在信息量爆炸式增长的同时，迎来了数字时代，数字时代影响并推动着社会各个行业。不良资产的传统管理处置模式效率低下，就像“冰棍一样”，处置时间太长，“冰棍就化了”其手段难以实现资产的最大化价值。而数字化的不良资产管理处置模式是指通过应用人工智能、大数据、区块链等技术手段，将不良资产的信息数字化，并通过智能化的风险评估模型和决策模型，实现对不良资产的更精准分析和管理。同时，数字化的处置模式还可以通过在线拍卖、智能合约等方式提高不良资产的处置效率和价值最大化。相比传统模式，数字化的不良资产管理处置模式具有更高的效率和精准性，能够更好地适应市场需求和风险挑战。
越来越多的企业已经开始探索适合自己的数字化营运方式，以在将来的市场竞争中抢夺制高点。R公司作为四大国有金融资产管理公司中的佼佼者，在亚洲金融危机中发挥了重要作用，不仅帮助政府缓解了经济压力，还推动了国家经济的发展，实现了经济的可持续增长，处理负债是公司的主要职能。随着近年来经济全球化发展，不良资产处置难度加大、处置周期变长。R公司在组织结构、流程管理、业务拓展、运营模式、风险管控上都体现出不同的弊端和劣势，其在激烈的市场竞争中更是难以应对和响应。 
本文从当前的政治、经济、社会、人文等环境维度出发，通过分析行业趋势，确定不良资产管理的国家战略和市场定位，技术上结合国内外不良资产管理处置相关的理论和数字化理论技术在其关键环节上的优秀表现出发。根据R公司的公司性质、实际拥有的优势，面临的困难，从顶层设计、组织结构、风险控制、运营模式等主要方面出发提出R公司数字转型策略建议。
 

At the same time of the explosive growth of information, the digital age has ushered in, which affects and promotes all industries of society. The traditional management and disposal mode of non-performing assets is inefficient, just like a "Popsicle". If the disposal time is too long, the "Popsicle will melt" and its means are difficult to realize the maximum value of assets. The digital NPL management and disposal mode refers to the application of artificial intelligence, big data, blockchain and other technical means to digitize the information of NPL, and realize more accurate analysis and management of NPL through intelligent risk assessment model and decision model. Meanwhile, the digital disposal mode can also improve the disposal efficiency and maximize the value of non-performing assets through online auction and smart contract. Compared with the traditional model, the digital NPL management and disposal model has higher efficiency and accuracy, and can better adapt to the market demand and risk challenges.
More and more companies have begun to explore their own digital operating methods in order to seize the commanding heights in future market competition.This paper focuses on conducting research on R Company as the subject of the study. R Company is a state-owned asset management company, one of the four major state-owned financial asset management companies established to cope with the Asian financial crisis, alleviate financial risks, promote the reform of state-owned banks and the liberation of state-owned enterprises. Bad asset management is the core business of the company.The fierce market competition has made it even more challenging for R Company to cope with and respond to, due to the increased difficulty of bad asset disposal and longer disposal cycles brought about by economic globalization in recent years. Moreover, the organization structure, process management, business expansion, operation mode, risk control, etc. all have their own drawbacks and disadvantages. paper starts from the current political, economic, social and humanistic environment, analyzes the industry trend, determines the national strategy and market positioning of bad asset management, and combines the excellent performance of relevant theories and digital theories in the key links of domestic and foreign bad asset management disposal. According to the company nature, actual advantages and difficulties of R Company, this paper designs and formulates relevant digital transformation strategies from the top-level design, organizational structure, risk control, operation mode and other main aspects.