(3) Introduction to Enterprise IT 企业信息技术概述 The Networked Economy: Information Management, Strategy, and Innovation 网络经济:信息管理, 战略, 和创新 (3) Introduction to Enterprise IT 企业信息技术概述

Enterprise IT: Role and Expectations 企业IT：角色和前景 From decision support function to strategic relevance 从决策支持功能到战略重要性 Multiple interaction with core functions (finance, production, marketing, sales) 与核心功能（财务、生产、营销和销售）的多重相互作用 Examples of enterprise software 企业软件 Enterprise Resource Planning (ERP) 企业资源计划（ERP） Customer Relationship Management (CRM) 客户关系管理（CRM） … IT and business processes IT和业务流程 Importance of data: Collect, manage, mine. 数据的重要性：搜集，管理，挖掘

Cost of a typical IT project 一个典型IT项目的成本 Software: 10% 软件：10％ Hardware: 15% 硬件：15％ Digital organization 75% 数字化组织 75% Human capital 人力资本 Business processes 业务流程 …

IT budges are huge… IT预算庞大 Worldwide spending on IT: 全球IT开支 USD 1…2 trillion ( = 1012) 1…2 万亿（1012）美元 Economist (2004): USD 1 trillion 经济学家（2004）：1万亿美元 Carr (2003): USD 2 trillion 卡尔（2003）：2万亿美元 About 3…5 % of the World’s GDP 约等于全球国内生产总值的3…5% IT as part of capital expenditures (US): IT资本支出（美元） 1965: < 5% 1980: 15% 1990: 30% 2000: 50% 耗费在IT上的总金额 ,　单位:10亿美元 50% of firm’s budget

… and IT is very hard to manage 且 IT 很难管理 Fraction spent on fixing systems high and still increasing 系统修复所占开支比例很高且一直在增长 from 25% in 1990 从1990年的25% to 75% in 2005 上升到2005年的75% Two thirds of all IT projects fail or take much longer than expected 三分之二的IT项目最终失败或比预期延长时间 Main reason: Underestimated complexity and dependencies 主要原因：复杂程度和依赖性被低估 Additional issues 其它问题 User frustration 用户自身的使用困难 Downtime of computer and/or network 电脑和网络的故障 Sources: Economist Oct 30 2004; IDG (fractions), Standish (failure rate), Gartner (downtime) 来源：《经济学人》，2004年10月30日; IDG, Standish, Gartner

Most IT projects are not successful 大多数IT项目的实施并不像计划的那么成功 3 types of outcomes 3种项目实施结果 Success: Project completed on time and on budget, with all features and functions as initially specified 成功：项目按时、按预算完成，并且具备最初设计的所有的特点和功能。 Partial success: The project eventually completed and operational, but late, and/or over budget, and/or with less features and functions than originally specified. 部分成功：项目最终完成并投入使用，但是开发时间过长，超过了预算，并 且不完全具备最初设计的特点和功能。 Complete failure: The project is canceled at some point during development. 完全失败：项目在开发周期的某个时间点上被中止了。 Source: Standish Group; cited in: “Guide to Enterprise IT Architecture”; (N =365 companies) 16 % 53 % 31 %

What is an ERP system? 什么是ERP系统？ ERP system is a software package for a client-server environment ERP系统是是为客户服务器环境设计的软件包 Example (CRM): Salesforce.com vs Siebel (now Oracle) 例如： Salesforce.com 和 Siebel (现在被并入Oracle) Current trend: Software as a service (SaaS, lower entry cost for client) 目前的趋势：软件作为一种服务存在（SaaS, 较低的进入成本） ERP systems integrate most business processes of a company ERP系统整合了公司的主要业务流程 Strategic vs commodity? Payroll, travel expense reimbursement 战略还是日用品？工资表，出差费报销 ERP systems process most the company’s transactions ERP系统处理公司大部分交易 ERP systems use a common enterprise-wide relational database ERP系统使用公司范围的关系数据库 Allows real-time data access 允许实时数据访问 In computing, a client is a system that accesses a (remote) service on another computer by some kind of network. The term was first applied to devices that were not capable of running their own stand-alone programs, but could interact with remote computers via a network. These dumb terminals were clients of the time-sharing mainframe computer. The client-server model is still used today on the Internet, where a user may connect to a service operating on a remote system through the internet protocol suite. Web browsers are clients that connect to web servers and retrieve web pages for display. Most people use e-mail clients to retrieve their e-mail from their ISP's mail storage servers. Online chat uses a variety of clients, which vary depending on the chat protocol being used.

Some real-world IT problems 一些现实世界中的IT问题 Q: What IT problems does your organization face? 问题：你所在的单位遇到什么样的IT问 题呢？ Strategy Business strategy “vs“ Technical strategy 商业战略 与 技术战略 Data 数据 Accuracy and integrity 精确和一致性 Avoid data redundancy: Store each piece of data once 避免数据冗余：每一条数据只做一次存储 Data security 安全 Trade-offs 利弊权衡 Infrastructure 基础结构问题 Incompatible technologies 不兼容性的技术问题 System administration 系统管理 Ongoing IT management 运行中的IT管理 Technology anarchy 技术混乱 Individuals changing their systems 个人系统作的更改 Business/Technical Strategy Gulf: the failure of IT environment and planning to be driven by business strategy Information Inaccuracy: The inability of core systems to support information accuracy

IT: Commodity or Strategy? IT：日用品还是战略？ Commodity view 日用品观点 Strategy view 战略观点 Role? 规则？ Where in your company is IT a commodity… 你们公司ＩＴ的哪个部分是属于日用品的？ … and where is IT a strategic investment? 你们公司ＩＴ的哪个部分是属于战略投资的？ Adoption? 采用？ When should you be an early adopter… 什么时候你应该尽早采用？ … and when a fast follower? 什么时候你应该是一个快速的追随者？ Investments? 投资？ Where should you reduce your IT investments… 你们的ＩＴ投资在那些地方需要缩减？ … and where should you increase them? 那些地方需要增加？

Group exercise: IT Strategy and Business Processes 小组练习：IT战略和业务流程 Read two HBR articles (Harvard Business Review) 读两篇哈佛商业案例文章（选自哈佛商业评论）　 N. Carr: “IT Doesn’t Matter”, HBR, May 2003 卡尔：“ＩＴ并不意味着一切”哈佛商业评论, 2003年5月 J. Ross, P. Weill: “Six IT Decisions Your IT People Shouldn‘t Make”, HBR, Nov 2002 罗斯 威尔：“你的IT人员不应该做的六个IT决策”, 哈佛商业评论, 2002年11月 Select one specific company of one of the members of your group. 在你的小组中选择一个成员所在的公司　 Discuss: For the company you picked, answer the following questions: 讨论：针对你选择的公司，回答下列问题： Which parts of that company’s IT are commodity, which strategy? 你们公司ＩＴ的哪个部分是属于日用品的？哪个部分是战略？ What are IT risks and implications? ＩＴ的风险和具体应用？ What trade-offs do you choose (e.g., between cost – quality – speed) and why? 你们怎么权衡（在成本，质量和速度之间）？为什么？