The research of AMT, a management consulting company, shows that with the deepening of the reform of state-owned enterprises, many diversified group enterprises of different scales have formed in China under the impetus of SASAC or other government investors such as the central government, provinces and cities. Although there are great differences in the composition, formation process and management level of various groups, with the needs of their own development and the vigorous promotion of investors at all levels, most of them have formed group-type enterprises with investment holding as the organizational model and diversified industries as the business content.
AMT Consulting believes that from the perspective of group management and control mode, these enterprises gradually try and choose among three basic modes of investment management, strategic management and operation management according to their own characteristics. For unrelated diversified groups, investment control or strategic control mode is mainly adopted. With the continuous improvement of market openness, competition level and enterprise management level, more and more diversified groups are gradually moving from investment control to strategic control mode under the background of reducing business risks and highlighting the management requirements of state-owned assets in their main businesses.
Then, under the background of this change, how should the strategic control group position its headquarters information management? How to realize the strategic value of informatization? This is the confusion of many enterprises. AMT Consulting will discuss with you from the following case practice.
In the development process of more than 20 years, Group A has chosen the road of strategic management and control through continuous exploration. At the same time, in the process of information construction, the unique development ideas have been gradually formed, and the strategic value of information technology has been verified in the initial construction.
Strategic positioning, the strategic input source of group informatization
Since 2003, Group A has carried out planned group informatization construction, but at that time, the idea of group management and control focusing on strategic management and control has not yet been finalized. The general idea of informatization construction is to take finance as the main line, from the group headquarters to the main subordinate enterprises, to build a comprehensive financial system, with the integration of various business systems as the core. Due to the great differences in business models and management models of various industries and departments, this information construction model is time-consuming, costly and difficult to implement. After several years of construction, although the enterprise has made some achievements in some sectors, it has not achieved any results in the overall management and control of the group.
After 2008, Group A gradually defined the strategic orientation of "strengthening and expanding modern service industry, developing traditional industries healthily, planning strategic emerging industries, and building a modern international enterprise group with strong investment and financing capabilities and sustainable development potential". According to the strategic needs and the actual situation of large-scale diversified investment holding enterprise groups, the group began to implement the management and control mode of "specialized operation under the control of strong headquarters". Group headquarters is the strategic management center, investment and financing decision-making center, financial and asset management center, capital operation center and human resource management and control center of the whole group, and each industrial sector is the market subject of specialized operation. At the same time, the group also established a control index system based on the balanced scorecard to support the group's strategic management, business plan, comprehensive budget, business management, audit supervision, performance appraisal and manager evaluation.
In this context, how to meet the strategic management and control needs of the group, how to better serve the management and control of the strong headquarters, how to connect the informatization construction of the group headquarters with the subordinate sectors, and what mode should the group adopt for informatization management and control? Facing the new tasks and challenges of informatization construction, after careful consideration, Group A decided to adjust the thinking of informatization construction, implement informatization strategic planning, establish an informatization support system for service group management and control, and reshape its strategic value.
Innovating planning and defining the strategic direction of informatization
In 2009, with the formulation of a group's three-year informatization construction plan, the group's informatization construction embarked on the road of transformation. The group's new informatization planning aims at "operability and landing", trying to make informatization capability one of the core management capabilities of Group A through planning, and promoting the group to build a high-level informatization platform and perfect informatization organization.
Innovate the structure and fully support the group management and control mode.
According to the idea of group strategic management and control, informatization strategic planning innovatively puts forward the group informatization framework of "1+5+3", which makes it clear that informatization construction takes strategy as the core, supports the group strategic development through five links: strategic construction, strategic implementation, strategic monitoring, strategic evaluation and strategic support, and constructs three major group management and control guarantee systems: process management system, conference-based decision-making system and knowledge management system.
Hierarchical management and control, repositioning information function
According to the requirements of the three-level control structure of the Group and the strong control of the headquarters, the planning repositioned the functions of information management departments at all levels. With the overall orientation of "overall planning, standardization, hierarchical management and control, and summary analysis" and the purpose of "operability and landing", the informatization of the group headquarters promotes the group to build a high-level informatization platform, making informatization capability one of the core management capabilities of Group A, and positioning each industry sector as "independent construction" and "professional management". The information system of headquarters and various industry departments is applied layer by layer to ensure the connection between superiors and subordinates and the sharing of resources through norms and standards.
Get quick results and gradually promote information construction.
The plan defines the idea of "fast, effective and step by step" to promote informatization, and strives to make informatization construction promote the continuous improvement of the management level of the group. In promoting the strategy, priority should be given to the informatization construction supported by the strategy, and then the construction of strategy construction, strategy implementation and strategy monitoring should be carried out step by step, and finally the construction of strategy evaluation should be gradually realized.
It will be implemented in the three-year construction plan from 20 10 to 20 12. The specific contents are as follows: in 20 10, the foundation will be laid for intensive construction, and the strategic support for basic management and control systems will be focused on, which will basically support the main management functions of the group and initially develop the monitoring system; 20 1 1 Deepen the application, deepen the construction of strategic support classes, and spread out the system construction of strategic construction, strategic implementation and strategic monitoring in an orderly manner to realize the good integration of informationization and group management mode; 20 12 comprehensively optimize the tree benchmark, strengthen the optimization and integration of the above systems, focus on building a strategic monitoring system, completely realize the solidification and comprehensive support of a management model, and set an industry benchmark.
Within three years, the Group Headquarters plans to invest a lot of money to organize the construction of more than 20 informatization projects, and build seven informatization platforms, including collaborative office and knowledge management, human resources, auditing, strategic competitive intelligence, planning and budgeting, consolidated statements and business intelligence platforms, and simultaneously carry out the supporting informatization construction of a number of Group management upgrading projects to fully support the "1+5+3" system.
The strategic value of intensive construction and informatization has achieved initial results.
In 20 10, under the theme of "laying the foundation for intensive construction", the informatization construction of the group headquarters focused on promoting the construction of eight major projects in three strategic links, and achieved important phased results, realizing the basic support of the information system for the management function of the group. [page] Building a competitive intelligence system-the "source flowing water" of strategic construction.
As Group A has several industrial sectors and listed companies, it needs to obtain a lot of macro information, industry data and competitors' business data as the basis for formulating medium-term strategies and annual plans. Therefore, the Group established a professional strategic competitive intelligence system, purchased competitive intelligence data, customized the group management and control analysis index model, accelerated the collection of external data, strengthened industry analysis and benchmarking analysis, and provided support for high-level decision-making.
Data System for Strengthening Enterprise Management and Control —— Kanban of Strategic Monitoring
In terms of strategic monitoring, we have built a management and control information platform for group monitoring with finance as the core. Group A is characterized by many subordinate enterprises, complicated equity relationship and separation of governance structure and management structure. Internally, it needs clear financial information of the group. Externally, it is necessary to regularly disclose information to relevant government units in Guangdong and Hong Kong, Hong Kong Securities Regulatory Commission and other institutions, which requires accurate consolidation of financial data and management data. The Group has improved the quality and efficiency of headquarters accounting by building a consolidated financial statement system of the Group, realized the rapid generation of accounting standards statements in China Mainland and Hongkong, and met the needs of information disclosure and internal business decision-making of institutions at all levels.
The core work object of group headquarters is the management report of strategic monitoring link, which aims at monitoring, adjusting and controlling the operation of subordinate enterprises. In the future, we will consider using BI system to collect, manage, analyze and display the operation data. In order to cooperate with the implementation of the group management and control system, according to the requirements of the construction of the group management and control index system based on the balanced scorecard, the informatization personnel of Group A actively explore the construction mode of the business intelligence system to support the monitoring and analysis of the implementation of the group's strategy and business plan.
At the same time, the transparency and accuracy of subordinate enterprises' business information is the basis of strategic performance evaluation. Therefore, the headquarters of the Group actively promotes the construction of the audit system and comprehensively improves the quality and efficiency of the internal audit work of the Group.
Perfecting Information Communication and Cooperation —— Infrastructure Construction Supported by Strategy
First, focus on building a collaborative office and knowledge management platform for the Group. Group A has a large management scope, a long management chain and many management enterprises, and its internal information flow, external information exchange and internal management system are very complicated. The establishment of the platform system of collaborative office and knowledge management in the group has promoted the transformation of the managers in the group headquarters from transactional work to analytical work, promoted the standardization and efficiency of management, and changed the traditional office mode. In the process of system construction, the informatization personnel of Group A comprehensively combed, standardized and solidified the business processes of the group headquarters, made great efforts to promote the research and discussion of knowledge management, initially established the group knowledge management system and solidified it in the system application, which promoted the accumulation, enjoyment and application of the group knowledge.
The second is to build a human resources platform to support the group's talent structure model and talent strategic planning.
Clear the thread and improve the level of information governance
The characteristics of large span and small * * * of the subordinate industries of the group determine that the group headquarters cannot completely replace the information construction of the subordinate industries. The informatization governance model of a certain group is based on the principle of "hierarchical control and summary analysis" and adopts a hybrid vertical informatization governance model to clarify the promotion and enjoyment of informatization of subordinate industrial sectors by the group headquarters. The informatization construction of all sectors of the industry revolves around "planning its own development, strengthening project construction, coordinating with the headquarters system and continuously improving the management system".
At present, on the one hand, the headquarters strengthens its own information planning, establishes the information submission platform for subordinate sectors, comprehensively standardizes the information management and knowledge management of the headquarters and subordinate sectors of the Group, unifies the process requirements of information collection, submission and release, and improves the timeliness and efficiency of information sharing of the Group. At the same time, carry out the publicity and promotion of the Group's informatization construction, track the latest situation of the Group's informatization construction in time, compile monthly information, and strengthen the sharing of experience between the headquarters and various departments and institutions in informatization project construction.
Practical experience-strategic center, closely linked with management.
Under the guidance of group strategy and informatization planning, the informatization work of Group A is progressing in an orderly manner and has achieved initial results. In the process of exploring the informatization construction of large strategic control groups, Group A has always focused on how to reflect the strategic value of informatization. In the process of construction, the informatization personnel of group A have a deep understanding.
Scientific Planning —— An Important Premise of Informatization
Scientific planning is an important prerequisite for effectively promoting informatization. In the informatization construction of Group A, strategic planning is the first level; Business plan is the second level, which is the annual implementation of strategic planning; Informatization is the operational means to implement strategic planning and business plan, which belongs to the third level. The first two levels determine the third level, that is, the strategy and management model must go first. Therefore, information planning must focus on strategic planning and closely follow the business plan. If we develop independently from the first two and do not dynamically examine information work with strategy as the center, it will be easy to pay attention to the advanced technology and ignore the direction and sustainability of the company's long-term interests. In management, it is easy to focus only on adapting to the current management model and ignore the long-term strategic development needs of the group.
The Group's informatization planning attaches importance to "operability and feasibility", that is, planning is not only to define the construction direction and blueprint of informatization system at the strategic level, but also to implement the planning on specific projects and define the budget. At the same time, the planning should not be limited to the group headquarters or information-related departments, but should be actively promoted by the information department, constantly communicating with all levels of the group, so that the whole group can have a clear understanding of the development ideas and construction of informatization, so as to unify their thinking and form a joint force.
High-level promotion and resource matching-an important guarantee of informatization
Leadership support, sound organization and extensive participation are important guarantees for the orderly advancement of informatization. Leaders' attention to informatization plays a key role in the informatization construction of the group. First of all, the group leaders position the role of informatization from a strategic height and implement informatization as the key work of group management innovation; Secondly, the group leaders consciously participate in the application of informatization, actively make decisions at key nodes, and at the same time fully escort the informatization construction in terms of organization and resources. Third, with the support of the group leaders, during the strategic planning period from 20 10 to 20 12, the group's investment in informatization remained at a high level, which provided strong support for informatization construction.
The informatization construction needs a solid organizational guarantee, and needs to ensure the staffing of informatization personnel of the Group and its subordinate sectors, and ensure the technical level and structural balance of professional and technical personnel and application promotion personnel; IT is necessary to clarify the IT governance model of the Group, clarify the responsibilities and division of labor of the information organization structure at all levels, and provide basic conditions for the information construction of the Group.
Informatization must be "customer-oriented"-the promotion method of informatization.
Full participation, enhanced communication, empathy, and "customer-oriented" information construction. Informatization is a process of full participation, and the mass base is very important. All departments of Group A, from leaders to business backbones and ordinary employees, actively offer suggestions for informatization, actively explore the combination of their own work and informatization, and consciously use and promote information systems.
Strengthening communication and empathy is an important method for the smooth progress of informatization. Business demand is the first driving force of informatization construction. Without business support, informatization work is difficult to carry out. Group A AMT consulting experts and informatization personnel have a deep understanding of the business field together, and strive to make the information system fully and effectively support the business needs of front-end users and build an information system that supports the efficient work of the department; Highlight business characteristics, study management improvement methods in professional fields, and better provide decision support for leaders. At the same time, we should put user experience in an important position in information work. The convenient and simple operation mode of the application system can effectively promote leaders and employees to use the information system and improve work efficiency.
Informatization construction is a process of advancing with the times and rolling development. With the help of AMT consulting, Group A introduced the internationally advanced strategic tool, Balanced Scorecard (BSC), which was fully promoted within the Group. Group A's informatization work will update new management ideas and new strategic tools into the informatization planning in combination with the group's management and control requirements, and take the implementation of performance management, risk management and intelligent analysis as the key contents of the next informatization work, and comprehensively spread the construction of various application systems.