????過(guò)去20年里，沒(méi)有任何東西能像信息技術(shù)一樣，如此徹底、如此頻繁地催生商業(yè)變革。第一波ＩＴ革命中，IT技術(shù)的進(jìn)步促使很多公司改進(jìn)了運(yùn)營(yíng)模式。第二波IT革命中，網(wǎng)絡(luò)的力量日益彰顯，促使整個(gè)企業(yè)界都要徹底重新思考自己的商業(yè)模式。未來(lái)幾年里，姍姍來(lái)遲的第三波IT革命終將大范圍催生管理模式的革命。

????第一波：新的運(yùn)營(yíng)模式

????作者邁克爾?漢默和詹姆斯?杰姆培在1993年的暢銷書(shū)《企業(yè)再造》（Re-engineering the Corporation）中曾經(jīng)指出，企業(yè)的采購(gòu)、生產(chǎn)及分銷產(chǎn)品和服務(wù)的流程應(yīng)該進(jìn)行一番徹底的改造。雖然簡(jiǎn)化工作流程的理念早已不新鮮了（早在90年前，弗雷德里克?溫斯洛?泰勒就在大聲疾呼“科學(xué)化管理”），但是直到現(xiàn)在，IT技術(shù)才使企業(yè)具備了打破職能團(tuán)隊(duì)各自為戰(zhàn)的局面、簡(jiǎn)化繁瑣流程、顯著削短反應(yīng)時(shí)間的能力。

????這本書(shū)出版后，全球各大企業(yè)投入了數(shù)以千億美元計(jì)的資金用于簡(jiǎn)化、整合供應(yīng)鏈。到今天，全球范圍內(nèi)已經(jīng)很難找出一家沒(méi)有向SAP、甲骨文（Oracle）和Salesforce等企業(yè)購(gòu)買過(guò)ERP（企業(yè)資源規(guī)劃）和CRM（客戶關(guān)系管理）“解決方案”的大公司。

????上世紀(jì)90年代初期時(shí)，所謂的“企業(yè)再造”在一個(gè)新入行的CIO眼中可能只是個(gè)一次性投資的工程，但現(xiàn)在它已經(jīng)成了永無(wú)止境的軍備競(jìng)賽。每項(xiàng)新技術(shù)（大數(shù)據(jù)、云計(jì)算、移動(dòng)）的問(wèn)世都會(huì)引發(fā)一場(chǎng)賽跑。當(dāng)然，競(jìng)爭(zhēng)的代價(jià)也不便宜。據(jù)IT咨詢公司高德納（Gartner）預(yù)測(cè)，2013年全球企業(yè)花在企業(yè)軟件上的資金高達(dá)3000億美元。這個(gè)數(shù)額雖然聽(tīng)起來(lái)高得嚇人，但實(shí)際不到總體IT支出的8%。雖然IT很少百分之百實(shí)現(xiàn)它所許諾的藍(lán)圖，但沒(méi)有一家企業(yè)敢對(duì)它說(shuō)不。押IT這一寶，不加注就要落后。

????Over the past 20 years, nothing has transformed business as thoroughly or as frequently as information technology. In the first wave, advances in IT prompted many companies to revamp their operating models. In Wave 2, the growing power of the Web provoked a fundamental rethink of business models. And over the next few years, Wave 3 will yield a broad-based and long overdue revolution in management models.

????Wave 1: New Operating Models

????In their 1993 bestseller, Re-engineering the Corporation, Michael Hammer and James Champy argued for a comprehensive retooling of the operating processes that organizations use to source, produce, and distribute their products and services. While the idea of simplifying workflows was hardly new (90 years earlier, it had been at the heart of Frederick Winslow Taylor's crusade for "scientific management"), what was new was the capacity of information technology to bust through functional silos, simplify byzantine processes, and dramatically reduce response times.

????In the wake of Hammer and Champy's book, businesses around the world spent hundreds of billions of dollars integrating and streamlining their supply chains. Today, it would be hard to find a large organization that hasn't paid a small fortune to vendors like SAP (SAP), Oracle (ORCL), and Salesforce (CRM) for their ERP (enterprise resource planning) and CRM (customer relationship management) "solutions."

????Re-engineering, which might have looked like a one-time project to a neophyte CIO in the early 1990s, has become a never-ending arms race. Each new technology -- big data, cloud computing, mobile -- launches a new sprint. It isn't cheap to stay in the race. IT consultancy Gartner estimated that in 2013, companies around the world ponied up nearly $300 billion for enterprise software; an amount that, though staggering, was less than 8% of total IT spending. While IT seldom delivers all it promises, no organization can opt out. It's ante up or fall behind.