IT Strategy資訊科技策略

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 公司在世界各地面臨的勞動力日趨老化。這將吸引和保留人才的首要任務，正如我在以前的博客 Business Skills for IT Workers 商業技能，為它的工人 . 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: 。這一趨勢將彈射到角色人力資源部門右轉入中間制定人民為中心的經營策略，特別是在知識產業。作為全球性戰爭對人才的情況持續下去，將會變得越來越困難，為大型機構聘用，激勵和留住人才。隨著技術的進步和全球化，機構，將受到更為激烈的競爭。因此，運用正確的人力資本，將是至關重要的。激烈的競爭也將導致越來越多的消耗 。 這就是人力資源方面可以發揮重要的作用'人才管理』 。而不是僅做行政工作，並為 ' 被動'僱用/解僱員工，人力資源專業需要'主動 ' 開始解決人的問題。它高管將不能夠解決這個對自己的。我們喜歡與否，他們將有計劃聯同人力資源部門在製作解決方案，以戰略性'人'所面臨的重大問題的組織。與墊款在商務智能（ bi ）的工具，人力資源處，可利用的所有相關資料，以他們現有的員工，分析他們的人力資本和提供決策周圍的人員編制和忠誠度。商業智能還可以幫助人力資源部門，以出礦方面的資料：

• How to motivate individuals and departments within organizations? 如何激發個人和部門的組織呢？
• Do our incentives and benefits reward smart contribution? 盡我們的獎勵和補助獎勵聰明的貢獻？
• How to flush out innovation from individuals and departments? 如何沖洗掉創新，從個人和部門的工作？
• Will the individuals work their best in collaborative environment? 將個人的工作，最好在協同環境？
• What is the best technique to train employees? 什麼是最好的技術，以培養員工呢？
• How to incorporate feedback from individuals? 如何把反饋，從個人？
• Why do employees leave the company? Where do they go? 為什麼員工離開公司嗎？哪裡去？
• What does the individual employee think of work environment? 請問個別員工認為工作環境嗎？

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. 目前人力資源，也無權回答這些問題，在一個有系統的方式。隨著商業智能軟件工具，人力資源，可以度身訂造的好處和獎勵措施，以定制適合每個員工。 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. 時代提供了通用的利益是結束了。 '大規模定制'的好處套房個別僱員，是未來的方向。商務智能軟件工具，將有助於人力資源達到目標。這將是非常關鍵，以保持競爭力，在吸引和保留人才。

Popularity: 26% [受歡迎程度： 26 ％ [ ? ？ ] ]

Society for Information Management 社會信息管理 Survey this year for the first time in 10 years has identified that CIOs now rank people issue as their #1 concern. 調查顯示，今年，為10年來第一次已確定，現在首席信息官的職級問題，因為他們＃ 1關切。 In this global labor movement it’s interesting to note that retaining and managing talent is becoming the top priority of organizations. 在這個全球勞工運動，它的有趣地注意到，護和管理人才正成為最優先的組織。

The reason according to the survey is “Due to the increase in global outsourcing, baby-boomer retirements, and low enrollments in IT programs at both U.S. and European universities, the skills that providers are requiring of employees are significantly changing”. 因為據調查結果，是"增加的原因是，在全球外包，嬰兒潮退休，低招生中 ，它的節目在美國和歐洲的大學，技能，供應商，要求職工的顯著改變" 。 What it means that the ‘hard’ IT skills though widely available due to globalization, is not enough anymore . 它的意思說， 『硬』的資訊科技技能，雖然可以廣泛使用，由於全球化，是不足夠了。

IT executives are starting to see a 它高管開始看到 looming shortage of people 日益短缺的人 with the mix of tech and business skills they’ll need. 與組合技術和業務技能，他們將需要。 Its loud and clear Business Organizations need talent with a mix of technology and business acumen . 其響亮而清晰的商業組織需要的人才與混合的技術和商業頭腦。 Retiring Baby-boomers have amassed the business knowledge over the period of their employment. 退休的嬰兒潮世代積累的商業知識在這段期間他們的就業。 Businesses are looking for the same level of Business skill when hiring entry level IT worker to fill their position. 企業正在尋求同樣水平的業務技能時，僱用入門級的，它的工人，以填補他們的位置。

At the same time ‘Hard’ IT skill by itself will not be a differentiator because of globalization of labor. 在同一時間， 『硬』 ，它的技術本身並不會成為與眾不同，因為在全球化的勞動力。 The role of IT has also evolved from mundane automation in the 1990s to enabling the business to sustain competitive advantage. 的作用，它也發生了變化，從簡單平凡的自動化，在20世紀90年代，以使業務，以維持競爭優勢。 If the IT project is not critical to the company’s core competency, it will get outsourced. 如果它項目不是關鍵，以該公司的核心競爭力，它將得到外包。 With maturing SaaS model, I personally believe the organizations will get very comfortable in us ing ‘On Demand’ delivery model for non core IT activities. 與成熟saas模式，我個人認為，該組織將變得非常舒適，在我們荷蘭'按需'交付模式，非核心，它的活動。 With these emerging new realities, IT workers especially in the developed countries when they compete with other IT workers around the globe need to move up the value chain quickly. 這些出現的新現實時，工人尤其是在發達國家，當他們與其他工人，它在全球各地必須走高增值鏈迅速。 ‘Soft’ skills like good communication skill, collaboration skills etc. are beginning to gain import ance . 『軟』 ，技能良好的溝通技巧，協作技巧等，已開始獲得進口之。

The sad part is, because of cost cutting, the organizations are not willing to invest in their workers to acquire those ’sof t’ skill. 可悲的是，由於削減成本 ， 該組織是不會願意投資於自己的工作人員都能夠獲得這些'特種部隊t '的技巧。 The IT workers need to be proactive and acquire those skills themselves. 科技工作者要積極主動，並獲得這些技能本身。

Popularity: 29% [受歡迎程度： 29 ％ [ ? ？ ] ]

The role of the IT project manager (PM) is being re defined. 角色的資訊科技項目經理（下午）正在重新界定。 In addition to making sure the project is progressing as planned, in today’s environment the PM needs to be good in 2 more areas 此外，以確保工程進度按計劃進行，在今天的環境時，必須良2更為廣泛的領域

1. Effectively manage resource s and customers that are mobile and globally located 有效管理資源s和客戶都是移動，並在全球範圍內，位於
2. Understand the business and marketing strategy of the customer because in this competitive landscape the project scope can change or become irrelevant quickly. 了解經營和營銷策略的客戶，因為在這個充滿競爭的環境美化工程範圍內能夠改變或變得無關緊要很快。

In a tradition al sense, a PM takes on the task , breaks it into sub tasks and delegate s it to the right resource s, assign s timelines and meticulously monitor s the progress. 在一個傳統基地從某種意義上講，下午需對工作，休息時間，它分為分任務，並代表s ，它以正確的資源s ，指派s時限和精心顯示器s進度。 Project s generally in the past had a long lead time and all the resources and customers were located locally making it easy for the PM to focus only on a well developed project management process to achieve his objective. 項目s籠統地說，在過去的很長的籌備時間，以及所有資源和客戶均位於當地使它容易為下午只集中於一個成熟的項目管理程序，以達到他的目的。 ‘Waterfall’ project planning methodology with initial requirement gathering session and then dedicating session to design and develop software application usually worked well in the past. '瀑布'項目規劃方法論與初始要求收集會議，然後，無私奉獻，會議設計和開發應用軟件通常運作良好，在過去的。

But, over the past few years the complexity of the project management has dramatically increased. 但是，在過去幾年，該計劃的複雜性管理已急劇增加。 The life time of business cycle is dropping fast. 生命的時候，商業週期是下降很快。 The large organizations do not have the luxury of slowly adapting to the changing customer needs. 大組織並沒有豪華的慢慢適應不斷變化的客戶需求。 The business processes have to re-engineer so as to support fast decision making and execution of strategy. 業務流程必須重新設計等，以支持快速的決策和執行的策略。 Business processes now need to be ‘agile’ to adapt to changing competitive landscape. 業務流程，現在需要加以'敏捷' ，以適應不斷變化的競爭格局。 Technological changes have accelerated globalization and have intensified competition and the organizations need to be nimble and agile. 技術變化加速了全球化，並有加劇的競爭和組織必須靈活和敏捷。 The organization’s product, priorities are constantly shifting to take advantage of emerging trends and customer preferences. 該組織的產品，優先次序不斷變化，以利用新出現的趨勢和客戶的喜好。 M&A and LBO act as a constant threat for the survival of the organization. 企業併購和槓桿收購行為，作為一個不斷威脅，因為生存的組織。

Because of the above mentioned changes, the IT Project Manager needs to possess two additional skills: 由於上述變化，但它的項目經理必須具備兩個附加技能：

1. Demonstrate Cultural Intelligence : This is Emotional Intelligence in the global cultural context. In a globally connected world projects are no longer constrained to a single location. 展示文化智力：這是情緒智力，在全球文化語境。在全球網絡相連的世界中的項目不再以單一地點。 Neither are customers located in a single location. Since, the resources and customers are now globally located, the IT PM needs to build ‘relationship’ with the development resource as well as customers across several time zones. 既不是客戶設在一個單一地點。因為，資源和客戶，現在在全球範圍內的位置，它時，需要建立'關係'與發展資源以及客戶橫跨數個時區。 To be globally competitive, a PM also needs to put on a learning hat to acquire knowledge and skills to understand unique culture of diverse individuals in the context of region, religion, ethnicity and country. Thought English is the lingua franca of the global IT development, people in different regions have differing level of comfort with English. A successful PM needs to recognize that and continuously ferret out the right and consistent message. 以全球競爭力，一分也需要提上了一個學習的帽子，以獲取知識和技能，了解獨特的文化，多樣的個人背景的地區，宗教，種族和國家。想到英語是通用語言的全球資訊科技發展人們在不同的地區有不同的舒適程度與英語。 一個成功時，需要認識到，不斷深挖出正確的和一致的信息。
2. Understand Business Strategy : Because of need for agility of organization, PM now does not have the luxury of being in seclusion and work on a project for few months at a given time. 了解企業的戰略：由於需要敏捷性的組織，現在時沒有豪華的正隱居和工作的一個項目，為幾個月，在某一個特定的時間。 The IT PM needs to understand the customer’s business strategy and challenge any project scope that is not in alignment with that strategy. 資訊時，需要了解客戶的業務策略和挑戰任何項目的範圍，這是不配合這一戰略。 IT PM should be in tune with changing marketing/business strategy to make sure that the project is still relevant to the customers. 它時，應在符合不斷變化的市場營銷/業務策略，以確保這項計劃仍然是有關顧客。 The project management processes need to be agile to enable fast changing customer priorities. 項目管理過程中，必須敏捷，讓瞬息萬變的客戶的優先次序。 The PM needs the influencing and negotiation skill s for forced prioritization to solve the major business problem s in a short development cycle. 下午需求的影響和談判技巧保安局被迫輕重緩急，以解決主要業務問題s在一項簡短的開發週期。

In my view, IT Project Managers who masters these additional skill set are going to be in great demand in near future. 我認為，項目經理，他們的主人，這些額外的技能，今後將會出現需求量很大，在不久的將來。

Popularity: 83% [受歡迎程度： 83 ％ [ ? ？ ] ]

The 該 United State 美國國務院 s’ status as the world’s biggest talent hotspot is under threat from the countries like 以s地位，作為世界上最大的人才熱點正受到威脅，從國家如 UK 英國 and 及 China 中國 according to the first ever 根據第一次 Global Talent Index 全球人才指數 (GTI) by executive search firm Heidrick and Struggles and the Economist Intelligence Unit. （倡議） ，由獵頭公司heidrick和鬥爭和經濟學人情報單位。

According to this survey, US will maintain it’s position as the world’s leading country for nurturing and developing talent only for the next five years! This is the first scientific survey that confirms the fears of many in the Hi-Tech industry (which has been known about it anecdotally for some time). In this Knowledge Economy, lack of talent is the single most important threat that will challenge the competitive advantage of the 根據這項調查，美國將保持它的地位，作為世界領先的國家，為培育和發展人才，不僅為今後五年！這是首次科學探測，這印證了恐懼，很多在高科技業（已經知道它anecdotally一段時間） 。在這個知識經濟時代，缺乏人才是最重要的單一威脅說，將挑戰競爭優勢的 US 美國 This in turn will weaken its economic strength. Therefore this survey result is very important and everyone in the 這反過來將削弱其經濟實力。因此，本次調查的結果是非常重要的，大家都在 US 美國 need to know about it. This news has been picked up by a few technology publications like 必須知道的有關情況。這一消息已被拾起由少數科技出版物如 CNET 了cnet and 及 ZDNet 據業內 . 。 But sadly this crucial survey has not yet been picked up by the major 但可悲的這一關鍵調查，至今仍未回升，由大 US 美國 publications like Wall Street Journal, NY times etc(even though a press release has been put out 2 days back). 出版物如華爾街日報，紐約時報等（即使一份新聞稿中已出2天回） 。 It has been reported by the press in the rest of the world (countries like 據報導，由新聞，在世界其餘地區（國家如 UK 英國 , ， India 印度 and the 及 United Arab Emirates 阿拉伯聯合酋長國 to name a few). 僅舉幾） 。

Is the press here in US asleep or do they believe this is not an important news? I am appalled at the apathy shown by press. When the mainstream press does not think this to be important, majority of people will never know. When it’s not on the radar for majority of the people then politicians will not care. 是此間輿論認為，在美國或在睡覺時，他們認為這是不是一個重要的消息嗎？我很震驚的冷漠態度，所表現出的新聞。當主流新聞界並不認為這很重要，大多數人永遠都不會知道。當' s不會對雷達為最廣大人民的政治家，然後將不會理會。 Is there anyone who cares about this? Nurturing and attracting talent pool is not an impossible task at hand. All it needs is consorted effort by the Government, the Educational Institutions, Industries and the Press to bring awareness to the people to galvanize and address this issue. 有沒有任何人關心這個嗎？培養和吸引人才，是不是一個不可能完成的任務在眼前。所有它所需要的是consorted努力，由政府，教育機構，產業界和新聞界，使意識，以人民的激勵和地址本問題。

Popularity: 84% [受歡迎程度： 84 ％ [ ? ？ ] ]

M.K. m.k. Pralahad of ‘ pralahad的' Fortune at the Bottom of the Pyramid 財富在金字塔底部 ’ and ‘ '和' Competing in the Future 競爭在未來 ’ fame, talks about several trends that will lead to the Democratization of Commerce. '名利，談幾個發展趨勢，這將導致民主化商務上的夥伴。 In his words, there will be greater integration of larger number of producers and consumers in the global economy. Of the several intriguing trends he talks about, I am going to focus on the role of IT that will enable to democratize commerce. 用他的話來說，將有更大的整合數目較多的生產者和消費者在全球經濟的發展。的幾個耐人尋味的趨勢，他談到了，我將會把重點放在問題上的作用，它將使民主化商業。

Prahalad makes a compelling case that because of technological advances; information is getting more and more democratized. Today, on a global scale everyone has access to the same information and the potential to translate that same information into intelligence. prahalad作出了令人信服的理由說，由於技術的進步;信息是越來越民主化。今天，在全球範圍內每個人都能獲得相同的資料，以及它們可能把這一相同的信息情報。 In the past, the profit was made mainly from ‘I nformation A rbitrage ’ . 在過去一段日子，盈利了，主要是從'我nformation一rbitrage ' 。 If you had access to privileged information, you could take advantage of that information to make a profit. 如果你曾接觸保密的資料，你可以利用這方面的資料，以賺取利潤。 Also, information traveled slowly and thus the first movers had an advantage when it came to competition. 此外，信息，行程緩慢，因此，第一次運了優勢，當它來到的競爭。 But, with the coming democratization, the information is almost instantly available to everyone. 但是，隨著未來民主化，信息幾乎是即時提供給每一個人。 This leads to ‘ commoditization of product ’ which in turn leads to “ 這導致'商品化的產品，從而導致了" Perfect Competition 完善的競爭 “. " 。 Economists have always love d ‘Prefect Competition’ model because it increases economic efficiency. 經濟學家曾將永遠愛d '省長競爭'的模式，因為它增加了經濟效益。

Well, I do agree that the trend towards commoditization has accelerated and will continue to accelerate due to technological innovation. This accelerated commoditization which is at the heart of Nicholas Carr’s argument in his infamous HBR article ‘IT Doesn’t Matter’ where he makes an argument that in a ‘perfect competition’ model of future, your investment in IT cannot be leveraged for differentiation strategy. 那麼，我也同意這種趨勢走向商品化，加速了和將繼續加快，由於技術創新。這加速了商品化，是在心臟的尼古拉斯卡爾的說法，在他的調臭名昭著條'不要緊 ' ，他使得一種說法指出，在一個'完全競爭'模式的未來，你的投資，它不能為槓桿的分化策略。 (Please read my first blog on my perspective: （請閱讀我的第一個博客就我的觀點來看： IT Does Matter 但這件事 ). ） 。

Here’s my argument how IT can be used for differentiation. 這裡是我的說法如何，它可用於鑑別。 First of all, there is always a lag in the availability of information. 首先，始終存在著滯後，在信息提供等。 Even though, technology continues to enable sharp increase in the velocity of information, the information cannot be made available instantaneously. 儘管，技術的不斷發展，使急劇增加的速度信息，信息中無法獲得的瞬間。 A ‘business idea’ in your organization will not be known instantaneously to the competition. 『商業理念'在你的組織將不會被稱為瞬間給公平競爭。 There is that lag time. But with the increased velocity of information, slow decision will be punished. 還有的是時間差。但隨著增長速度的信息，決策緩慢，將受到懲罰。 Organizations need to set up agile business process and streamline decision making ability if they want to take first mover advantage. IT can play a major role in this effort only if the core competencies of the organizations are identified and automated. 組織需要設立靈活的業務流程，並簡化決策能力，如果他們要以搶占市場先機的優勢。它可以發揮重大作用，在這方面的努力，只有當核心競爭力的組織是確定和自動化。

While the technology can be blamed for commoditizing of products faster, we can leverage the same technology to expedite creation of 雖然這項技術可歸咎於商品化的產品更快，我們可以利用同樣的技術，以加快創建 Network Externalities 網絡外部性 . 。 Let me take EBay as an example. 請允許我藉此ebay公司作為一個例子。 While it is simple to copy Ebay’s business model, it will be extremely difficult to create a value for the sellers because all the buyers have become EBay’s captive audience. 雖然是簡單的拷貝， ebay的經營模式，將是極其困難的，以創造價值為賣家，因為所有買家都成為ebay的俘虜觀眾。

So, IT is a double edged sword. On one hand it is enabling commoditization of product. On the other hand it can be leveraged to differentiate your product/service and organization. Even with democratized information availability, IT can help create first mover’s advantage. It all depends on how organizations use IT. In the later blog I will talk how IT can enable organizations to identify their products and/or services’ 因此，它是一把雙刃劍。就一方面，它是使商品化的產品。在另一方面，它可以槓桿來區分你的產品/服務和組織。即使民主化信息的可用性，它可以幫助創造先動的優勢。這一切取決於如何組織使用它。在後來的博客，我會說，怎樣才能使各組織，以確定它們的產品和/或服務' Long Tail 長尾巴 which can also be exploited to create a differentiation strategy for that organization. 這也可以被利用來創造差異化策略，該組織。

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Great article by Herman Mehling in SearchCIO.com, titled 偉大的文章， 赫爾曼mehling在searchcio.com名為 IT/BUSINESS STRATEGIES: Wikis in the enterprise face security, compliance challenges 資訊科技/商業策略： wikis的，在企業面臨安全，遵守挑戰 . 。 He writes how Wikis have failed to win widespread acceptance in the corporate world. Web 2.0 technologies like Wikis are so radically different that traditional organizations are not structured to take advantage of these emerging technologies. In my view there are 3 main reasons why Web 2.0 will have difficulty penetrating traditional corporate world. 他寫道，如何wikis的都未能贏得廣泛的接受，在整體的世界。 web 2.0的技術，如wikis的是如此根本不同的，傳統的組織結構不能夠利用這些新興技術。我認為有3個原因：網絡2.0將難以穿透傳統的企業世界。

Flow of Ideas 思想流通

In a traditional organizations, ideas flow in unidirectional fashion. It’s the management that decides on a business strategy and motivates their employees to implement or work towards that strategy. Information flow is also controlled by the management. 在一個傳統的組織，思想流是單向的時裝。它的管理，決定對經營策略，並激勵員工，以落實或工作為實現這一戰略。信息流也是控制管理。 Conventional corporate wisdom says that employees do not need to understand all the complexities behind running the business. 傳統企業的智慧表示，員工並不需要了解各種複雜後面跑業務。 It’s revealed on a ‘need to know’ basis. 它的發現對'必須知道'的基礎上。

In Web 2.0 world, ideas do not follow any rigid preset direction . The information freely flows and that in turn generates relevant and big ideas. Any individual with a great idea can galvanize and create an ecosystem as well as momentum around that idea. 在web 2.0的世界，想法並不遵循任何嚴格預設方向。信息自由流動和這反過來又衍生出相關的大思路。任何個人與一個偉大的想法，可以激發和創造一個生態系統，以及勢頭左右這一想法。

Power Structure 權力結構

In the traditional organization, the power structure is vertical and top down . The manager can influence how and what the employees can work on. Hierarchy is mainly predisposed . Top executives are supposed to be smarter than middle management. Middle management is supposed to be smarter than individual contributors. This hierarchal power structure gives management a sense of direction as to where to take their organization. 在傳統的組織，權力結構是縱向和自上而下 。經理人，可以影響如何以及什麼僱員可以工作。等級，主要是易感 。高層管理人員是為了得到更聰明，比中層管理人員。中層管理人員應該是更聰明不僅僅是個人的貢獻者。這個層次的權力結構，使管理意識的方向，至於在哪裡，採取自己的組織。

In Web 2.0 world the power structure is horizontal . The person with the greatest idea can influence how and what to work on. Community of resources agreeing with that person, will come together to organize themselves to execute the idea. Also, there is no concept of hierarchy in the Web 2.0 world. In fact, this lack of hierarchy makes it all that powerful. 在web 2.0的世界權力結構，是橫向的 。該人以最大的想法，可以影響如何以及怎樣去努力。社區資源的同意，該人將走到一起，組織起來，去執行這一想法。同時，有沒有等級概念，在web 2.0的世界。事實上， 這種缺乏層次 ，使所有的強大。

Employee Incentives 員工激勵

In the traditional organization, the employee who is smarter or better gets promoted. That generates an environment of competition between the employees. This pyramid structure in the organization leads to vicious politics. Power and Control are the only ways the employer can reward an employee. 在傳統組織，僱員，他們是聰明或更好的獲得晉升。產生一個環境之間的競爭，僱員。這個金字塔結構中的組織，導致惡性政治。權力和控制，是唯一的方法，使雇主可以獎勵僱員。

Web 2.0 technology triggers people to collaborate rather than compete. The best ideas come as multiple people come together to co-operate and add value. Instant international recognition is what motivates individuals in Web 2.0 culture. web 2.0的技術觸發人的協作 ，而不是競爭。最好的思想只能作為多的人走到一起合作，並增加產品價值。即時獲得國際承認的是什麼動機，在個人網站2.0文化。

These three diametrically opposite forces between traditional organizations and Web 2.0 technology is the main reason, why a traditional organizations will struggle to use it successfully. Today’s organizations have to radically restructure to fully leverage Web 2.0 technologies. 這三個截然相反的力量之間的傳統組織和web 2.0技術是主要原因，所以，傳統的組織進行鬥爭，以用它成功。今天的組織必須從根本上進行調整，以充分利用web 2.0的技術。

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In the eWeek.com article 在eweek.com文章 IT Workers Second-Guess Career Choice 據工人第二猜擇業 , Deborah Perelman reports a disturbing trend where the IT workers in the US see a bleak future for their career and are discouraging their kids to not pursue IT career.  ，德博拉佩雷爾曼報告一個令人不安的趨勢，而它的工人在美國看到一個暗淡的未來，為他們的職業生涯，並勸阻他們的孩子不能再搞它的事業。

Outsourcing, Offshoring, H1B Employees, Commoditization of IT work force are all here to stay, but they are all signs of a dynamic IT industry. Granted older software development skills become less relevant in a hurry. But, is this a new occurrence? Much sought after experts in VB and ASP in late 1990s are now a relic. The employees have always understood that they need to retrain themselves in new emerging technologies constantly.  That’s the occupational hazard in IT Industry. Now, what has changed is the nature of new skills that are relevant. ‘Soft’ skills are becoming more important.   外包，外包， h1b僱員，商品化，它的勞動人口都在這裡留下來，但他們所有的跡象都建立有活力的資訊科技業。給予老年人的軟件開發技能，成為較少有關，在匆忙。但是，這是一個新的發生？很多徵詢後，專家們在vb和asp的，在上世紀90年代末，現舍利子。僱員，我們一貫相互理解，他們需要再培訓，在新的新興技術不斷。這是職業危害的資訊科技業。現在，是什麼事情改變了它的性質新的技能，都是相關的因素。 '軟'的技能正變得越來越重要。

Businesses are no longer interested in making sure that the tactical aspect of IT is running smoothly. They don’t want to know if their IT infrastructure scales, if their data is secure. They expect it to happen anyway, just as you expect the lights to go on when you flip on the switch. That’s where the IT is getting “commoditized”. If your skill set is in those areas, you need to get out fast. But, increased globalization has made corporations more vulnerable to competition. The impetus to change and look for the new markets quickly is of highest priority now. Thus, I believe IT now is more relevant to the corporations than before. When organizations talk of ‘agility’, it’s the IT organization that can enable the corporations to be agile. How can you be agile when you do not have ways to make your business processes agile? Throwing the IT project over to the IT department and expect it to meet the business needs is no longer viable today. At the same time IT department cannot go into seclusion and work on a project for few months at a given time. The hypercompetitive environment will make your IT project irrelevant during that time. IT workers now need to collaborate with the other business organizations. This new reality calls for new generation of IT workers. The ‘soft’ skills that are more relevant now are - 企業不再感興趣，在作出肯定的是戰術方面，它是運作順暢。他們不想知道，如果他們的資訊科技基礎建設規模，如果他們的數據是安全的。他們期望它發生，無論如何，正如你期望燈到時你就翻蓋開關。這那裡是越來越"商品化" 。如果你的技能是在這些領域，你必須走出快的。但是，增加全球化已使公司更容易受到競爭。動力的變化和尋找新的市場迅速，是最高優先的現在。因此，我相信，它現在是更多的有關該公司比以前。當組織談的'敏捷' ，它的資訊科技組織，可以使公司將敏捷。你如何能得到敏捷時，你沒有辦法讓你的業務流程敏捷嗎？投擲項目，它在向它處，並期望它以滿足各種業務需求已不再是可行的今天。在同一時間資訊科技署不能去到隱居和工作，對一個項目幾個月，在某一個特定的時間。該hypercompetitive環境將會使你的信息技術項目無關的那段時間。據工人，現在需要與其他商業機構。這一新的現實呼喚新的代科技工作者。 『軟』 ，溝通技巧，更相關，現在是-

1. Comprehend Company’s Business Strategy 理解公司的經營策略
2. Understand how the company differentiates its products or services vis-à-vis competition 了解該公司如何區分其產品或服務相對於競爭
3. Articulate technical jargon to non IT business people 闡明技術術語，以非它商界人士
4. Understand TCO (Total Cost of Ownership) and ROI of a project 了解控煙辦公室（總擁有成本）和投資回報率的項目
5. Ability to negotiate and influence others 談判能力和影響他人

I know these new skills can be intimidating to a ‘techie’. The above mentioned skill sets do not limit itself to IT personnel but need to be expanded in other Knowledge Industries like product engineering, R/D etc. Most of us are uncomfortable to collaborate, communicate, influence and negotiate and hence we choose safer ‘engineering’ jobs. ‘We can just do our jobs and go home… Who wants to get involved in company politics…’ that’s the conventional wisdom in the ‘techie’ world. Guess what… we are now in the middle of corporate universe and we need to be like ‘them’. 我知道這些新的技能，可以被恐嚇到一個'高科技' 。上述技能集不局限於資訊科技人才，但有必要加以擴充，在其它的知識產業如產品設計，俄/日等，而我們大多數人不舒服協作，溝通，影響力和談判，因此，我們選擇更安全的'工程'的工作。 '我們只能盡我們的就業機會和回家…任何人想捲入公司政治… '這是傳統觀念在'高科技'世界。猜是什麼… …我們現在在中間的企業和宇宙中，我們必須像'他們' 。

I believe, now is the exciting time for knowledge workers. We can influence the Business Strategy and be relevant to the core of the organization. What other job function would be that exciting? It’s a self fulfilling prophecy when we send out wrong messages to the younger generation to stay away from these fields. America will surely loose competitive edge with this kind of attitude. 我相信，現在是激動人心的時刻，為知識工作者。我們可以影響的經營策略，並進行相關的核心組織。有哪些其他的工作職能將是令人激動的呢？這是一個自我實現的預言，當我們發送出錯誤的訊息向年輕一代遠離這些領域的合作。美國一定會鬆脫的競爭優勢，有了這種態度。

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Budgeting has always been tricky for the IT department. 預算編制一直是棘手的，為它處。 The main objective for the IT department is to get budgeting for applications and systems that are strategic in nature (i.e. systems that enable business strategy). 主要目的是為資訊科技署現正得到預算法的應用和系統，是戰略性質（即系統，使業務策略） 。 Since budgeting is cost-based and finance is always looking for ways to cut cost, ‘keep the lights on’ systems are the only systems that usually gets funded. 由於預算是基於成本和財務總是在尋找方法，以削減成本， '保證照明系統是唯一的系統，通常得到資助。 A legacy system which falls in this category gets just enough funding to keep that system limping along. 遺留系統屬於這個類別獲得足夠的資金，以保持該系統跛行沿。 It’s impossible to get rid of legacy system until you make a strong case that the legacy system is on its last leg. 這是不可能的，以擺脫原有系統直到你作出強烈的案件遺留系統是在它的最後一站。

Most of the Non IT executives do not seem to understand the complexity of sustaining old and decrepit systems. 大部分非它高管似乎並不了解複雜的維持舊老朽系統。 They also do not understand how an IT system can be used to attain business strategy. 他們也不懂怎樣的一個系統，它可以用來實現商業策略。 Thus, it is imperative for the IT executives today, to talk the language of business and make a case as to how an IT system can: 因此，當務之急是為它高管今天，要談的商業語言，使案件至於怎樣的一個系統，它可以：

1. Increase the speed of product release 增加的速度，產品發布
2. Widen the ‘economic moat’ by providing automation that outdistances the competitors 拓寬經濟護城河'提供自動化outdistances競爭者
3. Systematize the core competency 系統化的核心競爭力
4. Support sustainable competitive advantage 支持企業持續競爭優勢
5. Enable the Sales and Marketing to intimately know their customers 使銷售和營銷息息相關，了解其客戶
   

If you cannot make a case that can be categorized by one of the above mentioned reasons, then it’s nearly impossible to get the project funded. 如果你不能使一個案件，可歸納其中上述原因，那麼，它的幾乎不可能得到資助的項目。 IT department will be left with no choice but to sustain the legacy system. 資訊科技署將只剩下沒有選擇，只能維持原有系統。 Good luck with that! 好運與！

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Wall Street Journal tech blog, 華爾街日報科技博客， How to Do IT on the Cheap 怎樣做就便宜 is about the IT strategy at Virgin America. 是有關資訊科技策略的處女美國。 If you have paid access to Wall Street Journal’s Web Site then you can also read about 如果你有付出獲取華爾街日報的網站，然後你也可以閱讀約 Virgin 維爾京 America flies new IT path 美國蒼蠅資訊科技新路徑 . 。 Both these articles discuss how Virgin America is breaking new ground when it comes to IT infrastructure. 無論這些文章，討論如何維珍美國是開拓新的，當談到資訊科技基礎建設。 They are planning on reducing their IT related costs by mainly outsourcing everything including customer support. 他們正在策劃對降低其資訊科技有關的費用主要是由外包的一切，包括客戶支持。 Instead of mainframes that is used by the other airlines, they are using Linux based servers. 而不是大型主機是使用由其他航空公司，他們正在利用基於linux服務器。 Both the articles talk positively about the Virgin America’s IT initiatives. 這兩個條款的會談積極評價美屬維爾京，美國的資訊科技措施。

Before we applaud this move as ‘out of the box’ thinking, let’s evaluate this from the company’s strategic perspective. 之前，我們讚賞這一舉動作為'走出票房思想觀念，讓我們評估，這從該公司的戰略眼光。 According to 據 Micheal Porter 邁克爾波特 there are 2 types of competitive advantage which a company can utilize to build ‘economic moat’. 有2個種的競爭優勢，一間公司，可利用興建的經濟護城河' 。