[JAVA] [Cliff in 2025] The Ministry of Economy, Trade and Industry's "DX Report 2" was published, so I read it.

The DX report (@ 2018) of the Ministry of Economy, Trade and Industry, which became a hot topic in the text that was so sharp that it could not be thought of as a government publication, such as the catchy term "cliff in 2025", but at the end of last year, " Since "DX Report 2" was published, it is the report __.

For those who don't know about DX reports, the __DX report looks like this __

_ "The DX report released in 2018 states that if DX cannot be realized without eliminating the complicated and black-boxed existing system, not only will it be a loser of digital competition, but also a large amount of economic loss will occur. He sounded a warning (cliff in 2025) and pointed out that intensive system renewal should be carried out by 2025 to address this issue. "_

The word "cliff in 2025" has become a hot topic. __ DX Report 2 published on December 29th last year was also very interesting, so I thought it would be good for IT people to know, so I posted it on Qiita __.

__ In addition to the guidelines for IT utilization in each user company, the content is quite in-depth, such as what the vendor company should be, and it was more responsive to reading with sharper sentences than last time __. The quotes were as good as the "Cliff of 2020", so I would like to summarize them in chapters.

original

It is on the Ministry of Economy, Trade and Industry website. I tried not to spoil the contents as much as possible, but I think that you should hit the source.

https://www.meti.go.jp/press/2020/12/20201228004/20201228004.html

Executive summary

Let's start with __ "Executive Summary" __ at the beginning. __ There was something that was as close to the content as the name "Executive Summary" __.

First of all, in response to the fact that the efforts have not progressed even though the DX report of 2018 sounded the warning of the transformation by DX, I will conclude as follows.

――It has become clear that more than 90% of the companies are not working on DX at all (DX not started companies) or are only sporadically implementing it (DX developing companies). ――We have to recognize that the DX efforts of all Japanese companies are at a completely inadequate level.

I conclude.

And people who work for quite large companies may grin, but I comment on it like this

--__DX = Non-essential interpretations such as "renewal of legacy system" were correct __ ――The essence of DX is not just to renovate the legacy system, but to acquire the ability to quickly adapt to changes in the business environment, and to change the corporate culture in it. Conceivable

And after mentioning the Corona sword, he concludes the summary like this.

――_ Now that people's stereotypes are changing, it is a great (last) opportunity to change the corporate culture to deal with the “wall of 2025” problem.

No, there is something that mentions Corona's evil and the part that "this is the best and last opportunity" is imminent. After introducing the overall structure, let's take a closer look at the text.

Overall composition and highlights

I have a ppt format summary and a Word format report, but the overall structure is like this (reproduced from the ppt summary).

__ Personally, I thought the highlights were as follows. __

--_ The essential issues expressed by the corona wreck __ ―― __ Direction of business transformation that companies should aim for __ ――_ Direction of change that vendor companies should aim for __ ――_ What companies should immediately tackle in the wake of the corona wreck regarding the direction of change in corporate management and strategy __ --_ Short-term, medium- to long-term response to advance DX __ --Government efforts to accelerate change

Then, I will introduce each of them in the form of excerpts.

Chapter 2: Essential Issues Revealed by the Corona War

Since Chapter 1 has been explained in the previous part, it is an introduction from Chapter 2. There is a fairly big subject, __ "Essential issues expressed by the corona wreck", but what exactly is it __? First, let's look back on 2020 as follows.

――The worldwide spread of the new coronavirus from the beginning of 2020 will inevitably require companies to take measures such as "how to continue business while preventing the spread of infection and protecting the lives of customers and employees." Became

And in light of the increasing telework and the enjoyment of utilizing new digital technologies is spreading among people. __ "People are aware of the importance of new values ​​and are making great use of and adapting to new services in Corona." __ And evaluate the people. However, after stating that there are companies that can catch up with it and companies that cannot catch up with it, I conclude this way.

"The center of value creation in business is rapidly shifting to the digital space, and companies that cannot immediately renew their culture and transform their business will be on the path to being the losers of the digital competition." _ " "And it should be recognized that __vendor companies that provide digital technology services cannot respond to such changes with their existing contract development business models."

This isn't like a government publication, right? ?? After making such a decision, the theme will change about the direction to aim for.

Chapter 3: Direction that companies should aim for

Chapter 3 is the chapter "Digital Enterprises and Industrial Transformation", which analyzes what user companies and vendor companies should aim for from short-term, medium- to long-term perspectives. And, in the first stage, the quote pops out like this.

――_ The source of value creation in business is shifting to the digital domain, and this trend will not return even after the end of the corona disaster __ ――_ If you get caught up in the stereotype that the business form and business model that you have continued so far are given despite the changes in the surrounding environment, it is impossible to realize a drastic change. Can not__

And the chapter goes in the direction that vendors should aim.

The direction that vendor companies should aim for

--In a value-creating business, user companies need to keep their IT systems updated quickly to meet the ever-changing needs of their customers. To do so, we can quickly develop the functions with the highest needs and respond quickly to changes while giving feedback ___ We cannot respond to the speed of change unless we change development to an agile type __ --_ Vendor companies that stick to the conventional contract development type business by waterfall development will not be able to meet the needs and speed of user companies in the future __

Then, after pointing out the problems, we will discuss the direction we should aim for.

――In order to accurately grasp the issues of customers and society, vendor companies are required to become co-creative partners who promote DX together with user companies.

Because that heart is

"In the United States, changes are accelerating as there are no boundaries between vendor companies, such as system development by user companies. However, in Japan, IT human resources are biased toward vendor companies, and the employment environment is also different from that in the United States. Because. Therefore, "future vendors in the digital world are required to work together with their clients on his DX."

The above was neatly organized by looking at P9 of the ppt format summary.

And then the whole story, including the user companies. What should user companies do?

Direction of change in corporate management and strategy

There were chapters divided into short-term and medium- to long-term, but first the short-term part. Since this is a relatively complicated content, I will reprint the one that is organized in a summary. Because it is a government publication, it can be reprinted freely.

Below are the details about each point

Forming a common understanding among stakeholders to promote DX

First of all, it is said that the formation of a common understanding among the parties concerned for the promotion of DX must be done in the short term, but this is based on the following two points as a premise.

――In promoting DX, it is necessary for management, business divisions, and IT departments to work together to draw up a concept for business transformation. --It is necessary to first form a basic common understanding among the parties promoting DX.

Specifically, it shows the following directions.

__ From the perspective of how to solve management issues by utilizing data and digital technology, management and business divisions present ideas and use digital to make it completely new. From the perspective of exploring a new business, the IT department presents ideas and promotes the hypothesis testing process __

And finally, there is a very (!) Good thing written.

__ In order to encourage collaboration among stakeholders, we value an agile mind (a spirit that keeps adapting agilely) and ensuring psychological safety (a mind that is not afraid of failure and does not deduct points for failure). Creating an atmosphere to do) is required __

It's agile-minded and psychologically safe, isn't it? .. !!

Clarification of CIO/CDXO roles and authorities

Another thing that must be done in the short term is to clarify the roles and authorities of the CIO/CDXO. This is just an excerpt.

--After clarifying what role and authority the CIO/CDXO should play, based on this, appropriate personnel should be assigned to promote DX. ――Lack of proper leadership hinders DX's goal of business transformation, as the IT department will only support the current business of the business unit and the business process will be individually optimized and vertically divided. ――In order to make an investment related to digitization, not only the efficiency of IT investment including the review of business processes of business divisions, but also the abolition / disposal of IT systems corresponding to unnecessary business processes in some cases. Need to connect

So that's it.

Infrastructure development that enables remote collaboration

This is the third thing to do in the short term.

――As a tool to continue business while preventing infection with the new coronavirus, the development of IT infrastructure that realizes remote work is progressing rapidly. ――The infrastructure that enables such remote collaboration is not limited to infection prevention, but may become an infrastructure for future innovation creation.

Redesign of business process

Fourth.

――Some of the business processes that have been taken for granted in society and companies until now can be made more efficient by reviewing them just by following the precedent, and individual rules that have been accumulated as a result of past studies. There is a possibility that something that is inefficient may be lurking. ――It is expected that productivity will be significantly improved and new value will be created by reviewing "business processes that assume that people work" on the premise of digital and from the customer's point of view.

The last part is also a point.

--_ Even if the business process is reviewed once, if the review activity is stopped there, the business process will become a legacy __ --_ From the perspective of whether business processes contribute to creating value for customers, constant review is required __

You say good things.

Medium- to long-term response

The above is the short-term response, and the medium- to long-term response. First of all, I will reprint the summary in ppt format. If you look at this, you can see it in general.

We will also extract points for long-term implementation.

Formation of digital platform

He says that the first thing that must be done in the medium to long term is the formation of a digital platform.

――_ Companies will utilize SaaS and packaged software by eliminating self-reliance in the area of ​​collaboration and promoting standardization of business processes under the leadership of top management, and will be able to utilize valuable IT investment budgets and human resources to engage. Input should be suppressed __ --In order to increase the effectiveness of IT investment, it should be considered to form a collaborative area with other companies in the industry and make it a common platform. --The common platform is assumed to be an industry platform that is a platform for collaborative areas in a specific industry, or a regional platform for solving social issues in a specific region. ――The cross-company connection created by such a common platform will be an important foundation of the digital society because it will enable us to quickly solve social issues and provide new value.

To build an IT system that is highly adaptable to change

The second thing we have to do in the medium to long term seems to be building an IT system that is highly adaptable to change.

――As a characteristic of the digital age, the domain of _SoE (Systems of Engagement), which is a system for discovering and solving problems of customers and society through contact with customers and society and proposing new values. Is spreading __ ―― A cycle of promptly presenting products and services as hypotheses to the market with a small start, conducting data-driven hypothesis verification, and using the results to improve products and services. By repeating, better value proposition becomes possible ――In the area of ​​SoE, it is difficult to outsource the development of _large-scale software with the conventional ordering form __ -- Rather than ordering large-scale software development in bulk and developing it over a long period of time, you should build an agile development system in-house and repeat small-scale development while grasping changes in the market __

Business transformation of vendor companies and new relationships between user companies and vendor companies

This is the third medium- to long-term.

――_ In the future, large-scale contract development will decrease __ ――In the future, as DX progresses in user companies, the scale of contract development and the number of projects will decrease, and __ agile development will become the mainstream __ ――However, since it is often the case that the internal human resources of the user company cannot immediately respond to the agile development concept and cloud-native development technology required in the process of in-house production, __ vendor companies move to in-house development. There is a growing need for support for transition and skill transfer while running alongside __ ――Vendor companies do not make these business opportunities a customer-resident business to client companies, but develop team capabilities while sharing agile ideas with user companies at bases that can embody equal partnerships ( Co-education), in-house development should be cooperated and practiced (co-creation) __

Expansion of job-type personnel system and securing of DX human resources

Fourth medium- to long-term.

――_ The company should secure the human resources needed to promote DX (rather than leaving it to an external vendor company) __ ――In promoting DX, the role of engineers who bring the value that companies propose to the market into the actual system is extremely important. ――_ It is also important to make it easier to do side jobs and side jobs, to create an environment where human resources flow and employees can come into contact with diverse values ​​__

The above is Chapter 4. About the government's efforts in Chapter 5.

Government policy direction

About the government's efforts in Chapter 5. I felt that they were doing so many good things. I won't make an excerpt, but I think it's a good idea to read the original.

Below is the implementation of the government

Formulation of a collection of points for forming a common understanding, redefinition of the role of CIO/CDXO, formulation of DX success patterns, understanding of DX promotion status, formation of digital platforms, institutional support for industrial transformation, co-operation of user companies and vendor companies It means promotion of creation, support for business model transformation utilizing digital technology, support for research and development, and improvement of reskilling and fluidization environment to secure DX human resources.

I thought I was doing something pretty good

Finally

The DX report itself has a sixth chapter, which looks back on the points made in the 2018 DX report and the policy development after that, but this time it is a review of DX report 2, so I will omit it here. Finally, I would like to finish by excerpting only one paragraph from Chapter 6.

• The reason why corporate behavior change is not progressing can be understood from the analogy of __lifestyle-related diseases. Everyone understands that in general it is better to be leaner than the state of metabolic syndrome, and also understands the risk of lifestyle-related diseases __, but believes that he is healthy. .. The same is true for DX, and many companies understand that DX is necessary, but have not been able to change their behavior *

At the end, I hung it on the metabolic syndrome and explained it in an easy-to-understand manner.

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