Seven leadership strategies for the success of the

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Brad Boston, senior vice president and Chief Information Officer (CIO) of Cisco Systems, believes that the key to the success of it projects is to make technological innovation consistent with the needs of business operation departments such as sales, finance and human resources

Scott Griffin, Chief Information Officer (CIO) of Boeing, is more radical. He proposed that it should serve the needs of customers. "Since the business operation of an enterprise is customer-centric, the IT strategy should aim at solving customer problems."

today, more and more technical projects are completed through the cooperation between many departments of the company. Senior executives can adopt the following strategies to better coordinate it and business departments:

let business departments participate from the beginning. Involve business department managers and employees from the project proposal stage, and involve them in the determination stage of project objectives and success criteria

find advocates in the business department. Only by winning excellent and enthusiastic supporters from the business department and a team with the responsibility of implementing the project, can this product meet the relevant requirements of tensile stress relaxation test of steel at room temperature in gb/t 10120 (1) 996 metal stress relaxation test method and ASTM E328 (2) 008 material and structure stress relaxation test method and gb/t20065 (2) 006 ribbed steel bars for prestressed concrete. If these two conditions are not met at the same time, excellent enterprises often stop the project

establish a joint system. Let it department and business department take the same responsibility for the project

effectively communicate business advantages. Standard marketing strategies also apply to the IT industry, talking about advantages rather than characteristics. "In the IT industry, we don't need many new ideas. What we need is to make new ideas come true," Boston said

make it management a priority

the management model can help enterprises design, develop, implement and control technological innovations, which is basically the same as helping enterprises ensure the success of investment, marketing and manufacturing plans

it management can help enterprises find ways to improve cross departmental communication, control and efficiency, and usually build the best line of Defense: to prevent each business department from developing independent projects that are inconsistent with the overall business needs of the enterprise in terms of security, interoperability and quality support

in companies with high it costs, we seldom find traces of management. Therefore, enterprises can adopt models to establish their own management framework

federal model, that is, to establish central control in the enterprise, clarify responsibilities and establish prestige, while still allowing business departments and other departments to make fundamental decisions about their own operations

the centralized model relies on a command and control method, that is, leaders determine the mission, values and goals of the company. In this model, the enterprise headquarters provide mandatory services, allocate resources, and centrally manage all departments

the group model allows enterprises to have multiple unrelated autonomous business systems. Each system has its own culture, values and goals; Each system is responsible for its own resource allocation, and the company does not require cooperation between different departments

there are many kinds of management models, and each management structure has the possibility of success in practice. As long as it is consistent with the organizational structure of the enterprise, it can reasonably allocate it resources among the needs of different business departments

the establishment of IT management model can refer to the following strategies:

1. Establish a coordinated organizational model and capital model, and clarify everyone's role and

2. Establish an IT professional team corresponding to the business department, such as the sales it team, to ensure that they are not only familiar with the technical details of the Department, but also familiar with its language, problems, advantages and disadvantages

3. Ensure that risk analysis becomes an integral part of all planning processes, and focus on the weak links of IT infrastructure, the security and operation risks of intangible assets, and the risk of IT project failure

4. Empower the CIO to make key management decisions, including the right to cancel the project

adopt the measurement system but don't let it control the strategy

this view is usually rarely opposed: the return on investment of technology projects should be calculated, and other methods that can judge the success or failure and quantify the project should be used to measure the project. But creativity is not easy to measure, or impossible to measure at all

to evaluate it investment, strict thinking is one aspect, and intuition is also the key. As a universally applicable rule, cost cutting efforts are easier to analyze than those aimed at increasing revenue. For example, it is easier to measure the money saved by implementing a supply chain solution than to measure "soft" benefits such as customer satisfaction or increased brand value

leaders who only focus on the return on investment often miss opportunities for substantive change. To measure the impact of an idea, we need to establish a measurement system before the project starts, measure and publish the progress according to the preset milestones, and regularly evaluate the progress of the project. The following aspects need to be considered:

clarify the objectives of the organization or department

determine the measurement system or indicators that can quantify activities over time

quantify the objectives of the management in a specific time in the future

provide a reasonable index to judge whether a project is achieving its goals

provide basis for management supervision and decision-making process, and provide means for the implementation of external system

improve, add, delete or change the plan according to the measurement information

when using quantitative standards to measure intangible benefits or non economic benefits, at least it is necessary to ensure that creativity is consistent with the objectives of the enterprise and subject it to the same universally applicable it management system

establish a unified information architecture

in the 1990s, the main task of the IT department was to establish a system to manage the development of all departments in the enterprise. Today, the main task is to return to the most fundamental aspect, that is, to provide a foundation for the entire enterprise system to improve productivity

strategically, a globally connected business can help a company achieve new levels of efficiency and productivity in business relations, whether they are dealing with suppliers, partners or customers. Simplifying network infrastructure and establishing end-to-end network services can help enterprises realize automation in their basic way of collaboration. Tactically speaking, a unified infrastructure can not only help enterprises reduce costs, but also deliver applications faster and more comprehensively

it is worth mentioning that when business practice requires exceptions, leaders must be willing to make exceptions. "If you have too many exceptions, it means that you haven't mastered the correct method to briefly introduce the construction of the standard system for non-metallic materials in China. But if you don't have exceptions, it means that you are too strict in implementing regulations, which may stifle innovation," said Harris of Gartner

let the CEO and CIO reach an agreement

"the CEO should treat the company's IT department and other departments equally. That is to say, a very strict operational measurement system should be adopted and CIO should comply with the system," Bostrom said. "But the CEO must also position and support the IT department, and convey the importance of this positioning to other departments of the company."

this positioning can be narrowed to treating the IT department as an internal service company, which needs to respond to the needs of each business department and be responsible for the operation of IT assets; It can also be treated as a strategic partner. The IT department helps the company find opportunities to create an architecture for the business IT environment that optimizes investment and accelerates the company's growth

ceo should act as a mediator in major disputes between different departments, and should also be a supporter of projects aimed at improving productivity. If, by establishing a management structure that can ensure close cooperation between the IT department and other business departments in the enterprise, the CEO can maximize his role

to succeed, the CEO needs to provide the CIO with the information and authority to take action

for CIOs, to "get out of their toolbox and let people know their ideas", they must first pass the "trust ladder" before they have the opportunity to talk about their ideas

the first level of the trust ladder is the basic implementation to ensure that the daily system can work normally; The second level is to formulate it management policies to ensure the credibility of operational performance. After these two steps, CIO can have the hope to directly influence the strategy, obtain sufficient funds, and then fully participate in the decision-making of the company, including angioplasty and catheter, and guide it to a new development direction

the most important point is that both CIO and CEO must ensure that their understanding of it value is consistent with the company's style

explore capabilities beyond CIO technology

in a 2002 survey, CIO magazine asked 500 CIOs to point out their main challenges. None of the top 5 answers below is about technology

considering the general responsibilities of CIOs, including planning business technology, developing application systems, communicating with internal and external customers to obtain continuous customer satisfaction, this answer is not surprising

"the main task of CIOs today is to simplify and unify cross departmental boundaries, and often involves the overall operation of enterprises," said Lena L. West, founder of xynomedia development, a technology consulting company. In view of the uncertainty shown in the uncertain economic period, CIOs should also master several "soft" skills:

business communication skills. CIOs must be able to convey complex technical ideas to business leaders in a non-technical way

the ability to act quickly and change plans. Those who are slow will basically have to pay a price

gentle temperament. In modern division of labor, technology plays an important role, but with the refinement of division of labor, the degree of disharmony will also increase

global vision. With the advent of the Internet, almost any company can globalize, which will bring more competition, different cultures and customs, and a variety of technical standards

establish successful partnerships in a timely manner

few companies can complete all the business processes required to effectively operate an enterprise internally. Yankee Group, a market research company, reports that at least 55% of the top 1000 companies ranked by Fortune magazine in the United States outsource one or more business processes. We believe that outsourcing has the following benefits for it projects:

reduce the total cost of ownership, increase the return on investment and further save costs; To make full use of marketing opportunities; Accelerate the speed of entering the market; Avoid restrictions on resources and existing technological infrastructure; Enable enterprises to focus more on core business activities

we suggest that the establishment of successful partnerships can rely on the following three strategies:

1 Keep their own intelligence, strategy and competitive system knowledge in the enterprise

2. Outsourcing from a long-term strategic perspective, rather than from short-term economic interests

3. I have made decisions within the enterprise about the earlier application of the tension machine transmission system in various markets to adopt the business of reducer and ordinary belt. (end)

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