When I first started thinking about the proposition that "IT planning must be closely related to the development strategy of the enterprise", the answer that emerged in the author's mind is: What can be considered? Since IT planning is for corporate strategy, then IT planning is of course Must follow the development strategy of the company. But after carefully relishing this topic, the author found that the focus of this proposition is on the word "tight", so the proposition becomes a discussion space.
After joining the timeline to see this thing, it is easier to share my thoughts with you. At different points in time, CIOs should not be very different from IT strategy in dealing with corporate strategy. The factors affecting CIO decision-making include three aspects: the informatization development process of the enterprise itself, the development process of the enterprise itself, The informationization development process of the overall environment.
The development process of the enterprise itself is first of all, we must consider the information development of the enterprise itself, and see if some basic projects have been implemented better in the enterprise.
For example, tap water is important and convenient, but if the water company does not lay the main water pipes first, it is basically impossible to introduce water to each household.
Similarly, if your company is a manufacturing company, the executives in the company decide to optimize the efficiency of the supply chain to achieve the strategic goal of optimizing inventory and better controlling cash flow, but if your company has not implemented it yet, The basic project such as ERP, at this time as the CIO of the enterprise can still focus on the macro strategy of the enterprise, and think of ways to implement the supply chain? I believe that most CIOs will not make such a choice.
Therefore, in the whole IT planning, the projects that belong to the capital construction should go ahead. The IT planning that wants to keep a close eye on the enterprise development strategy must wait until the internal training of the enterprise is in place before considering it.
Secondly, the development process of the enterprise itself must also consider the development process of the enterprise itself. It is necessary to study whether the enterprise itself is a mature enterprise or an ascending enterprise, because the IT planning of different types of enterprises is also very different.
Mature enterprises basically do not change much when they formulate their corporate strategies, and the internal understanding of IT has reached a certain level, and the IT infrastructure of enterprises is relatively strong. Such a company, I think IT planning is relatively close to the strategic planning of the enterprise.
If it is a rising enterprise, there is still a lot of room for modification in the company's own strategy. It is very likely that adjustments can be made at any time. If IT planning is too tight with corporate strategy, it may be more prone to problems, and it is likely to cause unnecessary The investment wastes resources, and even affects other more valuable projects within the enterprise, which is even more worthwhile. So for this type of business, my advice is not to follow the corporate strategy to do the relevant IT planning. The more difficult problem for IT executives on this issue is that the general rise to the strategic level of the enterprise is usually formulated by senior executives, so the pressure is so great. How to convince the top management of the company at this time is not tight. IT projects with corporate strategy are not easy. The informationization development process of the overall environment.
The development process of the information environment of the overall environment Next, we must also consider the overall information development in the region or the industry. Some IT plans involve information coordination between different companies or individuals. At this time, we must consider different The gap in the level of informatization between companies must even consider whether policies and regulations allow or support issues. For example, if you consider B2C e-commerce 10 years ago, even if the company plans to pay online, it will have to abandon this idea because of the immaturity of the online payment environment, or consider the supply chain. When cooperating with commerce, even if all the conditions of the enterprise are mature, most of your suppliers are in an environment where they cannot access the Internet. It is unlikely that such a highly collaborative project will be included in the IT executive's annual plan. The good news is that with the continuous improvement of the level of domestic informationization, the negative impact of the big environment on enterprise information projects is declining year by year.