平安能成为一家数字科技公司吗

As financial institutions face the task of tech transformation in the era of digital intelligence, Ping An Group leads the way as a pioneer and has achieved remarkable results. This case focuses on Ping An Group's subsidiary Ping An Technology and analyzes how it carries out the digital transformation in two aspects: strategic positioning and organizational design. The first part of the case introduces how technological empowerment has gained growing significance in Ping An Group, and how the group has positioned and implemented its tech strategies. It also discusses common problems in practice, such as if the IT function should be kept as an internal resource or turned into a subsidiary, should the company build tech capabilities for its own use or for export, and how to maintain the strategic direction in the case of poor tech ROI in the short term. The second part looks into the organizational system and corporate culture of Ping An Group's technological subsidiary, examines if the evaluation mechanism and innovation culture that come along with tech strategies can fit into the large organization, and discusses how to position the tech company within the group, if the vertical management model is fit for the tech middle office, and how to create synergy between tech and business talents.