【CXO观点】可口可乐CIOJavier Polit：如何释放IT的威力

CIO希望IT经理们被看做是“业务工程师”和“真正的同事”而不是“杂活工”。

Javier Polit作为可口可乐装瓶业务投资集团（Bottling Investment Group，BIG）的的CIO，对于IT如何与企业业务需求同步有着深刻的见解。

在可口可乐这家全球最著名的美国公司里，Polit带来了非常主动进取的IT领导风格。

他要求业务部门的总经理们让IT部门的领导也参与大范围的决策制定流程。换句话说，他希望IT人员在业务会议中也拥有一席之地。

只有充分理解业务需求和战略后，IT部门才能变得更有效率，但是Polit认为这还不够。他希望IT部门的经理们成为业务部门同事真正的“同事”。

可口可乐装瓶业务投资集团管理着27家装瓶厂和全球范围内的一些设施，每年向超过500万家商场供应约3亿件软饮料。

Polit认为IT部门人员都应该是懂业务的人，他要求IT团队成员每次出国差旅途中至少在当地市场中花4-6个小时考察，看看生产车间如何运作，以及产品如何在全球不同地区被销售出去。

Polit期望他领导的IT团队成员全方位融入业务。例如，在狭窄无法通车的街道骑上摩托车送货。“我们要确保了解业务的所有环节，”Polit解释道，因为IT专业人员需要被看做是“真正的业务工程师。”

Polit认为，IT人员负责搭建企业的垂直管理系统，例如财务、人力资源等。这意味着IT人员应该了解各种业务流程，比企业其他部门员工了解得都多才对。

Polit也反过来推动业务部门领导，例如当一个业务部门要求增加ERP系统的授权数时，IT部门会核查该部门目前的ERP使用率。如果发现该业务部门仅仅使用了所分配的60%的ERP资源时，还在请求增加200万美元的扩容，那么Polit就会支会CEO，而CEO通常会出面枪毙业务部门的不合理需求。

为了方便监控业务部门对IT资源的使用效率，IT部门制定了一系列的标准和基准单位，然后在积分板上进行公示。你必须反过来推动业务部门，Polit表示，共同达成正确的决策。

此外，全球性趋势如何影响业务也是Polit关注的头等大事。他认为未来五年超过7亿用户未来都会从桌面电脑转移到手持设备。IT部门也必须确保IT服务在所有设备上的表现都有保证。

更多的变化正在到来，“拇指一代”正在成长，Polit认为连8岁小孩都在发短信，不能指望这代人将来还会使用电子邮件。

另外一个挑战来自亚洲的高速城市化。Polit的一大目标是：“确保业务的定位准确，获取相应的市场份额。”

人才的招募也是Polit关注的问题。”不久的将来人们就会发现，北美和欧洲的人才库正在向亚洲转移。“ 听到Polit言论的另外一位IT经理则认为，美国市场对IT人才的需求也将保持增长，人才短缺已经是一个众所周知的问题。

翻译：

Cios want IT managers to be seen as “business engineers” and “true colleagues” rather than pushovers.

Javier Polit, CIO of Coca-Cola Bottling Investment Group (BIG), has insight into how IT can align with enterprise business needs.

Polit brings a very proactive style of IT leadership to Coca-Cola, one of the most famous American companies in the world.

He asked general managers of business units to include IT leaders in the broader decision-making process. In other words, he wants IT people to have a seat at the table in business meetings.

IT departments can only become more effective if they fully understand business needs and strategies, but Polit believes this is not enough. He wants IT managers to be true “colleagues” of their business colleagues.

The Coca-Cola Bottling Business Investment Group manages 27 bottling plants and facilities worldwide, supplying approximately 300 million soft drinks annually to more than 5 million stores.

Polit believes IT should be staffed by people who understand the business. He requires IT team members to spend at least four to six hours on each overseas trip in the local market to see how the production plant works and how products are sold in different parts of the world.

Polit expects his IT team members to be fully integrated into the business. For example, making deliveries on motorbikes on streets too narrow for traffic. “We need to make sure we understand all parts of the business,” Polit explains, because IT professionals need to be seen as “true business engineers.”

According to Polit, IT personnel are responsible for building vertical management systems of enterprises, such as finance and human resources. This means that IT people should know more about business processes than any other part of the enterprise.

Polit also pushes the line of business leaders in turn, for example, when a line of business requests an increase in the number of ERP system licenses, the IT department checks the current ERP usage of the department. If the business unit is asking for $2 million in additional capacity when it is only using 60% of its allocated ERP resources, Polit will call on the CEO, who will usually shoot down the business unit’s unreasonable demands.

In order to facilitate the monitoring of the efficiency of the use of IT resources by business departments, the IT department has developed a series of standards and benchmark units, and then publicized them on the score board. You have to push the business units in turn, Polit says, to make the right decisions together.

In addition, how global trends affect the business is a top concern for Polit. He believes that over the next five years more than 700 million users will migrate from desktop to handheld devices. The IT department must also ensure that the performance of IT services is guaranteed across all devices.

More changes are on the way. The “thumb generation” is growing up. Polit believes that when 8-year-olds are texting, they can’t be expected to use email in the future.

Another challenge comes from Asia’s rapid urbanization. One of Polit’s goals is to “make sure the business is well positioned to capture market share.”

Talent recruitment is also a concern for Polit.” It will not be long before the talent pool from North America and Europe is shifting to Asia. “Another IT manager listening to Polit’s comments believes the demand for IT talent will also continue to grow in the US, where talent shortages are already a well-known problem.

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