Where will it departments be marginalized in the p

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In the post information age, where will it departments be marginalized

after the IT infrastructure and system are in place, if the IT head does not think about department transformation, the possibility of being marginalized will gradually increase

how can CIOs and enterprise IT departments create new and greater value for enterprises after completing basic systems such as it infrastructure, office automation and ERP? How will the functions, values, and capabilities of CIOs and enterprise it evolve in the future? With the development of enterprise scale, the increase of business and organizational complexity, the intensification of market competition and the "flattening of the world", how can enterprises take advantage of the capability advantages of CIO and it departments to establish new organizational capabilities and core competencies? In the process of pursuing excellent performance, what role should informatization play

change trend

gartner pointed out in the "CIO status in 2006" that today's IT department is leading the transformation of organizational information and processes. Although this new function of IT department is still based on it, its focus will be on strategic resources such as business transformation and information and processes

Gartner predicts that by 2011, compared with 2005, it department personnel will be reduced by 20% and internal technical workload will be reduced by 40%, but information, process and business management functions will be doubled

nowadays, when it technology is more and more deeply integrated into the organization, coupled with the maturity of traditional IT technology and the development of outsourcing services, the responsibilities of IT departments and CIOs are becoming more and more diversified. Gartner believes that it departments and their managers are undergoing earth shaking changes. By 2011, 3/4 of IT departments will play a different role from now, and the daily work responsibilities of CIOs will also change dramatically

business people increasingly want to get information rather than information systems, and have new capabilities rather than simply have automation; Some invisible jobs, such as decision support, knowledge management and business intelligence, will play an important role in enterprise decision-making and the establishment of new organizational capabilities

it will undertake more business innovation, including business model innovation and process innovation. It can be seen that the core competence of IT department will change from system analysis and system design to business process management, project management, prediction management and change management

in the past oneortwo years, the functional transformation of some enterprise IT departments has proved this trend. For example, the IT Department of Konka Group has changed from "information department" to "process information management center", and the group has entrusted them with the process management functions they have been fighting for for for a long time; Kedi's IT department has established a team of "business analysts" to be responsible for comprehensive and complex business analysis; GE Healthcare Greater China integrates process management and it department, and CIO is responsible for it; After outsourcing the mature IT system services, the IT Department of P & G changed its name to "information and decision-making solutions Department", and its focus shifted to business process change, business analysis and decision-making and project management

most of the "top 10 driving forces to flatten the world" listed in the book "the world is flat" are closely related to it technology. Does this mean that in the environment of economic globalization and world flattening, it will play a more important role in the transformation of enterprise business models and business processes

informatization and excellent performance

at the China chain industry conference held in November2006, "should enterprises become stronger or bigger first" became the most controversial topic. More and more enterprises realize that "becoming stronger" is more important than "becoming bigger". It can be seen that the pursuit of excellence to achieve a century old store has become the strategic goal of more and more enterprises. How do CIOs and it departments play a unique role in this process

Baldrige's enterprise performance excellence standard (see Figure 1) issued by the U.S. Department of commerce is the standard for the evaluation of the U.S. National Quality Award (issued by the president), and is considered to be an effective tool to promote the operation and management level of U.S. enterprises. Among its seven categories of review projects, "measurement, analysis and knowledge management" is an important one, including the following:

1 Measurement and analysis of enterprise performance: data and information that describe how an enterprise measures, analyzes, coordinates and improves business performance at all levels and departments. It mainly includes:

a. performance measurement:

(1) how to select, collect, coordinate and integrate data and information to track the daily operation and overall performance of the enterprise. The system includes digital servo valve; How to use these data and information to support enterprise decision-making and innovation

(2) how to select and determine the effective use of key comparative data and information to support the operation, strategic decision-making and innovation of enterprises

(3) how to update the performance measurement system to support the business requirements and development direction; How to ensure that the enterprise's performance measurement system is very sensitive to rapid or unexpected changes within and outside the enterprise, including the annual output of 40000 tons of POM and 150000 tons of caproic acid project department

b. performance analysis:

(1) what analysis have you made to support the senior managers' evaluation and review of enterprise performance; What analysis is conducted to support the strategic plan of the enterprise

(2) how do you communicate the analysis results at the enterprise level to the operation at the working group and department level to provide effective support for their decision-making

2. Information and knowledge management: describe how the enterprise ensures the quality and availability of data and information required by employees, suppliers, business partners and customers, and how the enterprise establishes and manages knowledge assets. It mainly includes:

a. availability of data and information:

(1) how to obtain the required data and information and make it available; How do you make this information available to employees, suppliers, partners and customers

(2) how to ensure that the hardware and software are reliable, safe and easy to use

(3) how to update the enterprise's data and information acquisition mechanism, including hardware and software systems, to meet the business requirements and development direction

b. enterprise knowledge:

(1) how to manage enterprise knowledge to collect and transfer employees' knowledge; Discover and share best practices from relevant knowledge transferred from customers, suppliers and business partners

(2) how to ensure the characteristics of data, information and enterprise knowledge - integration, timeliness, reliability, security, accuracy and confidentiality

from the above indicators, we can see that the performance measurement (balanced scorecard, performance dashboard), performance score 6, and electronic tensile testing machine are divided by industries: Iron and steel metallurgy, construction materials, non-ferrous metals, high molecular materials industry, plastic rubber, wood-based panels, daily textiles, highway transportation, springs and elastomers, automobiles, motorcycles, wires and cables, paper packaging paper, film composite film, stainless steel plate Insulation material analysis, business analysis and knowledge management are very important organizational capabilities

erp, CRM and other application systems have produced a large amount of business data. Whether these data can be effectively used in enterprise performance review and analysis, business strategy and tactical decision-making will greatly affect the benefit and development of enterprises

since human society entered the era of information resources, CIO and it departments are one of the departments that best understand the overall operation and all information of the enterprise, and have the favorable conditions to lead this work. CIO can establish the business performance indicator system of the enterprise, use it system to generate performance dashboard, answer business questions, and lead other relevant departments to improve and ensure the accuracy of business data; Establish the business review process, and process, digitize and institutionalize the strategic review and business operation review

in addition, CIO can also analyze complex and important business problems (related to multiple departments and data) by business analysts using mathematical models and statistical tools to draw conclusions and make suggestions; And effectively manage unstructured knowledge to promote employees' learning, communication and innovation. This is an area that most enterprises need to improve. It is also a work that CIO and it departments can better demonstrate their own value after completing ERP, CRM and other application systems


from the above discussion, it can be seen that CIO and enterprise IT departments have four evolution directions in the future (see Figure 2):

business process and business model change extend the management and change of business process from factory to non manufacturing process, such as sales, channel, market, · flexible drive system driven customer relationship management, supply chain management, human resource management, etc., to provide overall organizational capability; Using information technology to integrate and solidify processes requires it managers to have the ability to manage, improve and change business processes, such as six sigma management, process management, total quality management, leading change and other skills

business analysis and business performance management establish a "dashboard" for business performance management, an information system to answer business questions, and cultivate a team of "business analysts"; Establish the business review process to make it digitized and institutionalized. For complex and important business problems, business analysts use mathematical models and statistical tools to analyze, draw conclusions and put forward suggestions. To establish an information culture of "data based decision-making" in an enterprise, it departments are required to master mathematical models and statistical tools and have a deep understanding of the business

knowledge management and learning organizations should establish the process, system and culture of knowledge management, and carry out extensive arrangement, storage, communication and reuse of key knowledge assets among employees, customers, suppliers and partners, so as to accelerate the speed and efficiency of organizational learning and innovation, and create value by using organizational intelligence or knowledge assets; It department is required to master the management skills, learning organization and knowledge culture of non data information

project management applies the best practices and experiences of IT departments in project management to business project management of enterprises, and outputs "project management" services to other business departments and companies; It departments are required to master general project management skills and more complex large-scale project management capabilities. (end)

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