Who knows how traditional enterprises can quickly realize information management?

With the signing of the agreement of China's entry into WTO, enterprises are facing the huge market and strong competitive pressure brought by the entry of international enterprises into China. According to the specific situation of enterprise development at home and abroad, enterprise management informatization is a necessary condition for enterprises to be invincible in the future competition. How to help traditional enterprises quickly realize information management, improve production and management efficiency, and create and realize the existing and potential value of enterprises has not only become the focus of IT industry, but also the focus of the whole China business community and even government agencies.

For the concept of enterprise informatization, what we hear most is ERP, that is, enterprise resource planning management software. In fact, ERP originated from the idea of MRP II plus supply chain, and MRP II originated from MRP, both of which originated from European and American theories. In fact, software is only the carrier of ideas, and the embodiment of management mode can not be separated from the improvement of practical experience. So, is ERP suitable for the operation and development of Chinese enterprises? Through a lot of research, we think there are four aspects of the distance. 1, the gap between professional managers. The domestic institutional education makes China not really form a professional management team, that is, professional managers. 2. The gap in the comprehensive quality of employees. The first is the language gap. Computers come from English, so there is a problem of understanding. In our country, most people are unfamiliar with computers and even afraid. 3. The gap of scientific management, especially the degree of refinement. 4. Control the gap in the international market. In China, many enterprises propose to introduce world-class talents, world-class equipment, world-class management and world-class management software. However, when introducing world-class management and world-class software, we neglected two issues, that is, whether our management has a foundation and whether our personnel have reached certain quality requirements. In addition, through years of R&D and implementation, we come to the conclusion that there are three major risks and five uncontrollable risks in ERP implementation in Chinese enterprises at this stage. The first risk is the risk of enterprise investment, and the greater the investment, the higher the risk; The second risk is brain drain; The third is security risks. Mainly manifested in the internal and external network security, especially the internal network security risks. Uncontrollable: First, the preparation of basic data is uncontrollable, and it is difficult to meet the requirements of "uniqueness, integrity and accuracy" of data. It takes too long to meet these three requirements in time. These uncontrollable roots lie in that the manager and the managed are always a pair of contradictions. The latter are often reluctant to fully inform the leaders of their own situation. Who wants to reveal all their possessions? The second is that the "number one" project is uncontrollable. We have repeatedly stressed that the implementation of enterprise management software is the "number one" project, because as for the implementation of management software, it involves the organizational process of enterprises, the institutional adjustment of enterprises, and the construction and approval of new assessment systems that have changed after the implementation of this software, including informationization, all need to be confirmed by the "number one". But often our "first" is far from it. It is precisely because he is far away that he has the idea of a black box and is afraid, so when he finally needs to make a decision, it will be delayed again and again, which will also delay the construction period. Third, the contract signer and the functional requirement confirmer are different from the acceptance users. These three people have different understandings of ERP, which leads to the failure of system acceptance. A lot of software will get bigger and bigger, especially at the application level. The fourth is that the applicant is uncontrollable. When signing a contract, enterprises only pay attention to solving the main contradictions, and many demands are not taken into account. However, after signing the contract training, many demands were exposed, and the construction period was delayed. Fifth, the execution quality of software companies is uncontrollable. The level of implementation engineers in the software field is uneven, and the real ERP implementers are trinity experts, who should understand not only management, but also enterprise management and computer technology. And the cultivation of such people is precisely the most difficult. These five uncontrollable factors add up, in fact, the construction period of ERP is uncontrollable. The end result of many projects is that enterprises and software vendors are angry, wasted and exhausted, and they can't wait to accept it immediately, but they can't finish it. So is it impossible to carry out information construction? Does information construction have no place in enterprises? Survey data and scientific research reports tell us that, no, computers, as a means of modern management, are extremely beneficial to the improvement of enterprise management quality. The question is how to do it. Whether it is large and complete, or step by step. ERP itself is a tool, and tools have two sides. Poor enterprise informatization construction not only increases management costs and expenses, but also causes new bureaucracy and wrangling, which is its side effect. It depends on how to effectively digest the negative impact and raise the positive impact, so as to truly find new core competitiveness from management and dig out new core competitiveness of enterprises. We should study hard how to speed up the construction of enterprise informatization and how to make it in place. To this end, our opinion is that enterprises should consider four points when formulating information strategy: First, the strategic objectives of enterprises, what do you want to do? What don't you want to do? What can you do? What can't you do? Second, we should consider the profitability of enterprises. Investment in management system is a bottomless pit. If the profit is not proportional to the investment, the investment is terrible. Third, the management foundation. Fourth, the personnel quality of enterprises. Then, after the enterprise has formulated the information strategy, how to realize it? The ERP purpose of Broadcom Information is six words: deployment, control and balance. If we can expand the bad resources of enterprises through allocation, control and balance, the surplus resources will be more balanced and not wasted, so that there will be no imbalance of enterprise resources, and this energy will produce the greatest benefits. Broadcom believes that enterprise informatization is a step-by-step process and should be done step by step. The enterprise information system implemented at different levels is more in line with the needs of Chinese enterprises. In the management state, we think that the management state of an enterprise is divided into five layers: recessive layer, dominant layer, quantitative layer, optimization layer and promotion layer. Then as software, it should also correspond. First of all, it should correspond to the dominant layer rather than the hidden layer. Then it should be the initial layer in the dominant layer. Through the promotion of the initial layer, many things that are not quantified can be quantified more clearly. At the same time, the software of the control layer has been effectively realized in this quantitative management process. Then on the basis of the control layer, we introduce the optimization layer, including the optimization of organizational processes, including the optimization of design processes, including the optimization of the entire management system. On top of this is the concept of extension layer. Each layer of such a software is the foundation of the next layer, and each layer is fully prepared for the promotion of the previous layer. Natural risks and uncontrollable factors have been improved or even shielded.