The hottest process management informatization and

Process management, informatization and enterprise competitiveness

I. Problems and puzzles of enterprises

in the process of communicating with customers and some enterprise leaders, we often hear that they are worried and bothered by various problems existing within the enterprise. Most of these problems focus on personnel management, organizational change, market development and the competitiveness structure of enterprises. However, recently, the problems reported by the person in charge of the enterprise are more focused on the cooperation of departments and process management. The outstanding performance is that each department does a good job, but the overall effect is not good, often the delivery is not timely, the service is not in place, the information is closed, and all departments complain and complain to each other

the problems often heard from enterprise leaders can be summarized as follows:

1 Each functional work is done well, but each department has its own way and poor coordination

2. Full of hope on the information software, but it is still chaos and chaos

3. To a certain extent, the business operation of the enterprise still stays in the mode of functional management, and the process management has not been fully realized

4. Lack of systematic, clear and standardized planning, description and analysis of existing processes, and no systematic process management system

5. Due to the lack of process management, all functional departments work in their own way, reporting the mentality of "self sweeping the snow in front of the door", and lack of consideration and attention to the overall business situation

6. The company's overall business process has not formed a closed loop, making the process management unable to achieve the company's expected goals

7. The enterprise's information system is fragmented and isolated, forming information barriers. Each department has its own system, and there is no unified and coordinated information sharing

8. Although the existing business operation process within each functional department is relatively clear, from the overall situation of the company, there is still no effective and reasonable coordination and connection

9. The process is not clear, and there is intersection between them

the existence of the above local problems leads to the final business dilemma:

1. Being slow to respond to the requirements of customers and unable to meet the requirements of customers

2. Slow delivery often leads to customer dissatisfaction

3. Wasting customers' time and emotion makes customers feel that it is troublesome to deal with the company. One department looks for people one by one, but they don't solve the problem

4. Internal waste and costs remain high, and the operating income is greatly discounted

5. The response to the market is slow, and the changes in the internal operation of the enterprise are far behind the changes in the market

Second, changes and requirements of the times

there are many reasons for the above problems, but the most basic factor is that the management of many enterprises cannot keep up with the requirements of the information age

from the industrial revolution to the industrial era before the 1980s, it is an era of financial oriented competition based on cost and efficiency. At present, due to the development of network technology, competition has shifted to the era of information technology, which is a customer-oriented era based on response speed and personalized service. This fundamental change trend is the fundamental reason for the major changes and transformations in the enterprise's operation mode and management mode, and it is also the basic guidance of enterprises in the choice of management and operation mode

in the industrial era, due to information asymmetry, and always top managers can get a lot of and effective information, and the operation efficiency of enterprises also comes from the command efficiency of top managers. In this case, the hierarchical functional organization system and management methods have played an amazing role in promoting the development of enterprises and improving the efficiency of organizations. This situation is basically consistent with the operating characteristics of the whole society at that time: time interval, geographical interval and information interval are synchronized. Because everyone's location (geographical and hierarchical) determines the amount of information and the size of authority, there are differences in the grasp and control of affairs

but now the situation has changed, and the rules of the social game have been changed. Steve, a famous American management scientist, takes information as one of the five elements of power in his famous management work organizational behavior. In the information society, information, which affects the dominance and freedom of individuals (organizations), no longer becomes a privilege. It has become something that everyone can freely understand and freely publish (of course, it cannot be illegal) (my other article "information: elements and functions of social structure" expounds that the control of media is the most effective embodiment of the role of elements of information society in political management). The arrival of the information society is actually the readjustment and redistribution of the original social power structure, which will inevitably lead to the change and adjustment of the operation mode of social organizations

the competition in the future market must be customer-oriented. Under this competitive system, the key factors for enterprises to build competitiveness are no longer just the cost advantage based on scale and the advantage of new products and new technologies based on material enrichment. In the information-based environment, the competition of enterprises comes from the rapid response to external (especially customer) needs, giving personalized needs to meet, using services to meet emotional experience, not just using products to meet functional needs, using information technology, and saving customers' three costs (monetary cost, emotional cost, and time cost), And realize its own goal income (monetary income) by realizing two additional income (emotional income) of customers

Michael, a famous American management scientist? Hamer (the founder of Process Reengineering) put forward nine principles for the development and competitiveness of enterprises in the information society and knowledge economy environment in his enterprise action program, among which the following three aspects are the most prominent:

the business orientation of customer-oriented enterprises - to become an enterprise that is easy to do business, so that customers can benefit from money costs, time costs and emotional costs

process first - make the desire to pursue excellent overall performance a reality, and let the enterprise not divide the division of labor, but integrate the division of labor

enterprise expansion - virtual integration, rather than vertical integration, to build a new community of enterprises with strategic alliances

· flattening of the organization

· full trust and authorization

· employee self-management

· information sharing

· role innovation of managers

· performance measurement and evaluation system based on value-added management

· making full use of information management means

<3 The way of process reengineering

in a highly market-oriented industry, The assertion that "the success of an enterprise must be based on the development strategy of the enterprise based on customer orientation" has become an indisputable fact, and the smooth operation of internal business and the coordination and matching of various functions are indeed the necessary basis for realizing customer orientation. Process management is a systematic technical system, not just a simple graphical description (many enterprises only have work path description, but no systematic process description). According to the management idea of lean process (rather than extensive management), the process system of an enterprise must reflect the three basic aspects of information flow, business flow and value flow of the whole business, so as to meet the lean requirements of process operation efficiency, smoothness, cost, value-added and rapid response

the conditions for the effective operation of process and information organizations are the cooperation of corresponding organizational value system, process system, process power system and process benefit distribution system. That is, the systematic problem of process management, that is, the synergy of organizational value structure, power and benefit distribution

under the functional management system, the distribution, power distribution and value distribution of enterprises are carried out by maximizing the efficiency of functional disciplines. Under this organizational operation system, the significance and purpose of enterprise leaders, managers and grass-roots employees in the organization are all positioned with the best functional benefits, and the work purpose of employees at each level is to the satisfaction of superior leaders, but under the process operation system, The distribution, power distribution and value distribution of enterprises consider the work managed by the process as a system, aiming at the optimal final result of the process and ultimately achieving customer satisfaction. In such an organizational cycle is a way to improve the effectiveness of resources. Under the operation system, the roles of enterprise leaders, managers and grass-roots personnel are different from those under the functional organization operation system. As a result, the roles of personnel at all levels in enterprise value creation and enterprise operation have changed accordingly. The methods used to measure the value performance of personnel at all levels The indicators and the personal compensation system matching the value and performance should be adjusted accordingly, so as to combine the enterprise's goals and personal goals, so that personnel at all levels can become a part of the process, so as to ensure the effective operation of the organizational process

business process reengineering generally needs to do a good job in the following aspects:

First: do a good job in concept reconstruction

concept reconstruction refers to making all members of the enterprise reach a consensus on the new mission, values and vision of the enterprise, from simply taking the functional goal as the guide to taking the enterprise vision as the guide. In the simple business organization environment, efficient work comes from functional specialization, but in the complex business environment, what determines the success or failure of the enterprise is the clear development direction and the vision recognized by employees, and the cooperation consciousness and work mode achieved on this basis

second: to change the enterprise organization from a "functional" working relationship to a "process" working relationship

the most advantageous way is to transform the working process, and establish the intensity correlation and cooperation between the work units on the basis of detailed division of labor. In this way, it is bound to break through the organizational barriers and exceed the organizational framework, that is, it is bound to require the corresponding change of the organizational model. This new organization is process oriented, not based on professional functional division of labor

Third: reform the compensation system

according to the process operation process and the role division of the process, establish a flat organization based on the team, which inevitably requires the corresponding reform of the compensation system. In the new organization, it is incomplete and inaccurate to evaluate the remuneration based on the completion of individual work. Instead, the work results of the whole group should be used as the evaluation standard to encourage the team members to cooperate with each other and cultivate their sense of a community of shared future

fourth: realize the transformation from "manager" to "leader"

whether it is "management"