Microsoft PowerPoint - NCKU_MOT_Speech

2008/11/6
ITIT-MOT
“Linking Business &
IT Strategies and Policies”
三宅 賢治
Kenji Miyake
CTO, GEN Inc.
Adjunct Assistant Professor, Graduate School of Engineering,
Fukuoka University
Former IT Manager, Texas Instruments Inc. Japan
Talk Outline
Issues of IT Departments in Japanese
Companies
CIO Position and Role
IT Organization Enables the Whole IT
Optimization
Deploy Service Managements in IT Department
How--to make up IT Strategies & Policies that
How
are linking Corporate Strategies & Policies
Q&A
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Issues of IT Departments in
Japanese Companies
Deploy
ERP,SCM,etc.
Trigger
Organization
Change
Deploy
Computer
Management Barrier
Improving Buz Process
with IT
2nd Stage
Partial IT Optimization
Companies
1st stage
Doubtful IT asset
Companies
Don’t achieve the most use
of IT tools even if
deployed them.
15.1%
Achieve the most use
of IT tools in only
department or business
unit.
Improve specific
Business Processes
58.8%
Trigger
Customer
View Point
Company Barrier
IT Staging in Enterprise
Improving Communication,
Standardization & Linkage
4th Stage
Community level IT
Optimization Companies
3rd Stage
Whole IT Optimization
Companies
Achieve IT optimization
with their business
partner companies that
Achieve IT optimization make up value chain
in company wide with
Linking Corporate
Strategies & Policies
Empower Business
growth for community
wide.
Improve Business
Processes to enable
Corporate Business
growth
21.6%
4.5%
（出典：Ministry of Economy, Trade and Industry 経済産業省 情報技術と経営戦略会議＜提言＞平成15 年10 月）
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Case Study
2nd or 3rd Stage ?
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Case Study
2nd or 3rd Stage ?
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Case Study
2nd or 3rd Stage ?
• Fukuoka University
@fukuoka-u.ac.jp
• Waseda University
@waseda.jp
• Ritumeikan Asia Pacific University
@apu.ac.jp
• Kyushu Institute of Technology (KIT)
@ele.kyutech.ac.jp, @jimu.kyutech.ac.jp,
@cse.kyutech.ac.jp, @cntl.kyutech.ac.jp
3rd Stage
2nd Stage
Double or Triple or more IT investments and
inconvenient systems
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Issues of IT Departments in
Japanese Companies
Duplicated IT investments and complex &
inefficientt systems
inefficien
Purpose of IT is limited only in human resource
saving and automation. Poor linkage Business &
IT strategies
Poor IT investment without improving Business
Process
The Main Root Cause :
The Partial IT Optimizations without CIO
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IT Governance
Governance by CIO
Build-up IT
Organization
Business
Strategies & Policies
The Whole
Optimization
for IT Systems
Planning IT
Strategies &
Policies
Gain Revenue and enable New Business Models
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CIO Position and Role
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What’’s CIO?
What
CIO( Chief Information Officer首席信息官
Officer首席信息官)) Position
The Top Information Manager(最高情報責任者）/
Information System Manager(情報システム担当役員）/
Information Strategy Manager(情報戦略統括役員）
Namer
William Synnott, Vice President, Bank of Boston, 1987
Companies in the United States have CxO( Chief xxx
Officer)
CEO（Chief Executive Officer）
CEO（
Officer）
CFO（（Chief Financial Officer）
CFO
Officer）
COO（
COO
（Chief Operation Officer）
Officer）
CTO（
CTO
（Chief Technology Officer）
Officer）
CLO（（Chief Logistic Officer）
CLO
Officer）
CMO（（Chief Marketing Officer）
CMO
Officer）
CRO（
CRO
（Chief Risk Officer）
Officer）
CSO（
CSO
（Chief Security Officer）
Officer）
etc.
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CIO Position and Role
Planning & Executing IT Strategies & Policies
with Business Processes
Not
necessary IT specialist
The IT specialist has the evil biased to the technology.
Key
Person to Business Innovation
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CIO Position and Role – cont.
IT Governance for all Departments & Business
units in a company
Strategic differentiations
differentiations by IT
Business Process Management/Reengineering with IT
IT investment & Cost management that link Business
Strategies
Effectiveness/Efficiency/Risk Management/Security
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CIO in Japanese Companies
Insufficient 260K Senior
Senior IT people in Japan who
includes CIO (R
(Ref.
ef. Ministry of Public Management, 2005)
15.9%,
CIO
CIO in Japanese Companies
25.1%,Don’t know what
is CIO
15.9%, Have CIO, and is responsible
for IT Investments & Managements
that link Business Strategies.
出所：「内部統制とIT組織」調査結果 （2007年04月）
NTTレゾナント株式会社,株式会社三菱総合研究所
http://www.mri.co.jp/PRESS/2007/pr070726_imu02.pdf
49.2%, Don’t have the position
of CIO
9.8%, Have CIO, but they don’t
have responsibility for IT
Investments & Managements
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CIO in Japanese Companies
The Origin of CIO
IT department
Strategy Planning in HQ
Finance in HQ
Other Staff in HQ
Manufacturing
Research & Development
External recruited
Others
Refuse to answer
出所：NRI 2005年ユーザー企業のIT運営実態調査より
http://www.iac-japan.org/06spring/yodogawap.pdf
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CIO in Japanese Companies
The Role of CIO
Implementation of liking IT & Buz needs
Implementation of whole IT optimizations
IT advice to Top Managements
IT Investment and Cost managements
Stabilized operation of existing system
Internal IT managements
Making cooperation construction
with external IT vender
IT Risk managements
Promotion new business through IT
Don’t need CIO
Refuse to answer
出所：NRI 2005年ユーザー企業のIT運営実態調査より
http://www.iac-japan.org/06spring/yodogawap.pdf
1. Implementation of the whole IT optimizations
2. Implementation of liking IT & Buz needs
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2008 CIO Strategies
in the United States
出所： Gartner's 2008 CIO Survey
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Top 10 Business Expectations to
CIO in the U.S.
出所： Gartner's 2008 CIO Survey
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Case Study
The Whole Optimized Supply Chain
Business Model
Before
Finance
Order Entry
Production
Planning
Manufacturing
Managements
Logistic
Material
Managements
After
Manufacturing
Managements
ERP
ERP
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Case Study
Whole Optimized Supply Chain
Business Model – cont.
Factories
Quotations
We
WEB
b
Order
Entry
Answering
Delivery Date
Inventory
(Devices)
Netting
WIP
Lot start
Instructions
Manufacturing
Managements
Customers
Early
Demand Arrangements
Forecast
Shipping
Instructions
Production
Planning
Material Delivery
Planning
Inventory
Management
(Raw Materials)
Orders
We
b
Suppliers
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Case Study
Whole Optimized Supply Chain
Business Model – cont.
Advantages
• Standardization of Business Processes
• Centralization of all data( Customer, Demand,
Backlog, Inventory and Factory Capacity)
• Mapping of the earliest delivery date real timely
based on centered data
• Speed-up of Quotation procedures
• Enable of real time data processing by Web access
via Internet/Intranet
• Empower of Online Reports. Promote of Paperless
Virtual One Factory and improve Visibility
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CIO Core Competence
The U.S. vs. Japan
Ranking
1
2
3
4
5
6
7
8
9
10
11
12
13
The U.S.
Japan
IT Strategy & Planning
Whole Optimization
Policy & Organization
IT Security
Leadership & Management skill
Business Process & Inoversion
Project Management
Business Process
Assessment/Procedure
Technology skill
Forecasting
Capital Planning & Invest Assessment
e-Governance & e-Commerce
Procurement
Leadership & Management skill
Policy & Organization
Business Process & Inoversion
Forecasting
IT Strategy & Planning
Capital Planning & Invest Assessment
Technology skill
Project Management
IT Security
Whole Optimization
Procurement
e-Governance & e-Commerce
Business Process
Assessment/Procedure
出所：国際CIO学会ジャーナル2007 VOL.1 日米CIOコア・コンピタンスの質的変化に関する考察、岩崎尚子、小尾敏夫
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Summary:
Concerns about CIO in Japan
Need ＣＩＯ
IT Governance
The Whole Optimized IT Investments
Business Processes improvements by IT
Move to 3rd or 4th IT Stage
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IT Organization enables
the Whole IT Optimization
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IT Organization History
Organization
The Centralized IT Org. The Decentralized IT Org.
The 1970’s
Computer Hardware
Mainframe
The Hybrid IT Org.
The 1980’s＆
＆90’s
•Distributed Mainframe
•Office Computer
•Minicomputer
Network Era
•PC
•Client & Server Computing
•Open Systems
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The Centralized IT Org. in the
he 1970’s
HQ
IT
Business Unit
or Division
Mainframe
Parabola Antenna
Dum Terminal
Line Printer
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The Decentralized IT Org.
in the 1980’s & 90’s
Business Unit
or Division
HQ
IT
IT
Parabola Antenna
Mainframe
Mainframe
Mainframe
Mainframe
Dum Terminal
Line Printer
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The Hybrid IT Org.
in Network Era
HQ
統括ＩＴ
The Centralized
IT
部門
Business Unit or Division
事業部門
事業部門
IT
IT
事業部門
IT
The Decentralized IT
IT Governance
HQ IT Dep. has strong governance for budget, HR, Project
planning, etc.
Synergistic Effect: Communication between ITs in Business
Unit and HQ IT
Standardized IT Infrastructures & Systems by the Optimized IT
Investments
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Issues in Japanese Companies
The Decentralized &
Outsourcing Model
The Outsourcing Model
HQ
Business Unit or Division
事業部門
事業部門
HQ
Business Unit or Division
事業部門
事業部門
外注
外注
外注
Outsourcing
Outsourcing
Outsourcing
事業部門
IT
IT
外注
Outsourcing
事業部門
IT
外注
Outsourcing
外注
Outsourcing
Hard to do IT govern
governance
ance
Weak governance for budget, HR, Project planning, etc.
Inconsistent IT Infrastructures & Systems due to duplicated IT
investments
Hard to optimize the Whole IT Infrastructure and System
Increase ＩＴ cost
Weak communication between each Business Unit IT organizations
Hard to make up IT Strategies/Planning with linked Business
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The Offshore Outsourcing Model
Local sites
System Requirements
By Offshore
(India, China, etc.)
Pros.
-People Cost reduction
by payment depend on country.
Global Sourcing
Design
PGM Coding/Test
Local sites
Cons.
-Language barrier
-Require a time to familiarize Japanese
processes
-Couldn’t keep Knowledge and
Know-How due to Job popping
Deployment
Run & Maintenance
by Offshore
Global Sourcing
Support
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The Internal Offshore IT Resources
Business Model for Global Company
Local sites
System Requirements
Pros.
-Labor Cost reduction by payment
depend on country.
-Acceleration of IT Standardizations
Internal Global Sourcing
By Internal Offshore
(Philippine, Malaysia, etc.)
Design
Cons.
- Language barrier
- Jet lag
PGM Coding/Test
-Couldn’t keep Knowledge and
Know-How due to Job popping
Local sites
Deployment
Run & Maintenance
by Internal Offshore
Internal Global Sourcing
Support
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The Software Industry Comparisons
Philippine vs. India
Philippine
Programmer
Labor cost/month
India
96K ~ 128K NT$
64K ~ 112K NT$
224K to 416K NT$ in Japan
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Case Study
Centralized IT
Cross-functional Structure
Cross-functional Processes
Cross-functional Networks
Project Management
Business Analyst
Architect
Diversity
etc.
IT budget
Business Readiness
Development Processes
Standardizations
Job rotation
Business
etc.
Design Systems
Factory IT
Applications
CIO
IT Operations
Enterprise
Applications
Japan IT
Asia IT
Europe IT
Cross-functional Teams
Local Team
Global Team
Cross-functional Project
etc.
IT Human Resources
IT Faineances
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Case Study
e-Manufacturing Architecture
Decision Support Systems
dataPower/SpotFire
Data Mart
Web Tools
Test Systems
TestWare ESDA
MES and Related Components
Carrier
TrackWORKs
Mgr
RecipeWorks
SMS
Real Time
Factory
Dispatch
Operations
ERP and Related
Components
SAP
I2
TIMS
ProcessWorks
TI Factory Automation
Base
AutoShell
Base AutoShell Equipment
Control Servers
Servers
Metrology
Tools
Process
Tools
MCS
PRI Trans/et
AMHS
Tools
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出所：ISSM2002より
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Case Study
ISSM (International Symposium of
Semiconductor Manufacturing)
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Summary for making IT org.
Deploy the Hybrid IT org to enable IT
Governance and the Whole Optimized IT
Investments
Recommend Internal Offshore for Global
Companies
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Customer Viewpoints:
Deploy Service Managements in
IT Department
Shake ourselves from IT “OTAKU”
Users’ image toward IT Dept.
Think about Software/Hardware centric
Technology aim
Snap up New Information Technologies
Don’t have Business viewpoints
etc.
OTAKU Group
Our activities don’t link with Business needs
OTAKU: Computer fanatic
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Shake ourselves from IT “OTAKU”
IT Department
IT Services department
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Human
What is “Service”？
“Service”？
Service
Provide “Values”
Object
System
Activities that provide customer “Values” with
a combination of elements, Human, Object and
System.
出所：「ＩＴサービスマネジメントの仕組みと活用」野村総合研究所
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What is “Service”？
“Service”？
Service is a combination with tangible and intangible
things
The Eating and drinking service：
service：
Restraint + Customer serviceably
Airline service：
service：
Airplane + Onboard service
Educational service:
School building + Lecture/
Method/Contents
It is hard to verity the Quality of Service beforehand.
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出所：「ＩＴサービスマネジメントの仕組みと活用」野村総合研究所
What is “IT Services”？
Services”？
Hardware
Provide “Values”
Software
IT Services
Users
Networks
Operations
IT Viewpoints
User Viewpoints
• Reliability of Hardware ?
• Quality of Software ?
• Capacity of Networks ?
• Operation Procedures ?
• etc.
• Contribution for the productivity ?
• Cost effectiveness ?
• Availability ?
• Response time (comfortable)?
• etc.
Not Hospitality
出所：「ＩＴサービスマネジメントの仕組みと活用」野村総合研究所
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The Components of ＩＴ Services
Intangible: Capability
Management Skill
Process
Experience /
Knowledge
Organization
Infrastructure
Users
ＩＴ Services
Human
Application
Money
Tangible: Resource
•Can't get the Capability from outsource.
•The Capability is key component for differential IT Services.
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出所：「ＩＴサービスマネジメントの仕組みと活用」野村総合研究所を参考に加筆
The Excellent Eye for Emerging Technologies
Recognition index
The Hype Cycle
Peak of Inflated Expectations
Plateau of
Productivity
Slope of
Enlightenment
Technology Trigger
Trough of Disillusionment
Maturity index
出所：ガートナーhttp://www.gartner.co.jp/research/methodologies/research_hype.php
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The hype cycle for Emerging Technologies,2005
Recognition index
Years to mainstream adoption
less than 2 years
2 to 5 years
5 to 10 years
more than 10 years
TV Conference
Quantum Computing
D/A Logic
Technology
Trigger
Peak of Inflated
Expectations
Maturity index
Trough of
Disillusionment
Slope of
Enlightenment
出所：Gartner, Hype Cycle for Emerging Technologies,2005
Plateau of
Productivity
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Recognition index
The hype cycle for IT in Japan,2007
Years to mainstream adoption
less than 2 years
2 to 5 years
5 to 10 years
EDP
Datacenter collocation
BPO for call center
Datacenter hosting
Technology
Trigger
Peak of Inflated
Expectations
Trough of
Disillusionment
Slope of
Enlightenment
Plateau of
Productivity
Maturity index
出所：Gartner, Hype Cycle for IT in Japan, 2007
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Summary for IT Services
It is not only the lump of Hardware/S
ardware/Software
oftware,,
but also "Service" that supports user's business,
and provide IT from the business viewpoint.
viewpoint.
IT standpoint, it is an excellent system . But user
standpoint, it is just IT tool → User does not
acknowledge “Value of IT tool” without the
business contributions.
User needs not only specific functions of an
application, but also Stability
Stability,, Availability,
Reliability and Supportability.
Need the
the Excellent Eye for Emerging IT with
considering the Hype Cycle.
出所：「ＩＴサービスマネジメントの仕組みと活用」野村総合研究所を参考に加筆
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How-to make up IT Strategies &
HowPolicies that are linking Corporate
Strategies & Policies
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The IT Strategy & Execution Process
企業戦略策定 Corporate Strategies & Policies
事業部戦略策定
Business
Business
Business
Unit
Unit
Unit
Strategy
Strategy
Strategy
Policy
Policy
Policy
事業部戦略評価
Business
Unit
Business
Business
Strategy
Unit
Unit
Policy
Strategy
Strategy
Review
Policy
Policy
ビジネス・プロセス
BusinessProcesses
Processes
Business
Business Processes
Each Project
STEP/SEI
Each
Project
Each
Project
STEP/SEI
Process
STEP/SEI
Process
IT戦略策定
戦略策定
IT
Strategies &
Policies
PMProcess
PM
PM
IT活用
活用
IT Executions
IT運用管理
運用管理 IT Implementation & Maintenance
ITマネージメント
マネージメント IT Management
IT戦略評価
戦略評価
IT
Strategy & Policy
Review
共通業務システム Common Enterprise Systems
ITインフラ運用管理
インフラ運用管理 IT Infrastructure Implementation & Maintenance
ITセキュリティー
セキュリティー IT Security
システム監査 Information System Audit
STEP/SEI: Software Engineering Institute
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経済産業省タスクフレームワークに加筆
Case Study
The IT Strategy & Execution Process
1st Pass:
/ext year Corporate Strategy & Policy
meeting in Sep.
1st Pass:
/ext year IT Strategy & Policy meeting in Oct.
Dep. Quarterly Operation
Review
Dep. Monthly Status
Review
Mid Year Review in Jun
Discussion about IT with Business Managers
Final:
Make up /ext year Corporate
Strategies & Policies
in Dec.
Final:
Make up /ext year IT Strategies
& Policies in Dec.
Dep. Quarterly Operation
Review
Dep. Monthly Status
Review
Make up This year Regional IT Strategies
& Policies and Personal Goals in Jan.
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Case Study
Priorities & Metrics Process
Business
Goals
IT Goals
IT Themes
Continuing Improvement
Priorities
(Must Do’s)
Metrics
Department Metrics
Personal Metrics
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Summary
Deploy IT Strategy & Execution Process.
Break down IT Strategies & Policies to Personal
level.
Have Periodical Review meetings to do actions
quickly.
Have One Sheet Status form with traffic signal
light to identify problems easily.
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Conclusion
To gain Revenue and enable New Business Models,
the Whole IT Optimization is very important.
CIO has to do IT Governance with strong
leadership.
IT Strategies & Policies have to link
Corporate/Business Strategies & Policies.
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