今天我们讨论IT部门管理策略，今天的主要方向是：功能架构与部门定位。
一、IT部门的四大核心任务
在我们一贯的认知里面，在制造型企业里面，IT部门是一个服务单位，可能情况好一点的，会被认为（或者自认为）是技术部门，外界的认识和自我的要求都局限于技术层面，也就是我们通常说的：硬件、网络、机房、服务器、办公软件、XX系统，再牛X一点的，就升华到企业架构、信息安全的先进的概念上。总的来说，可以归纳为下图的“基础设施”和“应用系统”。数字化转型网szhzxw.cn
在过去多年从事咨询顾问的经验里面，我看到很多公司IT部门对上图的“组织流程”和“信息管理”的职能，定位、阐述和贡献是完全不够的。通俗一点说，就是IT部门核心任务没有被理解，“组织流程”相对来说情况略微好一点， 但“信息管理”不足表现相当突出。纵使有些IT部门的名字定义为“信息管理部”、“信息系统部”、“信息中心”，在职能上，却没有履行信息管理的职能。数字化转型网szhzxw.cn
那么，什么是信息管理呢？它涉及到哪些内容？在我们的实际工作中，有哪些具体表现？我们常常遗漏了哪些方面呢？这些问题，我们在后面的讨论里面再去信息探讨和阐述。
二、IT人员的技能组合
IT业界有个定律叫做“十五年定律”，意思是每15年就会有一次IT革命浪潮。比如：1960年代美国人发明计算机。1975年代IBM成立，个人电脑PC进入人们的生活。1990年代互联网将世界做成了地球村。2003年左右，物联网兴起，带动全球网购生活。2015年，人工智能、智能制造兴起。数字化转型网szhzxw.cn
同样的，IT人的工作技能在15年间，也发生了类似转变。2000年的时候，公司强调IT技术，当时外在的IT资源、IT公司比较缺乏造成外购IT成本高，再加上信息安全保护措施也比较落后，以及需求分析不清晰，企业更愿意自行开发和维护管理系统，也造就重视IT人员的技术的情况。时至今日，市场上各类型的IT公司百花争艳，技术手段日新月异，IT资源供给充足畅顺，各类型的IT系统成本也相对理想。因此，企业选择了外购的方式进行信息化建设，自然而然对IT人员的需求也增加了业务管理技能和IT管理技能的需求。数字化转型网szhzxw.cn
作为IT人，我们应该保持一种危机感，时刻警觉我们被替代的可能性，日常工作生活中，我们需要留意IT的发展趋势，跟上潮流的发展，不至于被抛弃。另外，强烈建议IT人要致力于打造一套个人核心竞争力，一套长盛不衰的竞争力，可以是管理方法、可以是核心算法，可以是其他独创的东西，以此保证我们在实际工作中处理领先的地位。所以，IT人需要比常人更加努力学习。
三、IT部门位置
不同公司在不同时期对IT资源的需求是不一样的，哪怕是同一个公司在不同时期也是一样情况。我们列举一些实际例子：数字化转型网szhzxw.cn
IT部门负责人要根据公司实际情况，要判定出以下几个情况：
1、目前的IT需求状况是什么？目前的IT处境是什么？
2、正确的IT需求状况是什么？正确的IT上级部门是谁？
3、未来的IT需求状况是什么？我们需要做什么？怎么做？
4、和你个人意愿是否相符？数字化转型网szhzxw.cn
5、站在你的角度看，有没有机会和资源去改变现状、实现梦想？
无法改变的局面，选择“离开”，跳槽去另外的东家，这未尝不是一个好方法，因为每个人都有权利保护自己利益最大化，而且是对公司和个人都是双赢。
如果选择“坚持”，那就需要更大决心和意志去事项这个梦想（此梦是中国梦的梦，不是做梦的梦）。也许我们无法选择目前的生活（目前的处境），但是我们有权去改变生活（未来的处境）。也有时候，错误的方向总比没有方向好。更多时候是，付出不一定有回报。因此，IT部门负责人需要一颗坚定不移、无怨无悔的心去完成“The Change”。数字化转型网szhzxw.cn
四、IT部门人员角色
1、企业IT部门的专业IT人数字化转型网szhzxw.cn
一个企业的基层IT人分工，常见的一般也就这6类。
1）桌面运维、办公设备维护、内网运维、桌面安全和内网安全。
有更繁琐的，叫来系统提供商解决
2）服务器运维、外网运维、服务器端安全。
有更复杂的，叫来系统提供商解决数字化转型网szhzxw.cn
3）系统软件、系统中间件、数据库运维：配置变更、监控、备份。
有更复杂的迁移、拆分合并、故障诊断与恢复、性能优化，找系统提供商的运维支持团队。数字化转型网szhzxw.cn
4）办公系统（OA、IM、邮箱、内网门户、移动平台）管理：权限管理、基础应用参数配置管理、流程配置管理、日常应用支持
5）应用系统（CRM、HR、MES、ERP、智能系统）管理：权限管理、基础应用参数配置管理、流程配置管理、日常应用支持
6）开发：复杂流程配置、个性化UI配置、数据导出、简单报表制作、简单查询制作。更复杂的流程配置、更个性要求的UI、更复杂的数据导入导出、更复杂的报表，由系统提供商开发团队来做。数字化转型网szhzxw.cn
2、企业IT部门的管理人员数字化转型网szhzxw.cn
IT 主管、IT经理、IT总监、CIO的能力要求模型和IT专业岗位人又很大不同。
1）IT主管数字化转型网szhzx数字化转型网szhzxw.cnw.cn
IT主管的能力要求是：
- 运维要求：整理和分析企业日常运作的异常问题，安排和指导专业人员处理；
- 管理要求：针对部门人员分工和绩效考核，推动部门更好的服务业务部门；
- 技术要求：熟悉IT基础架构设备的基础知识，有一定的系统开发能力；
总结：IT主管更贴近于运维服务。
2）IT经理数字化转型网szhzxw.cn
IT经理的能力要求是：
- 专业要求：业务流程管理能力、需求管理能力、信息化管理能力；
- 项目要求：目标管理能力、项目采购选型管理能力、项目实施PDCA管理能力；
- 技能要求：熟悉企业管理、掌握企业核心管理系统，有信息安全、软件架构与工程能力；
总结：IT经理的专业能力更贴近业务流程和项目管理。
3）IT总监数字化转型网szhzxw.cn
IT总监的能力要求：数字化转型网szhzxw.cn
- 向上管理：向上获得支持的能力与技巧、向上汇报能力与技巧
- 跨部门管理：跨部门获得支持、资源整合、协同推进能力
- 部门内管理：部门内各Team协作
总结：IT总监，更多的需要上下左右的来协调、整合资源。
4）CIO
CIO的能力要求：
- 战略规划、创新突破
- IT部门领导、激励数字化转型网szhzxw.cn
- 业界资源整合与合作
总结：一个IT部门，这些人要跟着我怎么才能成长、往哪里发展、如何做出成绩成就，这是很关键的事。作为企业IT部门，更多的采购业界的系统，所以本质上是整合业界资源来为自己企业办事。所以对于CIO来说一定要开拓业界资源，与更多人跨界连接、合作创新。
我的认为是：只要是中型以上规模的企业，专业人员是不可少的（注意不是人员数量而是角色数量），必须要按照上述的分工进行。而管理人员的需求则是需要根据公司的发展阶段而决定，例如：数字化转型网szhzxw.cn
明白到上述情况，IT部门负责人应该开展“IT战略”规划工作，认真分析企业现状、仔细研讨规划方案，从战略层面下手，加强部门的战术方案，组织好核心团队，从而保证部门时刻处于不败之地。
五、IT部门的功能架构数字化转型网szhzxw.cn
此处的功能架构请区别与组织架构，很难理解对吧？其实，形象一点说就是：我们企业信息化的“逼格”。逼格，名词，意为装逼的能力。其实逼格和装逼是有区别的，前者只提供装逼的能力但去不去装是另一个议题，当你不装逼时逼格就不能称之为逼格。
所以“功能架构”即“IT部门”的档次。说回来，“档次”这东西本来就很“主观”，因为人这种生物很喜欢做划分等级的事情，因为有了等级的划分，就产生了抬高自己和贬低别人的可能性。数字化转型网szhzxw.cn
换而言之，IT部门在企业中所有能发挥的价值，与我们的功能架构（即系IT部门的档次）是相辅相成的。IT部门负责人在任何场合都需要有强烈的“格局”意识，需要清楚地了解到我们IT的目标格局是什么，我们的定位在哪里，我们的价值在哪里。有的放矢的投入和坚持，我相信带来的是，企业效益增长和部门价值的提升，实现双赢。反过来，功能架构不清晰，极有可能是被动挨打、受制于人。老毛说的：贫穷就会挨打。部门档次放在那，是不是受人尊敬的部门，大家有目共睹。数字化转型网szhzxw.cn
在这信息化的年头，如何完善我们企业信息化的功能架构，我认为就是不断学习和提高自身，别无他法。有人会觉得随便记住一些网红的词句就可以了，忽悠嘛，谁不会？！我觉得这样是无济于事的，1，知其然不知其所以然，对于提升自己的能力非常之有限；2，记住这些话的本身就是一种学习。所以“装逼”久了，你的“逼格”也就无形中提升了，但“装逼”不能成为方法之一，因为它包含在了“学习”这一概念之中。不过，你当然可以不断的追求“装逼”以提高“逼格”。
六、IT部门职能金字塔数字化转型网szhzxw.cn
上面讲的是“功能”，现在来讲“职能”。续着上面的比喻，如果“功能架构”是“逼格”，那么“职能金字塔”就是“装逼”。
正如上面所说“其实逼格和装逼是有区别的，前者只提供装逼的能力但去不去装是另一个议题，当你不装逼时逼格就不能称之为逼格”。也就是说，如果我们IT负责人空有信息化的想法和功能架构，而没有实际产出或者应用，那等于“空想社会主义”，前面所做的一切就成了“四大皆空”。用老板的话说：你就是眼高手低，什么能力都没有。数字化转型网szhzxw.cn
如何做好信息化的职能，我的主张是：保住核心的IT职能，外包非核心的部分，各个IT人员尖精专，能独当一面。IT部门负责人主要完成好以下几件事情：
- 向上管理：打通高层的思路，获得高层的支持；
- 跨部门管理：跨部门获得支持、资源整合、协同推进能力；
- 业界资源整合与合作：更多的采购业界的系统，整合业界资源来为自己企业办事；
- 战略规划、创新突破：没有什么是不可以改变的，特别是管理制度；
七、IT选择困难症数字化转型网szhzxw.cn
总说“选择比努力更重要”。这道理说明的是：“选择”是一个方向性问题，是一个战略性问题。如果我们在错误的方向上努力，得到的结果与预定的目标截然相反。如果方向正确，顺着自然规律去运作，可能是事半功倍。这就是选择的重要性。
另外一个方面，我们看看“选择”的紧迫性。世界上，所有的资源都是有约束性的，也是有时效性的，并不是我们希望的那样可以任意挥霍。最典型的资源就是“时间”，试问哪个IT负责人不害怕高层领导说的“death line”，哪个IT负责人气愤供应商说的“过了这个村就没有这个店”？！所以，“选择”就有时候显得十分需要当机立断的勇气。数字化转型网szhzxw.cn
再者就是，“选择”的机会成本。什么是机会成本？比如说：我们选择跳槽去年薪50万的新单位，结果一个月之后有一个100万的机会，我们就不得不放弃。所以，“选择”也是需要睿智和眼光的。
回到主题上，IT部门经常性遇到一个情况：A领导教你做xxx事情，B领导有事要紧急帮忙，C领导又说这里需要上个什么什么系统。各种各样的需求，无法集中统一，千变万化。唯一不变的是：他们都说时间很紧急，留给你的时间不多了。
类似这种情况，我猜有一部分IT负责人会选择逆来顺受，安排各路人马加班加点，以最短时间完成以上事情（补充说明：加班加点是解决不了长期问题的，这充其量是个战术不能是战略）。命好一点的，完成了，得到表扬，命不好的，没有一件事情做得好，挨骂那就是家常便饭了。
其实，此事的重点在于：数字化转型网szhzxw.cn
首先，该不该全盘接受领导的指示，我们敢不敢Say No？传统的教育思维，指导我们：服从领导，尽自己的一切能力完成任务。那本《把信送个加西亚》，讲的就是这个道理。我认为，作为IT的专业人员，企业中应该没有比我们更加清楚状况，如果在资源不足的情况，盲目做承诺，那是害人害己（如果资源足够，另当别论）。韩寒说的：全面发展，也意味着全面的失败。我们是一个IT负责人，有着很强的主观能动性，有足够的判断能力，职能上也要求我们如实反映情况，因此，我们必须要通过实际的分析去的结论，明确给相关高层领导清楚原因和后续的处理方法。壮士断臂是明智之举，决不能人云亦云，自欺欺人。
其次，我们要怎么选择？怎么排先后顺序？我们Say No的底气在哪里呢？总的来说，我们分四个方面去分析。第一、哪个项目利益最大。众多的需求里面，哪一个项目对公司产生的利益最大。比如说，销售部门给我们CRM的需求，企管部提出ERP的需求，根据这个原则，我们当然选择ERP优先。第二、谁更容易实现。这和“花钱买享受”的道理如出一辙，资源总得要求投入，先完成能实现的，循序渐进，回报率高。第三、哪个是根基。如果让我们在“AD域”和“上网行为管理”之间做抉择，我想大家都会选择先做“AD域”。第四个、哪个最靠谱。如果老板说他想做BI和智能制造，我们怎么回答。我认为是：BI的风险小，先上BI。以上四点，不是有先后顺序，需要IT负责人综合考虑，做成类似雷达图那种样式，实际分析后，做决策。数字化转型网szhzxw.cn
有了以上的分析，我想不单单是IT负责人，就算是企业老板都能够明白为什么此时此刻，公司是不可以同时进行这么多项目，也没有必要给IT部门带来这么的压力。更重要的一点事，我们可以清楚地告诉其他人,IT的任务和重要性。
八、写在最后的话
今天这篇文章似乎不合时宜。大家都是谈“DT时代”、“数字化转型”、“数智企业”，而我又洋洋洒洒聊了这么多IT的事。其实，我想说，不论IT时代还是DT时代，我们技术人赖以生存和发展的土壤是：企业各阶层对你认可程度。即系我们常说的IT文化、数字文化。一个良好的IT应用氛围，对IT部门发展有着积极重大的作用。反之，企业中IT的认可程度低，直接导致IT项目举步维艰，需要花费很大的力气去消除这些障碍。数字化转型网szhzxw.cn
如何获得企业各阶层认可，如何拉齐各层级对IT的认知？那一定是你真正能够解决了企业的痛点、难点，为业务运营和企业管理创造了有用的价值，创新和推动了业务的发展。另外，这也是IT到DT的升级的必经之路。
翻译：数字化转型网szhzxw.cn
Today we discuss IT department management strategies, and today’s main directions are: Functional architecture and department positioning.
Four core tasks of the IT department
In our consistent cognition, in manufacturing enterprises, IT department is a service unit, may be a better situation, will be considered (or think) is the technical department, the external understanding and self requirements are limited to the technical level, that is, we usually say: Hardware, network, computer room, server, office software, XX system, and then ox X point, sublimate to the advanced concept of enterprise architecture, information security. In general, it can be summarized as “infrastructure” and “application system” in the following figure.
In my years as a consultant, I have seen many corporate IT departments define, articulate, and contribute completely inadequately to the “organizational process” and “information management” functions above. In plain English, the core tasks of the IT department are not understood, “organizational process” is relatively better, but “information management” is quite inadequate. Even though the names of some IT departments are defined as “Information Management Department”, “Information System Department” and “Information Center”, they do not perform the function of information management in terms of functions.数字化转型网szhzxw.cn
So, what is information management? What does it involve? In our actual work, what specific performance? What do we often miss? These questions will be discussed and elaborated in the following discussion.
Skill mix of IT personnel
There is a law in the IT industry called the “15-year rule”, which means that every 15 years there is a wave of IT revolution. For example, computers were invented in the United States in the 1960s. The personal computer, the PC, entered our lives with the founding of IBM in 1975. In the 1990s the Internet turned the world into a global village. Around 2003, the rise of the Internet of Things led the global online shopping life. In 2015, artificial intelligence and intelligent manufacturing emerged.数字化转型网szhzxw.cn
Similarly, the skills of IT workers have changed in a similar way over the past 15 years. In 2000, the company emphasized IT technology. At that time, the external IT resources and the lack of IT companies caused the high cost of outsourcing IT, coupled with the information security protection measures are relatively backward, and the demand analysis is not clear, the enterprise is more willing to develop and maintain the management system by itself, but also create the technical situation of IT personnel. Today, various types of IT companies in the market are flourishing, and technical means are changing with each passing day. The supply of IT resources is sufficient and smooth, and the cost of various types of IT systems is relatively ideal. Therefore, enterprises choose outsourcing for information construction. Naturally, the demand for IT personnel also increases the demand for business management skills and IT management skills.
As IT people, we should keep a sense of crisis and always be alert to the possibility of being replaced.
In daily work and life, we need to pay attention to the development trend of IT and keep up with the development of the trend so as not to be abandoned. In addition, IT is strongly recommended that IT people should focus on creating a set of personal core competencies, a set of enduring competencies, be it management methods, be it core algorithms, be it other original things, in order to ensure that we deal with the leading position in the practical work. Therefore, IT people need to study harder than ordinary people.
Location of IT department数字化转型网szhzxw.cn
Different companies have different needs for IT resources at different times, even if it is the same company at different times. Here are some practical examples:
The head of the IT department should determine the following situations according to the actual situation of the company:
- What is the current state of IT demand? What is the current IT landscape?
- What is the correct state of IT requirements? Who is the right IT supervisor?
- What is the future state of IT demand? What do we need to do? How to do that?
- Is it consistent with your personal wishes?
- From your point of view, do you have the opportunity and resources to change the situation and realize your dreams?
If the situation cannot be changed, it is a good idea to “leave” and move to another employer, because everyone has the right to protect their own interests to maximize, and it is a win-win for both the company and the individual.
If you choose “persistence”, you need more determination and will to realize this dream (this dream is a dream of the Chinese dream, not a dream). Maybe we can’t choose our current life (current situation), but we have the right to change our life (future situation). Sometimes, the wrong direction is better than no direction at all. More often than not, it doesn’t always pay off. Therefore, The head of IT department needs a firm and unrepentant heart to complete “The Change”.
Roles of IT department staff数字化转型网szhzxw.cn
1. Professional IT personnel in enterprise IT department
The division of labor of grass-roots IT personnel in an enterprise is generally in these 6 categories.
1) Desktop operation and maintenance, office equipment maintenance, Intranet operation and maintenance, desktop security and Intranet security.
Have more cumbersome, call the system provider to solve
2) Server operation and maintenance, external network operation and maintenance, server side security.
For more complicated ones, call your system provider
3) System software, system middleware, database operation and maintenance: configuration change, monitoring, backup.数字化转型网szhzxw.cn
There are more complex migrations, split-and-merge, troubleshooting and recovery, performance optimization, and finding the system provider’s operations support team.
4) Office system (OA, IM, mailbox, Intranet portal, mobile platform) management: permission management, basic application parameter configuration management, process configuration management, daily application support
5) Application system (CRM, HR, MES, ERP, intelligent system) management: authority management, basic application parameter configuration management, process configuration management, daily application support
6) Development: complex process configuration, personalized UI configuration, data export, simple report making, simple query making. More complex process configuration, more personalized UI requirements, more complex data import and export, more complex reports are done by the system provider development team.
2. Managers of enterprise IT department
IT director, IT manager, IT director, CIO ability requirements model and IT professional positions are very different.
1) IT executive
The competency requirements of an IT supervisor are:
Operation and maintenance requirements: sort out and analyze the abnormal problems in the daily operation of the enterprise, arrange and guide the professionals to deal with them;
Management requirements: promote the department to better serve the business department based on the division of labor and performance assessment of the department;
Technical requirements: Familiar with the basic knowledge of IT infrastructure equipment, with certain ability of system development;
Bottom line: IT executives are closer to operations services.
2) IT managers
The competency requirements of an IT manager are:
Professional requirements: business process management ability, demand management ability, information management ability;
Project requirements: target management ability, project procurement and selection management ability, project implementation PDCA management ability;
Skill requirements: familiar with enterprise management, master enterprise core management system, information security, software architecture and engineering ability;数字化转型网szhzxw.cn
Bottom line: The expertise of IT managers is closer to business process and project management.
3) IT Director数字化转型网szhzxw.cn
Competency requirements of IT Director:
Upward management: The ability and skills to obtain upward support, and the ability and skills to report upward
Cross-department management: cross-department support, resource integration, collaborative promotion ability
Intra-department management: Team coordination within the department
Summary: IT director, more need up and down to coordinate, integrate resources.
4) CIO
CIO’s competency requirements:
Strategic planning, innovation and breakthrough
Lead and motivate the IT department
Industry resource integration and cooperation
Bottom line: As an IT department, these people have to follow me on how to grow, where to go, and how to achieve achievements, which is a very important thing.
As an enterprise IT department, it buys more systems from the industry, so it essentially integrates industry resources to serve its own enterprise. So for the CIO must develop industry resources, with more people across the border connection, cooperation and innovation.
In my opinion, as long as it is a medium-sized enterprise, professionals are indispensable (note not the number of personnel but the number of roles), which must be carried out in accordance with the above division of labor. The needs of managers are determined according to the development stage of the company, for example:
Understanding of the above situation, IT department leaders should carry out the “IT strategy” planning work, carefully analyze the status quo of the enterprise, carefully discuss the planning scheme, start from the strategic level, strengthen the tactical plan of the department, organize the core team, so as to ensure that the department is always in an invincible position.
Functional architecture of IT department
The functional structure here is different from the organizational structure. It’s hard to understand, right? In fact, the image of a point is: our enterprise information “force”. Badass, n., the ability to pretend to be badass. In fact, there is a difference between forcing and pretending to be forced, the former only provides the ability to pretend to be forced, but whether to pretend is another issue, when you do not pretend to force is not called force.
So “functional architecture” is the level of “IT department.” After all, “class” is inherently “subjective,” because humans are creatures that love to do things like rank, because with rank, there is the possibility of elevating oneself and devaluing others.
The grade of the department is placed there. It is not a respected department. Everyone can see it.
In other words, all the value that the IT department can bring to the enterprise is complementary to our functional architecture, which is the level of the IT department. The head of IT department needs to have a strong sense of “pattern” in any occasion, and needs to clearly understand what our IT target pattern is, where our positioning is, and where our value is. Targeted investment and persistence, I believe, will bring the growth of corporate benefits and the improvement of departmental value, to achieve a win-win situation. On the other hand, the functional architecture is not clear, which is likely to be passive and controlled by others. The grade of the department is placed there. It is not a respected department. Everyone can see it.数字化转型网szhzxw.cn
In this age of informatization, how to improve the functional structure of enterprise informatization, I think is to continue to learn and improve themselves, there is no other way. Some people will think that it is OK to remember the words of some net celebrities casually, cheat, who won’t? ! I think it is of no use. 1. Knowing how and why is very limited for improving one’s ability; 2. Memorizing these words is a kind of learning in itself. So “fake force” for a long time, your “force” will be virtually improved, but “fake force” cannot be one of the methods, because it is included in the concept of “learning”. But, of course, you can improve your “badness” by constantly pursuing the “badness”.
IT department function pyramid
That was function. Now let’s talk about function. To continue the above metaphor, if “functional architecture” is “coercion,” then “functional pyramid” is “coercion.”
As said above, “In fact, there is a difference between force and pretend force, the former only provides the ability to pretend force, but whether to pretend is another issue. When you do not pretend force, force can not be called force.” That is to say, if we IT leaders have no information ideas and functional architecture, but no actual output or application, it is equivalent to “utopian socialism”, and everything done in front of it becomes “all is empty”. In the words of the boss: you are overachiever and overachiever.
How to do the function of informatization well, my proposition is: keep the core IT function, outsource the non-core part, each IT staff is expert, can be independent. The head of IT department mainly completes the following things:
Upward management: get through the ideas of senior management and get the support of senior management;
Cross-department management: cross-department support, resource integration, collaborative promotion ability;数字化转型网szhzxw.cn
Industry resources integration and cooperation: more procurement of industry systems, integration of industry resources for their own business;
Strategic planning, innovation and breakthrough: nothing can not be changed, especially the management system;
IT selection difficulties
Always say “choice is more important than effort”. This explains: “choice” is a directional issue, is a strategic issue. If we work in the wrong direction, the result will be the opposite of the intended goal. If you go in the right direction and follow nature, you can get twice the result with half the effort. That’s why choice matters.
On the other hand, let’s look at the urgency of choice. All the resources in the world are restrictive and time-dependent, and can not be squandered as we wish. The most typical resource is “time”. Which IT person is not afraid of the “death line” said by senior leaders, and which IT person is angry about the supplier saying “there will be no such shop after this village”? ! Therefore, “choice” is sometimes very need the courage to make a decision.
Then there is the opportunity cost of choice. What is opportunity cost?
For example: we choose to move to a new employer that made $500,000 last year, only to have an opportunity of $1 million come up a month later and we have to walk away. Therefore, “choice” also needs wisdom and vision.
Back to the topic, IT department often encountered A situation: leader A taught you to do xxx, leader B needed urgent help, leader C said what system was needed here. All kinds of needs, can not be unified, kaleidoscope. The only thing that doesn’t change is that they all say time is short and you’re running out of time.
In such cases, I suspect some IT leaders will roll with the punches and arrange for everyone to work overtime to get the above done as quickly as possible (caveat: Overtime is not a long-term solution; it is a tactic, not a strategy). Good life, finished, get praise, bad life, not a thing done well, scolded that is routine.
In fact, the point is this:
First of all, should we accept the leader’s instructions, dare we Say No?
The traditional educational thinking, instructs us: obey the leader, do their best to complete the task. That’s what “Send a Letter to a Garcia” is all about. I think, as IT professionals, no one in the enterprise should be more aware of the situation than we are. If we blindly make promises in the situation of insufficient resources, it will be harmful to ourselves (if the resources are sufficient, it is a different matter). Han Han said: comprehensive development also means comprehensive failure. As an IT person in charge, we have strong subjective initiative and sufficient judgment ability, and we are required to reflect the situation truthfully. Therefore, we must make clear the reason and follow-up treatment to relevant senior leaders through the conclusion of actual analysis. It is wise for a strong man to lose his arm.数字化转型网szhzxw.cn
Second, how do we choose? How do you prioritize? Where are we to Say No?
In general, we divide into four aspects to analyze.
First, which project benefits the most. Among the many requirements, which project is the most beneficial to the company. For example, the sales department gives us the requirement of CRM, and the business management department gives us the requirement of ERP. According to this principle, of course, we choose ERP first.
Second, who is easier to achieve. This is the same as the “pay to enjoy” principle, resources should always be invested, to achieve what can be achieved, step by step, high rate of return.
Third, which is the foundation? If we have to choose between “AD domain” and “online behavior management”, I think everyone will choose to do “AD domain” first.
Fourth, which is the most reliable? If the boss says he wants to do BI and intelligent manufacturing, how do we answer? I think it is: BI risk is low, BI first. The above four points are not in order. They need to be considered comprehensively by the IT person in charge and made into a style similar to radar map. After actual analysis, decisions are made.
Based on the above analysis, I think not only IT directors, but also enterprise bosses can understand why the company cannot carry out so many projects at the same time at this moment, and there is no need to bring such pressure to the IT department. What’s more, we can clearly tell others the task and importance of IT.数字化转型网szhzxw.cn
Write the last words数字化转型网szhzxw.cn
This article seems out of place today. Everyone is talking about “DT era”, “digital transformation”, “digital intelligence enterprise”, and I talk so much about IT. In fact, I want to say, whether IT era or DT era, our technology people rely on the survival and development of the soil is: enterprise classes of your recognition degree. That is, we often say IT culture, digital culture. A good IT application atmosphere plays a positive and significant role in the development of IT departments. On the contrary, the low degree of recognition of IT in the enterprise directly leads to the difficulty of IT projects, which requires great efforts to remove these obstacles.
How to obtain the recognition of all levels of the enterprise, how to pull together the cognition of IT at all levels? It must be that you can really solve the pain points and difficulties of the enterprise, create useful value for business operation and enterprise management, and innovate and promote the development of the business. In addition, IT is also a necessary way to upgrade IT to DT.数字化转型网szhzxw.cn
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