【摘要】：隨著全球化的急劇加速以及信息化的飛速發(fā)展,信息化已經(jīng)成為當(dāng)今世界的發(fā)展趨勢。當(dāng)前,人類社會正處于由工業(yè)社會邁向信息社會的轉(zhuǎn)型期,尤其近年來以云平臺、大數(shù)據(jù)、互聯(lián)網(wǎng)技術(shù)的飛速發(fā)展;信息經(jīng)濟(jì)、分享經(jīng)濟(jì)將逐步占據(jù)國民經(jīng)濟(jì)的主導(dǎo)地位,而以通信技術(shù)、微電子、計算機(jī)以及物聯(lián)網(wǎng)相關(guān)的技術(shù)將成為社會發(fā)展的動力。全球信息化正在引導(dǎo)世界政治、經(jīng)濟(jì)、社會、文化和軍事的深刻變革,并將重塑這一世界格局。加速、加強(qiáng)信息化的發(fā)展已經(jīng)成為世界各國的一致選擇,其中企業(yè)的信息化尤為關(guān)鍵。但企業(yè)的信息化不是一項簡單的工程,需要從企業(yè)的價值觀、企業(yè)運營戰(zhàn)略、組織結(jié)構(gòu)、管控方式、再到實施方法以及技術(shù)保障等與之相適應(yīng),否則將適得其反。因此,如何正確的制定一個企業(yè)、集團(tuán)的信息化戰(zhàn)略尤為重要。作為一家成立三十年、下轄6個上市公司的集團(tuán)化企業(yè),各分、子公司都具備一定規(guī)模的信息化團(tuán)隊和技術(shù)力量,也制定過信息化的發(fā)展方向的戰(zhàn)略。但通過實際調(diào)研發(fā)現(xiàn),集團(tuán)內(nèi)部各個產(chǎn)業(yè)集團(tuán)、集團(tuán)公司、企業(yè)的信息化戰(zhàn)略仍然有缺失,或者是僅僅處于本企業(yè)的高度來確定信息化發(fā)展方向,但在全集團(tuán)的層面上沒有形成統(tǒng)一的發(fā)展戰(zhàn)略,產(chǎn)業(yè)集團(tuán)間信息化壁壘嚴(yán)重,在信息化方面沒有統(tǒng)一的、整體的、清晰的發(fā)展方向。本文在分析了A集團(tuán)下屬的各個產(chǎn)業(yè)集團(tuán)的信息化現(xiàn)狀后,并對現(xiàn)階段存在的問題進(jìn)行了深入分析和研究。同時借鑒了國內(nèi)先進(jìn)的多元化集團(tuán)的信息化發(fā)展戰(zhàn)略,提出了多元化集團(tuán)化公司的信息化戰(zhàn)略的制定必須要以集團(tuán)的“管控模式”作為基礎(chǔ),在集團(tuán)層面上建立“一個IT治理架構(gòu)”、“兩個核心體系”、“三個平臺”;而各產(chǎn)業(yè)集團(tuán)根據(jù)各自的行業(yè)、業(yè)務(wù)模式、盈利模式制定各自的發(fā)展戰(zhàn)略。同時,作者在提出具體的戰(zhàn)略方向后,并建議配套形成相關(guān)的規(guī)劃體系、制度體系、評價體系以及內(nèi)部培訓(xùn)機(jī)制,以期具體戰(zhàn)略規(guī)劃的有效執(zhí)行與落地。
[Abstract]:With the rapid acceleration of globalization and the rapid development of information, informatization has become the development trend of the world. At present, human society is in the transition period from industrial society to information society, especially in recent years, with the rapid development of cloud platform, big data, Internet technology, the information economy and sharing economy will gradually occupy the leading position of the national economy. Communication technology, microelectronics, computer and Internet of things related technologies will become the driving force of social development. Global informatization is leading the profound changes in world politics, economy, society, culture and military, and will reshape this world pattern. Accelerating and strengthening the development of information technology has become a consistent choice in the world, in which enterprise informatization is particularly critical. But the informatization of enterprise is not a simple project, it needs to adapt to it from the enterprise's values, enterprise operation strategy, organization structure, management and control mode, and then to the implementation method and technical guarantee, otherwise it will be counterproductive. Therefore, how to correctly formulate an enterprise, group information strategy is particularly important. As a collectivized enterprise under the jurisdiction of six listed companies for 30 years, each subsidiary company has a certain scale of information team and technical strength, and has also formulated the strategy of the development direction of information technology. However, through actual investigation, it is found that the informatization strategy of various industrial groups, group companies, and enterprises within the group is still missing, or is only at the height of the enterprise to determine the direction of informatization development. However, there is no unified development strategy at the whole group level, the barriers of informatization among industrial groups are serious, and there is no unified, integral and clear development direction in the field of informatization. After analyzing the information status of each industry group of group A, this paper makes a deep analysis and research on the problems existing in the present stage. At the same time, the paper draws lessons from the information development strategy of the domestic advanced diversified groups, and puts forward that the formulation of the information strategy of the diversified collectivized companies must be based on the "management and control mode" of the group. On the level of group, it establishes "one IT governance structure", "two core systems" and "three platforms", while each industry group formulates its own development strategy according to its own industry, business model and profit model. At the same time, after putting forward the specific strategic direction, the author suggests that the relevant planning system, evaluation system and internal training mechanism should be formed in order to carry out the specific strategic plan effectively and fall to the ground.
【學(xué)位授予單位】：對外經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F719

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