IT Strategy資訊科技策略

When an organization starts as a small firm, there is usually no financial bandwidth to implement an elaborate Enterprise Application. The firm is usually functioning on a shoe string budget. The most important resource, capital is extremely scarce and is allocated very carefully to create a steady cash flow. Enterprise Application, though helps set a firm’s foundation on a sound footing for the organization to grow organically, does not initially enable cash flow. So the firm in its infancy builds and runs its business processes with applications that are barebones Excel based or some sort of shareware/open source software systems. Though, building an organization on a strong foundation of Enterprise Application is ideal, small organizations bucket the implementation of Enterprise Application as a ‘nice to have’ category and move on… 當一個組織開始作為一個小公司，通常有沒有財政帶寬，以落實一個複雜的企業應用，該公司的運作通常是在一個擦鞋字符串的財政預算案。最重要的資源，資本，是極為稀缺和分配是非常仔細地創建一個穩定的現金流。企業應用，雖然有利於樹立了堅定的基礎，在一個健全的基礎上，為組織發展有機地，不使最初的現金流量，所以該公司在其起步階段，建立和運行，其業務流程與應用程序都是準系統Excel的或基於某種形式的共享/開放源碼軟件系統，雖然，建設一個組織就了堅實的基礎的企業應用是理想，小水桶組織實施的企業應用作為一個'好'類和的舉動…

As the organization grows, the rudimentary applications grow with the firm and for a long time the firm can survive on these internally built and ‘enhanced’ software systems. These applications are usually written and rewritten by several people with no formal exposure to software development methodology. They do not understand the complexity of maintenance, deployment and testing. These systems do not usually scale easily. Hence large number of employees is needed to be hired to run the organization around these software systems. The human glue keeps this collection of hodge-podge systems in synchronization. When the organization begins to reach a point of disintegration due to ‘fragile’ and ‘rigid’ business processes based on these rudimentary systems, only then the executives feel the need to implement the Enterprise Application. The Executive directive is passed down to the middle management. After selecting a viable vendor for the Enterprise Application which will encompass some combination of ERP, SCM, CRM depending on the organization, the mammoth exercise of implementing the Enterprise Application begins. This implementation process is akin to changing the plumbing of a house after the house has been built. 作為該組織的增長，最起碼的申請增長的堅定和相當長的時間該公司才能生存於這些國內建成和'加強'軟件系統，這些應用通常是書面和改寫由幾個人沒有正式的接觸到軟件開發方法他們不明白的複雜性維修，部署和測試。這些系統通常不容易的規模，因此大量的僱員是需要加以聘用運行組織圍繞這些軟件系統。人體膠水不斷，這收集Hodge的- podge系統在同步時，該組織開始將達到一點解體由於'脆弱'和'硬性'的業務流程的基礎上，這些最起碼的制度，只有這樣，行政人員覺得有必要實施企業應用。執行的指令是通過到中層管理人員後，選擇一個可行的供應商，企業應用，其中將包括一些相結合的ERP系統，供應鏈管理，客戶關係管理，視乎有關組織，龐大的行使實施企業應用開始，這實施過程是類似的改變水管一個眾議院後，眾議院已建成。

So for so good, but what the implantation team does not understand is that there needs to be a delicate balance between customization of Enterprise Application to the organization’s business process and adaptation of firms business process to the ‘canned’ business process provided by the vendor for that Enterprise Application. The people in-charge of implantation of the Enterprise Application needs a solid understanding of the core competencies of their firm. All business processes that do not enable core competencies of the organization can and should be changed to map the pre-generated business processes that are part of the Enterprise Application. They could be configured but the temptation to customize these business processes should be avoided. Why? Because these non core or contextual business process simply play a supporting role for that organization. They do not enable differentiation strategy and hence it’sa waste of important resource to customize these business processes. In my opinion these contextual business process can even be outsourced to some degree without having a negative impact on the organization itself. 因此，這麼好的，但什麼植入團隊不明白的是，需要有一個微妙的平衡之間的定制的企業應用該組織的業務流程和適應企業的業務流程，以'罐頭'的業務流程所提供的供應商認為，企業應用。人士在負責植入企業應用的需要，紮實的了解核心競爭力的堅定，所有的業務流程不使核心競爭力的組織可以而且應該改為地圖前產生的業務流程的一部分，企業應用，他們可以配置，但誘惑，自定義這些業務流程，應加以避免。為什麼呢？因為這些非核心或內容業務流程簡單地扮演一個輔助的角色，為組織，他們不使差異化戰略，因此，這是浪費的重要資源，以自定義這些業務流程。我認為這些內容的業務流程，甚至可以外包給在一定程度上不必負面影響，該組織本身。

But, the business processes that enable or is a part of core competency of that organization should not be retrofitted to the existing ‘canned’ business process provided by the Enterprise Application. Why? Because if the firm’s core competency is mapped to plain vanilla business process provide by the third party vendor, it does not give the organization an ability to sustain its competitive advantage. How can ‘someone else’ understand your firm’s differentiation strategy and your competitive environment? There is no way the business process for the core competencies of the organization can be enabled by the Enterprise Application without loosing that competitive edge. Your competitive advantage is the ‘secret sauce’ and you should try to keep it that way by not ‘watering down’ those business processes to plain vanilla third party vendor developed business process . In my view automating the core competencies of the firms should be tackled by using one of the two ways 但是，業務流程，使，或者是部分的核心競爭力，該組織不應該加裝，以現有的'罐頭'的業務流程所提供的企業應用，為什麼呢？因為如果該公司的核心競爭力是映射到平原香草業務流程提供由第三方供應商，這並不使本組織的能力，以維持其競爭優勢。如何能'別人的'明白你的公司的分化策略和您的競爭環境呢？是沒有出路的業務流程為核心競爭力的組織可以啟用由企業應用無鬆動競爭優勢。 你的競爭優勢是 '秘訣' ，你應該設法維持它的方式不是'淡化' ，這些業務流程以平原香草第三黨供應商開發的業務流程 。在我看來自動化的核心競爭力的公司，應處理的使用其中的兩種方式

1. Customizing 定制 Enterprise Application 企業應用
2. Writing an internal software system that can interface with the Enterprise Application. 寫作內部的軟件系統，可以在界面與企業應用。

Each has its own pros and cons which I will write in my future blog. 每個都有自己的優點和缺點，我會寫在我未來的博客。

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Tags:標籤： Enterprise Application Strategy企業應用策略 , ， IT Strategy資訊科技策略 , ， Business Strategy商業策略 , ， IT Management IT管理

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