【文章內(nèi)容簡介】 作216。交流與討論Han Consulting (China) Ltd.Han Consulting47 為企業(yè)通過信息技術(shù)推動(dòng)的管理改造和創(chuàng)新來提高競(jìng)爭(zhēng)力、取得競(jìng)爭(zhēng)優(yōu)勢(shì)建立明確的目標(biāo)和計(jì)劃。流程組織技術(shù)戰(zhàn)略信息應(yīng)用組織技術(shù)戰(zhàn)略應(yīng)用流程信息IT規(guī)劃解決方案 IT能力業(yè)務(wù) /IT策略及愿景協(xié)調(diào)一致商業(yè)和 IT最佳實(shí)踐變革管理漢普咨詢 IT規(guī)劃方法：整體眼光和系統(tǒng)性的努力Han Consulting (China) Ltd.Han Consulting48漢普咨詢 IT規(guī)劃方法?審視企業(yè)戰(zhàn)略及業(yè)務(wù)環(huán)境?依據(jù)世界最佳實(shí)踐，識(shí)別關(guān)鍵業(yè)務(wù)流程和改進(jìn)方向業(yè)務(wù)策略方向 業(yè)務(wù) /IT愿景?IT最佳實(shí)踐和標(biāo)桿研究?識(shí)別 IT的關(guān)鍵作用點(diǎn)?業(yè)務(wù) /IT愿景?IT定位和目標(biāo)IT能力評(píng)估 業(yè)務(wù) /IT構(gòu)想?從技術(shù)、組織和流程三個(gè)方面來系統(tǒng)地評(píng)估企業(yè)當(dāng)前的信息系統(tǒng)現(xiàn)狀及相關(guān)能力?分析業(yè)務(wù) /IT現(xiàn)狀與愿景之間的差距及改進(jìn)方法?建立未來業(yè)務(wù)和IT發(fā)展的構(gòu)想?流程重組建議?快速解決方案IT規(guī)劃解決方案 IT能力業(yè)務(wù) /IT策略及愿景Han Consulting (China) Ltd.Han Consulting49Han Consulting (China) Ltd.Han Consulting50關(guān)鍵成功因素Han Consulting (China) Ltd.Han Consulting51企業(yè)核心競(jìng)爭(zhēng)能力選擇Han Consulting (China) Ltd.Han Consulting52競(jìng)爭(zhēng)力對(duì)比低 高評(píng)分1 2 3 4 5企業(yè) 對(duì)手 國際最佳表現(xiàn)增長的愿景目標(biāo)戰(zhàn)略性的業(yè)務(wù)范圍市場(chǎng)定位資源狀況競(jìng)爭(zhēng)力狀況領(lǐng)導(dǎo)模式組織結(jié)構(gòu)形態(tài)信息技術(shù)企業(yè)文化 /環(huán)境客戶基礎(chǔ)企業(yè)領(lǐng)先對(duì)手 企業(yè)落后對(duì)手Han Consulting (China) Ltd.Han Consulting53企業(yè)內(nèi)部管理和業(yè)務(wù)過程的績效企業(yè)信息管理人力資源管理財(cái)務(wù)會(huì)計(jì)管理行政后勤管理戰(zhàn)略 / 計(jì)劃 / 產(chǎn)品創(chuàng)新 / 品牌 / 企業(yè)文化利潤研發(fā)設(shè)計(jì) 采購庫存 生產(chǎn)制造 銷售分銷 售后服務(wù)Han Consulting (China) Ltd.Han Consulting54Understand KeyBiz GoalsPlan How Biz willAchieve GoalsPlan How IS willSupport GoalsIdentify What ITis RequiredBusinessStrategyISStrategyITStrategyImplementIT ArchitectureIS OrganizationIS VisionApplication PortfolioIS TopologyKey BizProcessesBreakthroughObjectives從業(yè)務(wù)策略到 IT策略Han Consulting (China) Ltd.Han Consulting55由業(yè)務(wù)愿景分解至 IT構(gòu)想Han Consulting (China) Ltd.Han Consulting56依據(jù)業(yè)務(wù)價(jià)值確定優(yōu)先次序Han Consulting (China) Ltd.Han Consulting57評(píng)估企業(yè) IT能力Han Consulting (China) Ltd.Han Consulting58BusinessStrategyISStrategyITStrategyBiz NeedsUser NeedsCurrentInfrastructureRequired Capabilities GapsIT AssessmentIT Architecture PrinciplesRequiredTechnologiesApplicationPortfolio?Breakthrough Objectives?Critical Success FactorsGap AnalysisIT評(píng)估過程Han Consulting (China) Ltd.Han Consulting59各單位有權(quán)采購信息系統(tǒng)解決方案時(shí)，難以建立世界級(jí)的信息基礎(chǔ)架構(gòu)職責(zé)? 未明確公司信息部門管理全企業(yè) IT基礎(chǔ)架構(gòu)的職責(zé)? 信息部門沒有獲得足夠的職權(quán)? 信息部門沒有能力控制規(guī)劃的實(shí)施授權(quán)? 下屬各單位獨(dú)立決定 IT采購企業(yè)企業(yè) IT能力評(píng)估能力評(píng)估 —— 結(jié)合最佳實(shí)踐結(jié)合最佳實(shí)踐Han Consulting (China) Ltd.Han Consulting60ABCB I T AGAP Implication Actions1 IS is not aligned with the business IS/IT function may be outsourcedWill not meet business objectivesT: Place business analysts in Gillingham.T: Integrate IS into the business T: Visoning workshopS: Joint strategic vision IS/BusinessS: Facilitation of relationship program development.S: Review CCO IS/IT strategy with Central Systems2 Service delivery framework changes not coordinated with IT.Cost savings will not be realised.39。Short Terminism39。 abounds.Workaround syndromeT: Verify LloydsLink is the answer and if it will scale for internal use.T: Detailed IT implementation plan for CCO.S: Model new process in each business unit first.S: Quantify the business case and benefit.S: Reflect on what went before and take a wider view3 Customer focus culture not in place or facilitated by systems.Will not meet customer intimacy objectivesWill not grow businessWill not develop customer relationships.Continued staff turnoverT: Train people on customer careT: Short term integration of data.T: Short term change workshopsS: Systems to provide plete customer information.S: Invest in people training and development plansS: Recognition and reward schemes based on team work4 CB teams marketing not integrated into the process .Will not identify new services, grow business or be profitable.Inhibits the mission.T: Assess/review requirements and information needs of the delivery channel.T: Define the sales and marketing delivery model. 差距分析Han Consulting (China) Ltd.Han Consulting61差距分析存在的問題 原因 改進(jìn)方向各經(jīng)營單位的營銷管理系統(tǒng)建設(shè)進(jìn)度和應(yīng)用水平不一，停留在本地化應(yīng)用水平?缺乏 IT投資和建設(shè)的統(tǒng)一規(guī)劃?各經(jīng)營單位擁有過多的購買決策權(quán)?不能與其它業(yè)務(wù)系統(tǒng)集成?從集團(tuán)的角度進(jìn)行應(yīng)用現(xiàn)狀評(píng)估和 IT規(guī)劃?構(gòu)建統(tǒng)一的應(yīng)用平臺(tái)?實(shí)現(xiàn)營銷管理系統(tǒng)與其它業(yè)務(wù)系統(tǒng)的集成系統(tǒng)使用效率低，ROI不理想?軟硬件選用缺乏一套規(guī)范的評(píng)估和管理方法?沒有統(tǒng)一的信息交互標(biāo)準(zhǔn)?功能比較單一，難以滿足業(yè)務(wù)需求?系統(tǒng)維護(hù)所需要的人力和物力投資重復(fù)?建立規(guī)范的評(píng)估和管理辦法?制定統(tǒng)一的信息交互標(biāo)準(zhǔn)?選擇功能全面，技術(shù)成熟的軟件系統(tǒng)?整合信息管理部門，降低運(yùn)營和維護(hù)成本Han Consulting (China) Ltd.Han Consulting62ABC Mission: To provide the best quality intimate corporate banking service to our selected customers.OBJECTIVE SSTRATEGIES INFORMATION IMPLICATIONS1. To improve the Quality of Customer Service2. Reduce Operating Costs Improve productivity3. Growth in Profitable Business with selected customers4. Develop closer, long term relationships at all levels with the customersMEASURESProvide full customer information systems transactional and hisitoric data Implement workflow for scheduling 39。Executive Dashboard39。 for MonitoringIncrease remote access capacity and provide secure