【正文】 advantages gained in one SBU can be achieved in anotherShare ideas and results, prototypes, pilots, RDShare Expertise in applications technology managementDrive economies by sharing systems and resourcesKEY OPERATIONALSTRATEGICSUPPORTHIGH POTENTIALEvaluate how advantages gained in one SBU can be achieved in anotherShare ideas and results, prototypes, pilots, RDShare Expertise in applications technology managementDrive economies by sharing systems and resourcesKEY OPERATIONALSTRATEGICSUPPORTHIGH POTENTIALEvaluate how advantages gained in one SBU can be achieved in anotherShare ideas and results, prototypes, pilots, RDShare Expertise in applications technology managementDrive economies by sharing systems and resourcesWorking across business unitsBy mapping an enterprise’s applications into the 4 quadrants through discussions with various IT and business managers, it will assist in evaluating the appropriateness of IT spending, skills/resources, technology investment, management focus, perceived business valueHan Consulting (China) Ltd.Han Consulting66企業(yè)門戶 內部網(wǎng)絡電子商務平臺決策支持系統(tǒng)（ DSS)/KPI績效考核指標體系知識倉分區(qū)知識管理市場與客戶管理質量管理生產(chǎn)管理財務管理辦公自動化處理系統(tǒng) (OA)研發(fā)管理系統(tǒng)供應鏈管理( SCM）人力資源管理系 HR客戶關系管理(CRM)/呼叫中心(CALLCENTER )企業(yè)門戶供應商客戶ERP管理系統(tǒng)集團財務管理系統(tǒng) 研發(fā)品牌管理銷售管理供應鏈管 理戰(zhàn)略政策經(jīng)濟公共關系方針目標資本運行政工企業(yè)文化日常辦公圖例： 網(wǎng)絡 應用系統(tǒng) 數(shù)據(jù)庫企業(yè) IT體系圖企業(yè)信息系統(tǒng)藍圖：功能框架企業(yè)信息系統(tǒng)藍圖：功能框架Han Consulting (China) Ltd.Han Consulting67Han Consulting (China) Ltd.Han Consulting68IT管理策略管理策略Han Consulting (China) Ltd.Han Consulting69Han Consulting (China) Ltd.Han Consulting70Han Consulting (China) Ltd.Han Consulting71252。 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. 差距分析差距分析Han Consulting (China) Ltd.Han Consulting61差距分析差距分析存在的問題 原因 改進方向各經(jīng)營單位的營銷管理系統(tǒng)建設進度和應用水平不一，停留在本地化應用水平?缺乏 IT投資和建設的統(tǒng)一規(guī)劃?各經(jīng)營單位擁有過多的購買決策權?不能與其它業(yè)務系統(tǒng)集成?從集團的角度進行應用現(xiàn)狀評估和 IT規(guī)劃?構建統(tǒng)一的應用平臺?實現(xiàn)營銷管理系統(tǒng)與其它業(yè)務系統(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)范的評估和管理方法?沒有統(tǒng)一的信息交互標準?功能比較單一，難以滿足業(yè)務需求?系統(tǒng)維護所需要的人力和物力投資重復?建立規(guī)范的評估和管理辦法?制定統(tǒng)一的信息交互標準?選擇功能全面，技術成熟的軟件系統(tǒng)?整合信息管理部門，降低運營和維護成本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。流程組織技術戰(zhàn)略信息應用組織技術戰(zhàn)略應用流程信息IT規(guī)劃解決方案 IT能力業(yè)務 /IT策略及愿景協(xié)調一致商業(yè)和 IT最佳實踐變革管理漢普咨詢漢普咨詢 IT規(guī)劃方法：整體眼光和系統(tǒng)性的努力規(guī)劃方法：整體眼光和系統(tǒng)性的努力Han Consulting (China) Ltd.Han Consulting48漢普咨詢漢普咨詢 IT規(guī)劃方法規(guī)劃方法?審視企業(yè)戰(zhàn)略及業(yè)務環(huán)境?依據(jù)世界最佳實踐，識別關鍵業(yè)務流程和改進方向業(yè)務策略方向 業(yè)務 /IT愿景?IT最佳實踐和標桿研究?識別 IT的關鍵作用點?業(yè)務 /IT愿景?IT定位和目標IT能力評估 業(yè)務 /IT構想?從技術、組織和流程三個方面來系統(tǒng)地評估企業(yè)當前的信息系統(tǒng)現(xiàn)狀及相關能力?分析業(yè)務 /IT現(xiàn)狀與愿景之間的差距及改進方法?建立未來業(yè)務和IT發(fā)展的構想?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 /IT策略及愿景Han Consulting (China) Ltd.Han Consulting49Han Consulting (China) Ltd.Han Consulting50關鍵成功因素關鍵成功因素Han Consulting (China) Ltd.Han Consulting51企業(yè)核心競爭能力選擇企業(yè)核心競爭能力選擇Han Consulting (China) Ltd.Han Consulting52競爭力對比競爭力對比低 高評分1 2 3 4 5企業(yè) 對手 國際最佳表現(xiàn)增長的愿景目標戰(zhàn)略性的業(yè)務范圍市場定位資源狀況競爭力狀況領導模式組織結構形態(tài)信息技術企業(yè)文化 /環(huán)境客戶基礎企業(yè)領先對手 企業(yè)落后對手Han Consulting (China) Ltd.Han Consulting53企業(yè)內部管理和業(yè)務過程的績效企業(yè)內部管理和業(yè)務過程的績效企業(yè)信息管理人力資源管理財務會計管理行政后勤管理戰(zhàn)略 / 計劃 / 產(chǎn)品創(chuàng)新 / 品牌 / 企業(yè)文化利潤研發(fā)設計 采購庫存 生產(chǎn)制造 銷售分銷 售后服務Han Consulting (China) Ltd.Han Consulting54Understand KeyBiz