"Reprint" Process and IT management department--it the inevitable trend of supporting business transformation

The process and IT management department--it the inevitable trend of supporting business transformation

1 Preface

With the information process of Chinese enterprises, IT departments, IT professionals have been in most enterprises to obtain a place, computer, network, software maintenance can not be separated from this department, but the "position" is not equal to "status", because in many people's eyes, this is a pure money of the department, Will not bring much benefit to the company, when the economic crisis comes, the department is an earlier sector affected by layoffs.

But when we look at the world, especially the well-known companies, we find that they have a very different position with the IT department. Procter and Gamble, the IT department's full name is the "information decision-making Solutions division", affiliated with the "Global Business Services Department", their responsibilities from traditional hardware and software maintenance to the integration of it and business, to promote business change, to help Procter and Gamble to consolidate its more than 160 years in the consumer goods industry dominance. Huawei, the Department of Process and IT management, is the benchmark for the development of IT departments in China, responsible for the implementation and support of the process optimization work of various departments and departments of Huawei, from the auxiliary department to the Business Change department and the investment and profit division of Huawei.

In essence, it is the responsibility of the IT department to develop into a business support department from the Auxiliary department, and ultimately become the leading department of Business change, because the trend of global integration and the rapid development of network and information management technology, business model innovation and it closely linked together, The application of information system has even become the leading force of business model innovation and process management. Taking Zara as an example, the reason for the "myth" that it takes only 15 days from sample clothing to sales, the supply chain system based on information management technology is the winning weapon, and its whole business process is closely related to information system.

2 challenges facing the enterprise

Before delving into the IT department's operational model, which is closely related to process management, let's look at the current challenges facing the enterprise in terms of process management, mainly in the following two areas:

1. Process system formulation and implementation of two layers of leather

Business model innovation means the process of carding, transformation and optimization, such process transformation is often cross-departmental synergy, it is prone to conflict or refusal of the relevant departments to produce a process system to develop and implement two layers of skin phenomenon. In the past few years, the use of consulting companies to process change is a lot of enterprises have tried, and finally spent money, draw a bunch of flowchart hanging on the wall, the actual business how to do now how to do a few.

1. Rapid IT development, how to realize business transformation through it new technology

Information management technology has also developed rapidly over the past decade, with heavy desktops and the replacement of laptops, tablets and smartphones over the last ten years, and the network's transmission technology and the vastly improved human-computer exchange have allowed information systems to be used only for a few "highly educated, high IQ" Employees in a fixed position operation to any simple training staff can operate anywhere, this also gives the IT department the opportunity to work. As long as the process of business transformation design can be implemented into the information system, the process can be ensured to the ground.

3 process and it-combined operation mode

The mode of operation after the process and it is different for each company, but its core is to make it the forerunner of the process transformation, then obtain the support of the company number one, the business process and it cooperate with the implementation. Taking Huawei's process and IT management department as an example, its operating model is broadly as follows.

Huawei's process and IT management department is one of the company's 8 major departments, there are 1500 people, two departments including process change department, process management, architecture management, demand management, application development, it maintenance operations, quality department. When the company decides to make a business change, it will set up a special project team, project team project manager has the senior staff of Process Change Department, the project team members from the corresponding business units, demand management, application development Department, Human Resources department, the report object is generally VP. The responsibilities of each role are described below:

Project Manager------------------to promote process change, coordinate all links and ensure the implementation of various measures.

Consulting company Consultant--Introduction of advanced operation process, process change proposal plan formulation.

The backbone of the Business department-the introduction of existing operating procedures, the new process to promote the development of the program.

Demand Management department--------------------

Application Development Department-the implementation of the IT requirements generated by process transformation.

Human Resources department------------------------

According to the above responsibilities, it is not difficult to find that Huawei's process and IT department is the leader of the whole business unit, and the relationship of other departments of the company is as follows:

and strategic sector relations-process and IT management department of Process Change department and Strategic Development department directly connected, and become the strategy into the process of the first person responsible.

With the business unit relationship-the requirements management department in the process and IT management department, the application Development Department and the business unit are directly connected, responsible for assessing the needs of the IT system from the business unit of the process change, and finding the feasible it technology implementation.

The--HR team with the HR department is an integral part of the process change project, as process changes are bound to lead to changes in organizational structure or related job responsibilities that require the HR department to publish.

In addition to Huawei's approach to establishing a project team for process change, dispatch coordinators are a combination of process and IT operations. The key business unit of Air France has an IT coordinator and a human resources coordinator, each of it and human resources. Where information systems change processes, the IT and HR coordinators come forward to comb the business process.

Regardless of the way it works, the organizational structure of the IT department or the job set-up is bound to change, including the traditional hardware and software divisions and the new Process Management department, which is comprised of management experts and IT application experts, which is a higher value for the IT department. So at Procter and Gamble, the maintenance of hardware and software is outsourced, only the function of process management is retained, the cost of IT operations (that is, investment in infrastructure) is significantly reduced, and the technology investments planned for business innovation (including collaborative applications, business intelligence tools, and virtualization technologies) are on the rise, greatly strengthen the position of IT department in process change.

4 Corporate Value

• Agile Enterprise, rapid change

The establishment of processes and it has changed the way the strategy was landed, in the past it was a strategy to complete the management change, and finally it support landed, such a way of operation will lead to not fully ensure that it technology support to the strategic discount landed. The new mode of operation is to consider the support of it technology directly from the beginning, to ensure the better landing of the strategy, so that the enterprise can quickly and effectively change.

• Break down departmental walls and achieve end-to-end processes across business and systems

The biggest benefit of the process through it technology is the creation of a channel that breaks down barriers between departments and enables end-to-end processes across the business and across systems. This channel is also a certain mandatory, once the process on-line, enterprises will be supporting the implementation of enforcement measures to ensure that the implementation of the process to help the landing of the strategy.

• Process optimization is implemented to enjoy the value of process optimization

Using it technology to support the process will accumulate a lot of usage data, through the analysis of data, can let the process optimization to implement, so that the enterprise truly enjoy the value of process optimization.

5 Successful Case study: ZARA

Founded in 1975, Zara is a subsidiary of the Spanish Inditex Group. Inditex is ranked first in Spain. The world's third-largest apparel retailer (the top two are the gap in the United States and Sweden), as of June 2006, it opened 2,899 stores in 64 countries and regions in the world, with a total of 8 apparel retail brands, Zara is one of the most famous brands. A study of Zara's operating model found that Zara's success in providing "affordable and fast fashion" strategies has benefited from the company's outstanding apparel industry's full supply chain management, as well as the application of LT systems supporting the supply chain.

business strategy for 5.1ZARA

Zara's business strategy is to provide customers with "affordable, fast fashion". Zara adopts a "fast, small, variety" brand management model to achieve rapid design, rapid production, rapid sale, rapid updating of the target, the result is its store products updated two times a week.

Inditex Group Company's original organizational structure is also traditional, and then Inditex to its organizational framework of the overall operation of the restructuring, the establishment of a flexible, efficient matrix organization, standardize the functions of the Department, establish effective communication and coordination mechanism. After the restructuring of the departments have no past the kind of communication and coordination barriers, presented in the enterprise each department, each employee is in front of the enterprise all kinds of data use, speed up the coordination of the speed, but also make the operation efficiency of the enterprise reached the fastest.

5.2 Zara's IT Strategy

Zara can be said to be a typical "from the Inside Out" (inside--out) choice of it example. Throughout Zara IT applications in the entire supply chain will find that Zara's IT implementation has a certain focus. In the design phase, Zara invests on a large scale and even designs the entire database system on its own. To ensure the smooth launch of a large number of design styles each year. In the production and distribution chain, in order to ensure that the design of clothing can be quickly listed Zara also made a lot of investment. But the investment here is not too large for it technology, but rather a lot of investment in the production, sorting and distribution of machinery and equipment, and sales of Zara's IT investment is more stingy, it is only using a very common POS system and the headquarters of the database connected. In addition to the store's IT investment also has the store manager's portable communication equipment to equip.

It is not difficult to see that Zara's IT investments are mainly used in the front-end of the supply chain, including the mass collection and integration of information, while the second half of the supply chain reduces investment only to ensure the fast running of the process and effective feedback of the information. In fact, if analyzed carefully, we will find that the latter is the former result. The beauty of Zara's Lt investment strategy is that it integrates a large amount of information at the beginning of the supply chain, thus combining the brand characteristics to ensure the product's fashion characteristics during the design phase. As a result, there is no need to make too many adjustments at the end of the supply chain, which can naturally reduce the IT investment in the sales segment.

This focus on the headquarters of centralized it construction is also the advantage of the headquarters of the concealment, making it difficult to learn from other companies and imitation, to ensure that the company operates at the core of the IT level.

5.3 Zara's LT architecture and processes

The application of IT systems quickly integrates Zara's product design, production, distribution and sales, making Zara's supply chain "turn" faster. It is because of the excellent performance in information applications that Zara has such an astonishing speed. Its excellence is mainly manifested in four aspects:

• In the new product design process, pay close attention to the trend and consumer buying behavior, collect customer demand information and aggregated to the Spanish headquarters of the database, for designers to design new styles to provide a basis for rapid response to market demand.
• In the process of information collection, Zara's information system emphasizes the standardization of apparel information and provides decision support for new product design and production.
• In Zara's supply chain, Zara manages product information and inventory information through an independently developed information system that controls the inventory of raw materials and provides decision-making information for product design. The excellent product information and inventory management system allows Zara's team to manage thousands of fabrics, various specifications of decorations. Design Inventory and inventory items. Zara's team can also use the information provided by the system to design a garment in existing inventory without having to order the ingredients and wait for it to arrive.
• It is worth mentioning that Zara information system to the distribution process of logistics distribution tracking management. Zara's distribution facilities are very advanced and require very few people to operate. About 20 kilometres of underground conveyors are transported from Zara's factory to the cargo distribution center at Zara headquarters in Spain. To ensure that every order arrives at its destination on time, Zara does not take the time-wasting manual sorting method but borrows the optical reading tool, which picks and picks up more than 60,000 pieces of clothing per hour. There is also a two-lane Expressway direct Distribution center at Zara headquarters. Because of its fast and efficient operation, this cargo distribution center is actually a turnover of clothing, not a warehouse.

5.4 Summary

In general, the key to the success of Zara's application of it to support the entire supply chain management model can be summarized in the following five areas.

• It can only help people make judgments, not replace people

It's not the computer that's making the decision, it's the store manager at Zara who decides what to order. Computers help them to process information without giving any advice, or even making any decisions.

• Informatization needs to be standardized and phased, and has a focus

Zara's IT principles are "what you have to do, do the most, and do the least you can." "For example, the store must be able to store performance data and return it to Headquarters. So. A set of POS systems, and the ability to return to Headquarters, is a very important function. In addition, you must resist the temptation to expand other functions.

• Technical solutions to start from the inside

It should be the goal of the enterprise to determine the use of it, rather than let the company be carried away by it. Not by the information department, to suggest what the company should buy, what would be good for the company, but to discuss it with the line manager, understand what the company needs, and see what solutions are available in the market to help solve the problem. This may seem obvious, but many domestic companies are doing the opposite, by the so-called it experts, to tell the company what it has to have.

• Process optimization is the focus

While Zara sells constantly changing products, the business is simple: Send sales data, order, two deliveries a week, etc. every day. Some places are very resilient. But some cannot be changed, for example, store managers can decide what to order, but never change the price.

• . Business processes must be effectively integrated with it

Zara's store manager speaks like a LT staff, while IT staff is like a business person. Everyone agrees that it is important, but also that it must focus on the process. And should think from the perspective of the inside out.

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"Reprint" Process and IT management department--it the inevitable trend of supporting business transformation