November 7th 2007 2007年11月7日
Model IT Department at Genentech模型的IT部门在公司Genentech
Genentech 公司Genentech is a San Francisco based Biotech firm. I read an interesting article about Genentech’s IT Department in Financial Times titled 是旧金山基于生物科技公司。我看过一个有趣的文章Genentech公司的IT部门在金融时报标题 Soft skills reinvent IT’s place in business 软性技巧重现它的地方，在业务上
Todd Pierce who is the VP of Corporate IT of Genentech is instrumental in changing the way the IT department functions. I think, they have a model that every company’s IT department should study and try to emulate. 托德皮尔斯谁是副总裁，企业IT的公司Genentech是仪器在改变了IT部门的职能，我认为，他们有一个模型，每家公司的IT部门应研究和尝试学习。
Here are some of the things the IT department of Genentech is doing right 这里有一些事情， IT部门的公司Genentech是这样做的权利
- The IT department has moved away from being technology centric to being a customer centric organization. This means that they collaborate very closely with their customers (other departments) and don’t build software systems in vacuum. 资讯科技署已移离正中心，以科技作为一个以客户为中心的组织，这意味着他们合作非常密切地与他们的客户（其他部门）和不建立软件系统在真空中。 IT departments in most of the firms are notorious in their focus on only technology. With no incentives to focus on customer needs, most of the time the IT department is not in alignment with the business needs of the organization. To focus on the needs of the customers, Genentech’s IT department is training its IT workers with ‘soft skills’ like emotional intelligence. They have identified their core competence and differentiation which Mr. Pierce calls ‘empathy-driven’. By aligning their IT department with the core competencies and their corporate culture, IT department is going to play an important role in Genentech’s Business Strategy. The finance department will stop looking at IT department from a cost center perspective but will begin seeing them as partners in improving the top line as well as bottom line. IT部门在大多数的公司都在其臭名昭著的只集中于技术。没有诱因，把重点放在客户的需求，大部分的时间， IT部门是不是在配合业务的需要，该组织。着眼于需求顾客， Genentech公司的IT部门是训练其IT员工与'软技能'一样，情绪智力，他们已确定他们的核心竞争力和分化，其中皮尔斯先生来电'移情驱动' 。通过调整他们的IT部门与核心竞争力和他们的企业文化， IT部门要发挥重要作用， Genentech公司的商业策略。财务部将停止寻找IT部门从成本中心的角度，但将开始看到它们作为伙伴，在改善TOP线以及底线。
- The corporate IT department participates in weekly meetings with scientists (their customers) to see where demand is headed. 该公司IT部门参加了每周一次的会议，与科学家（他们的客户） ，看看那里的需求是为首的。 By understanding the supply demand situation of an organization, the IT department can look for ways to build software applications to enable demand forecasting and streamlining supply chain. In any firm it is extremely important for the IT department to do everything possible to enable the firm to understand and meet the demand and thus increase the revenue stream. 通过了解供应的供求情况的一个组织， IT部门可以研究如何建立应用软件，使需求预测和简化供应链，在任何公司，这是极为重要的IT部门尽一切可能使公司了解和满足市民的需求，从而增加收入流。
- The IT department has also initiated ‘IT Strategy Council’ - Governance Board comprising of Mr. Pierce and the head of other departments as well as top level executive. This management board is involved in streamlining IT projects by prioritizing them. By working on only the top priority projects, Genentech’s IT department will be able to add huge value to the organization. IT department can use this council to not only drive consensus in identifying the top priority project but also to decide on outsourcing or stop working on low priority project. IT部门还发起了 ' 资讯科技策略会 ' -治理委员会组成先生皮尔斯和头部其他部门以及高层长官，这管理委员会是所涉及的精简资讯科技项目，优先考虑他们。工作，就只最优先的项目， Genentech公司的IT部门将可添加庞大的价值，该组织。 IT部门可以使用本会不仅驱动器的共识，在确定最优先的项目，但也决定对外包或停止工作，对低优先项目。 Mr. Pierce is a not intimidated with the trend where their IT department does the bidding for the IT project against outsourcing firms. 皮尔斯先生是一个没有吓倒与趋势，他们的IT部门是否招标资讯科技项目，对外包公司。
By understanding their core competencies and recognizing the priorities, the internal IT department has a huge advantage in building software applications and tools that will create and sustain Genentech’s competitive advantage. 通过了解他们的核心能力和认识的优先次序，内部的IT部门已经是一个巨大的优势，在建设的应用软件和工具，这将创造和维持Genentech公司的竞争优势。
Popularity: 57% [人气： 57 ％ [ ? ？ ] ]
1 Comment » 1条评论»
One Response to “Model IT Department at Genentech”一反应“模式， IT部门在公司Genentech ”
Trackback URI Trackback跟踪的URI | Comments RSS 评论的RSS
Former DNA Employee on 18 Nov 2007 at 8:56 pm 前DNA的雇员， 2007年11月18日在下午8时56分 # ＃
How can Mr. Pierce promote empathy when he lays off 45 employees the week before Thanksgiving, especially the department that was most tightly engaged to its customers?又如何能先生皮尔斯促进同理心时，他奠定了小康45名员工一周前的感恩节，特别是部，这是最紧密从事向客户？ IT hires people with passion, the soft skills, with minimal technical skills.它雇用人与激情，软性技巧，以最少的技术技能。 Genentech should think long and hard about outsourcing the whole IT department, as it is over $10 million in budget, under delivers on its projects, and does not even support the core of Genentech’s business. Genentech的，应认为漫长而艰辛外包整个IT部门，因为它是超过1000万美元的财政预算案中，根据提供关于其项目，甚至不支持的核心， Genentech公司的业务。