very Low Low Medium High High Security Mgmt. Very Low Low Medium Medium High ORGANIZATION “AT RISK” ORGANIZATION “AT RISK” ORGANIZATION “AT RISK” Attributes of an Organization at Each Maturity Level Attributes of Each BC Discipline at Each Maturity Level Very Low Low Medium High High High High High High High High

29. Does the project re-establish existing business opporunities or provide new jobs ? Does the project improve deteriorated neighborhoods ? Does the project increase existing business income or contribute to additional spending ? Does the provide new affordable lease or rent opportunities or ownership for new business ? Business Recovery Checklist ECONOMIC IMPACT Does the project receive financial investment from various segments of the community ? Does the project have high visibility and distinct recognization with community ? Does the project bring change in high visibility ? Does the project provide support to community system ? HIGH VISIBILITY YES NO

30. Strategic BCM Framework BM STRESS TESTING Define Identify Assess impact Design changes Execute changes BUSINESS CONTINUITY MGMT. Test & maintain Project initiation Identify & impact Design measure Implement MODIFIES & CREATE VALUE SUSTAINS & PRESERVES VALUE

31. Risk Distribution Dashboard by Business Process RISK HEAT MAP ANNUALIZED COST OF CONTROL RISK SCORE CURRENT GRC Risk History Risk Compare to Cost of Control Impact Likelihood Dollar in Millions 85% 100

32. Business Continuity Roadmap Setup of BCM framework & training of key project leaders and managers JAN FEB MAR APR MAY JUN JUL AUG Risk Analysis & business impact analysis (interviews with department heads) Develop business continuity mgmt. strategy options & business continuity plans Establish simulation exercise and finalize BCM exercise materials Start your pre-audit assessment for business continuity mgmt. Finalize business continuity plan with emergency management procedures Establish business continuity mgmt. maintenance, conduct staff awareness trainings. To take BCM standard certification - SS540:2008 certification

33. BCP Builder’s Resilience Framework Organizational flexibility, responsiveness & vigilance in daily operations UPDATE Discuss & improve plan after an event Predetermined response, know who is involved, process optimization UTILIZE Follow the plan in a crisis or exercise Confused & frustrated, lacking appropriate system STRUCTURE Decide on how to structure the plan Unable to access critical information, miscommunication & mistakes PLAN Find a template & get started No Plans Unprepared SYMPTOMS KEY TO SUCCESS Starting to Plan Delayed response & access to information Working Plan Responds quickly & effectively Resilient