Business decision-making is the process of analyzing and judging the choice from a number of alternative action plans in order to solve business problems or achieve business objectives. In the real life of enterprise management activities, the decisions made by enterprises will have a huge impact on the production activities of enterprises, whether the decisions are scientific or not, directly affect the success or failure of enterprises in operation and management.
Especially in recent years, due to the epidemic, many offline activities have been strictly restricted, and the decision-making method of enterprises relying on meetings and collectively patting their heads in the past is no longer suitable for the current special situation, and its accuracy and efficiency cannot meet the needs of enterprises. Therefore, the epidemic has put forward new requirements for corporate decision-making models.
Although online collaborative office and various audio and video conferencing systems allow us to maintain communication online, these systems will be greatly less efficient in handling multi-departmental and multi-person interactions, and they do not have the function of processing important data, which is not helpful for decision-making.
First, the problems commonly encountered by enterprises in business decision-making
1. The data island is serious, and the information of various departments is fragmented
Although some enterprises have a certain amount of data accumulation, due to the lack of a unified data management mechanism in the early stage, there are various problems such as complex data sources, uneven data quality, poor data consistency, and inconsistent statistical caliber, and the data island situation is serious, resulting in the inability to achieve synergy between various business links and the difficulty of releasing data value.
2. Lack of a complete data analysis system leads to difficult decision-making
There is no systematic data relying on manual accounting, data statistics are not timely, and it is impossible to support the strategy and implementation decisions of the middle and high levels.
Lack of data analysis means, in-depth analysis of the causes of the problem, and the inability to use the results of analysis to improve and enhance the business.
Lack of assessment basis. In the actual implementation process, there are a large number of problems such as the lack of operational data and the deviation of data calculation, and the performance appraisal of departments and employees still relies heavily on the daily observation of leaders, and lacks quantifiable assessment indicators and data.
3. Project data is difficult to retain, and approval takes a long time
Internal documents are still stored on paper, which is difficult to find and easy to lose. Important documents of the project are approved offline, and the complex approval process leads to untimely approval or omission of approval, causing economic losses to the enterprise. Many process approval processes are not easy to retain, and problems cannot be clearly defined, resulting in relevant personnel blaming each other. If there is a change in personnel in the process, it is also easy to cause the project data to be handed over and disconnected, resulting in data omission.
Second, how to improve the efficiency of corporate decision-making?
Digital management can realize the rapid collection, integration and management of internal and external data of enterprises, and support decision-making, planning, collaboration, monitoring and early warning of enterprises through visual analysis, mining, prediction and optimization of data. Powerful digital management tools are one of the most important means to solve efficiency problems.
1. Module data series, data of various departments
Digital management tools can make the decision-making level more clearly control the operating conditions of the enterprise and find the basis for decision-making by accurately and timely obtaining the internal and external data of the enterprise and conducting scientific and reasonable analysis of the data.
Digital management tools can optimize the company's management process, through flexible processes to dredge the management of various business lines, so that the division of responsibilities and rights in each link is clearer and more reasonable, breaking the traditional enterprise departments to refute the redundancy of personnel, kicking each other's balls of responsibility is unclear, making the company's management process concise and practical, and improving management efficiency.
2. Automatically generate customizations
Digital management tools can automatically capture various data, and then generate multiple project-centered visual reports, realize the series comparison of all data around the project, can control the operation status of a project in real time, find problems through reports and then push back the project process, all of which have traces and clear responsibilities.
3. Break down data barriers and improve collaborative efficiency
Using the engineering project management system, enterprise information sharing can be realized, the information flow of multiple projects can be opened up, and the rational allocation and balance of resources can be completed. Strengthen the effective communication between various departments of the enterprise, timely transmission of construction-related data and information, timely adjustment and feedback for existing problems, not limited by personnel transfer and business trips, and fully improve management efficiency.
Third, the value of decision-making
1. Whether the decision-making level is on a business trip, vacation or on the way to work, it can view the business data anytime and anywhere and make correct business decisions;
2. The main benefit of data visualization is its ability to help decision makers identify operational risks in a timely manner. By using big data visualization to monitor key operating indicators, business leaders can more easily find risks such as losses, safety issues, quality problems, and cost overruns at various stages of the project process through clear multi-dimensional charts, avoid delays in reporting or underreporting and other problems, and achieve the purpose of timely correction;
4. Clearly grasp the cash flow of the project, ensure that the cash flow is positive, have early warning of the risk of capital advance and the positive cycle of cash flow return, and strictly control the implementation process of the human and mechanical material cost budget of the sub-item of the project;
5. The overall operation of the company is clear at a glance and assists in decision-making.
(For more information about engineering project management, welcome to the official website of the red circle)
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