How to do well in it strategic planning and it consulting

It strategy

Stage 1: understand business strategy

Take it and roll it over. Identify the enterprise layout, product portfolio strategy, sales strategy, etc. in the next three to five years, identify the positioning and abstract it. Although it can't literally see any connection with the original business strategy, it can do what the business does.

Stage 2: sort out all businesses

From the analysis of the whole chain of products, R & D, market, service, quality, supply chain, legal affairs, finance, manpower, etc., we can go down to the essence of the business. From the business and process, we can see the core business problems, derive it improvement opinions, and derive system requirements. It requirements are derived from the system, not the brain

Stage 3: deep business analysis

For example, in the six modules of human resources, what are the business problems of attendance recruitment and what improvement suggestions are needed? For example, there is no strict boundary between group recruitment and subsidiary recruitment, and there is no focus. Pure business problems lead to informatization suggestions. The boundary is clear, and the establishment between the group and subsidiary companies

Stage 4: focus

The requirements of information system, pure enterprise architecture analysis, enter into the actual part, and the information blueprint is related. Start with two parts,

A: 1-application architecture 2-integration architecture 3-technical architecture

B: 1 - Application Architecture 2 - Requirements summary 3 - system blueprint. If there is a coverage on each layer, the system is abstracted. The application architecture details the functions of each system. The financial system has several modules, and the core functions are about 3 pages of PPT. Then, the architecture is integrated. How to structure each system, the core interactive data, and the interaction flow to the completion of IT strategy

It consulting

Sort the information, sequence diagram, and objectives systematically (revenue, priority), and then analyze who builds the information system first, who builds it later, how to stage it, it budget analysis after the system comes out, linesce, implementation personnel and days, middleware, how much the system costs, and so on.

1-it governance

When all the system timing and money, whether the IT organization carries it, scan the existing IT organization, capacity, personnel, how to be insufficient, how to adjust and improve, originally four groups, how to organize and reconstruct, define for each block, demand management, how many headcounts, and functions? Core competence requirements, summarize personnel, future it system composition, system name, and overall it sp.

2. Put the complicated process of it planning into your project

What point does your customer really want? The small plan is very uncomfortable. There is no derivation process, which seems to be the same as that copied online. Understand other standard problems and see how to choose.

The customer you mentioned mentioned mentioned that an it plan should be made in two weeks, which was too much.

We are IT experts who have done it deeply. We will be used to representing complex things with every sentence. And your customer told you to make an it plan in a short time, saying that you are the most professional, so is it a simple thing behind him, a conceptual word (referring to it planning), and we are professional people, and we may understand that what he said about it planning will be very heavy and complex things. In fact, does your customer ask you to put it out on a page of word? The most essential pain point, otherwise you will get caught up in it. You are particularly worried that it does not improve the business, and your efforts are not pleasing. The scope of boundless and heavy projects will be increased, which requires in-depth analysis and interview research.

3-experience of double check

A- the most troublesome problem: the IT department can't reflect the value, and it is not based on the report before the consulting report. If it wants to do this, it has to be introduced by a large consulting team. So you should consider shrinking him to understand the business strategy, understand the business strategy in front of the boss, and know the pain points. Where is the vision and action force of it construction?

B- based on the big goal: how to design the governance structure, how to set the new retail -- the best benchmark -- how to set the new retail blueprint, how to increase business and it, and what is the value of it? Recognizing the IT department and its direction is right is valuable to the business department. What the boss and it must do is valuable to the business, how much money they spend and how much efficiency they increase.

C-customer feelings (boss and business department), value, and clarify the value of the company's senior management to the business department. The whole report is divided into several parts: 1-understand the business strategy, get the company's strategy and marketing strategy, 2-interpret and condense it into 3-5 pages, 3-strategy understood by it, early interviews, current interviews, what are the goals and principles of it construction now, and then what I will do to improve it organization in order to present the goal vision, What is the goal, what is the current situation, it diagnostic framework, administrative ability. There are red dots everywhere, and then let others see.

D- make it later: integration changes yellow and red. Based on this, set up the principles of IT architecture personnel, the whole governance architecture, and what the system does. It's too late to choose a box. All credibility is built for you and your team, and your departments and people are promoted. What you and I have to do is the same thing. We should make it clear that everything else is the same. We are all experts with special experience in it. We can quickly understand the transformation of business strategy into it share. Don't expect to understand and design business marketing strategy. What we need to do is transformation. Don't change concepts secretly. We just focus on professional fields. The most important thing we do is it.

4-it experts

Instead of helping them design business strategies, the highlight of IT experts is to quickly understand the business and what the business strategy requires of it, so as to understand and identify what the value of it is. For example, if we want to expand sales channels in the future, how can it support sales.

What the IT department needs to do is to support the company's senior management and business departments. Don't fantasize about better understanding the business, pointing out, and building a channel to better understand the business strategy. Focus, you are an expert, where does the expert turn.

The biggest granularity of CIO is equal dialogue with business. There is a key point, the on-site diagnosis of it (IT capabilities, it modules, and then diagnose which needs, plan and implement, what is good and what is not good, evaluate according to needs, demand implementation, personnel increase, strict process control, development capabilities, etc.)

Locate the problems of it, make disruptive changes, comprehensively improve the business, assist the business development of the company, and make substantive actions for the big boss when he sees it. The business department has said thousands of words, and it still can't do it according to your own.