毕业论文代写：大众汽车的IT策略。通过对大众汽车公司的案例分析，分析该公司目前的IT状况，该公司已经侵害了利益相关者。在为跨部门开发IT能力的业务部门提供资金时，公司面临着让每个人都参与进来的问题。当组织创建IT策略时，组织有必要通过仔细研究其过去的业务问题和当前的业务策略来开发它(Robson, 1994)。整合以前的战略问题和当前修订的知识将有助于公司起草一个更成功的IT战略。在大众汽车的案例中，该公司过去已经看到了一些战略问题。也就是说，这家公司遭受了损失，因为公司的战略是以新产品推出为中心的。公司将引进新产品，并依靠新产品来提高销售。接下来毕业论文代写专家将为同学们讲解下大众汽车的IT策略。
大众在制定IT战略时，应该考虑到它在战略中所面临的问题的形式。大众本应拥有更加稳固的全球前景。它应该从一开始就寻求一个跨其所有单元集成的It实践。这将减少它在向GedUSA转移it知识时遇到的问题。类似地，使用多个IT服务提供商问题也可以减少。因此，直到2002年，该公司才能够在IT单元中引入单点治理。
当公司提出一个新的IT解决方案时，公司中的一些人可能会发现这个解决方案不如其他人有效。内部客户需求不会完全转化为可交付产品，公司有时不得不以一种更主观的方式来看待他们的IT产品，这种方式基于它在组织中对谁有利。Luftman等人(1999)提出了组织中的促成者和抑制者的概念。使能者可能是与IT工作密切合作的部门。使能者是那些能够很好地优先考虑他们的需求，并理解短期目标和长期目标之间的区别的人。另一方面，在进行IT开发过程时，不会涉及到阻碍因素。他们的目标更死板，不会区分短期目标和长期目标。他们还可以在公司中引入优先级问题。在大众公司的IT架构中，IT项目的形式大约是40个项目，此类IT项目的资金需求大约是2.1亿美元。在这种情况下，在6000万美元的上限下，有必要确保一些it业务单位得到资助，而一些则被抛在后面。大众汽车美国公司面临的问题是，有很多人打来电话询问该公司的业务方向，担心他们在公司的领域得不到资金支持。
根据文献理解，大众应该寻求了解在他们的业务部门高管的抑制因素和促成因素。高管们不应该把申请资金作为一种竞争。他们应该意识到他们在大众美国公司中所扮演的整体角色，他们应该保持短期目标和长期目标，并理解为什么他们的IT资金被批准或不被批准。IT项目都是关于权衡的，执行层的人员必须理解为什么他们的工作比其他工作的优先级低。如果不让他们理解这一点，那么任何战略的实施都将是失败的。正如大众汽车美国公司的首席信息官Matulovic所观察到的，“他们看到的是我的项目没有得到资金，这阻碍了我的工作。IT看起来像一个障碍”(Austin, 2007, p. 9)。
When formulating the IT strategy, Volkswagen should have taken into consideration the form of issue that it faced in strategy. Volkswagen should have had a more consolidated global outlook. It should have sought to have an IT practice that was integrated across all its units from the point of inception. This would have reduced the problem it had with transferring its IT knowledge to GedUSA. Similarly, the use of multiple IT service provider issues could also have been reduced. As such, only in 2002, the company was able to bring in the single point governance in IT units.
When a new IT solution is presented by the company, it could so happen that some people in the company might not find the solution as effective as another. Internal client requirements would not get transferred completely into deliverables and companies could sometimes have to view their IT product in a more subjective manner based on whom it benefits in the organization. Luftman et al. (1999) present the concept of enablers and inhibitors in the organization. Enablers could be such departments that work closely on the IT work. Enablers are the ones that prioritize their needs well and understand the difference between short-term goals and long-term goals. On the other hand, inhibitors would not be that involved when the IT development process is underway. They have more rigid inflexible goals and would not differentiate well between shot-term and long-term goals. They could furthermore introduce issues of prioritization in the company. The form of IT projects that were proposed to Volkswagen in their IT build was around 40 projects, and the funding requirements for such IT projects were an approximate 210$ million. Now in this context, with a capping of $60 million, it was necessary to ensure that some IT business units were to be funded and some were to be left behind. The issues faced by Volkswagen America were that there were many calling-ups about the business heading with concerns that their areas in the company were not funded.
As per literature understanding, Volkswagen should seek to understand the inhibitors and enablers in their business unit executives. Executives should not apply for funding as a competitive thing. They should realize the overall role they play in Volkswagen America and they should maintain short-term goals and long-term goals and understand why their IT funding is approved or not approved. IT projects are all about trade-offs, and the people in executive level must understand why their work was less prioritized than another. If they are not made to understand this, then implementation of any strategy would be a failure. As Matulovic, the Chief Information officer at Volkswagen USA, observed, “What they see is my project didn’t get funded, and this is keeping me from doing my job. IT looks like an obstacle” (Austin, 2007, p. 9).
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