作为一名近20年的IT从业人员，本人在甲方和乙方公司均有工作过，也曾为多家外企、国企、民企等不同类型和不同规模的企业客户提供IT相关服务，涉及IT规划治理、数字化产品研发、系统集成和实施、项目管理、团队管理等领域；在从事企业信息化、数字化转型工作过程中，本人也经常与来自不同层级和不同部门的客户和用户打交道，亲身感受到在企业推进数字化转型工作中，如何让数字化转型干系人正确认识和认可IT价值是非常重要的、也是每一位IT从业人员必须面对和解决的关键问题之一。
关于企业IT价值的思考，不同的人会有不同的视角和观点。而我只是这些年来的一些心得体会写出来，与诸位分享和交流。经验有限、匆忙下笔，有写得不好之处，请诸位指正。
关于企业中IT的价值，我首先从下面几个基本问题谈起： 数字化转型网（www.szhzxw.cn）
第1个思考：公司怎么看IT？
我们可以从公司的顶层设计开始切入，做一些思考：IT战略是否是公司整体战略的组成部分之一？IT能力是否已成为公司核心竞争力之一或者对公司核心竞争力有较为重要的促进作用？公司业务模式（包括业务增长模式、客户界面、业务运作流程、管理效能、组织效率、创新等方面）对IT依赖程度有多深，公司业务发展是IT技术驱动型、IT技术支撑型、还是业务与IT技术融合发展型的？以上三个问题，在不同公司和公司的不同发展阶段，以及在不同人的认知中，答案是不一样的。公司顶层设计对IT价值的认识和理解，也就决定了IT在企业中的定位、以及企业IT治理模式和架构。
第2个思考：业务怎么看IT？
业务部门人员一般会立足本部门职能分工及业务目标，更关注解决当前的业务问题。当前业务问题解决对IT系统或其它技术工具的依赖程度，是业务看待IT价值的基础前提之一。当然在实操过程中，不同业务部门和不同业务人员，对IT认知也是有较大的差异的。业务与IT关系，大致上可以分为如下几类：一是业务仅作为IT系统的最终用户，被动去接受信息化和数字化，并不懂技术或者不关注技术实现，这种情况往往需要IT去引导；二是业务对IT有基本认识，不愿意或者不知道怎样去推动业务数字化转型，希望IT主导数字化转型；三是业务对数字化转型有较深的认识，能清晰地提出数字化转型的愿景、业务需求和落地场景，但不愿意在技术实现过程和技术细节上分散过多的精力，更希望与IT分工协作，共同推进数字化转型；四是业务对数字化转型有较强烈的意愿，对数字化转型认识较为深刻，希望自己主导业务数字化转型，认为IT提供适度的技术支持即可。以上无论哪种关系，不是一成不变的，而是此消彼长，动态变化的，我们应该随时分析评估、清楚把握和处理当前阶段乃至未来两者关系。 数字化转型网（www.szhzxw.cn）
第3个思考：IT怎么看IT？
首先，IT人员应该清晰认清企业中IT并非主业，IT都是要服务企业主业发展和企业管理需要的，IT部门往往都是成本中心（即使个别IT部门号称已转变为利润中心，但内部客户收入比例应该还比较大）；其实，IT人员应该认清楚企业当前及未来一段时间内发展方向和要求、以及IT能如何做出自身的贡献，再结合业务与IT关系特点，从而明确IT在企业当前阶段中的功能定位。参照以上第2个思考中所提到的四类业务与IT关系，稍微展开说说。对于第一和第二种关系类型，IT就应该主动站出来主导企业数字化转型工作（其实机会很难得），但这两种情况下对IT要求更高。IT要主动去影响企业高层并尽可能获取更大的话语权和施展空间，要在企业内倡导形成数字化转型的文化，要精通技术并熟悉业务，从而去影响、甚至是引领业务数字化转型进程；对于第三种关系类型，比较理想的方式是组建业务与IT联合工作团队，由业务部门负责需求提出和验收，IT部门主导系统实施落地，制定共同的项目目标和绩效，过程中分工协作，共同对数字化转型结果负责；对于第四种关系类型，数字科技浪潮已深深影响地人们的工作和生活，新一代业务人员在数字化转型更清楚业务所需，对数字科技有更多一手的直接或间接的经验，往往会表现较为主动或强势，认为IT人员不懂业务需求，IT系统也仅仅是一个工具而已，在软件选型和项目实施中，IT部门容易被边缘化。本人观察到近年来这种情况越来越多，IT生存压力也就越来越大，IT需主动谋变，采取恰当策略和更多的方法来推动IT与业务关系处理，改变业务人员对IT偏见，让业务人员理解到IT专业性和IT部门价值。
第4个思考：IT能做什么？
我要谈的是IT部门究竟拥有哪些比较优势或者核心能力，是业务部门或外包商替代不了的？我想首先应该是IT部门作为一个与业务分设的企业职能，天然就有中立的角色定位，这就赋予IT部门能突破本位主义，从企业全局出发，整体考虑和提升企业跨部门的端到端流程、业务链和价值链的职能使命；其实，数字科技是一个专业，IT工作是具有一定的专业壁垒的，业务人员大多只能从浅层上了解IT应用场景，但不知道该如何将应用场景更好地落地。这时，IT就能发挥桥梁和转换器作用了，IT人员能结合自身对技术理解，将业务需求和业务初步构想的应用场景进行转换和细化，并吸纳业内优秀的经验，形成更具有针对性并可落地实施的系统方案；再者，IT能够从技术本身出发，整合IT能力和资源，发挥技术集约化效应；最后，相对于业务人员更关注短期业务目标，IT人员更关注企业整体流程优化和组织绩效提升，IT人员更具备长期逻辑思维，更懂技术局限性和未来技术趋势，可以凭借对数字技术更深刻的洞察，支撑和推动企业业务模式改进和驱动组织创新，使得企业在数字科技浪潮下拥有更强的竞争力。
翻译：
Thinking about the value of enterprise IT
As an IT practitioner for nearly 20 years, I have worked in both companies of Party A and Party B, and provided IT-related services for many foreign companies, state-owned enterprises, private enterprises and other enterprises of different types and sizes, involving IT planning and governance, digital product research and development, system integration and implementation, project management, team management and other fields. In the process of enterprise informatization and digital transformation, I often interact with customers and users from different levels and departments, and personally feel that in the work of promoting digital transformation of enterprises, How to make digital transformation stakeholders correctly understand and recognize the value of IT is very important, and IT is also one of the key issues that every IT practitioner must face and solve.
Different people will have different perspectives and opinions on the value of enterprise IT. I am just writing some of my experiences over the years to share and exchange with you. I have limited experience and rushed to write, and I have written badly, please correct me.
I’ll start with the following basic questions about the value of IT in the enterprise:
First thought: How does the company view IT?
We can start with the top-level design of the company and do some thinking: Is the IT strategy part of the overall strategy of the company? Has IT capability become one of the core competitiveness of the company or has it played an important role in promoting the core competitiveness of the company? How much does the company’s business model (including business growth model, customer interface, business operation process, management effectiveness, organizational efficiency, innovation, etc.) depend on IT? Is the company’s business development driven by IT technology, supported by IT technology, or integrated by business and IT technology? The above three questions, in different companies and companies in different stages of development, and in different people’s cognition, the answer is different. The understanding and understanding of the value of IT in the top-level design of the company determines the positioning of IT in the enterprise, as well as the enterprise IT governance model and architecture. 数字化转型网（www.szhzxw.cn）
Second thought: How does the business view IT?
Business department personnel generally focus on solving current business problems based on the division of functions and business objectives of the department. The degree to which the current business problem is solved by relying on IT systems or other technical tools is one of the fundamental preconditions for the business to view the value of IT. Of course, in the process of practical operation, different business departments and different business personnel have great differences in the cognition of IT. The relationship between business and IT can be roughly divided into the following categories: First, as the end user of the IT system, business passively accepts information and digitalization without understanding or paying attention to technology implementation, which often requires IT to guide; Second, businesses have a basic understanding of IT, are unwilling or do not know how to promote business digital transformation, and hope that IT leads digital transformation; Third, the business has a deep understanding of digital transformation, can clearly put forward the vision of digital transformation, business needs and landing scenarios, but is not willing to scatter too much energy on the technical implementation process and technical details, and more hope to work with IT to jointly promote digital transformation; Fourth, the business has a strong willingness to digital transformation, a deep understanding of digital transformation, hope to lead the business digital transformation, and believe that IT can provide moderate technical support. No matter what kind of relationship is above, it is not static, but it is dynamic and changing, we should analyze and evaluate at any time, clearly grasp and deal with the current stage and even the future relationship between the two.
Third thought: What does IT think of IT?
First of all, IT personnel should clearly recognize that IT is not the main business in the enterprise, IT is to serve the development of the enterprise’s main business and enterprise management needs, IT departments are often cost centers (even if individual IT departments claim to have been transformed into profit centers, but the proportion of internal customer revenue should be relatively large). In fact, IT personnel should recognize the current and future development direction and requirements of the enterprise, as well as how IT can make its own contribution, and then combine the characteristics of the relationship between business and IT, so as to clarify the functional positioning of IT in the current stage of the enterprise. Let’s talk a little bit about the four types of business-IT relationships mentioned in the second thought above. For the first and second relationship types, IT should take the initiative to lead the enterprise digital transformation efforts (in fact, the opportunity is rare), but in these two cases, the demand for IT is higher. IT should take the initiative to influence the senior management of the enterprise and obtain as much voice and space as possible. It should advocate the formation of digital transformation culture in the enterprise, be proficient in technology and familiar with the business, so as to influence and even lead the process of business digital transformation. For the third type of relationship, the ideal way is to set up a joint work team between business and IT. The business department is responsible for the proposal and acceptance of requirements, while the IT department takes the lead in system implementation, sets common project objectives and performance, and collaborates in the process to jointly take responsibility for the results of digital transformation. For the fourth relationship type, the wave of digital technology has deeply affected people’s work and life. The new generation of business personnel are more aware of business needs in digital transformation and have more first-hand direct or indirect experience in digital technology. They tend to be more active or aggressive, believing that IT personnel do not understand business needs and IT system is just a tool. In software selection and project implementation, IT departments are easily marginalized. In recent years, I have observed more and more such situations, and the survival pressure of IT has become more and more intense. IT needs to take the initiative to change, adopt appropriate strategies and more methods to promote the relationship between IT and business, change the bias of business personnel against IT, and let business personnel understand the professionalism of IT and the value of IT department.
Fourth thought: What can IT do?
I want to talk about what comparative advantages or core competencies does the IT department have that the business department or the outsourcer cannot replace? I think first of all, as an enterprise function separate from business, the IT department naturally has a neutral role positioning, which gives the IT department the functional mission of breaking through departmentalism, starting from the overall situation of the enterprise, and considering and improving the end-to-end process, business chain and value chain of the enterprise. In fact, digital technology is a professional, IT work is with a certain professional barriers, most business personnel can only understand the IT application scenario from the shallow level, but do not know how to better land the application scenario. At this time, IT can play the role of bridge and converter, IT personnel can combine their own technical understanding, the business needs and the application scenario of the initial business concept to transform and refine, and absorb the industry’s excellent experience, to form a more targeted and can be implemented in the system plan; In addition, IT can start from the technology itself, integrate IT capabilities and resources, and exert the effect of technology intensification. Finally, compared with business personnel who pay more attention to short-term business goals, IT personnel pay more attention to overall enterprise process optimization and organizational performance improvement. IT personnel have more long-term logical thinking, better understanding of technological limitations and future technological trends, and can support and promote the improvement of enterprise business model and drive organizational innovation with more profound insight into digital technology. It makes enterprises have stronger competitiveness under the wave of digital technology. 数字化转型网（www.szhzxw.cn）
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