IT Strategy资讯科技策略

Valuable survey by McKinsey titled “ 有价值的调查报告麦肯锡名为" The next frontier in IT Strategy 下一个新领域，在资讯科技策略 “. Senior IT executives now believe that they are successfully aligning IT strategy with the needs of businesses they serve. Finally, IT executives are collaborating with business organizations to identify ways to make IT add business value. It’s a sign that displays IT departments are moving away from tactical IT infrastructure management. Though IT infrastructure is important, from business organization’s perspective, infrastructure management itself is a cost overhead. " 。它的高级行政人员现在相信，他们正成功地调整它的战略需要与企业的服务。最后，它高管勾结的商业机构，以确定如何使添加商业价值 。 这是个征兆，它显示政府部门正在摈弃战术资讯科技基础设施的管理。虽然资讯科技基建设施，是重要的是，从企业组织的角度来看，基础设施，管理本身就是一个成本开销。 With that mind set, there is always a pressure to drive down IT costs. Only when IT plays an important role in enabling business strategy, it will have a greater chance of getting better funding. IT department can also ascertain gravitas in the boardroom in getting the right resources for innovations. 与心态，始终有一种压力，以降低它的成本。只有当它发挥了重要作用，使商业策略，这将有较多的机会会越来越好资金。资讯科技署也能确定庄严在董事会中获得权利资源的创新。

IT can and must play an important role in aligning with the organization’s business strategy for it to be relevant. I am beginning to believe that tactical Infrastructure Management can be outsourced or a third party SaaS (Software as a Service) delivery model can be used. 它能够而且必须发挥重要作用，在调整与组织的业务战略，它必须是相关因素。我现在开始相信，战术基础设施管理，可以外包或第三方saas （软件作为服务）的交付模式，可用。 This will free up internal IT department to work on projects and applications that will create and sustain competitive advantage for their company. Ironically, trend makers in this case are SME organizations. 这将腾出内部it部的工作项目和应用，将创造和维持竞争优势，为他们的公司。讽刺的是，趋势的决策者在这种情况下，是中小型企业组织。

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CIO Insight article revisits Nicholas Carr controversial 2003 HBR article “ 首席信息官的洞察力文章回顾了尼古拉斯卡尔争议调， 2003年的文章" IT Doesn’t Matter 不要紧 “. Well, the gist of the article is: Nicholas Carr sees no strategic value of IT for the business. He compares IT to Electricity. " 。好了，精神的文章是：尼古拉斯卡尔认为没有战略价值，它为业务。他比较了它的供电问题。 When electricity was discovered, some organizations that were able to understand the business value of electricity used it to create a sustainable competitive advantage. 当电力被发现后，一些机构认为，可以理解商业价值的电力用它来建立一个可持续的竞争优势。 But soon all the competitors started using electricity and electricity was no longer an enabler of competitive advantage. 但很快所有的竞争对手开始使用电力和电量不再是一种创造的竞争优势。 Thus, commoditization of electricity transformed electricity from an enabler of business strategy to cost of doing business. 因此，商品化转化的电力电量，从一个推动者的经营策略，以减低营商成本。 Carr concludes that same future lies ahead for IT. 卡尔的结论是相同的未来在于未来。 At some point, all the organizations will use IT to enable their value chain. 在某一点上，所有组织都将用它来使自己的价值链。

Since his initial article he has written the book ‘IT Doesn’t Matter’ and continues to write about irrelevance of IT in business strategy. No doubt his analysis is half baked and several reputable people have rebuked his take. What’s surprising is that he still finds an audience that listens to his views. Nicholas Carr’s view on IT is as poignant as U.S. Commissioner of Patents Charles H. Duell’s view in 1899 declaring everything that could be invented has been invented and recommended that the Patent Office be closed down permanently (this is only a urban myth but this story comes closest to Carr’s perspective). 自他最初文章，他写了这本书'不要紧' ，并继续写毫不相干的，它在商业策略。毫无疑问，他的分析是半烤和几个有信誉的人都骂他。是什么令人惊讶的是，他还认定，观众听他的意见。尼古拉斯卡尔的看法，这是由于十分沉重，因为美国专员专利的charles h. duell '观于1899年宣告一切可以发明已经发明，并建议专利局予以永久关闭（这只是一个城市的神话，但这个故事是最接近卡尔的角度） 。

Granted, there is some truth to what Carr says though. 理所当然的，这是很有道理的，以什么卡尔说，虽然。 Granted there are some aspects of IT that behaves like a commodity. 理所当然，有它的一些方面说，就像一个商品。 IT infrastructure like storage, network etc are clearly commodity. 资讯科技基建设施，如仓库，网络等是清楚的商品。 Other infrastructure/support applications like email, excel etc act as commodity and we could see more organizations using SaaS (software as a service) model. 其他基础设施/支持应用，如电子邮件，卓越等作为商品，我们可以看到有更多的组织使用saas （软件作为服务）模式。 Even some of the IT enabled applications in a supporting department, in organizations like HR etc can use ‘canned’ applications like SAP. 甚至一些资讯科技应用的一个辅助部门，在组织，如人力资源等，可以用'罐头'的应用，例如汁液。

But, h ave you ever wondered why implementation of ERP applications fails most of the time? 但是，兹，你有否想过，为什么实施erp应用未能大部分的时间呢？ It’s because organization try to apply ERP to every value chain in the organization. 这是因为它的组织尝试运用企业资源规划，以每一个价值链的组织。 There are some business processes that create a differentiation competitive advantage for the organization. 还有一些业务流程，创造差异化竞争优势的组织。 These business processes create ‘Economic Moat’ that competitors cannot replicate. 这些业务流程，创造经济护城河'竞争对手不能复制。 This is where IT cannot be used as a commodity. 这就是它不能被用来作为一种商品。 For these business processes, IT can be used to ‘widen’ the ‘economic moat’ and extend the competitive advantage vis-à-vis the competition. 对这些业务流程，它可以用来'开阔' ， '经济护城河'和扩大竞争优势，相对于竞争对手。

My belief is that it’s the job of IT department to understand the business strategy, organizational behavior and competitive strategy for their company. 我的信念是，它的就业资讯科技署，以了解业务战略，组织行为学和竞争战略，为他们的公司。 One of the job functions of an IT executive must be to identify the ‘core competency’ of their organization. 其中的工作职能的一个行政机关，它必须确定'核心竞争力'的自己的组织。 Customized IT solution must be applied to those business processes and hence build a ‘sustainable’ competitive advantage. 定制的信息技术解决方案必须适用于那些业务流程，并因此建立一个可持续的竞争优势。 For business processes that are not part of company’s core competency, automation can either be outsourced or SaaS can be enabled or ERP applications can be used. 对于业务流程，这不属于公司的核心竞争力，自动化既可被外包或saas可以激活或erp应用软件可以使用。

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