Feeds:
Posts
Comments

Posts Tagged ‘ERP Implementation’

We occasionally like to share tips from others like the folks at Panorama Consulting that we feel support our own best practices advice when it comes to implementing complex business software systems, like the “5 Tips” they recently shared here.

 

Panorama’s “New Year” tips included these…

  1. Educate yourself on ERP software best practices. As they wisely note: “The most dangerous implementations are led by those that aren’t well educated on the risks, challenges, and best practices associated with an ERP implementation.”  While Panorama uses this one to promote its webinars (and we might do the same by searching on “ERP implementation” at our own blog), the fact is, there is a lot of information out there on best practices.  But just as importantly, many modern software options today embed those best practices within their workflows.  The point is, work with your ERP consultant to determine where your current workflows can be improved and map those efforts to your new software selection choices.
  2. Control the tempo of your initiatives. Having a solid plan in place is more important than the understandable urge just to “get something done,” notes the post’s author.  You need the right resources in place, a realistic timeline, a clearly defined project lead, as well as project controls and benchmarks.  Believe it or not, slow and steady, even if it takes longer, will actually save you money in the long run.
  3. Invest in the people side of your digital strategy. The number one cause of software project failure?  Not technology.  It’s people.  The right people in the right place, with an understanding of how organizational change management is an integral part of the ERP solution.  Training… communications… strategic planning… they are all critical, and they all start with people.
  4. Take industry hype with a grain of salt. There’s a lot of marketing, advertising, shilling and hype out there.  Choose wisely.  Everyone has a bias.  ERP solutions are not a silver bullet, and contrary to what many will tell you, they are not quickly implemented – at least not in any truly meaningful, business-transforming sense.  And if you’re not out to further the cause of your business’ growth and transformation, then why proceed in the first place?  Don’t believe the hype, do your own homework, and most of all, find someone you can trust.  It will be a long relationship.
  5. Don’t be afraid to leverage outside ERP consultants. Here, outfits like Panorama hype their “independence” (they don’t sell solutions), and that makes sense.  But a great many providers (yes, like us) offer more than one solution, and it’s in our business’ best interests to be objective and truthful.  That’s even true of those who sell only a single solution, though their options may be more limited.  Your initial analysis can be done either with, or without, bias.  Both have advantages.  Talk to your consultants and trust your gut.  Find the solution approach and implementation methodology that you believe in your heart will work best for you.

 

Read Full Post »

Recently another ERP blogger we frequently reference, Eric Kimberling of Colorado, wrote about some of the lessons he’s learned from 12 years of guiding clients in their ERP pathways and decisions.

Given our thirty years of experience, we thought we’d take a few of Mr. Kimberling’s comments and splice them with our own to provide a few thoughts on some of the key lessons we’ve all learned about what he likes to call “digital transformations” or broadly speaking, ERP implementations and workflow improvement initiatives.  For the most part, the topic points are his, and the advice following is ours.

  1. Here we are in unanimous agreement: It’s more about the people and processes than it is about the technology.   Identifying key processes, establishing the right workflows, seeking to make users comfortable with change… and mapping all these efforts into a suitable software solution that removes redundant efforts, eliminates disparate information silos,  streamlines peoples’ jobs and ultimately serves your customers more efficiently – these people- and process- focused initiatives are the real key to digital transformations.
  2. There is no one-size-fits-all answer. There’s a lot of good software out there.  Just as there are a lot of good implementation consultants.  Unfortunately, there are also a lot who know the technology but not the business processes.  Why would you hire anyone that’s not a subject matter expert in your chosen field?  Ours expertise is manufacturing and distribution — so don’t hire us to install your dental practice management software (or fill your cavities) — and vice-versa.
  3. Your business should drive your software and transformation needs – and not the other way around. That also means that if your software cannot be matched to the way you work, then you need to find different software.  (Another reason for hiring implementation consultants that know your territory, i.e., business.)
  4. Take the hype and the jargon with a major grain of salt. Tech is notorious for having a million buzzwords.  Cloud, SaaS, big data, XML, agile… the list goes on forever.  Once again, what’s best for the business?  At the end of the day, where your system is located (local, cloud, etc.) is less important than whether the tool you choose is going to be the right one for the way you work, and be up and running over 99% of the time.  The buzz words and the tech, while sometimes important, always matter less than the interests and flow of your business.
  5. The best technology will not fix broken business processes. We always insist on making the business process analysis the first item on our agenda.  Identifying process flows, both the current ones and what they should look like in the end, is what creates the road map to everything that follows.  Involve all the key stakeholders and users in your project in this crucial step from the very beginning.  That will ensure you’re starting from the right foundation.
  6. Failures, like successes, don’t happen overnight. Usually, win or lose, there is a trail of decisions, events and actions – all driven by people­ – that determines the success or failure of most ERP projects.  These occur along a timeline.  So when you see something going off the rails (and we always tell our own consultants this), be the first to pull the cord and stop the train.  Run towards the fires (issues).  It will usually only get worse if you don’t stop, pivot, re-evaluate and take corrective action to fix the flaws in your foundation sooner, rather than later.

Both Kimberling and we could list more, but today’s list should provide any company about to embark on a digital transformation or process and software upgrade with the key lessons they’ll want to know – before they begin the effort.

 

Read Full Post »