Previously, transformation was like walking in the dark, but now with a 'navigation map', each step has a clear direction. Recently, at the 2025 Integration of Informatization and Digital Transformation Conference, the Ministry of Industry and Information Technology officially released the 'Reference Guidelines for Scene based and Graph based Promotion of Digital Transformation in Key Industries (2025 Edition)'. This guideline has drawn a "scenario navigation map" for digital transformation of 14 key industries such as steel and petrochemicals, aiming to help enterprises solve the problem of "not being able to transform or not being able to transform correctly" and promote the digital transformation of the manufacturing industry from "scattered exploration" to "systematic promotion". Scenario based "decoding": There are "targeted solutions" for the pain points of transformation, "large investment and slow effectiveness in transformation", "complex technical routes, and no idea where to start" - these are common challenges faced by many enterprises in digital transformation. The "Transformation Map" released this time breaks down the transformation logic in a scenario based manner, transforming abstract "digitalization" into concrete and actionable business projects, allowing enterprises to find suitable solutions according to the map. On the tens of meters long exhibition board displayed at the conference, the transformation map of industries such as steel, petrochemicals, and robotics is clearly depicted. Unlike previous macro policy guidelines, this map focuses on five core links: research and development design, production and manufacturing, operation and maintenance services, business management, and supply chain management. It breaks down standardized business scenarios and provides full process guidance for each scenario, including "pain point diagnosis, technical path, tool list, and resource docking". Taking the construction machinery industry as an example, in response to the pain point of "low production efficiency caused by small batch and multi variety production", the map not only clarifies the core equipment models and industrial software selection standards for intelligent production line transformation, but also refines the installation location and interface specifications of data collection terminals, and provides a reference list of high-quality service providers, helping enterprises significantly reduce the cost of preliminary research and quickly formulate implementation plans. The transformation map has achieved 'precise matching', with pain points, technical routes, and tool lists clearly defined for each scenario, eliminating the need to spend a lot of time researching and screening. ”Yan Jun, Chief Information Officer of XCMG Construction Machinery Co., Ltd., stated that digital transformation is a complex system that requires good overall design, and the industry map provides excellent scenario guidance. The reporter learned that in response to common problems such as "unclear needs and unclear paths" in enterprise transformation, this guideline clearly takes scenarios as the core focus of transformation. Each scenario has clear boundaries, focuses on specific business pain points, integrates professional industrial knowledge, and through in-depth analysis, transforms complex transformation tasks into executable specific projects. Enterprises can refer to the "Scene Navigation Map" for step-by-step implementation: first carry out scene diagnosis and develop renovation plans, then allocate resources based on the element list, and finally achieve cross scene collaboration and overall optimization. Industry chain "clustering": The digital transformation of large, medium, and small enterprises through "collaborative transformation" is not a solo performance of individual enterprises, but a collaborative upgrade of the entire industry chain. The "Transformation Map" released this time not only provides a path for individual enterprises, but also aims to build a resource sharing system at the industry chain level, promote the formation of a transformation ecology of "big enterprises leading and small and medium-sized enterprises collaborating", and solve the pain points of "difficult transformation and high cost" for small and medium-sized enterprises. Currently, the manufacturing industry chain generally faces problems such as information asymmetry and inconsistent standards between upstream and downstream. Small and medium-sized enterprises often struggle to deeply integrate into the digital process due to insufficient funds, technology, and experience, and the transformation achievements of leading enterprises are also difficult to effectively radiate, resulting in low overall transformation efficiency. The launch of the "Transformation Map" has built a "bridge" connecting large, medium, and small enterprises. Through standardized scenario guidance and resource sharing mechanisms, the transformation experience of leading enterprises can be replicated and their technical solutions can be reused, helping small and medium-sized enterprises achieve low-cost and high-efficiency transformation. As the "chain owner" of the equipment manufacturing industry, SBW Group Co., Ltd. (hereinafter referred to as SBW Group) has become a typical case of collaborative transformation of the industrial chain based on the collaborative practice of the industrial Internet platform. Shengu Group has established a full chain digital collaborative system covering suppliers, procurement, production, sales, and after-sales, achieving data integration and efficient linkage in various links of the industrial chain through system integration. In the R&D and design process, Shengu Group has achieved precise coordination with supporting enterprises to meet their needs, and simultaneously carried out component design and adaptation, shortening the overall R&D cycle. Hao Yuming, Director of the Information Data Center of Shengu Group, said that based on product characteristics, the group continues to promote process innovation, achieve coordinated development of upstream and downstream industrial chains, and enable digitalization to more effectively support the production mode of enterprises. The "resource supermarket" model constructed by the transformation map focuses on presenting solutions from high-quality service providers, transformation experience from leading enterprises, and technological achievements from research institutions. Enterprises can choose according to their needs, forming a positive interactive ecosystem. This not only alleviates the pressure on small and medium-sized enterprises that cannot afford to transform, but also amplifies the spillover effect of the transformation achievements of leading enterprises, promoting the entire industry chain from "scattered transformation" to "system upgrading", and injecting lasting momentum into the high-quality development of the manufacturing industry. Dynamic "iteration": The transformation ecosystem continues to "rejuvenate and rejuvenate". Digital transformation is a dynamic process of continuous evolution, and technological iteration and changes in industry demand require continuous optimization of the transformation path. The "Transformation Map" released this time is not a static document, but a dynamic update mechanism of "policy guidance practice feedback iterative optimization" has been established to ensure that it always keeps up with the pace of industrial development and provides forward-looking guidance for enterprises. The transformation map is like a "transformation resource supermarket", where enterprises can choose according to their needs and service providers can showcase their solutions, forming a positive interactive transformation ecosystem. The Ministry of Industry and Information Technology will guide various regions to carry out pilot applications of the "One Map and Four Lists", continuously update industry scene maps dynamically, cultivate excellent solutions and service providers, promote cross industry reuse of digital elements, and make the "scene navigation map" truly a "construction drawing" for high-quality development of the manufacturing industry. To ensure the timeliness and scientificity of iterations, relevant departments will collaborate with industry associations, leading enterprises, and research institutions to establish a normalized channel for scenario collection and evaluation. By tracking the application effects of cutting-edge technologies, summarizing and refining pilot experiences, the graph will regularly supplement emerging scenarios, optimize implementation plans, and eliminate outdated content. This continuous optimization mechanism aims to make the "navigation map" not only reflect current best practices, but also moderately advance layout, guiding enterprises to seize the opportunity of transformation. Zhu Hongren, Secretary General of the China Enterprise Confederation, believes that the integration of the two industries is a big article that involves multiple aspects of enterprise production processes and business operations. It is necessary to improve the level of intelligence from a systematic and systematic perspective, rather than a single breakthrough. From "encouraging exploration" to "providing pathways", from "individual breakthroughs" to "collaborative transformation", the release of the "navigation map" for industrial transformation not only provides clear transformation coordinates for thousands of industries, but also reshapes the ecological pattern of digital transformation in the manufacturing industry. With the advancement of pilot applications and the continuous enrichment of graph resources, more and more enterprises will bid farewell to "transformation blindness" and achieve high-quality development in the digital wave. In the future, this' navigation map 'will continue to expand and upgrade, covering more industries and scenarios, helping China's manufacturing industry seize the high-end value chain in the global industrial transformation. (New Society)