From Party A and Party B to “round table development”, rely on no code to cure the big company disease of informatization

The following is the From Party A and Party B to “round table development”, rely on no code to cure the big company disease of informatization recommended by recordtrend.com. And this article belongs to the classification: Industry information.

At the end of May, I talked with a friend who was engaged in information technology. The number of his company exceeded 12000, accounting for more than 30% of the domestic share of his industry. Since 2021, the company has made it clear that digitalization will be one of the important strategies of the company in the next stage. The company has an information technology team of about 150 people (this friend is responsible for a team of about 50 people). In the face of such a strategic decision, there are mixed emotions, motivation and pressure.

We discussed various difficulties in the implementation of informatization in enterprises. During the discussion, it was found that many problems can only be experienced by enterprises with a certain scale of informatization, and these problems also commonly exist in most “large companies”.

Problem 1: difficult operation and maintenance of core system

The company’s system was designed in 2015 and officially launched in 2017. Five years is not long for the life cycle of a core system, but it is tired and can’t walk any longer.

Due to various reasons, the composition of the team has changed a lot, and the colleagues who were initially responsible for development are no longer there. The document maintenance at the initial stage of the project is not standardized, resulting in the lack of old logic and difficult to clarify. New teams often need to spend multiple manpower to get started, and the team’s troubleshooting and repair work need to spend multiple manpower.

However, the stability of the core system often involves the normal operation of the core business. No matter how small a mistake is, it will directly lead to varying degrees of business losses. Behind all the stability is the investment of cost. In order to ensure this degree of stability, a large information technology team often accounts for more than 50% of the R & D resources for the maintenance and quality assurance of existing products. This number continues to rise with the complexity of the core system.

Sadly, the “business loss” caused by stability did not decrease, but appeared in the financial statements in the form of “it cost”.

Problem 2: long information collaboration links and poor response

The “big” of large companies is first reflected in the complex and huge organizational structure. The company has more than 12000 people, a total of 5 branches and about 40 laboratories scattered throughout the country. In order to serve these 12000 people for cooperation and management, the company has established an information technology team of more than 150 people; In order to maintain such a team, the company needs to pay a total of tens of millions of costs every year, which is comparable to the annual revenue of a small enterprise. Such a level of investment is unimaginable for most companies.

The centralized it informatization team plays the role of Party B in the enterprise and undertakes the informatization needs of various subsidiaries and business departments. In the case of limited resources, there are often mutual crowding and queuing phenomena, and often a very small functional demand scheduling is prone to a waiting cycle of months. Not only can I not get in line, but even if I get in line, the landing quality is not satisfactory. The huge organizational structure weakens the relationship between departments, and the centralized IT team is getting farther and farther away from the business front line, resulting in a huge information gap and poor understanding between Party A and Party B. this gap directly leads to the poor implementation effect or even failure of the final demand.

The concentrated exposure of these problems in this company is not accidental, but a common phenomenon in large enterprises. The informatization of large enterprises has fallen into a strange circle: “more and more investment, but the effect is getting worse and worse”. The “big company disease” of informatization is like an elephant in the room, which is obvious but difficult to change. Everyone bears it silently, and then continues to carry on.

Disadvantages of “Party A and Party B” coordination

The scarcity of means of production and the barriers to the use of production tools have led to the cooperation mode between Party A and Party B. This basic principle also takes effect in the field of “informatization”. We found that it is the malpractice of this “Party A and Party B” information cooperation method that causes the above-mentioned chaos.

Drawback 1: there is a gap in the understanding of needs between Party A and Party B

Software development is a highly professional work, which includes two important “tasks”:

Task 1: design abstract business requirements into operable system functions;

Task 2: implement the system design of task 1 through code;

In the past, we paid much attention to the professionalism of “task 2”, but neglected that the business logic design of software in “task 1” was also professional. Most it developers do not lack the professionalism of coding ability, but lack the in-depth understanding of business needs / pain points. The organizational structure and business processes of large enterprises are often large and complex. Most it developers are very far away from the front line of business, and business problems have both breadth and depth, so it is difficult to have personal experience without actual experience.

It developers can realize the importance of “requirements understanding”, but they are often powerless in front of a large number of development schedules. This gap leads to the failure to guarantee the service quality of Party A and Party B. Low service satisfaction. This practice of sacrificing “development quality” and pursuing “development quantity” is not desirable, but it developers who are in it have no ability to reverse the situation.

Drawback 2: the centralized collaboration between Party A and Party B lacks the flexibility to respond to business changes

In the vuca era, the cycle of enterprise business changes has been greatly shortened. There are higher requirements for the flexibility of information work, and more than 59% of Chinese it developers agree that the software development speed of their enterprises needs to be accelerated.

However, under the cooperation mode of Party A and Party B, all business system requirements in the enterprise are completed through a huge information center. A standard R & D process includes requirements sorting, scheme design, landing R & D, quality testing, version release and other links, and each link is implemented by a specially assigned person. The greater the number of project participants, the greater the difficulty of collaboration. The problems of information loss and low efficiency in the process also occur repeatedly. All business departments’ preemption of centralized scheduling resources has also become a negative sum game within the enterprise, increasing unnecessary costs.

All this makes the response cycle too long, and the system has become an “expired product” before it is developed. These have greatly increased the risk of information technology investment. Enterprises invest a lot of money in information technology investment every year, and most of them are in a situation where the return ratio cannot be determined. It is no wonder that most business owners want to do informatization but dare not.

Facing this situation, we need to make changes.

Make changes: from “Party A and Party B” to “round table”

The story of the twelve Knights of the round table is deeply rooted in the hearts of the people. According to the legend, Arthur, the British king, led such a group of excellent knights, who stormed the battlefield and discussed domestic affairs at the round table. Since modern times, round table conferences have repeatedly played a role in key historical nodes, greatly accelerating the node process of relevant historical events.

“Round table” represents equal dialogue, intensive information exchange, and cooperation in performing their respective duties, which blurs the boundary between “Party A and Party B”, as well as the boundary between “producers” and “users”. Looking back at history, we can see that the popularization of technology in various fields is a revolution to “Party A and Party B”.

From professional media to we media (blurring the boundary between content consumers and content producers);

From professional video to short video (blurring the boundary between video consumers and video producers);

……

The threshold of technology and tools is lowered, enabling users to participate in the production process, thereby exponentially improving the overall productivity.

We are glad to see that due to the ease of use and low threshold of “building a platform without code system”, the “light flow” is realizing the historic transformation of business personnel’s participation in the development of information systems. More and more business personnel have completed the digital transformation of their own business through short-term and rapid learning. By lowering the threshold of application software technology, a new type of talent is increasingly emerging in enterprises, which Gartner calls “business technicians”. With the emergence of “business technicians”, the role of Deep Participation in enterprise informatization has become more and more diverse. We find that the boundary between it and non it is becoming blurred.

Both system users and professional developers can use their own tools to give full play to their advantages and work closely and efficiently to complete the implementation of the application system in a round table. This is the collaborative method of “round table development” we advocate, which enables various roles to complete the system implementation through a high degree of collaboration and perform their respective duties in a round table.

Source: yanqidong, CPO, co-founder of Qingliu, the content has been deleted. Read more: China electricity Union: 2021 China power industry annual development alliance: how to optimize product design through data? Pew: in 2013, vine like tools pushed up the video upload ratio to 31%, double that of 2009. 2022 CICC auto white paper: insight into the future. Shence data announced that $44million of round C financing was led by Warburg Pincus investment, and all round AB investors followed. On June 22, 2015, Facebook’s market value exceeded Wal Mart’s $236billion 36kr: China’s Internet Entrepreneurship & financing analysis report in the first quarter of 2013. From the number, we can see the game between Amazon and publishers. Mainstream marketing The first online release of the grand prize: 2020 golden touch grand prize announced turn & Ann rabbit: the most value preserving second-hand mobile phone in 2020 is iphonex wechat: 2017 wechat brand rights protection report deals with more than 35000 fake complaints a year financial magazine: Alibaba will provide 100million jobs, with a transaction volume of 10trillion InformationWeek: Enterprise Cloud application survey report as of 2021 Q3 Sony PS 5 sales of more than 13million units sonatype: 2020 software supply chain status report edit rel ated Posts

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