The key to enterprise information construction

The Fifth Plenary Session of the 15th CPC Central Committee pointed out that "vigorously advancing the national economy and social informatization is a strategic measure to cover the overall situation of modernization. Informatization has led to industrialization, giving play to its advantages in post-development, and achieving leapfrog development in social productivity." The Party Central Committee has given such a high position for informationization work, which shows how important it is to implement informationization in enterprises.
There are often many problems in the enterprise informationization. Although a lot of manpower, material resources, and financial resources are invested, the informationization work is either halfway or has a short life span, and the effect is not good. Although the author did not have a successful experience in this area, he had learned lessons from failures. Now he combines the inspections of successful companies and his own lessons, and sums up the four key points for doing a good job of enterprise information management. To show colleagues and avoid detours.
One of the keys: The main leaders of the company must have a clear understanding.
The so-called clear understanding is to clarify the great significance of the integration of informatization and industrialization.
1. The combination of informatization and traditional industries can inject new vitality into traditional industries and realize the structural adjustment of traditional industries;
2. Informatization has opened up newcomers a way to greatly reduce the cost of entering new areas, and is in the same position as the old ones;
3. Informatization makes knowledge and wisdom better integrated into products, triggering increasingly fierce competition in the quality of products and services;
4. Informatization has promoted integration of regional economies into global economic integration, and traditional industries are bound to participate in international competition.
Therefore, enterprises do not engage in informatization and networking and will inevitably lag behind the development of the world economy. In the end, they will become marginalized economies, affiliated economies, supplementary economies, and eliminated economies. In the new situation where the competition among enterprises is no longer “big eating” but “fast eating”, the main leaders of enterprises must be clear: if they do not engage in informationization, they will not accelerate the pace of the concept change, and enterprises’ future survival will face severe threats.
The second key point is that the construction of enterprise information must be personally grasped by the top leaders.
Enterprise informationization is not only a technological revolution, but also a revolution in enterprise management. It is an adjustment of rights and interests in an enterprise. Therefore, in practice, it will inevitably encounter strata resistance. In the process of enterprise informatization, the general leaders of enterprises are difficult to promote. This is one of the main reasons for the infancy of most enterprises' informatization.
The forms of failure in informationization are different, such as lack of funds, irregular management, weak technical strength, difficulty in computer management, and combination of enterprise management. However, in reality, the traditional mechanisms within the enterprise are mutually contradictory. The main leaders of the company must personally Solve it, otherwise it will certainly delay the process of enterprise informationization and miss the opportunity.
The third key point is to find out the positioning of the project.
The enterprise's information management is technical engineering and management engineering, so the engineering method should be considered from both technical and management aspects. General technology development has three ways: 1. Purchase ready-made software; 2. Develop by the developer specifically for the enterprise; 3. Develop by oneself, but the small and medium-sized enterprise generally does not have the condition that oneself develops. The advantages and disadvantages of the former two are as follows: The advantage of the purchase method is that the one-off investment is small and the effect is quick, and the common management model can be used; the disadvantage is that the long-term investment is large, the life span is short, the management cannot reflect the characteristics of the enterprise, and the dependence is strong. The advantages of the development method on behalf of the former is to make up for the shortcomings of the former method. At the same time, it can have its own intellectual property rights, and it is easy to cultivate its own technical strength. The disadvantage is that the one-time investment is large, the cycle is long, and the effect is slow. The author believes that either way, the ultimate technical should be to achieve the training of their own technical strength and the formation of their own intellectual property rights (procedure source code) for the purpose; management should be able to reflect the company's own characteristics for the purpose. These two are the key to the close integration of informationization and corporate management, which gives flexibility to enterprise management and strong adaptability to changing markets and situations.
The fourth key is to have a relatively stable technical team.
The informatization and networking of enterprises must ultimately be applied to the application of technology. Therefore, a high-level technical team will undoubtedly play a crucial role in enterprise informationization. However, the state-owned enterprises that have failed to benefit from the planned economic state-run model have a very serious loss of talent and always train talents for others. This is especially true of the need for informatization talents in the entire society. Therefore, it is very important to cultivate talents and retain talents.
The author has learned from practice that enterprise informationization requires a large number of specialized personnel with considerable academic qualifications, but it is not necessarily non-highly educated professionals. Many successful international network talents are not necessarily undergraduates or postgraduates. As long as there are certain professional foundations, young people who are willing to study assiduously and love the informatization of enterprises can do so. Of course, at the beginning, these people's research, development and innovation capabilities will be relatively poor, but the practicality of enterprise informationization work is very strong, as long as they are trained in engineering and maintenance practices, and training is taken as a major link. The professional ability will increase quickly as the project progresses, and it is enough to take on the maintenance of the system. With the improvement of the business level of these people, the formation of redevelopment ability on the basis of the original will not become a problem. Moreover, the relative stability of these people is very high. They are the talents that the enterprise can afford and retain. Using talent.
The above four points are the key to doing a good job of enterprise information management. However, the most critical issue is the degree of awareness of the importance of business leaders in informationization. If the main policy makers are obsolete, enterprise informatization can only be on paper. Informationization is of vital importance to the company's current and long-term interests. The main decision makers of enterprises must go all out to solve this key issue. Other problems are solved.
The informatization of enterprises, such as the sun, is irreversible. Enterprises must follow the trend, or they will be eliminated.