20xx年ciosummitmtrcorporation(编辑修改稿)

20xx年ciosummitmtrcorporation(编辑修改稿)内容摘要：

Driving Force: • Escalating manpower costs • Difficulties to retain talents • Rapidly changing/advancing technology • Increasing platforms and tools • Shortened timetomarket • Resource constraints/headcounts limit • Lack of expertise and experience • Economy of scale • Industry best practice 7/5/2020 Page 30 MTR Corporation Sourcing Options • Total inhouse • Cosourcing (onsite) • Insourcing (onsite) • Outsourcing (nearshore) (offshore) 7/5/2020 Page 31 MTR Corporation Achieving bestofbreed • Costs • Performance • Knowledge • Expertise • Experience • Quality • Process 7/5/2020 Page 32 MTR Corporation Other Considerations • Location • Travel • Communications effectiveness • Language • Security • IP protection • Legal consideration • Tax • Responsiveness • Ease of doing business 7/5/2020 Page 33 MTR Corporation Approach • Strategic Framework • Assessment 7/5/2020 Page 34 MTR Corporation Agenda 1. Green IT 2. Strategic/Integrated Talent Development 3. Sourcing Strategy and Global Sourcing 4. Merger and Acquisition 5. Vendor Consolidation 6. Enterprise Architecting 7. Business Intelligence 8. Business Process Management 9. Software as a Service (SaaS) 10. Unified Communications 11. Embedded Open Source 12. Corporate Social Responsibility (CSR)/Sustainability 7/5/2020 Page 35 MTR Corporation Merger and Acquisition • Multinationals and cross boundaries • Varying sizes • Need to address and integrate cultures • Need to retain expertise, domain knowledge and talents • Need to deliver synergy • Need to pliment markets products and services • Need to integrate structures, functions, and processes • Need to streamline and rationalise processes 7/5/2020 Page 36 MTR Corporation Merger and Acquisition • IT Function can be the enabler to integrate the merged anisations, and its business processes • Early IT integration will help to deliver synergy and unify the 2 anisations and teams • Communications and Human Resources are keys to success • Customers facing systems should also be integrated early 7/5/2020 Page 37 MTR Corporation Merger and Acquisition • “Merger of Equal” is much more challenging • CIOs need to take a proactive role • Significant planning, but do not ‘over’ analyse. Speed is important 7/5/2020 Page 38 MTR Corporation Merger and Acquisition Phases for Merger IT Integration 1. Preliminary Planning (quick and dirty) 2. Merger IT Strategy Development – set rules 3. Merger IT Integration Planning – take stock of applications, infrastructure, users, resources, EUC, select applications, prioritise, budgets 4. Execute projects for Day 1 5. Execute rest of integration projects 7/5/2020 Page 39 MTR Corporation Merger and Acquisition • “Adopt andgo” • Minimum Business Process Reengineering • Set up IT Governance Approval, Reporting • Merger IT Programme Management Office is essential • Users Involvement • Assumptions, Validation, Confirmation • Change Control • Develop a prehensive “Readiness Check List” 7/5/2020 Page 40 MTR Corporation Agenda 1. Green IT 2. Strategic/Integrated Talent Development 3. Sourcing Strategy and Global Sourcing 4. Merger and Acquisition 5. Vendor Consolidation 6. Enterprise Architecting 7. Business Intelligence 8. Business Process Management 9. Software as a Service (SaaS) 10. Unified Communications 11. Embedded Open Source 12. Corporate Social Responsibility (CSR)/Sustainability 7/5/2020 Page 41 MTR Corporation Vendor Consolidation • 20xx20xx, witnessed increasing numbers of Mamp。 A (IT hardware and software vendors, as well as service providers), expect trend to continue • Vendors will be consolidating products • CIO needs to take stock and analyse potential impact • Regular dialogues and munications with vendors fat senior level are essential to understand vendors’ strategy and directions • Crosscheck with other users 7/5/2020 Page 42 MTR Corporation Agenda 1. Green IT 2. Strategic/Integrated Talent Development 3. Sourcing Strategy and Global Sourcing 4. Merger and Acquisition 5. Vendor Consolidation 6. Enterprise Architecting 7. Business Intelligence 8. Business Process Management 9. Software as a Service (SaaS) 10. Unified Communications 11. Embedded Open Source 12. Corporate Social Responsibility (CSR)/Sustainability 7/5/2020 Page 43 MTR Corporation Enterprise Architecture • Enterprise Architecture is the description of the current and/or future structure and behavior of an anization39。 s processes, information systems, personnel and anizational subunits, aligned with the anization39。 s core goals and strategic direction. • Although often associated strictly with information technology, enterprise architecture relates more broadly to the practice of business optimization in that it addresses business architecture, performance management, anisation structure and process. • The Federal Enterprise Architecture (FEA) reference models serve as a framework to guide Federal Agencies in the development of their architectures. The primary purpose of creating an enterprise architecture is to ensure that business strategy and IT investments are aligned. As such, enterprise architecture allows traceability from the business strategy down to the underlying technology. • Many panies (BP, Intel) have applied enterprise architecture to improve their business architectures as well as to improve business performance and productivity. 7/5/2020 Page 44 MTR Corporation Enterprise Architecting Enterprise Architecture is about understanding all the different elements that make up the enterprise and how those elements interrelate, including its goals, principles, objectives in the context of People, Processes。