【正文】 agement Is there a clear understanding of the economic value of a uniform, standardized systems architecture for the entire pany, and has the head office IT department taken the leadership necessary to fully optimize systems to panywide requirements? ? Example: Given the changes in IT strategy and technological advances that are likely, architecture is constantly studied from the perspective of two years in the future. ? Example: There has been a definition of those areas that should be standardized throughout the pany and those that can be left to individual user departments, and this is managed in an appropriate fashion. Is the head office IT department in close munication with user departments and able to balance the needs of users with the achievement of panywide optimization? ? Examples of mechanisms that ensure munication: meetings (between CIO and user department heads, between head office IT department and user department IT officers), assignment of IT officers to user departments. 19. Use of unified, standardized architecture for panywide optimization 4) Support to user divisions 4: I am extremely confident that it has been achieved. 3: I think it has been achieved. 2: I can’t say one way or the other. 1: I don’t think it has been achieved. 0: It has not been achieved, and I think it is a major problem. 20. Communication with user divisions MITI 28 Is there a clear understanding of the importance of user department ownership in applications development, and is there a development system in place that allows user departments to exert leadership in the utilization of head office IT department skills and abilities? ? Everything is left up to the head office IT department, or the key people in the user department fail to be adequately involved. Is there a clear consideration of the kind of information required by different strategic objectives? Are systems built to gather and process data accordingly and without redundancy? Is data maintained according to strategic objectives? ? Example: Using a data warehouse to develop marketing. Do user departments have a healthy understanding of the costs involved in their utilization of IT services? ? Their clear contracts between the service provider (inhouse/subsidiary IT personnel or outside vendors) and the user department are covering the level of service and the costs incurred. Do the people making decisions on projects receive at least monthly reports on the progress and flow of funds for individual projects? When problems are encountered, do they take steps to minimize excess time and costs? ? Not just aware of the status, but able to quickly make course corrections (including cancellation of the project entirely). Are the systems installed measured not only in terms of “fulfillment of technical specifications” but also “investment effects from a business perspective” and “user satisfaction?” Is this linked to the personnel and performance evaluations of IT staff? 21. Applications management 22. I。 satisfaction of customer needs and internal operational needs GE CIO: Gary Reiner Previous post: VP for strategy Tasks: Create integrated merits of IT investments across multiple divisions: ? Webbased EDI ? 6sigma (develop into a brand that goes beyond quality control) ? Discover and use information and technology that have been accumulated within the group. Man Stanley CIO: Kevin Parker** Previous post: Trader Tasks: Build and manage an interdivisional IT system “The CIO we’re looking for is like a triathlon athlete. First, he must be able to serve as a leader who can motivate those above and below him. Second, he must be able to think about business in strategic terms. Third, he must be able to handle extremely plex technical problems.” (Russel Reynolds) “We use IT to develop the most advanced distribution services in the world, of which our customers may not be aware.” “Share and use customer information that is scattered among several divisions. My job is to search for differentiated ways that no one else is doing.” MITI 10 IT Organization Patterns Decentralized type Suitability: Conglomerates。 Marketing Systems EIS Customer Service Global Product Development EDI rder essing O Proc Management level (how to fit into strategy, how to change ways of doing business) Operational level (ease of use, development costs) Scope of IT Application has been expanding from Simple Operational Improvements to Changes in Business Paradigms (Conceptual Diagram) Operational efficiency Labor savings Mgmt. Reports Payroll Accounting Manufacturing rder essing O Proc Mgmt. Reports Payroll Accounting Manufacturing IT focus: Decisionmaking support Intradepartment Interdepartment Intercorporate MITI 6 The importance of CIO (Chief Information Officer) has been increasing both in USA and Japan Direct supervisor (direct recipient of reports) of the CIO Source: CIO Magazine (USA), Japan CIO Consultative Council USA Japan （％） 0 20 40 60 80 100 CEO CFO COO Other （％） 0 20 40 60 80 100 1995 1997 1995 1996 President (Chairman) Vice President Executive Managing Director Managing Director or lower Other MITI 7 Real Distance between CIO and Top Management is still Wide in Japanese Companies (From Studies and Research on Information Systems by the Japan CIO Consultative Council) 37 1 3 7 17 22 13 22 Position of CIO Component of CIO’s ITrelated work load （％） 0 20 40 60 80 100 （％） 0 20 40 60 80 100 Presiden