今天在群内看到某位IT同仁发布了这样一条群消息：刚接到上级领导通知，公司开启广进计划，IT团队一个都不留！
看到这个消息，群内顿时炸窝了！
太不可思议了，没有IT保障企业的数字化工作怎么办？ 数字化转型网（www.szhzxw.cn）
但冷静下来仔细想想企业生存都是问题了还搞什么毛线数字化呢？
在大部分传统企业里数字化从来都不是战略主角，而只是一个工具而已，作为一个“固化”的软件工具自然在企业内众口难调，难以满足所有的业务场景需求，加之企业领导对数字化转型这件事的认知深度不够，策略缺乏，所以就造成了数字化应用难、运营难、推广难、价值体现难，直接受影响的其实就是信息部门，因为在领导的第一印象里数字化就是信息部门的事儿，软件系统应用不起来那一定就是信息部门的责任，是能力问题，所以在此情况下信息部门不受领导青睐是再正常不过了。
那么信息部门为什么会在企业的裁员风暴中首当其中，除了以上的原因，老杨总结如下：
1.从成本的角度来说，信息部门在表面上看是一直在投入，处处在烧钱，属于一个妥妥的企业成本大户；
2.从盈利角度来说，信息部门进行的那些所谓数字化建设并没有给企业带来所谓的直观的收入，引进的数字化项目在大部分情况下也未能实现所承诺的“降本增效”，反而还增加了很多额外的工作量；
3.从定位角度来说，大部分传统企业认为信息部门就是服务部门，所以很多传统企业也并未将信息部门定位成一级部门，而是将其挂在其他部门下，定位决定其地位，地位决定其存在感，这也就导致很多企业信息系统的引进是直接绕过信息部门的，直接无视信息部门的存在；这就从另一个方面导致信息部门在企业中的影响力及存在的价值：可有可无；
4.从人力资源成本角度来说，实现降本增效最快最直观的方法就是裁员，裁员的标准是什么？自然是对企业GDP的贡献值，岗位的不可替代性，而信息部门在企业领导眼里就是IT部、就是修电脑搞弱电的，即使人员被优化同样可以出费用要第三方来服务，加之上述原因就直接导致了信息部门在裁员风暴中首当其冲； 数字化转型网（www.szhzxw.cn）
5.从信息部门自身的角度来说，不知如何提升自己的价值、不知如何沟通、不知如何进行数字化项目管理、不懂如何利用资源、不懂业务场景、不懂运营管理导致错失展示能力的机会，让企业领导及员工认为信息部门的职责就是IT运维，工作低端的标签已被打上难以短时间内翻身；
从以上不难看出，在大部分传统企业内信息部门的地位及影响力非常的一般，而数字化项目的接连失败更是让其能力在领导眼中大打折扣，即使问题出在管理上，那也是信息部门的能力问题，有的企业高层领导甚至说“不出事要IT干啥，出了事IT在干啥”，总之数字化做不好总是信息部门的错。
那么在企业降本增效模式下，信息部门一个都不留，到底对不对？有何风险？
信息部门人员被裁自然有原因，比如很多头部企业在业务全盛时期业务需求旺盛，信息部门自然兵强马壮，甚至还成立了科技公司，同时也不排除HR部门及信息部门自身的人员成本控制能力存在某些问题，导致队伍无限制扩张，但当业务萎缩以后，人员队伍自然又显得过于庞大与臃肿，于是砍项目、砍团队降低人力资源成本也理所当然，但部分企业野蛮、粗暴的“一刀切”人员优化模式也存在着巨大的安全隐患，一不小心就把“降本增效”做成了“降本增笑”，为什么企业要慎重考虑优化信息部门的人员？原因如下：
第一，岗位的专业性：
为什么很多企业的业务部门自行引进数字化系统最终都失败了，其中一个原因就在于一个专业性；
第二，数据的安全性：
很多企业领导也会考虑让第三方代为运维系统，这就意味着企业的数据大门已经向外打开，是否外泄数据那只是对方职业道德及人品的问题，因此如果企业考虑外包系统的运维服务，就不要再谈什么数据安全。
第三，服务响应的及时性及成本：
由于企业没有了专业的信息部门人员而造成的数字化成本额外支出，只能让软件公司偷偷去乐，而其并非为某家客户特定服务，所以这就造成了服务相应的延迟及服务成本的增加。
从以上我们不难看出，在数字化方面的降本增效企业要慎重考虑，不要因一时的人力成本压力去优化关键的技术岗，也不要为了节省成本取消必要的安全防护投入，勿将前期的降本增效变成后期的各种笑话；也并不是说信息部门一个都不能优化，但必须根据企业情况在前期做好各种评估及平稳交接，同时信息部门也要考虑如何体现自身的价值，不能总是在企业“降本增效”政策下做受伤的那个。
那么在降本增效模式下CIO该如何做？
老杨认为此时CIO面对的压力已经不是如何推动企业数字化转型的问题，而是在降本增效的高压下如何保团队、保生存，CIO要记住： 数字化转型网（www.szhzxw.cn）
不能用老方法解决新问题 和“不能用老思路寻找新机会。
CIO更不能选择躺平，在企业新的挑战模式下要有探索并不断尝试的勇气，否则不会找到解决问题的新方法。当然，有时候你的努力也许不会达到预期的结果，但尝试越多，成功的可能就越大。打破常规，甚至改变你的工作习惯，看看你是否能找到数字化转型的新方法。
在企业降本增效模式下，CIO要严于内部管理，除了让团队每一个人有成本意识、管理意识、数据意识外，还要具有危机意识、竞争意识；在高度不确定下，面对企业数字化建设项目减少与萎缩，CIO也要利用此机会精炼团队，淘汰技术、能力不合格者、与文化价值观不一致者；同时在项目建设上，要集中资源建设优质项目，打有把握的仗，做有价值风险低的项目，切忌“什么都想做”，到处抓项目想体现能力、体现技术、体现价值，这样做只有一个结果就是：什么都做不好。
那么在降本增效模式下企业的信息部门该如何做？如何体现自身的价值？
老杨认为：要拒绝躺平！直面困难才是唯一选择。
第一，在有限人力模式下，以价值为中心开展数字化建设，规避开发时间长、复杂、业务管理混乱的项目，因为这样的项目周期长落地风险大，难以体现价值，极易成为背锅侠，即技术背了管理的锅；所以效率即价值； 数字化转型网（www.szhzxw.cn）
第二，多深入业务场景，了解业务需求，针对性的解决业务痛点，痛点即价值；
第三，数字化团队内部运营管理需更加精细化、标准化、制度化，过程管理需更严格，管控即价值；
第四，最好以数据形式展示成果，因为没有对比就没有伤害，数据即价值；
第五，对内服务在及时性、质量方面需更加严格把控，因为服务即价值；
无论是CIO还是信息部门的员工一定要记住：最好的投资就是投资自己！
翻译：
A company has announced layoffs! No one from the IT team
Today, I saw a certain IT colleague in the group released such a group message: just received a notice from the superior leadership, the company opened a wide entry plan, and the IT team did not leave a single! 数字化转型网（www.szhzxw.cn）
Seeing this news, the group suddenly exploded the nest!
This is incredible. What if there is no IT to secure the digital work of the enterprise?
But calm down and think about it. Why do you digitise yarn when survival is a problem?
In most traditional enterprises, digitalization has never been a strategic protagonist, but only a tool. As a “solidified” software tool, it is naturally difficult for everyone in the enterprise to meet the needs of all business scenarios. In addition, enterprise leaders have insufficient depth of cognition and lack of strategies for digital transformation. Therefore, the digital application is difficult, the operation is difficult, the promotion is difficult, the value is difficult, and the directly affected is actually the information department, because in the first impression of the leader, the digital is the information department, the software system can not be applied, it must be the responsibility of the information department, is a problem of ability, so in this case, the information department is not favored by the leader is normal.
So why will the information department be the first in the downsizing storm of enterprises, in addition to the above reasons, Lao Yang summarized as follows: 数字化转型网（www.szhzxw.cn）
- From the perspective of cost, the information department has been investing on the surface, burning money everywhere, and belongs to an enterprise with no problem in cost;
- From the perspective of profit, the so-called digital construction carried out by the information department has not brought the so-called intuitive income to the enterprise, and the introduced digital projects have failed to achieve the promised “cost reduction and efficiency increase” in most cases, but have increased a lot of extra workload;
- From the perspective of positioning, most traditional enterprises believe that the information department is the service department, so many traditional enterprises do not position the information department as a first-level department, but attach it to other departments. Positioning determines its status and status determines its sense of existence, which leads to the introduction of information systems in many enterprises directly bypassing the information department. Directly ignoring the existence of the information sector; This leads to the influence and existence value of the information department in the enterprise from another aspect: dispensable;
- From the perspective of human resource cost, the fastest and most intuitive way to achieve cost reduction and efficiency is to downsize. What are the criteria for downsizing? Naturally, IT is the contribution value to the GDP of the enterprise, the irreplaceable position, and the information department in the eyes of the enterprise leaders is the IT department, is to repair the computer and engage in weak electricity, even if the personnel are optimized, you can also pay for a third party to service, and the above reasons directly lead to the information department in the layoffs of the storm;
- From the perspective of the information department itself, they do not know how to enhance their own value, how to communicate, how to manage digital projects, how to use resources, how to understand business scenarios, and how to understand operation management, which leads to missing the opportunity to demonstrate their capabilities, making enterprise leaders and employees think that the responsibility of the information department is IT operation and maintenance. The label of low-end work has been hit hard to turn over in a short time;
IT is not difficult to see from the above that the status and influence of the information department in most traditional enterprises is very general, and the successive failures of digital projects have greatly reduced its ability in the eyes of leaders. Even if the problem is in management, IT is also the ability of the information department. Some senior leaders of enterprises even say “What do it do when there is no accident? In short, it’s always the fault of the information department that digitizes poorly.
So in the enterprise cost reduction and efficiency model, the information department does not leave a single, is it right? What are the risks? 数字化转型网（www.szhzxw.cn）
For example, many leading enterprises in the heyday business demand is strong, the information department is naturally strong, and even the establishment of technology companies, but also does not rule out the HR department and the information department of their own personnel cost control ability there are some problems, leading to unlimited expansion of the team, but when the business shrinks, The personnel team is naturally too large and bloated, so cut the project, cut the team to reduce the cost of human resources is also natural, but some enterprises barbaric, brutal “one-size-fits-all” personnel optimization model also has huge security risks, accidentally put “cost reduction and efficiency” into “cost reduction and laughter”, why should enterprises carefully consider optimizing the personnel of the information department? Here’s why:
First, the professionalism of the post:
One of the reasons why many business units of enterprises fail to introduce digital systems on their own is a specialization; 数字化转型网（www.szhzxw.cn）
Second, data security:
Many business leaders will also consider letting a third party on behalf of the operation and maintenance system, which means that the enterprise’s data door has been opened to the outside, whether the leakage of data is only the other party’s professional ethics and personality issues, so if the enterprise considers outsourcing system operation and maintenance services, do not talk about data security.
Third, the timeliness and cost of service response:
Because the enterprise does not have professional information department personnel caused by the extra expenditure of digital costs, can only let the software company secretly to enjoy, and it is not for a specific customer service, so this causes the corresponding delay in service and service cost increase.
It is not difficult to see from the above that enterprises should carefully consider the cost reduction and efficiency increase in digital aspects, not to optimize key technical positions due to temporary labor cost pressure, nor to cancel the necessary security protection investment in order to save costs, and not to turn the cost reduction and efficiency increase in the early stage into a variety of jokes in the later stage; It is not that the information department cannot be optimized, but it must do a variety of assessments and smooth handover according to the situation of the enterprise in the early stage, and the information department must also consider how to reflect its own value, and can not always be the injured one under the “cost reduction and efficiency” policy of the enterprise.
So what should CIO do under cost reduction and efficiency model?
Lao Yang believes that the pressure faced by the CIO at this time is not how to promote the digital transformation of the enterprise, but how to protect the team and survive under the high pressure of cost reduction and efficiency. CIO should remember: 数字化转型网（www.szhzxw.cn）
Can’t use old ways to solve new problems and “can’t use old ideas to find new opportunities.”
CIO can not choose to lie flat, in the enterprise’s new challenge mode to have the courage to explore and keep trying, otherwise they will not find a new way to solve the problem. Sure, sometimes your efforts may not achieve the desired results, but the more you try, the more likely you are to succeed. Break the rules, even change your work habits, and see if you can find new ways to digitally transform.
In the enterprise cost reduction and efficiency model, the CIO should be strict in internal management, in addition to making everyone in the team have cost awareness, management awareness, data awareness, but also have a sense of crisis and competition; In the face of a high degree of uncertainty, and the reduction and contraction of enterprise digital construction projects, CIOs should also use this opportunity to refine their teams and eliminate those who are not qualified in technology, competence, and cultural values; At the same time, in the construction of projects, we should concentrate resources on building high-quality projects, fight the battle of certainty, do valuable projects with low risk, avoid “wanting to do everything”, grab projects everywhere to reflect ability, reflect technology, reflect value, and there is only one result: nothing can be done well.
So how should the information department of the enterprise do under the model of cost reduction and efficiency increase? How to reflect their own value?
Lao Yang thinks: to refuse to lie flat! The only choice is to face the difficulties.
First, in the mode of limited manpower, digital construction is carried out with value as the center, avoiding projects with long development time, complexity and chaotic business management, because such projects have a long period of implementation risk, it is difficult to embody value, and it is easy to become a wage-bearer, that is, technology is backed by management. So efficiency is value;
Second, more in-depth business scenarios, understand business needs, targeted solutions to business pain points, pain points is value; 数字化转型网（www.szhzxw.cn）
Third, the internal operation management of the digital team needs to be more refined, standardized and institutionalized, and the process management needs to be more strict.
Fourth, it is best to present results in the form of data, because no comparison, no harm, data is value;
Fifth, the internal service needs to be more strictly controlled in terms of timeliness and quality, because service is value;
Whether you are a CIO or an IT employee, you must remember that the best investment is to invest in yourself! 数字化转型网（www.szhzxw.cn）
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于湘江数评，作者：老杨；编辑/翻译：数字化转型网宁檬树。
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