March 17th 2008 2008年3月17日
Evolving relation between IT and Business演变中的关系，它和商业
In the mid-1990s, IT was mainly perceived as a cost center. Many organizations did not understand the full fledged role of IT in an organizations. According to the article “ 在20世纪90年代中期，它主要是知觉作为一个成本中心，很多组织都没有认识到充分成熟的角色，它是一个组织，据以文章" Strategic IT takes stage at financial services firm 战略需阶段，在金融服务公司 ”, only 5% of employees, at most, understood what IT was or could do for the company. As technology became pervasive for many businesses, the perception of IT as “no more than a cost center” is beginning to fade, but it is not gone completely. A Wisconsin Technology Network Media (WTN) survey as quoted by the article, of 434 upper-level executives conducted between Dec. 19, 2007, and Jan. 7, 2008, found that IT as a cost center is still a reality for about 25% of the respondents. "中，只有百分之五的员工，最多的理解是什么，它是在或可以做的，例如公司作为技术成为普遍存在对许多企业而言，认知这是"不超过成本中心"已开始褪色，但它是不是经历了完全。威斯康星技术网络媒体（ wtn ）调查所引述的文章， 434高层行政人员之间进行的2007年12月19日和2008年1月7日，发现它作为一个成本中心，仍是一个现实约有25 ％的受访者。 And, although nearly 70% of respondents said they participate in forming business strategy, more than half (54.2%) said they still spend more time on operations and functionality than on business transformation or strategy, compared with about 25% who cited business transformation as their chief activity, and 22% who get to focus exclusively on strategy. 而且，虽然有近七成的受访者表示，他们参与形成的经营战略，有一半以上（ 54.2 ％ ）说，他们仍然花更多时间对业务和功能，而不是企业转型或战略相比，大约有25 ％的受访者列举的业务转型作为其行政活动中，有22 ％的人获得，以专注于战略。
IT and the business need to be joined at the hip to be successful in global economy. Many traditional CEOs do not understand IT’s ability and thus look at it only from a cost center perspective. Bifurcation of the two aspects of IT should be done by the CIO and IT Executives. The operational and tactical aspect as mentioned in the survey above, can and should be outsourced so that internal IT department can focus on how to use IT to add business value to the organization. According to the article, IT department need to invest “considerable amount of time” to plotting what the company wants to do in the coming year. IT和业务须加入在髋关节获得成功，在全球经济中，许多传统的CEO不明白，它的执政能力，因而看，它只是从一个成本中心的角度。分岔的两个方面，它应该做的事由CIO和IT主管。作战和战术方面提到，在上述调查中，可以而且应该外包，使内部IT部门可以把重点放在如何使用它来增加商业价值，以该组织的，根据这项规定，它部必须投资" ，相当多的时间" ，以绘制该公司想做的事，在未来一年。 Rather than waiting for the green light on individual projects, IT and the business need to dig in immediately to do market research on the potential projects and likely partners. 而不是等待绿灯，在个别项目，它和业务需要挖掘，在马上做市场调查，对企业潜力的项目和可能的合作伙伴。 When the go-ahead comes, IT can be ready to move rather than relegating that project to the next budget cycle. 当牵线提前来了，可以随时提出，而不是relegating该项目到下一个预算周期。 I agree that this is the only way IT department can enable the business strategy. 我同意这是唯一的出路，它处，可以使业务策略。
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