五個幫助員工緊跟數字化潮流的方法

The consumer packaged goods (CPG) landscape is in the midst of a significant shake-up. Coca-Cola recently reshuffled its leadership team to focus on growth, innovation, and digital. Unilever has acquired Dollar Shave Club, a young startup, for $1 billion in a move to introduce a new model of subscription sales. L’Oréal has made a strategic investment in Founders Factory, a digital startup accelerator.

消費性包裝產品（CPG）正經歷重大變化。可口可樂最近重組了其領導團隊，專注於增長、創新和數字化。 聯合利華已經以10億美元收購了創業公司美元剃鬚俱樂部（Dollar Shave Club），推出了新的訂購銷售模式。 歐萊雅已經對創始人工廠（Founders Factory）進行了戰略投資，創始人工廠是數字化啓動加速器。

From our view and experience, what underpins the success of these new ideas and approaches is the abilities, skills, and mindset of the company’s workforce. In our work with leading consumer products companies around the world, we’ve identified clear practices and investments that bring a greater chance of success in organizing a workforce around the expectations and needs of the connected consumer. Here are five:

從我們的觀點和經驗來看，這些新思想和方法的成功基礎是公司員工的能力、技能和心態。 在與世界各地領先的消費品公司的接觸中，我們明確了一些做法和投資方式，能夠讓我們在圍繞相關消費者的期望和需求打造員工隊伍時更容易取得成功。具體有以下五點：

The rallying cry for new ways of working in the digital age must start at the top. At L’Oréal, CEO Jean-Paul Agon signaled the company’s digital transformation when he recruited Lubomira Rochet to be the chief digital officer and a member of the executive team.

數字時代對於新工作方式的呼籲必須從公司高層開始。在歐萊雅，首席執行官讓保羅•阿貢（Jean-Paul Agon）招募了Lubomira Rochet擔任首席數字官員及管理人，展示了公司進行數字轉型的決心。

One of Rochet’s first tasks was to create a leadership development program that equipped executives with the knowledge, mindset, and ways of working the company would need to grow in the digital age. The top 1,000 executives at L’Oréal have participated in a range of learning experiences, enabling them to build digital road maps for their regions and businesses and to model the behaviors that their team members must embrace to execute on these plans, such as a willingness to experiment, an openness to external partnerships, and more autonomous team structures.

Rochet的首要任務之一是創建領導力發展計劃，爲高管們提供知識、思維和工作方式，以適應數字時代發展要求。歐萊雅的1000名高管參加了一系列學習經驗交流活動，使他們能夠爲其地區和企業建立數字化轉型路線圖，並對其團隊成員樹立榜樣和模範，比如樂於實驗、接受與外部合作、建立自主團隊結構。

Another way to signal commitment from the top is if CPG leaders actually engage with the tools their consumers use. Pete Blackshaw, Global Head of Digital & Social Media at Nestle, advocates for CPG leaders to personally embrace the use of emerging digital platforms and channels in order to make this new paradigm real to employees, agency partners, and suppliers.

自上而下倡導緊跟數字化潮流還包括CPG領導人是否真正體驗了消費者使用的工具。雀巢數字與社會媒體全球負責人皮特•黑胡斯（Pete Blackshaw）主張CPG領導人親自使用新興的數字平臺和渠道，以使員工、代理合作夥伴和供應商真正參與到數字化潮流中。

“I’m constantly using and testing new platforms — live video, posts on Facebook, Instagram stories, and more. Experiencing this for myself gives me that extra edge to ask the tough questions and challenge some of the sales pitches from agencies and tech companies trying to sell me that big campaign,” Blackshaw says. “Personal experience makes me a more effective marketer.”

Blackshaw表示：“我一直在使用和測試新的平臺—直播、Facebook、Instagram等等。親身體驗之後，在面對科技公司及代理商的廣告時我能提出更多更好的問題。個人經驗使我成爲了一個更好的營銷人員。”

Fast-growing consumer products companies are upending the traditional retail model, which depends on a manufacturer selling to a retailer that then sells to the end consumer. Plug-and-play e-commerce technology, search engine optimization, and other distribution solutions are making it ever easier for products to directly reach consumers. This shift gives CPGs an opportunity to gain rich insight into the tastes and habits that drive their sales. Gaining this insight, however, requires a simultaneous shift in organizational structure to bring internal teams much closer to consumers. New and emerging tools such as social media listening, user research, and journey mapping can be powerful enablers to guide CPGs digital transformation.

快速發展的消費品公司正在顛覆傳統的零售模式，即廠商—零售商—消費者。快捷方便的電商、搜索引擎優化和其他分銷解決方案正在使產品更容易直接面向消費者。這種轉變使CPG公司有機會深入瞭解消費者的品味和習慣。然而，這需要同時改革組織結構，使內部團隊更貼近消費者。新興的工具，例如社交媒體、用戶研究和旅程繪圖可以是引導CPG數字轉型的有力推動力。

One such example is Connected Home, a unit set up by British utility company Centrica to build “smart home” appliances. The team was structured to operate like a startup, with a particular focus on user research, feedback, and a commitment to lean operations. This approach helped Connected Home’s Hive “smart thermostat” device become a market leader in just a few years. Kassir Hussain, former director of Connected Home, told us: “In a space that can often be confusing and frustrating to consumers, our focus on regular user interviews, meetings, tests, and demos allowed us to build a product that was simple, easy to use, and addressed real consumer needs.” In a competitive energy market, the Connected Home unit has now become a major differentiator and profit driver for the parent company, Centrica.

Connected Home是英國公用事業公司Centrica旗下專注發展“智能家居”設備的公司。 該團隊的結構是像創業公司一樣運作，特別關注用戶研究、反饋和精益運營。這種方法幫助Connected Home的Hive“智能恆溫器”設備在短短几年內成爲非常受歡迎的產品。 Connected Home前任主任Kassir Hussain告訴我們：“在一個經常讓消費者感到困惑和沮喪的領域，我們專注於定期與用戶會面、進行用戶測試等，這讓我們打造了一款簡單、容易上手、切實滿足消費者需求的產品。在競爭激烈的能源市場中，Connected Home現在已成爲母公司Centrica的主要子公司和利潤增長極。

Agility is key to success when undertaking digital transformations. Today’s technologies and consumer needs change faster than traditional business road maps can deliver, and employees need to be ready and empowered to move at this pace. The best way to drive this shift is to establish a set of tangible day-to-day activities and behaviors that enable employees to act quickly.

快速適應新形勢是數字轉型成功的關鍵。如今的技術和消費者需求變化非常快，遠非傳統規劃可比，因此，員工需要做好一切準備隨時適應新的形勢變化。推動這一轉變的最好辦法是建立一套日常活動和行爲流程，使員工能夠迅速採取行動。

One such activity was introduced by Deb Henretta while leading P&G Asia. She pushed her teams to move to 24/7 monitoring of all digital assets — owned sites, customer sites, and social media channels. She introduced a set of live dashboards and frequent reports that helped the team keep a constant pulse on consumer behavior and activity. The team learned to keep a close eye on everything from page load times to consumer reviews to social media sentiment.

寶潔亞洲的Deb Henretta在這方面有突出成就。她和團隊對所有的數字信息進行全天候監控，包括旗下網站、客戶網站和社交媒體渠道。她介紹了一套跟蹤消費者行爲和活動的方法。而團隊也學會了密切關注從頁面加載時間到消費者評論、社交媒體情緒等各種信息。

Some leading companies are drawing on user experience design to rethink their employees’ experience, in a bid to more effectively attract and retain critical talent and to embrace more open and fluid ways of working. They want a better understanding of the motivations of employees, many of whom are in new and evolving roles, or are from a generation with significantly different career motivations and expectations. Using tools such as journey maps, persona development, and user research, these companies are able to transform the way employees experience their time at the company along every major milestone.

一些領先的公司正在利用用戶體驗設計來重新思考員工體驗，以更有效地吸引和留住關鍵人才，並採用更加開放靈活的工作方式。他們希望更好地瞭解員工的動機，其中許多人還未定型，有着不同職業動機和期望。這些公司使用旅程地圖、人物開發和用戶研究等工具，能夠轉變員工在公司每一個重要里程中的體驗。

LVMH’s Fashion Group, part of the massive French luxury products group, is one team that’s embracing this approach. “Borrowing from fields like user experience design, we’ve been able to reconsider crucial aspects of recruiting, onboarding, development, and retention to create journey maps to enhance the employee experience,” says Nathalie Cheveau, global talent development manager at LVMH Fashion Group.

法國奢侈品集團之一的LVMH就採用了這種方法。LVMH時尚集團全球人才發展經理Nathalie Cheveau表示：“藉助諸如用戶體驗設計等領域，我們已經能夠重新考慮招聘，入職，開發和保留的關鍵方面，以創建旅程地圖來增強員工體驗。

As large CPGs grapple with the pace of change in their industry, learning and doing can no longer be separated. Leading CPGs must invest in regular and frequent upskilling initiatives, delivered in formats that are in line with the increasing demands on employees’ time.

隨着大型CPG公司不斷經歷變化和挑戰，學習與實踐越來越密不可分。有關公司必須持續不斷地提高員工技能，充分利用員工時間促使員工學習。

Over the past year, more than 14,000 L’Oréal employees have enrolled in and completed a dedicated upskilling program, which includes a required set of online lessons and targeted workshops focused on practical skills led by individual markets. These include skills such as search engine optimization, digital media allocation, and digital analytics.

在過去一年中，超過14,000名歐萊雅員工已經參加並完成了專門的培訓計劃，其中包括一系列必要的在線課程和針對性的講習班，重點是個別市場的實踐技能。這包括搜索引擎優化、數字媒體分配和數字分析等技能。

These new skills are delivering results. L’Oréal now spends 32% of its net media budget on digital channels, and saw e-commerce sales jump by 33% in 2016 alone. The company continues to deliver impressive revenue and profit growth, and leads the way in innovation in the beauty space worldwide.

這些措施都取得了不錯的成果。目前，歐萊雅網絡媒體預算的32％都用於投資數字渠道，電子商務銷售僅在2016年就躍升了33％。公司繼續實現大幅收入和利潤增長，並引領了全球美容領域的創新。

Digital transformation is not just about technology. The way a company communicates with its employees, organizes them, and reskills them will play a fundamental role in its ability to take advantage of the new paradigm of the consumer products landscape.

數字轉型不僅僅是技術。公司與員工溝通的方式、組織方式以及對員工進行技能培訓等，都將在其利用消費品行業新模式方面發揮重要作用。