AMR咨询公司IT治理资料(1).ppt

1、David Caruso VP & Research Fellow AMR Research Inc.,Aligning IT With Business Strategy,IT Has A Seat in the Boardroom Now The Bad News: Major IT implementations targeting traditional cost savings havent achieved expectations Changing business models push the action beyond the ERP footprint The new f

2、ocus: Strategic applications - Global processes 2nd order benefits,The Good News:,Technology Investment Gets Competitive,The visible reasons: Entering new markets & channels Dealing with a network supply chain model Cost reduction in mainstream activities The power play: Industry leaders are focusin

3、g core competencies to dominate markets,High Tech Margin Model,Mfg cost,Sell price,Time,Pounds,IT Governance: Where Does the Corporate World Stand?,Leaders: Top 20% - The Value managers In place business-led IT governance councils Middle of the Pack: 50% - Transitional players ERP steering committee

4、s- now concerned with wringing value out of systems The Rest: remaining 30% - Late starters No formal business/IT operating models,IT Governance Council,Technology Strategy/ Infrastructure Requirements Business Strategy Organisation design Application Portfolio/ New investment requests Market Needs/

5、 Competitive strategy/ Benchmarks IT Budget/constraints,AMR IT Governance Council Model,Education,ROI & Reporting Guidelines,Right team Right Agenda,Key Performance Indicators Program management Prioritised & funded IT Plans Executive Ownership Communication,Business & IT Alignment,Seven Habits of H

6、ighly Effective IT Governance,Clarity of Mission Organised for action Well crafted agenda Control of the Budget Standardised processes Messages that matter Executive ownership of benefit delivery,When It All Goes Right,Industry example: Fujitsu Process Focus: Established Benchmarks, Process Improvem

7、ent, Measurement Chief strategic thrust: Use Process and Technology to Impact Competitive Position. Tools: Extended ERP to Fully Realise Business Process Design Results: Build cycle- 21 days down to 2.3 days Inventory cycle - 60 days down to 27 Forecasting Accuracy - 70% up to 85% On-time Deliveries

8、 - 80% up to 92% Sales doubled to $1.5B-headcount down 20%,300% ROI in First Year,Critical Success Factors,Corporate Business Processes,Divisional Business Processes,Operating Business Processes,KPIs,KPIs,KPIs,Corporate Financial Performance,Marketplace Benchmarks,Drive,Accrue,Compare,Institutionalising IT and Business Alignment,The IT Win: Align Yourself with your Business Partners,Talk their language Educate them Provide Aggressive Assessmen