What are the common problems in enterprise informatization?

The main problem at this stage is that understanding is the first. Without raising awareness, it is impossible to generate enthusiasm for action, and of course it is impossible to achieve better results. Many people don't realize that information systems can manage enterprises in an orderly way, provide valuable decision-making information for leaders, and do better than others in speed and accuracy. The high-level understanding of enterprise informatization is incorrect and insufficient. Some enterprises with better conditions are satisfied with the present situation and think that enterprises can still do well without improving information construction. Therefore, they do not pay enough attention to enterprise information construction. In the initial stage of enterprise informatization, some senior leaders of enterprises have high expectations for information technology, hoping to obtain higher benefits through enterprise informatization. In this way, once they see the increase in investment costs, they lose confidence without obvious improvement in benefits. Senior leaders can't look at problems from a long-term perspective, and they are eager for quick success and instant benefit, which is not conducive to the sustainable development of information construction. Some managers have rich long-term management experience. They often attach importance to their subjective understanding, cling to their shortcomings, and are unwilling to actively analyze and absorb new management methods and advanced management means. Informatization poses a great threat to their status. Because of the traditional habitual thinking, active advocates continue to use outdated management ideas or outdated management methods. What they need to learn is not simple operation methods, but management ideas for obtaining analysis and decision-making information. Professional and technical personnel are becoming more and more narrow because of the increasing complexity of modern technology. Facing the reality that the whole system lacks coordination and interconnection, and the system is in a fragmented situation, which affects the overall efficiency, technicians cannot get rid of various constraints and restrictions. There are two extremes in the formulation of organizational strategy: taking information system as the strategic goal of the organization; On the one hand, information system is independent of organizational strategy, and organizations mistakenly regard information system as their strategic goal. So a lot of time, energy and countermeasures are spent on how to make this "goal" complete and the input of information change. This paper comes from the fact that the secretary website is getting bigger and bigger, but while maintaining the scale and efficiency required by the company strategy, the organization has not gained the flexibility and quick response ability to meet the future challenges, and even some companies have fallen into operational difficulties. On the other hand, there are many uncoordinated developments between the application of information system and the management strategy of the organization, which leads to many single applications and lack of overall benefits. Although a lot of work has been done in the development and application of computer management information system, a lot of money has been spent, and a single application has achieved certain results, but it has not produced due economic benefits. On the contrary, countless "information islands" have been built, which have not realized information exchange and sharing, but have produced huge negative benefits and made organizations bear high risk costs.