As a prerequisite, the development of information industrialization makes enterprise reengineering develop from management thought to concrete practice, and information business outsourcing and its development are the combination of the two. Enterprise information management departments mainly choose information development enterprises as partners when outsourcing information business, because the transformation of enterprise information systems requires innovative thinking and belongs to the development of knowledge and intelligence-intensive information products.
At the same time, the outsourcing of information business in the process of enterprise reengineering promotes the development of information industrialization. Information outsourcing has won market demand for contracted professional information enterprises and further expanded their business. With the deepening of enterprise reengineering movement, higher requirements are put forward for the development of information industry, so it is necessary to explore the evolution trend of information industry.
Third, the evolution of the information industry.
1. Definition of information industry
According to the definition of information industry, the relationship between information technology, information service and information development is as follows: information technology industry is the hardware foundation of information industry, mainly including computer equipment manufacturing (including integrated circuit industry), communication and network equipment manufacturing and other information equipment manufacturing; Information service industry is the application of information industry, through which information technology and information development industry can play a synergistic role. It includes not only modern information service industries such as database industry, but also traditional information industries such as information consulting industry, publishing industry and telecommunications service industry. Information development industry is the product development and innovation of information industry to meet the needs of information service industry, which mainly includes system development integration industry and software industry. Their information products are knowledge and intelligence intensive. With the deepening of enterprise reengineering, the reengineering of enterprise information system will bring development opportunities to system development and integration industry and software industry.
The above-mentioned clear definition of information industry from the level of industrial structure is to leave a definition interface for the development of information industry. The author believes that because the supporting technologies of the information industry are constantly developing and innovating, these technologies will further improve and develop the information industry after industrialization. Only by classifying and defining the information industry from the industrial level can it be possible to include the emerging information sub-industries in it. In addition, this definition method can also point out the direction of rationalization and elevation for the development of information industry.
2. Evolution connotation of information industry
The evolution of information industry is directly manifested in the evolution of information industry structure and organization. The structure of information industry refers to the proportional relationship between sub-industries or industries in the information industry in terms of technology, investment, talents and demand. Information industry organization refers to the relationship between enterprises in the information industry in terms of resource possession, transaction, interests and behavior. The evolution of the information industry structure is manifested in the rationalization and upgrading of the internal industrial structure of the information industry, and the evolution of the information industry organization is manifested in the growth and degradation of information enterprises. Therefore, in the evolution of the information industry, the structure of the information industry is more manifested in the improvement of the quality of the information industry, while the organization of the information industry is more manifested in the expansion of the information industry, and there is a very close relationship between them. When an information industry is in the growth stage, technological innovation is very active, and small and medium-sized enterprises account for the majority. When the industry enters a mature stage, the previous supporting technology has evolved into the mainstream technology, and economies of scale have become the main goal pursued by enterprises. At this time, large enterprises occupy a dominant position. The above-mentioned process of industrial growth and degradation in the evolution of information industry is the evolution of information industry structure, and the evolution of information industry organization is its micro-foundation.
The basic law of the evolution of information industry is to keep the dynamic balance between demand and supply. The demand comes from the informationization of economic activities and social life. In order to adapt to the new era of knowledge economy, the reconstruction of enterprise information system and the adjustment and upgrading of traditional industrial structure require a large number of different types of information products, which provides a huge market demand space for the evolution of information industry. Here, some demands are potential and some are realistic, which has a direct impact on the development of the information industry. According to the division of information industry, demand also presents structural characteristics, and the rationalization and upgrading of demand structure leads to the rationalization and upgrading of information industry structure. The supply comes from various information products produced by information industry organizations according to the situation. The growth of information enterprises must be guided by strategic management. In view of the short life cycle of information technology, enterprises are often eager to expand the scale of production in order to survive when developing new products at first, in order to meet individual needs and achieve the goal of rapidly expanding market share. This supply effect from within the information industry plays an indirect role in the evolution of the information industry. The above-mentioned dynamic balance between demand and supply will reflect the changes in the proportion of sub-industries or industries within the information industry and the growth and degradation process of information enterprises.
The development of information industry is closely related to national economy and social life. Without the national economy and social life, the evolution of information industry will lose its direction. Therefore, the purpose of the evolution of the information industry is to promote the rationalization and advanced development of the surplus industrial relations in the national economy, and then to improve the social productive forces as never before, which includes two aspects: first, the information industry makes the national economy informationized, so that the national economy can be qualitatively improved; Second, the proportion of information industry in the national economy has increased, and the number of high-level industries has expanded. The above purpose is reflected by the evolution of information industry structure and information industry organization.
3. Evolution of information industry structure
The proportion relationship between sub-industries or industries within an industry constitutes the industrial structure. The evolution of information industry structure refers to the process that the output value of sub-industries or industries with high productivity level accounts for the increasing proportion of the whole information industry, which can be analyzed and studied by the theory of industrial internal structure. Due to the differences in demand and supply of various sub-industries or industries in the information industry, the expansion of sub-industries or industries is unbalanced, which has accumulated to a certain extent and promoted the qualitative growth of sub-industries or industries. This qualitative growth is the rationalization and upgrading of the information industry structure, which is manifested in the evolution of the information industry structure.
As mentioned above, the information industry can be divided into three sub-industries: information technology, information service and information development. This is a hierarchical division, so as to include the emerging information sub-industries in the future.
In order to analyze the evolution of information industry structure, two evolution index coefficients are introduced. Softening coefficient of information industry and knowledge coefficient of information industry. The softening coefficient of information industry refers to the ratio of the total output value of soft information industry to that of hard information industry, that is, the ratio of the total output value of information service industry and information development industry to that of information technology industry. The greater the coefficient, the higher the informatization level of a country and the more advanced the information industry structure. Intelligence coefficient of information industry refers to the ratio of the total output value of information development industry to the total output value of information service industry. The greater the coefficient, the higher the added value created by a country's information industry and the more advanced the information industry structure. According to the softening coefficient and knowledge coefficient of information industry, the evolution of information industry structure can be divided into three stages: in the first stage, the softening coefficient of information industry is less than 1. At this time, the structure of the information industry is neither reasonable nor high, the benefits of the information industry are limited, and the information development industry is attached to the information service industry. In the second stage, when the softening coefficient of information industry is greater than 1 and the knowledge coefficient of information industry is less than 1. At this time, the structure of the information industry is becoming more and more reasonable and advanced, and the information development industry has begun to grow rapidly independently of the information service industry. In the third stage, when the knowledge coefficient of the information industry is greater than 1, the information industry will truly become a leading industry with high added value, and its structural and institutional benefits will be fully brought into play. The scale of soft information industry with high added value will greatly exceed that of hard information industry, and the information development industry will enter a mature development period.
The above is the evolution process of the information industry structure. It will be mainly driven by the following four aspects: ① Technological innovation. Information industry is a high-tech industry supported by information technology, and many of its industries are formed after the industrialization of information technology. The technological innovation of the information industry has effectively promoted the rationalization and upgrading of the information industry structure, and made the proportion of industrial departments with high technical relevance and high added value in the information industry continuously expand. (2) Investment tends to push. Information technology needs a lot of money to be industrialized. Whether the proportion of investment structure is reasonable in the three stages of the evolution of information industry structure directly restricts the development of information industry. The investment in information technology, information service and information development will be tilted to different degrees, which will purposefully make the information industry structure develop in a reasonable and advanced direction. ③ Policy-oriented promotion. Government departments formulate and implement relevant industrial policies and carry out macro-control on the development of information industry in order to optimize the allocation of resources and adjust the industrial structure. Through the promotion of policy orientation, we can make up for the shortage of the market and solve the problem of market failure. At the same time, due to the high risk of information industry products, the emergence of technological innovation in various industries within the information industry is uneven, so the government needs to adjust its policies. (4) Trade promotion. International trade provides more space for the evolution of information industry structure. Reasonable trade promotion can balance the supply and demand of China's information industry and make its information industry find a suitable market position from the international division of labor.
4. Evolution of information industry organization
The evolution of information industry organizations is mainly manifested in the growth and degradation of information enterprises. It can be analyzed through the evolution of technological innovation, enterprise scale, monopoly and competition.
(1) technological innovation of information enterprises
For the information industry, the technological innovation of information enterprises can be divided into mainstream technological innovation and non-mainstream technological innovation. The standard of distinction is that technologies whose R&D expenditure accounts for more than 3/4 of the whole industry R&D expenditure are called mainstream technologies, and the rest are non-mainstream technologies. The technological innovation of information industry presents the evolution characteristics of mainstream technological innovation and non-mainstream technological innovation.
The mainstream technology of information industry has matured after a period of time. At this time, further concurrency requires a lot of capital investment, but the progress is not great, showing an obvious one-way marginal decline in technology depth. On the contrary, non-mainstream technologies develop new technologies from another direction or angle. Although the investment is small, the technological innovation achievements may be great, showing a high marginal output of technological innovation. Once the non-mainstream technology introduces practical products, and it is difficult for the mainstream technology to go further, large enterprises that master the mainstream technology will intervene in the non-mainstream technology in the form of injecting venture capital, and small and medium-sized enterprises that master the non-mainstream technology will become shareholders or shareholders, or even acquire them. At this time, the evolution of technological innovation diverged, and the investment in the original mainstream technology began to decrease, while the capital injected into the original non-mainstream technology increased sharply, and the original non-mainstream technology jumped to the current mainstream technology, thus completing the evolution and replacement of technological innovation.
In the process of technological innovation evolution, large enterprises and small and medium-sized enterprises play different roles. In the initial stage, small and medium-sized enterprises generally only master one or two non-mainstream technologies because of small investment, but at this time, product research and development is very active. With the appearance of new products and their entry into the market, especially the intervention of large enterprises, their products are increasingly standardized and mass production begins. At this time, technological innovation is mainly local product innovation and process innovation, which has become the mainstream technology of this enterprise. At this time, a large number of SMEs began to study other non-mainstream technologies. It can be seen that the development of key non-mainstream technologies and key products embodying such non-mainstream technologies are generally completed by small and medium-sized enterprises; Generally, large enterprises transform non-mainstream technology into mainstream technology, further deepen the innovation and perfection of mainstream technology, and innovate the process flow of a series of products that embody this mainstream technology.
(2) the scale of information enterprises
The enterprise scale of information industry presents the law of interdependence and two-way promotion between large enterprises and small and medium-sized enterprises.
First of all, in the information industry, large enterprises and small and medium-sized enterprises have a division of labor in value-added objects, and they are combined to serve users. In the field of high added value, large enterprises will generally dominate the development direction and speed of mainstream technology and invest heavily in the further innovation of mainstream technology. Small and medium-sized enterprises generally follow the mainstream technology, become accessories suppliers of large enterprises or carry out non-mainstream technological innovation, attract the support of venture capital, and wait for the opportunity to make non-mainstream technology jump into mainstream technology. In this way, it is possible for small and medium-sized enterprises to develop into large enterprises, and it is also possible for them to be acquired by large enterprises. At the same time, due to the inertia of mainstream technology, large enterprises may split and degenerate into small and medium-sized enterprises.
Secondly, within the information industry, for large enterprises, they benefit more from economies of scale, while for small and medium-sized enterprises, they mainly benefit from growth economy. Regarding the growth economy, American economist Edith T. Penrose believes that it refers to the internal economy that is conducive to the expansion of enterprises in a specific direction and that every enterprise may enjoy; It is excavated from the unique collection of productive use value that may be utilized in an enterprise, which can make the enterprise have a comparative advantage over other enterprises when investing in new products or increasing the output of original products. The growth economy has found the economic foundation for the existence of a large number of small and medium-sized enterprises.
Thirdly, information industry organizations have a high rate of enterprise entry and exit. Because the information industry is a new industry with high risk and high added value, once the information enterprises embark on the wave of technological innovation and seize the opportunity of technological innovation, they will show high growth, large enterprises can regenerate and small and medium-sized enterprises can grow. On the contrary, once enterprises ignore the emergence of new technologies, they will be eliminated by the wave of technological innovation.
(3) Monopoly and competition in the information industry
The monopoly of information industry is mainly manifested in the mainstream technology product market, which has evolved from a local monopoly to a global monopoly; The competition in the information industry is mainly manifested in the non-mainstream technology product market, which has evolved from antagonistic competition to complementary competition.
In the mainstream technology product market of information industry, because large enterprises are driven by economies of scale, monopoly first appears in local markets. At this time, enterprises with international monopoly status did not enter the market because they did not attach importance to it. However, with the passage of time, on the one hand, enterprises that have monopolized the local market have internal pressure to further expand, on the other hand, international monopoly enterprises have also targeted the local market and are ready to enter. At this time, the monopoly began to expand and gradually moved towards globalization. With the increasingly opening and integration of the global information market, the evolution trend of this global monopoly is more prominent. With regard to monopoly, it should be pointed out that in today's increasingly integrated world economy, the domestic market has become a part of the international market, and local monopoly is only a monopoly of regional market structure. Market entry and exit are still free, and there is also pressure to continuously improve products and production processes in the market, which does not constitute a monopoly from the perspective of market performance. Only by realizing monopoly in the global market can we truly achieve monopoly.
In the non-mainstream technology product market of information industry, most enterprises are small and medium-sized enterprises, and their influence and adjustment ability to market demand is very limited. Generally speaking, the price strategy is the only one that can be used effectively at this time, and the low level of the market in the primary stage has affected the space and level of competition. At this time, the game presents antagonistic characteristics. In order to survive, enterprises regard competition as a threat and try to avoid and reduce competition as much as possible. Therefore, we began to dig deep into the categories and levels of consumer demand, look for complementary technologies, segment the market, strengthen our competitive advantage, and make the market demand develop to large capacity and multi-level. At this point, the competition evolved from antagonism to complementarity.
Since 1990s, with the rapid development of science and technology, enterprise structure reform and management innovation have become the main melody melody melody in the world, and are accelerating their development. This puts forward new requirements for enterprise management. In recent years, new management experiences and theories have emerged in the world. From the general trend, it can be roughly summarized as the following main aspects. First, innovative management.
Now the world has entered a "borderless competition era". In the rapidly changing times, change is the only unchanging truth. Fixed routine management can no longer adapt, and it will be replaced by innovative management. The so-called innovation management means that it can quickly adapt to the rapid changes of science and technology and business environment, constantly carry out conceptual innovation, strategic innovation, institutional innovation, organizational innovation and market innovation, and infiltrate innovation into the management process as its regular main management responsibility. Second, every manager should be an innovator. Every enterprise should give full play to the creativity of all employees in order to establish a new mechanism. The third is enterprise personalization. In the fierce competition, it is difficult for enterprises that blindly imitate others to survive; A successful enterprise must be an innovative enterprise with personalized characteristics, and an enterprise that can create unique products and unique management methods.
Second, enterprise reengineering is a management revolution.
Since 1990s, the United States and other industrialized countries have set off a vigorous enterprise reorganization movement. In the west, the enterprise reengineering movement is regarded as the second industrial and commercial management revolution after the total quality management movement. 1A survey at the end of 994 showed that 70% of more than 600 large enterprises in Europe and America were carrying out enterprise reengineering plans, and the other half were actively considering them. Some companies in Asian countries have also begun to re-examine their business processes, organizational systems, efficiency and competitiveness. This movement has aroused close attention and great interest from the theoretical and industrial circles in various countries. Many people believe that the impact of this management revolution on today's enterprises can be compared with the impact of Adam Smith's division of labor theory on the business circles at that time two centuries ago.
According to Hammer's definition, to rebuild an enterprise is to fundamentally reconsider and design the original basic beliefs and business processes, with a view to achieving a great leap forward in the important indicators of measuring performance such as cost, quality, service and efficiency. The technical basis of this management revolution is the universal coverage of information networks to various departments and posts within enterprises. This enables employees to obtain any information related to their own business in the enterprise through the network, which greatly saves the circulation and delay of reports and data between different functional departments, shortens the whole production cycle, greatly simplifies management personnel and improves work efficiency. At the same time, it also helps to form a new situation in which every employee understands and cares about the overall situation in his own post. ?
Third, focus on global strategy?
The first is to develop and awaken resources on a global scale. In the development and allocation of business resources such as capital, labor, technology, etc., multinational companies gradually shift from domestic focus to global overall consideration and rational allocation, that is, allocate capital according to different profits and taxes and different financial risks in different regions; According to the technological development level and advantages of different regions, set up corresponding technological development centers, organize technological development, and enhance technological competitiveness; Utilize and develop human resources according to business needs. Second, multinational companies began to actively carry out international collaborative research and development. On the one hand, it pays more attention to the research and development of domestic enterprises and constantly improves the technical level; On the other hand, actively establish international collaborative research and development institutions to improve the comprehensive technical competitiveness. Third, establish an efficient production system based on international division of labor and cooperation. Multinational companies are changing the traditional management mode of domestic production, supplemented by overseas production, and strive to establish an efficient production system based on international division of labor and cooperation. Fourth, strengthen and improve the international marketing network. By activating local marketing talents or strengthening national training, multinational companies vigorously cultivate marketing talents who know both marketing and foreign languages and are familiar with local cultural characteristics and consumption habits; Improve the international network, establish an information exchange mechanism, improve the degree of information enjoyment, and grasp marketing quickly and accurately; Strengthen the connection between marketing and R&D, and develop marketable products according to market demand information. ?
Fourth, transnational multicultural management?
Management activities are combined with different cultures to form different management philosophies and styles. It has been analyzed that the management of the United States is centered on "law", while that of Japan is centered on "reason" and that of China is centered on "emotion". Law-centered management emphasizes respect for rules and order and the pursuit of Excellence, which keeps it in the leading position of innovative management. Rational-centered management pays attention to coming from behind and is good at improving the successful management mode of others; Pursuing utilitarianism at the expense of morality, pursuing group interests at the expense of individual management characterized by emotion, paying attention to exploring people's inherent potential and enthusiasm, and emphasizing the "human harmony" effect of management. Emphasis is placed on people's role and value realization, lax management of systems and regulations, and insufficient expression of rational spirit in personnel relations. ?
It is worth noting that through the research and reflection on the Japanese management model, the business philosophy of the United States is constantly changing, and it has begun to pay attention to the development of human resources and the stability of the workforce. Japan is also reviewing the shortcomings of the original management model, and then strengthening the personnel competition mechanism, ignoring seniority. With the rapid development of economic globalization, it is an inevitable trend to learn from and integrate management cultures. ?
Fifth, the quality requirements for business operators are higher?
The close relationship between the success or failure of an enterprise and the quality of its operators is increasingly recognized by the state and enterprises. Today's operators need to have at least the following four basic qualities in order to make their business successful. First of all, operators should be able to accept new challenges. In order to maintain vitality, enterprises must respond to the changing environment quickly and effectively. Due to the development of information technology, a decision can't take as long as before, but it must be made very quickly, even on the spot. To do this, business leaders need to be very familiar with their business environment. Second, business operators should have certain technical skills. Ignorance of technology will be harmful to making correct decisions at critical moments and losing market opportunities. We often talk about the Master of Business Administration (MBA), but what we need now is technical business management talents who know both business administration and engineering technology. Third, the success of enterprises now depends largely on the ability of their leaders to operate funds. Business operators should have sufficient knowledge of the financial market. There should be a special person in the leadership team who is responsible for the operation of the most important assets of the enterprise-cash, stocks and bonds. Fourthly, the success of an enterprise depends on the management and training of human resources. It is people, not machinery and equipment, that drive enterprises. Whether developing a new product or opening up a new market, employees' creativity is needed. Creativity needs an incentive mechanism. ?
Six, the establishment of cross-functional mobile organizations
Adapting to the rapid changes in the business environment requires organizations to have greater flexibility and greatly improve the overall comprehensive efficiency of the organization. In the past, the functional department system based on professional division of labor improved the professional level of management, but it also brought the disadvantages of division and difficulty in coordination between departments. Due to the interweaving of various management activities and the increasingly complex business environment, any important activities need the cooperation and cooperation of various professionals. For example, technology development or product design needs to understand the market and production situation, and needs to comprehensively pool the wisdom of market research, production, marketing, finance and other talents. Therefore, it is necessary to break through the strict division of labor, achieve specific goals and tasks, realize functional reorganization, establish a cross-functional mobile team, and enhance the vitality, efficiency and overall synergy of the system.
Seven, enterprise management from product-driven to customer-driven
Satisfying consumers will be the key to the success of future enterprises. Enterprises should not just accept this philosophy on the surface, but take it as the main driving force of business decision-making; We should not simply integrate customer needs into the development process of new products or services, but should take meeting customer needs as the basic principle of all activities of enterprises, and be willing and able to put customers at the center of the organization.
More and more enterprises begin to establish incentive and reward systems based on customer satisfaction. Customer-driven companies should abandon the traditional practice of only caring about price and product quality, and pay attention to customer value and total quality management. Therefore, enterprises will adopt customer information management system more and more early to monitor the changes of customer demand and its response to enterprises in time.
Eight, environmental protection has been paid more and more attention.
With the deterioration of the global ecological environment and the rising voice of environmental protection, people's values, behavior patterns and consumption psychology have undergone tremendous changes, and a new fashion has emerged that attaches importance to environmental protection, advocates nature and pursues health. Environmental protection industry will become a new potential point of international trade competition. Green marketing will become the focus of international marketing. Developed countries attach great importance to environmental protection industry and regard it as "sunrise industry" and the most promising "export industry".
As early as June 65438+March 0994, the US Department of Commerce listed the environmental protection industry as one of the key export enterprises, and stipulated that the environmental protection industry enjoyed export tax exemption. The Japanese government has put forward a green management plan with the theme of "265438+New Earth of the 20th century". Since 1990s, western companies have been practicing the concept of "green management".
Enterprises in China, especially large enterprises, should know more about the development trend of world economy and enterprise management, as well as the new things and contradictions that constantly appear in the development, seize the opportunity, conform to the international development trend, and strive to improve the management level of enterprises, so as to make China's economy achieve leap-forward development and make the Chinese nation stand on its own feet among the nations of the world in a highly prosperous state.