昆明钢铁信息化规划及治理报告.ppt

昆钢集团管理模式设计 * What will be the key roles， responsibilities and management processes for IT governance， business management， service delivery and customer management? With an ESP business model， silo-d organizational structures are replaced by a service- and process-based structure. Three management roles are essential. First， relationship or account managers facilitate the realization of service value relative to expectations. They are the communication bridge between specific clients and the ISCO’s broadly managed services. As such， these managers are pivotal to a given customer’s satisfaction with the services it receives， and the managers should be empowered to make reasonable commitments on behalf of the service organization to resolve problems and enhance value. Second， product managers are responsible for designing and developing effective， efficient and valuable service tailored for the customer base. This includes managing gradations in service-level offerings. Third， delivery managers ensure process efficiency and reliability across the entire range of services supported and supervise day to day process execution via integrated process teams. All three roles fundamentally require good business judgment to ensure that the delivery cost of a service does not exceed its value. Action Item: Organize around services and processes， and create appropriate management roles. Tutorial: Skill， platform or functional silos are giving way to organizational structures dedicated to service fulfillment. As a result， entirely new roles are surfacing in shared service organizations groups， such as delivery managers and product owners. Source: Gartner Research 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 已修改 昆钢集团管理模式设计 * 已修改 已修改 昆钢集团管理模式设计 * 已修改 谢谢！ 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 已修改 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 已修改 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 昆钢集团管理模式设计 * 已修改