翻译A Coherent FrameworkDOC.docx

翻译A Coherent FrameworkDOC.docx

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翻译ACoherentFrameworkDOC

ACoherentFrameworkforUnderstandingtheImportanceofInformationStrategytoBusinessStrategyandtoOrganizationalPerformance

用于理解信息策略--商业策略--组织绩效的重要性的连贯组织框架

©2002BillCurtis

Introduction介绍

ResearchershaveshownthatthereisanegativecorrelationbetweenInformationTechnology（IT）investmentsandcustomersatisfaction.研究人员已经公布了一个在信息技术投资和消费者满意之间的负相关性。

Aligningthefirm’sstrategywithcustomerexpectationsthenisthestartingpointforaproposedframeworkforunderstandingtheimportanceofinformationstrategytobusinessstrategyandtoorganizationalperformance.按照顾客的期望调整公司的战略然然后是一个起始点为了一个被提议的框架为了明白信息战略—经营策略—组织绩效的重要性。

Measuringcustomersatisfactionandbalancedscorecardmeasuresformthecoreoftheframework.测量客户满意度和综合评分卡测量形式是框架的核心。

Visionandstrategyalignwithcustomerexpectations,thecompetenciesoftheorganization,andhowthefirmtranslatesthesecompetenciestoaffecttheformoftheorganizationanditsperformancearediscussed.远见和策略与客户期望看齐，组织的职业素质，和公司是如何将这些能力改变组织形式的和它的性能被商讨的。

ThecriticalroleoftheCEOandotherkeymanagersisexaminedaswellasbusinesscultureissuesrelatedtoIT.

CEO和其他管理者的批评角色是和有关IT的企业文化案例一样被检讨。

Aframeworkisproposedthatillustratesthecontinualfeedbackanditerativeprocessrequiredtosustainanorganization’sabilitytosatisfyitscustomers.

一个框架被提议阐明这个连续的成果和迭代过程被需要，去维持一个组织的能力去让它的客户满意。

CustomersatisfactionandIT客户满意度和信息技术

During2001,U.S.ITinvestmentsexceeded$400billion,includinghardware,software,andprocesses.在2001年美国信息技术投资超过4000亿，包含计算机硬件，计算机软件，和流程。

Unfortunately,thereisevidencetosuggestthatcompanieshavefailedtomaximizetheirITinvestments.不幸地，有证据表明一些公司未能达到他们的IT投资的最大值。

AstudyundertakenattheUniversityofMichiganBusinessSchoolshowsthatITinvestmentsbetween1994and2000seemtohavehadanegativeeffectoncustomersatisfactionscores.在美国密歇根大学进行的一项研究显示IT投资在1994年到2000年之间在客户满意度成绩方面，看起来有一个消极影响

Thestudy’sauthorsconcludedthatthebusinesscaselinkingITinvestmentstoexternalmeasuressuchascustomersatisfactionareweak.这项研究的作者推论，这个商业案例连接IT投资到外部侧脸如同消费者满意度是虚弱的。

However,“thecompaniesthatmanagetheirITinvestmentsmostsuccessfullygeneratereturnsthatareasmuchas40%higherthanthoseoftheircompetitors.”然而，管理他们的IT投资最成功的企业产生差不多40%的回报高于他们的竞争对手。

AkeychallengeformanagersistodeterminehowITcandevelopcustomerexcitementandwhichmetricstrackthevalueofITinvestmentstocustomersatisfaction.对管理者而言，最关键的挑战是如何开发刺激消费者和追踪度量IT投资的价值使客户满意。

Businessandorganizationvision商业和组织愿景

Thefocusoncustomersatisfactionshoulddrivethedesignofafirm’sorganization.消费满意度做焦点将驱动公司的组织设计。

“Ifacompanyisgoingtoachieveandsustaindominance,itmustfirstdecidewhereitwillstakeitsclaiminthemarketplaceandwhatkindofvalueitwillofferitscustomers.如果一个公司打算实现维持优势，首先它必须下决心在市场将支持他的要求和提供给消费者不同的价值。

Thenitcanidentifyitscorecompetenciesandreengineertheprocessesthatmakeuptheoperatingmodelrequiredtogetthejobdone.”那时它将能够确定她的核心竞争力和再设计这个处理组成要求获得完成。

LambertandPeppardemphasizetheimportanceoftheorganizationformneededtoachievethestrategicbusinessvision.

Lambert和Peppard强调组织形式的重要性，需要达到战略上的商业愿景。

Inconsideringthisform,twofactorsneedtobeconsidered:

whatisthefirm’scompetitiveadvantageasitrelatestothevalueitwillofferitscustomers,andhowcustomersatisfactionwillbemeasured.Thecompetitivepositioningandcustomersatisfactionmeasureswilldrivethebusinesstransformationprocess.Ofspecialimportancewillbedeterminingthegapbetweenthefirm’sexistingcapabilitiesandrequiredabilitytodeliverthebusinessstrategy.PrahaladpointsoutthatpartoftheITcustomerdisconnectisthat“ITsolutionsareinfluencedbyfeaturesthatmaynotbealignedwithcustomerexperience....Companies[should]putcustomerneedsaheadofITsolutionsandstartdevelopingITonlyafterengaginginathree-waydialogueinvolvingendcustomers,linemanagers,andITmanagers.”

Measuringcustomersatisfaction

Tolinkinternalqualitytoprofitability,organizationsneedtofindouthowcustomersexperiencetheproductsandservicestheypurchaseandconsume.Buildingamodeltomeasurecustomers’experienceisanimportantconsideration.Thismodelwillbeusedtoidentifytheappropriatemetricsthatreflectcustomersatisfaction.The“LensoftheCustomer”isonesuchmodel.Thelensmustbetailoredtothecompany’svisionandstrategy,itscustomersandthebusinesscontext.Thelensshouldaccuratelyreflecttherangeofattributesandbenefitsthatmattertocustomers.Figure1illustrateshowthelensworks.Therectangularobjectsattheleft-handsideofthefigurerepresenttheconcretedimensionsonwhichcustomersreportperformancebywayofsurveymeasures.Thecircularobjectsrepresentabstractvariablesthatcapturethebenefitstheattributesprovide.

Thebalancedscorecardapproach

Thelensofthecustomerhelpsprovidestrategicdirectionandawayofdeterminingthemetricstomeasureperformanceintermsofcustomersatisfaction.Thebalancedscorecardapproachcomplementsthelensofthecustomerbyincludingperformancemeasuresonabroaderarrayofthefirm’sactivities.Thesestrategicactivitiesarederivedfromtheorganization’svisionandstrategy.Balancedscorecardlinksactivitiestofinancialperformance.Thefinancialobjectivesaredrivenbytheuniquecustomervalueproposition.Thisisinturndeliveredbythesetofbusinessprocesses（valuechain）.Innovationandgrowthprovidethebaseofthishierarchy.“Thecause-and-effectrelationshipinthebalancedscorecardframeworkcanhelpmanagementtocontinuouslyevaluateandrefineitsstrategyatvariouslevelsofthishierarchy.”

Useofthelensofthecustomerandbalancedscorecardapproachescanhelporganizationsbuildacommonbusinessarchitecture,onethatcombinesbusinessandITfunctions.Withaclearunderstandingofthefirm’scompetitiveadvantage,thebusinessarchitecturewillsettherulesastohowthebusinessandITfunctionsareputtogetherandinterrelate.Howthisinterrelationshipisengineeredisakeymanagementfunction.Thetimingtoeffectthistransitioncouldnotbebetter.TheInternethasforcedaconvergenceofbusinessandITthinking.“ThebigchangethatmadeinformationandcommunicationstechnologyabusinessissuewastheadventoftheInternet.Suddenly,companiescouldtalktotheircustomersquickly,cheaplyandeasily.Forthefirsttime,businessmodelswerebeingdrivenbycomputer-mediatedapplications.”

Informationstrategy

InformationStrategy（IS）isdefinedasthosethingswhichISisgoingtodoforthebusiness.“ISstrategydealswithwhattodowith[ISandIT],andhowtheapplicationsshouldbemanagedfromabusinesspointofview.ItisconcernedwithaligningISdevelopmentwiththeorganisation’sbusinessneeds.”GalliersresearchshowsthatthereisastronglinkbetweenbusinessplanningandITplanning.Furthermore,Weill’sresearchshowsthattopperformingcompaniesareabletoidentifywhatITinitiativesneedtobeimplementedandthendeterminetheservicesneededtocreatethatagility.Avoidingthetwinperilsofoverinvestmentandunderinvestmentininfrastructureresources,determiningtheenterprisewideversusbusinessunitneeds,andnavigatingthecross-applicationsimplicationsforinvestmentsrequiressignificantmanagementskill.“ToensurethatinvestmentsinITinfrastructuresupportorganization’sstrategicgoalsandbusinessinitiatives,[it]iscriticalfortheenterprise’smostseniorexecutivestounderstandwhichspecificIT-infrastructurecapabilitiesareneededforwhichkindsofinitiatives.”

Leadership&implementation

Onceacompanyhasidentifiedwhatkindofvalueitwillofferitscustomers,decidedontheoperatingmodeltogetthejobdone,identifiedthelinkstoprofitabilityandthemetricstomeasureitsperformance,thefirmmustnowimplementthechangemanagementprocess.Initiativesofthismagnituderequiretheactiveinvolvementoftheseniormanagementteam,beginningwiththeCEO,andneedtoinvolvetheentireorganizationfromtoptobottom.“Organizationsthatdonotfocusup-frontonemployeecommitment,understandingandcapabilitiesruntheriskofspendingtoomuchtimeandmoneyatthebackendtryingtoresolveinternalproblems.”

TheCEO

ItisimpossiblefortheCEOtobeactivelyinvolvedineverythingthefirmdoes.SeveranceandPassinogivethefollowingadvice:

“toassurethesuccessofachangeinitiative,theCEOshouldspendaslittletimeontheprogramasisnecessary,butnotless.”TheCEO’sroleuptothispointhasbeentoleadtheformulationprocess:

establishingtheneedforchange,definingthevisionofwhatthefirmistobecomeandhowtogetthere.Withthepurposeestablished,theCEOmustdirecttheprocessthatwilldefinethebusinesscapabilitiesrequiredtoimplementthevision,anddevelopaplantomaketheinvestmentsandimplementtheactionsneededtobuildthenewbusinesscapabilities.Withaplaninhand,theCEOmustassuresuccessoftheimplementationprocessesthatmanagetheactivitiesnecessarytoachievetheplannedcapabilitiesandharvestthevaluepromisedbythestrategicvisioninaplannedandproactivemanner.TheCEOispartguru,partcatalyst,partglue,partcheerleader,andpartchangeagent.

JackWelch,GeneralElectric’sformerCEO,championedastylehecalleda“deepdive”.Welchwouldidentifyachallengewherehethoughthecouldmakeadifferenceandthenthrowtheweightofhispositionbehindit.WelchwasachangeagentinGE.HeplayedarolethatfitsMarkusandBenjamin’sadvocatemodel.“Theadvocateattemptstoinducechangetargets—bothindividualsandgroups—toadoptandi