IT Strategy资讯科技策略

The cost for implementing the BI tools is rising and therefore the CIO and other business managers are becoming aware of new licensing and implementation costs. There are several options. The BI tools are rolled up into the Enterprise applications. Some vendors provide stand alone BI tools. Then there is Open Source BI application. Both Traditional and Open Source Vendors now provide SaaS delivery model. How can anyone compare open-source options versus Traditional BI? How do you calculate Total Cost of Ownership (TCO) for the BI application? 成本，为实施BI工具正在上升，因此， CIO和其他业务经理们逐渐意识到新的发牌和实施成本，有几种选择。 BI工具都是卷起来到企业应用，有的厂商提供单独的BI工具再有是一个开放源码的商业智能应用。传统和开放源代码厂商现在提供张Saas交付模式，怎么能比较开放源代码选项银两传统的BI吗？你怎么计算的总拥有成本（ TCO ） ，为商业智能应用？ Information Builders 信息建设者 has a good white paper on this very subject (Click 已经有了一个好的白皮书，就这一主题（点击 here 这里 to read the white paper). There are several components for the BI application that need to be taken into account while calculating the TCO. 阅读白皮书） ，有几个组成部分，为商业智能应用需要加以考虑，同时计算总体拥有成本。

I am happy to see Software Functionality in Information Builders’ white paper diagram (as shown above). Many organizations will look into Hardware, Software, User Training, Support and Maintenance and Time to implement when comparing BI applications. Some organizations also compare Software Architecture Scalability and Data Architecture to calculate TCO. But, many organizations do not do a good job of analyzing and assessing Software Functionality. They mainly go through the list of all the functionality that exists for that application. If the list of Software Functionality for BI tool A is greater than B, then the conventional thinking is that Software A is better. But what if that functionality is not relevant to that firm? In my view, the first thing the firm needs to do before analyzing the TCO of the BI tools (or any other Enterprise Application) is to understand WHY they want to use Business Intelligence Application after all. What data have they been collecting and are willing to collect (it depends of how easy it is to collect good quality data)? The firm need to have a clear understanding of HOW BI application is going to enable their Business Strategy. Once the organization begins to do the detailed analysis of what data they have and need (in the context of their Business Strategy), only then the functionality of that software application begins to become relevant. If a firm implements the functionality of BI application that in no way provides any competitive edge, it’s a total waste of valuable resource. What ‘intelligence’ the organization will gain looking at some irrelevant data? 我很高兴地看到，软件功能，在信息建设者'白皮书图（如上所示） ，许多组织将考虑到硬件，软件，用户培训，技术支持和维护和时间来执行比较时，毕的申请，有的组织还比较软件架构可扩充性和数据结构，以计算总体拥有成本。但是，许多组织并没有做好自己的分析和评估软件功能，他们主要是通过列出所有的功能存在，为该项申请，如果名单上的软件功能，为双向工具A是更大的比 B ，那么，传统的想法是，软件是好是一回事，但如果这些功能是不相关的这一坚定？在我看来，第一件事就是公司需要做的，才分析控烟办公室的BI工具（或任何其他企业应用系统）是理解他们为什么要使用商务智能应用，毕竟什么数据，他们一直在收集，并愿意以收集（这取决于它是如何的方便，以收集高质量的数据） ？坚定需要有一个清晰的了解如何应用毕去，使他们的经营策略，而一旦组织开始做详细的分析，有什么数据，他们需要（在它们的商业策略） ，只有这样的功能，软件应用开始成为有关，如果公司实施的功能，商业智能应用，在没有办法提供任何竞争优势，这是白白浪费了宝贵的资源是什么'情报' ，该组织将增益看一些不相干的数据吗？

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Companies around the world face a workforce that is getting older. This will make attracting and retaining talent a top priority as mentioned in my previous blog 公司在世界各地面临的劳动力在悄悄变老，这将使吸引和保留人才的首要任务，正如我在以前的博客 Business Skills for IT Workers 商业技能，为IT工作者 . This trend will catapult into the role of HR department right into the middle of formulating a people centric business strategy, especially in Knowledge Industry. As the global war on talent continues, it will become increasingly difficult for large organizations to hire, motivate and retain talent. With the technological advances and globalization, organizations will be subjected to intense competition. Thus, utilizing the right human capital will be of paramount importance. Intense competition will also lead to growing attrition. This is where HR can play an important role in ‘Talent Management’. Rather than doing only administrative work and ‘reactive’ hiring/firing employees, the HR professional need to ‘proactively’ start solving people issues. IT executives will not be able to address this on their own. Like it or not, they will have to collaborate with HR department in producing solutions to strategic ‘people’ issues facing the organization. With the advances in Business Intelligence (BI) tools, HR department can utilize all the data related to their existing employees to analyze their human capital and provide decisions around staffing and retention. Business intelligence can also help HR Department to mine out information regarding: 这个趋势会弹射到角色人力资源部门右转入中间制定人民为中心的经营策略，特别是在知识产业，由于全球性战争对人才的情况持续下去，将会变得越来越困难，为大机构聘用，激励和留住人才与技术的进步和全球化，组织就会受到激烈的竞争，因此，利用正确的人力资本，将是至关重要的。激烈的竞争，也将导致越来越多的自然减员 ， 这是人力资源，可以发挥重要的作用'人才管理 』 。而非只是行政工作，并为 ' 被动'雇用/解雇员工，人力资源的专业需要，以'主动 ' 开始解决人的问题，而是行政人员将不能够解决这个对自己的喜欢与否，他们将有计划联同人力资源部门在制作解决方案，以战略性'人'的问题，所面临的组织，有了进步，在商务智能（ BI ）工具 ， 人力资源处，可利用的所有相关资料，以他们现有的员工，分析他们的人力资本和提供决策周围的人手和忠诚度。商务智能还可以帮助人力资源部门，以出矿方面的信息：

• How to motivate individuals and departments within organizations? 如何激发个人和部门的组织呢？
• Do our incentives and benefits reward smart contribution? 尽我们的奖励和补助奖励聪明的贡献？
• How to flush out innovation from individuals and departments? 如何冲洗掉创新，从个人和部门的工作？
• Will the individuals work their best in collaborative environment? 将个人的工作，最好在协同环境？
• What is the best technique to train employees? 什么是最好的技术，以培养员工呢？
• How to incorporate feedback from individuals? 如何把反馈意见，由个人？
• Why do employees leave the company? Where do they go? 为什么员工离开公司吗？哪里去？
• What does the individual employee think of work environment? 究竟是个别雇员认为工作环境吗？

Currently HR is not empowered to answer these questions in a systematic way. With the BI tools, the HR can tailor the benefits and incentives to custom fit every employee. 目前人力资源，也无权回答这些问题，在一个有系统的方式，随着BI工具，人力资源能够量身打造的好处和奖励措施，以定制适合每一位员工。 The era of providing generic benefits is over. ‘Mass Customization’ of benefits to suite individual employee is where the future is. BI tools will help HR get there. This will be very critical to be competitive in attracting and retaining talent. 时代提供了通用的利益是'大规模定制'的好处套房个别雇员那里有前途。 BI工具将有助于小时到达，这将是非常关键，以保持竞争力，在吸引和保留人才。

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“ " A Different Kind of Culture War 一种不同类型的文化战争 ” by " Edward Cone 爱德华锥 is an article that states that the outcome of US Presidential Election in 2008 could come down to the way each campaign uses technology. 一篇文章说，国家的结果，美国2008年的总统选举可能下降至每活动利用技术。

Both sides have access to same technology, but like business entities cultural differences between each party will indicate how they will  be able to  leverage technology.  In my view their IT Strategy should be in alignment with their core beliefs.   No doubt they should keep a close watch on how the opponents are using technology, but it will be a mistake if they try to copy each other’s IT strategy.   Democratic Philosophy is more collaborative “Let us all share the wealth”.  Republican Philosophy is more competitive “Let us create a  C ompetitive  E nvironment by rewarding the  B est”.  Forgive my simplistic view of each party’s philosophy but from an economic standpoint this makes sense - Socialism v/s Free Market.  双方都获得相同的技术，但像商业实体之间的文化差异，每个党将说明如何，他们将可以利用技术，我认为它们的IT战略应符合他们的核心信念。毫无疑问，他们应该密切观赏如何对手正在使用的技术，但它将会是一个错误，如果他们试图复制对方的资讯科技策略。民主的哲学是更合作的"让我们大家共同的财富" 。共和党的哲学是更具竞争力， "让我们共同努力打造一个C ompetitive环境的奖励B股预计参加"原谅我简单地认为，每一方的哲学，而是从经济角度看，这是有道理的-社会主义的V /硫市场。

The Democratic Party which is socialistic   will be more comfortable with the Social aspect of Web 2.0 technology.  They will be able to leverage Social Networking to gain access to new voters.  Democratic Party will also be successful with micro communication and viral marketing which matches well with their “Collaborative” philosophy and Republican Party may have difficulty replicating it. 民主党党是社会主义，将更为舒适，与社会各方面的Web 2.0技术，他们将可以利用社会网络，以获取新登记选民。民主党也将获得成功与微观的沟通和病毒性营销配合良好他们的"协作"的理念和共和两党可能难以复制。  

Republican Party  which  is free market oriented will be able to successfully use Business Intelligence tools to ‘sub segment’ the voters. 共和党党是自由市场导向将能够成功地使用商务智能工具来'分部分'选民。  They can successfully use technology to identify and woo the right voter (no pun intended).  This ability to ferret out the right voter is in synergy with their “Competitive” philosophy.  Democratic Party might appear hypocrite if they try to copy this and ‘reward’ some voter over the rest. 它们能够成功地使用这些技术来识别和胡权的选民（没有双关语意） ，这样的能力，深挖出正确的选民是协同他们的"竞争力"的哲学。民主党可能会出现伪君子，如果他们试图复制这个和'奖励一些选民在休息。

It  will be  interesting to watch and see if  both the parties will follow a sound IT strategy.    它会很有意思观赏，看看如果双方当事人将遵循健全的资讯科技策略。

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Wall Street Journal tech blog, 华尔街日报科技博客， How to Do IT on the Cheap 怎样做就便宜 is about the IT strategy at Virgin America. 是有关资讯科技策略的处女美国。 If you have paid access to Wall Street Journal’s Web Site then you can also read about 如果你有付出获取华尔街日报的网站，那么你还可以阅读约 Virgin 维尔京 America flies new IT path 美国苍蝇资讯科技新路径 . 。 Both these articles discuss how Virgin America is breaking new ground when it comes to IT infrastructure. 无论这些文章，讨论如何维珍美国是开拓新的，当谈到IT基础架构。 They are planning on reducing their IT related costs by mainly outsourcing everything including customer support. 他们正在策划对降低他们的IT相关成本，主要是外包一切，包括客户的支持。 Instead of mainframes that is used by the other airlines, they are using Linux based servers. 而不是大型机则是用来由其他航空公司，他们正在利用基于Linux的服务器。 Both the articles talk positively about the Virgin America’s IT initiatives. 这两个条款的对话积极评价美属维尔京，美国的IT创新。

Before we applaud this move as ‘out of the box’ thinking, let’s evaluate this from the company’s strategic perspective. 之前，我们赞赏这一举动作为'走出票房思想观念，让我们评估，这从该公司的战略眼光。 According to 据 Micheal Porter 迈克尔波特 there are 2 types of competitive advantage which a company can utilize to build ‘economic moat’. 有2个类型的竞争优势，一间公司，可利用兴建的经济护城河' 。

1. Cost Advantage 成本优势

2. Differentiation Advantage 差异化优势

If Virgin America is planning on using Cost Advantage strategy then they are setting themselves to fail. 如果维珍美国正计划用成本优势的策略，那么他们则是设置自己的失败。 Guess what; in the overcrowded airline industry especially in the US there is cutthroat competition for being the low cost carrier. 猜什么，在拥挤的航空业，特别是在美国，是残酷的竞争，作为低成本航空公司。 Southwest has a proven successful model and it is difficult to beat them on the merits of cost advantage by itself. 西南有一个证明是成功的模式，这是很难打败他们就案情的成本优势本身。 Many airlines have tried in the past and have failed. 许多航空公司曾尝试在过去已经失败了。 Jet blue might be the only exception. 喷气蓝色可能是唯一的例外。 I will write more about Jet Blue’s IT strategy in my later blog. 我会写更多关于喷气蓝色的资讯科技策略，在稍后的博客。

But based on other Virgin products, personally I would like bet that Virgin America is planning on using Differentiation strategy. 但基于其他维珍产品，我个人想打赌维珍美国正计划用分化策略。 To start off they have a well known brand ‘Virgin’ that is widely recognized in US. 首先，他们有一个良好的知名品牌 ' 处女' ，是举世公认，在美国。 They also intend on using ‘plush’ features on their airplane (like leather seats, entertain system etc.) to make the in-flight experience comfortable. 他们还打算用'豪华'的特点对他们的飞机（如真皮座椅，娱乐服务系统等） ，使在飞行中的经验，舒适。 I believe providing superior ‘flying experience’ is the only way they are going to survive this airline industry. 我相信能提供绝佳的'飞行经验'是唯一的出路，是我们生存的这个航空业。

Crowded airports/ runway and long lines at security is making travelers long for a comfortable flying experience and may be willing to pay higher for that experience. 拥挤的机场/跑道和长线路安全，是使旅游者向往一个舒适的飞行体验，并可能愿意付出较高，为这一经验。 Who are these customers? 谁是这些客户？ This is where gathering customer related information becomes very vital. 这是收集与客户有关的信息变得非常重要。 Ferreting out intelligence from that information is equally critical. 深挖情报信息是同样重要的关键。 In my opinion Virgin America needs to start investing in CRM, Data Warehousing and BI tools to identify the right customers. 我认为处女美国需要开始投资于CRM中，数据仓库和BI工具，以找出合适的顾客。 They can get away by outsourcing initially. 他们可以摆脱由外包初期。 But as the data grows, depending on an outsourced company to provide the infrastructure to gather the intelligence from information is extremely risky proposition. Never outsource your core competency! 但由于所存数据的增长，取决于外包公司提供基础设施，以搜集有关的情报资料，是极危险的命题， 从来没有外包给你的核心竞争力！

Buried in the WSJ 埋在华尔街日报 blog 博客 they do talk about Virgin America’s homemade software (no details available). 他们谈论处女美国的国产软件（详情） 。 If that homemade software is specific to Virgin America’s business strategy, they are doing everything right. 如果说，国产软件是专门针对维珍美国的商业策略，他们正在做的一切权利。 If the customized software is only about cost savings and nothing to do with understanding ‘customer life time value’, then sorry to say, in a few years they will be Southwest look alike. 如果定制软件只有约节省成本，并没有什么不理解'客户生命时间价值 ' ，然后抱歉地说，在数年内，他们将被西南寻找乐趣。

Update: Nov 30, 2007 更新日期： 2007年11月30日

Finally, today I got motivated to blog about 最后，今天我得到的动机，以博客约 Jet Blue’s IT Strategy 喷气蓝色的资讯科技策略 . 。

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SaaS or On-Demand application delivery as a disruptive delivery model is challenging traditional 张Saas或按需应用交付作为一个破坏性的交付模式，就是挑战传统

SaaS has both pros and cons as explained in my 张Saas既有优点和缺点，作为解释，在我 previous blog 以前的博客 . 。 But, its not the cons of the On-Demand delivery model that is holding back the CIO’s of the large organization from joining the SaaS bandwagon. 但是，它不是考虑了对供求交付模型是阻碍CIO的存在很大差距，从组织入党张Saas跟风。 But, believe it or not, its one of the advantages of SaaS that is stirring up a political problem for the CIO. 不过，相信与否，它的好处之一张Saas是掀起了一个政治问题，是CIO 。 The main advantage of the SaaS delivery model is that it needs a smaller IT team. 主要利用该张Saas交付模式是，它需要一个规模较小的IT团队。 No need for large IT resource to integrate and sustain the traditional 不需要大型的IT资源进行整合和维持传统

CIOs pretend that they need complex application, so that they can justify bigger budget and larger IT resource. CIO们假装他们需要的复杂的应用程序，让他们能自圆其说更大的预算和较大的IT资源。 If the enterprise application is outsourced (SaaS is a unique way of outsourcing) then suddenly there is no justification of a large organization. 如果企业应用外包（张Saas是一个独特的方式外包） ，然后突然出现，是没有道理的一个大的组织。 This development, in the tribal world of executives, leads to diminished power for the CIO (because he now has a smaller army). 这方面的发展，在部落世界的行政人员，导致电力减弱为首席信息官（因为他现在已拥有一个规模较小的军队） 。

In my view CIO should not fear the reduction of size of IT department. 我认为CIO应该不会害怕削减规模的IT部门。 If the software systems that support tactical and non core businesses is outsourced then it frees up the resource to focus on the strategic aspect of the business. 如果软件系统支持战术和非核心业务外包出去，然后它释放了资源集中于战略方面的业务。 Identifying and implementing software systems that enables core competency of the organization will make the role of CIO more relevant to corporation. 确定和实施软件系统，使核心竞争力的，该组织将作出的作用的CIO更多的相关公司。

Making a major impact on the business strategy the CIO can thus showcase real power in the boardroom even with a small organization. 发展作出了重大影响，对经营策略，是CIO可以展示真正的权力，在董事会中，即使一个小组织。

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After 15 years being IT Organizations’ central focus, Enterprise applications are getting old and decrepit and desperately needs a facelift. Like it or not these applications can now be classified as Legacy system (Read Koch’s IT Strategy Blog 经过15年被IT组织'的中心焦点，企业应用，是老了老朽和迫切需要整容。喜欢与否，这些应用现在都可以归类为遗留系统（阅读科赫资讯科技策略的博客 Riding the ERP Bus Forever 乘坐公共汽车的ERP永远 for more on ‘Legacy’ Enterprise systems). Implementation and Integration of Enterprise application has become more and more complex (instead of getting simpler) after several versions of upgrade. From a customer’s perspective Enterprise application calls for a large IT department to implement and sustain this behemoth (which adds to thier cost). Hence, companies are now looking for other ways to handle Enterprise applications. 如需了解更多关于'遗产'企业系统） 。实施和集成的企业应用已经变得越来越复杂（而不是越来越简单）后，好几个版本的升级，从客户的角度来看企业应用要求有一个大的IT部门实施并维持这个巨兽（这增加了他们的成本） ，因此，公司现正寻找其他方式来处理企业应用。

It appears that On-Demand delivery model or SaaS (Software as a Service) model has emerged as a preferred choice that makes lot of economic sense to the companies. It’s being adopted at a rapid rate. This is a model where vendors own the enterprise system. 看来，对供求交付模式或张Saas （软件作为服务）模式已成为首选，这使得大量的经济意识，对公司，它正在通过一个快速率，这是一个模式，而厂商自己企业制度。 The organization /customers pay for using the system but not for owning the system. This disruptive delivery model is bound to shake up the current leaders in ‘legacy’ enterprise applications. This unique delivery model will make Enterprise applications more agile and relevant to the company’s strategy. 本组织/顾客支付使用了这套系统，而不是为了拥有该系统，这破坏性的交付模式 ， 势必动摇目前的领导人在'遗产'企业的申请，这独特的交付模式，使企业应用更灵活和相关公司奇摩策略。

Some of the advantages of SaaS 一些好处张Saas

1. Smaller IT resources. 规模较小的IT资源。

2. Quicker implementation and faster training for the employees and thus reducing TCO (total cost of ownership). 加快实施和更快的训练，为雇员，从而降低总体拥有成本（总拥有成本） 。

3. Faster ROI due to lower up-front cost. 更快的投资回报率，由于降低了前期成本。

4. Lower hardware/software cost due to reduced investment in installing, upgrading and sustaining of enterprise system. 降低硬件/软件成本，由于投资减少的安装，升级和持续的企业制度。

SaaS has some challenges that vendors have been successfully trying to address – 张Saas有一些挑战，厂商已成功地设法解决-

1. Loss of control : Because of Reliability/Uptime 失去控制 ：由于可靠性/运行时间

2. Data security : This is a tough pill to swallow for the corporate executives. Can they trust third party vendors with the data? 数据安全性 ：这是一个严峻的药丸吞了，为企业行政人员，他们能否信任的第三方供应商与数据？

3. Privacy of data : Who owns the data now? 隐私的数据 ：谁拥有数据？

4. Different integration need : How will the SaaS application integrate with the existing systems? 不同的整合需要 ：将如何张Saas应用结合起来，与现有的系统？

In my view, advantages of SaaS delivery model far outweigh the shortcomings and it’s only matter of time SaaS will be the “preferred” delivery choice for Enterprise applications. Small and Medium Enterprises have already embraced the SaaS delivery model. Larger organizations are slowly opening up to this disruptive delivery model. When I was in Melbourne Australia last month I read an interesting article about SaaS in 在我看来，优势张Saas交付模式远远大于缺点和它的只有时间问题，张Saas将成为"首选"交付选择企业应用。中小型企业已经拥抱张Saas交付模式。较大的组织正在缓慢开放步伐，这个破坏性的交付模式。当我在墨尔本澳洲上个月，我读到一篇有趣的文章在张Saas Australian Post 澳洲邮政 related to explosive growth and adoption by large organizations of SaaS 有关爆炸式增长，并通过大机构张Saas

There are some political implications for the CIO’s of large organizations to fully accept SaaS model, which I will address in my next blog. 也有一些政治上的影响为CIO的大型组织，以完全接纳张Saas模式，而我将在我的下一个博客。

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Great blog by 伟大的博客所 Mike Vizard 麦克vizard called 所谓 IT Needs to Be About Intelligence Not Information 它需要得到有关情报资料，不 on the need for IT executives to ferret out intelligence from information. 对是否需要IT主管必须深挖，从情报信息。

Evolution of Information Age: In the early years of Information Age, the person with the access to exclusive information had the power. 演化的信息时代：在最初几年的信息时代，人与获得的独家消息，有权力。 As information started to become more democratized with the Internet, the person who was able to organize the information was in demand. 随着信息开始成为更加民主，有了互联网，人是能够组织信息的需求。 Now, with accelerated D emocratization with the advent of Web 2.0 (bloging, social network etc.) there has been an information overload. 现在，随着加速d emocratization与来临的Web 2.0 （ bloging ，社会网络等） ，有一个信息超载。 Today, multiple source s of readily available information can lead one to conflicting conclusions. 今天，多源S的现成的资料，很容易会导致相互矛盾的结论。 The source of some information can be dubious and some sources have their own agenda to market/sell their opinion s. In today’s environment the person who has the ability to decipher the information and translate it into intelligence will be in demand. 从源头上的一些资料可以可疑和一些消息来源有自己的议程，以市场/销售，他们认为美国在今天的环境中的人是否有能力破译的信息和它翻译成情报，将在需求。

Thus, t his new breed of IT executives will not only have to keep the pulse on all source s of information (print, TV, internet, blogs) but also will need to have an ability to effectively articulate an intelligent solution. In my opinion IT executives n eed to execute an IT Systems Strategy that can align with Business Strategy based on that intelligence. 因此，吨他的新品种和IT经理不但要保持脉冲对所有源S的信息（印刷，电视，互联网，博客） ，而且还需要有一个有能力有效地阐明一种智能的解决方案，在我看来IT经理n edd的处决一名IT系统的策略可以配合的经营策略，根据这一情报。 If the focus is on information only and not on intelligence, then the same overwhelming information will render that information useless, since its humanly impossible to consume all that information. 如果重点是仅供参考，并非根据情报，然后同时压倒性的信息会使信息无用，因为它在人力不可能消耗所有这方面的资料。 The IT systems will become more reactive to the changes in business need s. Thus, confirming Nicholas Carr’s view that ‘IT Doesn’t Matter’ as mentioned in my blog post IT系统将变得更加被动的变化，在业务上需要美国，因此，确认尼古拉斯卡尔的观点，即'不要紧， '正如我在博客职位 IT Does Matter 但这件事 . 。

IT executives need to recognize that if they wish to make IT Department ”add value” then the focus has to be about intelligence that comes out of information, NOT on information itself. IT经理们需要认识到，如果他们想在这处"增值" ，那么，重点是要对情报显示出来的信息，而不是信息本身。

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