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GB/T 23011-2022: Integration of informatization and industrialization - Digital transformation - Reference model for value and effectiveness
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Integration of informatization and industrialization - Digital transformation - Reference model for value and effectiveness
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GB/T 23011-2022
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Basic data | Standard ID | GB/T 23011-2022 (GB/T23011-2022) | | Description (Translated English) | Integration of informatization and industrialization - Digital transformation - Reference model for value and effectiveness | | Sector / Industry | National Standard (Recommended) | | Classification of Chinese Standard | L67 | | Classification of International Standard | 35.240 | | Word Count Estimation | 18,114 | | Date of Issue | 2022-10-14 | | Date of Implementation | 2022-10-12 | | Issuing agency(ies) | State Administration for Market Regulation, China National Standardization Administration | GB/T 23011-2022: Integration of informatization and industrialization - Digital transformation - Reference model for value and effectiveness
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Integration of informatization and industrialization -- Digital transformation -- Reference model for value and effectiveness
ICS 35.240
CCSL67
National Standards of People's Republic of China
Integration of informatization and industrialization
Digital Transformation Value Benefit Reference Model
Published on 2022-10-12
2022-10-12 Implementation
State Administration for Market Regulation
Released by the National Standardization Administration
directory
Preface III
Introduction IV
1 Scope 1
2 Normative references 1
3 Terms and Definitions 1
4 Abbreviations 2
5 Overall Framework 2
6 Value Benefit Classification System 4
6.1 General 4
6.2 Optimization of production operations 4
6.3 Product/Service Innovation 5
6.4 Format change6
7 Value Creation and Delivery System Based on Capability Unit 6
7.1 General 6
7.2 The process of building a value creation and delivery system based on capability units 7
7.3 The main perspective of realizing value decomposition based on capability decomposition 7
7.4 Capability Units to Support Capability Building and Value Creation 8
7.5 Capability Unit Composition Paradigm to Support Capability Sharing and Value Transfer 9
8 Value capture system based on new capabilities10
8.1 General 10
8.2 Main Types of Value Models 10
8.3 Typical Models of New Capabilities Empowering Value Acquisition 11
Reference 13
foreword
This document is in accordance with the provisions of GB/T 1.1-2020 "Guidelines for Standardization Work Part 1.Structure and Drafting Rules of Standardization Documents"
drafted.
Please note that some content of this document may be patented. The issuing agency of this document assumes no responsibility for identifying patents.
This document is proposed by the Ministry of Industry and Information Technology of the People's Republic of China.
This document is under the jurisdiction of the National Information Technology and Industrialization Integration Management Standardization Technical Committee (SAC/TC573).
This document is drafted by. Beijing Guoxin Digital Transformation Technology Research Institute, National Industrial Information Security Development Research Center, Dianzhihuike
Technology (Beijing) Co., Ltd., Beihang University, Guangzhou Saibao Certification Center Service Co., Ltd., Accenture (China) Co., Ltd., Shanghai
Institute of Quality Management Science, China Academy of Information and Communications Technology, Chinese Society of Management Science, National Information Center Sharing Economy Research Center, China
Institute of Industrial Economics, Academy of Social Sciences, Beijing Saisheng Technology Co., Ltd., CLP Hongxin Information Technology Co., Ltd., National Energy Investment Group
limited liability company, China Communications Construction Group Co., Ltd., State Power Investment Group Co., Ltd., China Guoxin Fund Management Co., Ltd.,
State Grid International Development Co., Ltd., UFIDA Network Technology Co., Ltd., Guangdong Pangu Information Technology Co., Ltd., ZTE Corporation
Co., Ltd., Henan Haobang Information Technology Co., Ltd., Beijing Fenghuo Wanjia Technology Co., Ltd., Hangzhou Huicui Intelligent Technology Co., Ltd., Jincheng
Technology Co., Ltd., Nanjing Huide Information Management Consulting Co., Ltd., Glodon Technology Co., Ltd., Jiangling Motors Co., Ltd.
Company, Yunnan Machinery Research and Design Institute Co., Ltd., Weizheng Intellectual Property Technology Co., Ltd., Qingdao Innovation Qizhi Technology Group Co., Ltd.
Company, Qingdao CIMC Refrigerator Manufacturing Co., Ltd., Jiangsu Ousoft Information Technology Co., Ltd., Zhongguancun Information Technology and the integrated development of the real economy
Alliance, China CRRC Group Co., Ltd., China Three Gorges Group Co., Ltd., Sinochem Holding Co., Ltd., and Nam Kwong (Group) Co., Ltd.
Co., Ltd., China Resources Digital Holdings Co., Ltd., Beijing Guolian Video Information Technology Co., Ltd., Zunyi Aluminum Co., Ltd., Petrochemical Ying
Branch Information Technology Co., Ltd., Heilongjiang Feihe Dairy Co., Ltd., Jiangsu Yawei Machine Tool Co., Ltd., Zhongtian Iron and Steel Group Co., Ltd.
Company, China Railway Baoqiao (Yangzhou) Co., Ltd., Jiangsu Lianhuan Pharmaceutical Co., Ltd., Tianjin Cement Industry Design and Research Institute Co., Ltd., China Railway
Bridge Bureau Group Co., Ltd., Kaos Industrial Intelligence Research Institute (Qingdao) Co., Ltd., Shanxi Yangmei Chemical Machinery (Group) Co., Ltd., Chang
Zhou Haoming Information Technology Co., Ltd., Wuhai Xinshan Wenwu Sports Technology Co., Ltd., Zhibaihui (Beijing) Technology Co., Ltd.
The main drafters of this document. Zhou Jian, Chen Jie, Shan Siqing, Zhou Yi, Jia Jin, Li Jun, Wang Jinde, Jin Ju, Zhang Jian, Ling Dabing, Zhang Xiaobo,
Yu Fengxia, Li Xiaohua, Zhao Jiannan, Liu Jie, Zhou Huiqin, Li Wenhui, Zhang Chenggang, Chen Xi, Zhang Zhengkai, Xu Dafeng, Wang Hongmiao, Ruan Zhen, Lu Ping, Zhang Fei,
Zheng Changshui, Zhang Lu, Ji Lei, Lu Rengang, Liu Gang, Yao Xiantao, Zhang Dongning, Wang Jiawei, Gao Lingyan, Nian Junlai, Meng Defeng, Du Linming, Han Yueqi,
Li Pengmei, Zhang Haijun, Dong Kunlei, Liu Quan, Zhou Haowei, Chen Xi, Qiu Junjiang, Zheng Yongliang, Li Bei, Duan Fujin, Jin Juanjuan, Wang Qing, Zhou Feng, Chen Yue,
Zhang Yongjiu, Leng Zhibin, Wei Wei, Zhang Yu, Tu Bin, He Xiaolong, Mao Weiqi, Ren Taolin, Ren Jinsuo, Sun Jianguo, Li Xingbao, Liu Tao, Li Xinyu,
Peng Jianwen, Tan Zhigang, Tao Shifeng, Chen Liankun, Liu Heyan, Li Gang, Wei Jinming, Wang Yong, Shi Xiaohui, Geng Feng, Liu Minglei.
Introduction
The fundamental task of digital transformation is the optimization, innovation and reconstruction of the value system. The rapid development of digital productivity has not only triggered
The transformation has also profoundly changed the organization's business system and value model. The traditional business system and value model are based on technical barriers
The vertical closed system developed in the digital economy era is based on the co-construction, co-creation and sharing of new (digital) capabilities.
formed an open ecosystem.
On the basis of applying (new generation) information technology to transform and improve existing business, to achieve efficiency improvement, cost reduction and quality improvement, based on new
The extended business and value-added services empowered by a generation of information technology are developing rapidly. With the continuous improvement of the digital economy ecology, the transformation of business formats will increase.
Rapid rise, entering a new era of open value ecological construction in which digital business is booming.
This document focuses on issues such as "what are", "how to create and deliver", and "how to obtain" the value benefits of digital transformation.
Reference models such as the classification system, the value creation and delivery system based on capability units, and the value acquisition system based on new capabilities are designed to help
The organization is guided by value and benefit, establishes a method and mechanism that incorporates value and benefit requirements throughout the entire process of digital transformation, and obtains digitalization stably and effectively.
Transformation effect, to achieve sustainable innovation and development.
Integration of informatization and industrialization
Digital Transformation Value Benefit Reference Model
1 Scope
This document provides a reference model for the value and benefit of digital transformation, and establishes the classification system of value benefit and the cost benefit based on the capability unit.
The value creation and delivery system describes the general method for building a value acquisition system based on new capabilities.
This document is intended for (classes of) organizations with the following needs.
a) According to the requirements of the optimization, innovation and reconstruction of the value system, with new capabilities as the traction, pragmatically and effectively create, transmit and acquire digital
Transformational value benefits;
b) Develop and provide systematic solutions around the value and benefits of digital transformation;
c) Provide services for the organization to carry out digital transformation.
2 Normative references
The contents of the following documents constitute essential provisions of this document through normative references in the text. Among them, dated citations
documents, only the version corresponding to that date applies to this document; for undated references, the latest edition (including all amendments) applies to
this document.
GB/T 23000 Fundamentals and Terminology of Informatization and Industrialization Integrated Management System
3 Terms and Definitions
GB/T 23000 as well as the following terms and definitions apply to this document.
3.1
The measurable economic and social value and benefit results created by an organization's business activities.
3.2
new capability enhancedcapability
Deepen the application of a new generation of information technology, establish, enhance, integrate, and reconstruct the internal and external capabilities of the organization, and form a response to uncertain changes.
ability.
[Source. GB/T 23000-2017, 4.2, with modifications]
3.3
Deepen the application of a new generation of information technology, stimulate the innovation-driven potential of data elements, and build new capabilities to improve survival and development in the digital age
(3.2), accelerate the process of business optimization, innovation and reconstruction, create, transmit and acquire new value, and realize the process of transformation, upgrading and innovative development.
Note. The promotion of digital transformation usually adheres to the value benefit (3.1) as the guide, the new capability (3.2) as the main line, the data element as the drive, and the business transformation as the main line.
core.
3.4
valuestream
The logical relationship used to drive the transfer of value benefit requirements, goals, etc. between related activities.
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