一、“深耕细作”30年
中化化肥有限公司的办公地点位于西城区的凯晨世贸中心，穿过整洁有序的走廊，记者见到了中化化肥有限公司信息技术部总经理范贺军。从顶新国际集团到加盟中化化肥，范经理对信息化建设有了更深刻的理解与认识。而不论是在感情深厚的“老东家”还是现在正迅速发展的“新东家”，他对信息化建设都有着十分明确的原则：必须脚踏实地。而这也正符合范经理的做事原则，那就是求真务实。
“深耕细作”30年数字化转型网szhzxw.cn
从84年大学毕业至今，范贺军在信息化领域已经耕耘近30年。不同的企业经历也让这位踏实认真的年轻人迅速成长，严谨的工作作风、先进的管理理念再到如今企业的科学规划战略，一路走来，他一直秉承着“来到哪里，学到哪里”的理念并将自己的能量发挥到最大。数字化转型网szhzxw.cn
IT商业新闻网：据了解，您从事信息工作近30年。在这期间，从电力行业技术专家到顶新集团信息专家，再到2004年您加盟中化化肥，一直在信息化建设领域耕耘。不同企业的信息化工作经历给您带来哪些帮助？数字化转型网szhzxw.cn
范贺军：我是84年毕业就参加工作，前十年是在东北电力企业工作，电力企业非常重视安全生产，因为安全生产关乎国家财产和生命安全，所以电力企业管理非常严格，工作非常严谨，在我刚毕业的时候能够在电力企业工作，养成了严谨的工作作风和高度负责任的工作态度，以及系统化的思考能力。因为电力系统是牵一发动全身的，要求必须系统化思考问题。后来转到管理方面，84年时候，管理信息化在中国刚刚起步，应用还比较简单，大部分企业很少使用套装软件，大部分应用系统都是由企业内部信息技术人员根据需求自行开发，各应用系统间信息也不能共享，形成许多信息孤岛，当时主要用于工资核算、档案管理、生产统计及会计核算等，应用水平还比较肤浅，硬件资源也不丰富，硬件价格也比较昂贵，信息技术人员更多的关注在技术上。数字化转型网szhzxw.cn
后来我离开电力企业加盟顶新国际集团，这是一家中国著名的食品企业，二十世纪九十年代初在中国投入第一条方便面生产线后发展非常迅速，现在已经发展成为覆盖方便食品、糕饼、饮料等的大型食品企业集团。企业快速的发展得益于公司先进的管理理念。我在顶新集团资讯中心任处长，期间参与和主持了集团内大部分所属企业的ERP系统的实施，见证了先进的信息管理系统在公司快速发展中所发挥的重要作用。顶新集团保有一支非常具战斗力的信息化团队，我自己在这个团队中既发挥了重要作用，同时也学习到很多先进的管理理念和先进信息技术。特别是ＥＲＰ系统在企业中的应用，ERP系统覆盖到公司生产和经营的各个环节，对提高企业总体运营效率发挥重要作用。同时，也为ＥＲＰ这个行业培养了大批的人才。在顶新集团的工作经历告诉我，一个企业信息化建设的好坏，能否取得成功，和一个公司良好的企业文化，规范专业的业务流程是密不可分的，在顶新集团实施ERP过程中，业务部门与IT部门共同探讨正确的做事方法，一起制定科学合理的业务流程，大家互相尊重、紧密合作，ERP系统推动非常顺利，应用得非常深入，发挥的作用非常大，在业内传为佳话。数字化转型网szhzxw.cn
2004年我又回到国企，加盟了中化化肥有限公司，中化化肥由一个传统贸易企业逐步向资源、营销转型，乘着中国改革开放的东风，企业发展迅速。这个企业最大的特点是全球视野，有远大的志向和追求，具有非常强的战略规划能力，在每年参与公司战略的制定，每年梳理信息化建设的发展方向，公司信息化战略怎么去匹配公司业务战略，怎么支持公司业务的发展，这是每年在进行信息化战略规划的时候都要去思考的。中化化肥在短短几年内由一个进出口贸易公司发展到具有17家分公司，2000余家销售网点，信息系统发挥了重要作用，分销系统实现了固化规范业务流程、降低经营风险、提高经营效率，使得所有网点的经营都在总部管理的视线内。协同办公平台做到政令畅通、分工协作，视频会议系统做到北京与下属单位面对面沟通。所有这些，都为公司业务的发展起到很大作用。
IT商业新闻网：刚才谈到了您的经历，那么从电力行业跨度到食品行业再到制造业，信息化建设有哪些是相通的？数字化转型网szhzxw.cn
范贺军：不是行业的差别，因为从信息化角度来说，做的事情基本差不多，主要是做应用。从之前的国企到食品行业来，差别最大的是管理流程与管理的理念。传统国企管理上相对落后，但康师傅各方面管理相对规范，理念也较先进一些，当时我们在康师傅做SAP系统时，大家做的都比较顺，因为本身很多理念与系统管理理念契合度高，流程化非常强，这样就便于信息化实施。
而国内企业信息化建设最容易出现业务与信息部门脱节的现象。康师傅这个企业中，IT部门参与业务流程比较多，我们做系统是业务部门与IT部门结合起来的，业务部门先写操作手册，IT部门结合系统来看流程是否合理，大家反复沟通协调，最后协调出一个既符合业务要求的，又符合系统要求的业务流程。这与企业本身管理理念，对信息化的接受程度有关，企业高层管理人员除了对业务很熟悉，同时信息化的修养也很高，对信息化的要求也很高，会根据业务提出信息化需要改进的需求，IT部门再根据需求讨论实现。在康师傅工作的7、8年中，除了学到了很多管理的理念与方法外，也很有成就感，因为整个康师傅的ERP实施是自己一手带起来的。比如康师傅新并购一个企业，首先想到的是怎样通过信息化手段将新并购的企业涵盖进来，我记得当时并购一个棒棒糖的企业，并购前会与IT部门讨论，信息化应该怎么做？过去用于方便面的生产管理系统怎么能够适应新的模式？大家就会深入讨论，把问题解决掉，成就感也是很强的。特别是大家看到实施ERP成果后，就建立起来各部门对你的信任，一些生产管理上的问题可以通过信息系统找到答案。我记得在康师傅的期间，大部分时间是在和各部门在讨论如何优化流程，如何通过信息化让流程更顺畅，现在离开康师傅也8年时间了，但现在谈很多信息化经历都是在谈那个时候的经历。数字化转型网szhzxw.cn
二、战略规划为先数字化转型网szhzxw.cn
中化化肥的信息化发展是与公司业务发展高度配合的，此外，中化化肥每年都要进行未来三年滚动战略规划，并在年底对完成情况进行总结分析，结合国家战略及时调整规划。这样一来，公司发展也更加有条不紊。
IT商业新闻网：刚才谈到了您在康师傅的信息化经历，那么中化化肥信息化建设情况怎样？数字化转型网szhzxw.cn
范贺军：中化化肥的信息化发展是与公司业务发展高度配合的。回过头去看，大概分几个阶段：一是打基础阶段。这期间中化化肥营销网络快速发展，信息化建设的主要目标是做到信息化没有空白点，通过信息化的全覆盖，规范和固化业务流程，防范公司快速发展带来的经营风险，所以当时我们提出的口号是营销网络发展到哪里，信息系统就要覆盖到哪里。数字化转型网szhzxw.cn
当时就是这么个阶段，我主要是营销系统的推广和应用上。此外，在分销网络建设的初期，我们选择了一套分销管理系统，随着业务的发展，业务模式发生很大变化，物流支持模式、客户收款方式、内部组织架构等都发生了很大变化，系统已经不能满足要求，我们经过认真调研，克服了很多困难，果断的进行了系统的转换，现在看，效果非常好。数字化转型网szhzxw.cn
第二阶段是规范发展阶段，大致05-08年。05年的时候公司在香港联交所上市，需要信息系统要满足联交所规范、准确、安全的要求，每年还要接受会计师对信息系统的全面审计，我们组织重新梳理业务流程，规范系统操作，除了分公司外，还有控股企业及参股的生产企业，每个季度每半年信息披露也要做大量工作，为了适应要求，我们开发了合并报表系统，在一些海外公司实施了统一的ERP系统。数字化转型网szhzxw.cn
第三阶段是优化升级阶段，也就是现价段。化肥公司对信息化非常重视，战略上做了优化调整。提出了建设引领型的信息架构，搭建覆盖农业全价值链的协同运作、技术统一的信息平台，逐步建成行业领先、方便检索的“信息仓库”和“管理驾驶舱”，通过信息化提升专业化管理水平。一是利用信息化手段创新经营模式，建设农业电子商务平台，进行农业投入品的网上交易，二是挖掘信息化系统当中所蕴涵的先进的管理理念和管理方法为化肥公司所用，建设CRM系统。三是整合企业内外部信息资源，为科学决策提供依据，BW系统。
前三个阶段，信息化战略都是支持保障和服务的战略，在2011年做规划时，对信息化提出了新的要求，现在的战略目标是引领型的战略。通过信息化建设提升公司经营管理的专业化水平，因为由传统贸易企业开始做分销业务，我们人员的专业能力不是完全够的，所以要通过信息化建设提升专业能力。信息系统里面是蕴含着很多好的管理理念的，怎样把信息化蕴含的管理理念和管理方法为公司所用才是工作重点。第二方面，信息化发展到现在，一定会改变企业的经营方式，比如我们建立了电子商务，就是要改变交易的方式。今年我们也建立了农资的商务平台，这也是全国比较早的。数字化转型网szhzxw.cn
IT商业新闻网：中化化肥信息化建设中，分销管理系统（DMS）一直放在重要位置。您是基于怎样的出发点？又采取了哪些行之有效的措施？
范贺军：中化化肥每年进行未来三年滚动战略规划，信息化的规划也是一样。我自己一直对分销系统很重视，把分销系统的建设和完善作为信息化战略的重要组成部分。从几个层面去理解，一个企业所面临的竞争压力越来越大，逼迫企业必须由过去关注产品转向关注客户，关注市场，最终一个企业利润还是要通过客户去创造，分销管理系统是市场最前沿的分销网点用来直接面对客户的，分销系统的效率直接影响到客户购买产品的体验。所以，我们一定建设一套高效、安全、规范的分销系统，为客户提供更好的服务。今年，我们还要在分销系统上扩展CRM功能，把与客户相关的市场活动、销售过程、农化服务等功能开发出来，提高客户满意度，提升客户价值。在康师傅是把信息化技术和业务的完美结合做的比较好，每个细节做的到位而深入，到了中化，是这种整体规划能力。中化过去是传统贸易企业，随着国家政策变化，市场是放开的，为了一应对这种变化，中化就要转型，而转型过程中企业究竟怎样发展？发展方向在哪？做战略规划很重要，必须确定好方向，企业发展才会有序、快速。此外，规划会分解成年度计划，一年结束会反思，审视战略执行效果并结合国家战略实时调整战略规划，信息化也是随着公司业务的变化调整我们的战略的，整个系统架构是否符合业务发展战略很重要。数字化转型网szhzxw.cn
三、找准自己的位置数字化转型网szhzxw.cn
IT部门一定不能脱离公司的大环境，一定要清晰公司未来发展方向，信息化战略的执行要取得方方面面支持，光靠一己之力行不通，部门联动才是硬道理。因此，IT部门一定要找准自己的位置。数字化转型网szhzxw.cn
中化化肥CIO 范贺军数字化转型网szhzxw.cn
IT商业新闻网：信息化投入如何取得预期的回报？IT部门如何利用现有的技术手段更好地为企业信息化发挥作用？请您谈一谈自己的看法。
范贺军：关于信息化回报率的问题，其实信息化带来的价值有时候不是那么明显，过去很多人把信息化当成锦上添花的事情，而现在来讲，企业信息化是企业发展的必备的条件，离开信息化没法经营。怎么才能使信息化回报率更高？一个是循序渐进，一个是要真正满足业务需要，不能跟风。归根结底还是大家观念的问题，你对信息化认识深刻，你就认为投入是值的，反之亦然。
再谈目前新的应用技术手段，这些年IT行业发展很快，硬件技术上有很多的突破，另外，应用技术层面发展快、新的理念概念层出不穷，从过去的ERP、CRM到现在SOA、云计算等，但这些新的技术应用是适应业务模式而产生的，因此企业选择时候一定要选择适合自己的。过去做ERP时候，上系统之前企业都充满期待，认为上了系统就都解决了。但流程不顺畅、与外资企业差距大等这些问题你光上系统是解决不掉的，还是要解决管理上的问题，从怎么用好IT系统入手。自己观念没解决，业务流程没解决，上系统也没效果。从期待到失望的这个过程也造成了现在很多新的东西好的东西在业务配合上会有一些抵触。怎样把新的工具理念让大家接受是很重要的，像现在很热的云计算，很多企业想搭云计算的车，但怎样剔除浮躁，怎样落地才是最需要去做的事情。数字化转型网szhzxw.cn
作为IT从业人员，脚踏实地很重要，另外一定要关注行业内新的东西，新的发展趋势，避免IT重复投入。我们现在自己也在做小的尝试，探讨如何用虚拟技术搭建自己的私有云，将资源更好利用起来。IT部门一定不能脱离大环境，一定要清晰公司未来发展方向，关注营销战略、产业战略、科技战略等公司其他发展战略。信息化战略的执行靠自己的一己之力肯定不行，一定要取得方方面面支持，尊重其他部门，因为信息化的实施要从公司整体来考虑，IT部门是公司的一部分，定位一定要准确。数字化转型网szhzxw.cn
翻译：
First, “deep ploughing and careful cultivation” for 30 years数字化转型网szhzxw.cn
The office of Sinofert Co., Ltd. is located in Kaichen World Trade Center in Xicheng District. Through the tidy and orderly corridor, the reporter met Fan Hejun, general manager of information technology Department of Sinofert Co., LTD. From Ting Hsin International Group to Sinofert, Manager Fan has gained a deeper understanding of information construction. And whether in the deep feelings of the “old club” or now is rapidly developing “new club”, he has a very clear principle of information construction: must be down-to-earth. And this is in line with the manager Fan work principle, that is realistic and pragmatic.
“Deep ploughing and careful cultivation” for 30 years数字化转型网szhzxw.cn
Since his graduation from university in 1984, Fan Hejun has been working hard in the field of informatization for nearly 30 years. Different enterprise experiences have also enabled this practical and serious young man to grow rapidly. From his rigorous work style and advanced management concept to the scientific planning strategy of the enterprise, he has been adhering to the idea of “where you come, where you learn” and exerting his energy to the maximum.
IT Business News Network: It is understood that you have been working in information industry for nearly 30 years. During this period, from a technical expert in the power industry to an information expert in Ting Hsin Group, to your joining Sinochemical in 2004, you have been working hard in the field of informatization construction. 数字化转型网szhzxw.cn
How does the informationization work experience in different enterprises help you?数字化转型网szhzxw.cn
Fan Hejun: In the first ten years, I worked in Northeast Electric Power Enterprise. Electric power enterprise attaches great importance to production safety, because production safety is related to national property and life safety, so the management of electric power enterprise is very strict and the work is very rigorous. When I just graduated, I was able to work in an electric power enterprise, and I developed a rigorous work style and highly responsible work attitude.
And the ability to think systematically. Because the power system is pulling the whole body, it requires systematic thinking. Later, it was transferred to management. In 1984, management informatization had just started in China and its application was relatively simple. Most enterprises seldom used suite software, and most application systems were developed by internal information technology personnel according to the needs of enterprises. At that time, it was mainly used in wage accounting, archives management, production statistics and accounting. The application level was relatively shallow, the hardware resources were not rich, and the hardware price was relatively expensive. The information technology personnel paid more attention to the technology.
Later, I left the electric power enterprise and joined Ding Xin International Group, a famous food enterprise in China.
After the first instant noodle production line was put into operation in China in the early 1990s, it developed rapidly and has now developed into a large food enterprise group covering convenience foods, pastries, beverages and so on. The rapid development of the enterprise benefits from the company’s advanced management philosophy. I served as the director of the Information Center of Ting Hsin Group. During this period, I participated in and presided over the implementation of the ERP system of most of the affiliated enterprises in the Group, and witnessed the important role played by the advanced information management system in the rapid development of the company. Ting Hsin Group has a very effective information team, in which I have played an important role and learned a lot of advanced management concepts and information technology. 数字化转型网szhzxw.cn
Especially the application of ERP system in the enterprise, ERP system covers every link of the company’s production and management, and plays an important role in improving the overall operation efficiency of the enterprise. At the same time, it also cultivates a large number of talents for the ERP industry. My working experience in Ding Xin Group tells me that the quality and success of an enterprise’s informatization construction are closely related to a company’s good corporate culture and standardized professional business process. In the process of implementing ERP in Ding Xin Group, the business department and IT department jointly discuss the correct way to do things and formulate scientific and reasonable business process. We respect each other and cooperate closely. ERP system is promoted very smoothly, applied very deeply and played a very big role, which is a good story in the industry.数字化转型网szhzxw.cn
In 2004, I returned to a state-owned enterprise and joined Sinofert Co., LTD.
Sinofert gradually transformed from a traditional trading enterprise to a resource and marketing enterprise. Taking advantage of the east wind of China’s reform and opening up, the enterprise developed rapidly. The biggest feature of this enterprise is that it has a global vision, great ambition and pursuit, and strong strategic planning ability. It participates in the formulation of corporate strategy every year, sorts out the development direction of informatization construction every year, how the company’s informatization strategy matches the company’s business strategy, and how to support the company’s business development. This is to be considered every year in the informatization strategic planning.
In just a few years, Sinofert has developed from an import and export trading company to 17 branches and more than 2,000 sales outlets. The information system has played an important role. The distribution system has solidified and standardized the business process, reduced operating risks and improved operating efficiency, so that the operation of all outlets is within the sight of the headquarters. The collaborative office platform can achieve smooth government orders, division of labor and cooperation, and the video conference system can achieve face-to-face communication with subordinate units in Beijing. All these have played a great role in the development of the company’s business.
IT Business News Network: Just now you talked about your experience. From the power industry to the food industry to the manufacturing industry,
What are the common aspects of information construction?
Fan Hejun: It’s not the difference between industries, because from the perspective of information technology, the things we do are basically the same, mainly in application. From the former state-owned enterprises to the food industry, the biggest difference is the management process and management concept. Traditional state-owned enterprises are relatively backward in management, but Master Kong has standardized management in all aspects and advanced concepts. At that time, when we were working in Master Kong to make SAP system, we all did well, because many of our own concepts fit well with system management concepts, and the process is very strong, which is convenient for informatization implementation.数字化转型网szhzxw.cn
The disconnection between business and information department is most likely to occur in the informatization construction of domestic enterprises.
In Master Kong, the IT department is more involved in the business process. We combine the business department and the IT department to make the system. The business department first writes the operation manual, and the IT department combines the system to see whether the process is reasonable. This is related to the management concept of the enterprise itself and the acceptance degree of informatization. In addition to being familiar with the business, the senior management of the enterprise also has high informatization accomplishment and high requirements for informatization. They will put forward the needs of informatization improvement according to the business, and then the IT department will discuss and realize the needs according to the needs. 数字化转型网szhzxw.cn
During the 7 or 8 years of working in Master Kong, I have learned a lot of management concepts and methods, and I also have a sense of accomplishment.
During the 7 or 8 years of working in Master Kong, I have learned a lot of management concepts and methods, and I also have a sense of accomplishment. Because the whole ERP implementation of Master Kong is led by myself. For example, when Master Kong acquired a new enterprise. The first thing that came to mind was how to include the newly acquired enterprise by means of informatization. I remember that when the enterprise acquired a lollipop at that time. Before the merger, we would discuss with the IT department about how to do with informatization. 数字化转型网szhzxw.cn
How can the production management system used in the past for instant noodles adapt to the new model? People will discuss deeply, solve the problem, the sense of accomplishment is very strong. Especially after we see the implementation of ERP results, to build up the trust of all departments to you. Some production management problems can be found through the information system. I remember that during my time at Master Kong. I spent most of my time discussing with various departments about how to optimize the process and how to make the process smoother through informatization. It has been eight years since I left Master Kong. But most of my experiences in informatization are about my experiences at that time.
Second, strategic planning first
The informationization development of Sinofert is highly compatible with the business development of the company. In addition, Sinofert has to carry out rolling strategic planning for the next three years every year, summarize and analyze the completion at the end of the year. And timely adjust the plan according to the national strategy. In this way, the company’s development is more orderly.
IT Business News Network: Just now you talked about your informationization experience in Master Kong. How about the informationization construction of Sinochem fertilizer?
Fan Hejun: The informatization development of Sinofert is highly compatible with the business development of the company.
Looking back, there are several stages:
one is the foundation stage.
During this period, the marketing network of chemical fertilizer of Sinochem developed rapidly. The main goal of informatization construction was to achieve no gaps in informatization. Standardize and solidify business processes through the full coverage of informatization. And prevent business risks brought by the rapid development of the company. Therefore, the slogan we put forward at that time was that the information system should cover where the marketing network is developed.
At that stage, I was mainly involved in the promotion and application of the marketing system. In addition, in the initial stage of distribution network construction, we chose a set of distribution management system. With the development of the business, the business model has changed a lot, logistics support mode, customer payment methods, internal organizational structure and so on have changed a lot, the system can no longer meet the requirements, we through careful research, overcome a lot of difficulties, decisive system conversion, Looking at it now, it works really well.
The second stage is the normative development stage.数字化转型网szhzxw.cn
The second stage is the normative development stage, roughly 05-08 years. In 2005, the company was listed in the Hong Kong Stock Exchange. Which required the information system to meet the standard, accuracy and safety requirements of the stock exchange. And also accepted the comprehensive audit of the information system by accountants every year. We organized to reorganize the business process and standardize the system operation. Besides the branch companies, there are also holding enterprises and participating production enterprises. Quarterly and semi-annual information disclosure also requires a lot of work. In order to meet the requirements, we developed a consolidated statement system and implemented a unified ERP system in some overseas companies.
The third stage is the optimization and upgrading stage
The third stage is the optimization and upgrading stage, which is the current price segment. Fertilizer companies attach great importance to informatization and have made strategic adjustments. It is proposed to build a leading information architecture, build an information platform covering the whole agricultural value chain with collaborative operation and unified technology, gradually build an industry-leading and convenient retrieval “information warehouse” and “management cockpit”, and enhance the professional management level through informatization. The first is to use the information means to innovate the business model, build an agricultural e-commerce platform. And carry out the online trading of agricultural inputs. the second is to excavate the advanced management ideas and methods contained in the information system for fertilizer companies to use, and build the CRM system. The third is to integrate internal and external information resources of enterprises to provide basis for scientific decision-making, BW system.
In the first three stages, the informationization strategy is the strategy of supporting security and service.
In 2011, the planning put forward new requirements for informationization, and the current strategic target is the leading strategy. Through information construction, the professional level of the company’s operation and management can be improved. Since the traditional trade enterprise started to do the distribution business, the professional ability of our personnel is not completely enough. So we should improve the professional ability through information construction. There are a lot of good management ideas in the information system. How to apply the management ideas and management methods contained in informatization to the company is the focus of work. Secondly, with the development of informatization, the operation mode of enterprises will definitely change. For example, we have established e-commerce, which is to change the way of transaction. This year, we also established a commercial platform for agricultural materials, which is the first of its kind in China.数字化转型网szhzxw.cn
IT Business News Network: Distribution management system (DMS) has been placed in an important position in the informatization construction of chemical fertilizer in Sinochem. What is your starting point? What effective measures have been taken?数字化转型网szhzxw.cn
Fan Hejun: Sinochem Chemical carries out rolling strategic planning for the next three years every year, and the informatization planning is the same.
I have always attached great importance to the distribution system, the construction and improvement of the distribution system as an important part of the information strategy. From several aspects, an enterprise is faced with increasing competitive pressure, forcing it to shift from focusing on products to focusing on customers and the market. Finally, an enterprise needs to create profits through customers. The distribution management system is the most cutting-edge distribution network in the market used to directly face customers. And the efficiency of the distribution system directly affects the customers’ experience of buying products.
Therefore, we must build a set of efficient, safe, standardized distribution system, to provide better service for customers. This year, we will expand the CRM function on the distribution system, and develop the functions related to customer marketing activities, sales process, agricultural chemical services, etc., to improve customer satisfaction and customer value. Master Kong is the perfect combination of information technology and business to do better. Every detail is in place and in-depth, to the Sinochem, is the overall planning ability. In the past, Sinochem was a traditional trading enterprise. 数字化转型网szhzxw.cn
With the change of national policies, the market was opened up. In order to cope with this change, Sinochem has to transform itself. Where is it going? Strategic planning is very important, must determine the direction, the enterprise development will be orderly, fast. In addition, the plan will be decomposed into an annual plan, and at the end of the year. We will reflect on the implementation effect of the strategy and adjust the strategic plan in real time according to the national strategy. Informatization also adjusts our strategy along with the changes of the company’s business, so whether the whole system structure conforms to the business development strategy is very important.
Third, find your position数字化转型网szhzxw.cn
The IT department must not be separated from the overall environment of the company, must be clear about the future development direction of the company, the implementation of information strategy to obtain support from all aspects, alone can not work, department linkage is the absolute principle. Therefore, IT departments must find their own position.
Sinochem CIO Fan Hejun数字化转型网szhzxw.cn
IT Business News Network: How to get expected return on information investment? How can IT departments make use of existing technical means to better play a role in enterprise informatization? Please give me your opinion.
Fan Hejun: As for the rate of return on informatization. In fact, the value brought by informatization is sometimes not so obvious. In the past, many people regard informatization as the icing on the cake. But now, enterprise informatization is a necessary condition for enterprise development. How to make informatization rate of return higher? One is to step by step, the other is to really meet the needs of the business, can not follow the trend. It comes down to perception. If you have a deep understanding of information technology, you think the investment is worth it, and vice versa.
In recent years, the IT industry has developed rapidly, and there have been many breakthroughs in hardware technology.
In addition, the application technology has developed rapidly, and new concepts and concepts have emerged in an endless stream, from ERP and CRM in the past to SOA and cloud computing at present. However, these new technology applications are generated by adapting to the business model. Therefore, enterprises must choose their own when choosing. In the past, when ERP was done, the enterprise was full of expectations before the system, thinking that the system would be solved.
But the process is not smooth, and there is a big gap with foreign enterprises and other problems you can not solve on the system alone. Or to solve the problem of management, starting from how to use the IT system. Their ideas have not been solved, the business process has not been solved, the system has no effect. This process from expectation to disappointment has also resulted in a lot of new things and good things in the business will be a bit of a conflict. How to accept the new tool concept is very important, for example, cloud computing is very hot now. Many enterprises want to take the cloud computing car. But how to eliminate impetuous, how to land is the most need to do.
As an IT practitioner, IT is very important to be down-to-earth.
In addition, we must pay attention to new things and new development trends in the industry to avoid repeated investment in IT. We are also making small attempts to explore how to use virtual technology to build our own private cloud to make better use of resources. The IT department must not be divorced from the overall environment, must be clear about the future development direction of the company. And pay attention to marketing strategy, industrial strategy, science and technology strategy and other development strategies of the company. The implementation of informatization strategy cannot rely on one’s own efforts. IT is necessary to obtain support from all aspects and respect other departments. Because the implementation of informatization should be considered from the company as a whole. The IT department is part of the company and its positioning must be accurate.数字化转型网szhzxw.cn
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