Achieve your ERP goals with these key considerations

There really isn’t a short list of factors which need to be considered when implementing an ERP solution but there are key factors which should be reflected upon at the very least.

Treat ERP as a major business investment. Rather than view it as a purely technical project, even though ERP relies on technology, the primary function of any ERP system is delivering business value. Remember this during every aspect of the ERP process, from vendor selection through implementation and go-live. Always ask, “What are the business benefits of this investment?” Without defining concrete and specific business benefits, any investment in ERP is a waste of money and time. More than anything else, ERP is about improving your business.

Business fit is paramount during software selection. It’s easy to get caught up in the technical aspects of software selection, but pay close attention to the business results you hope to achieve. Discuss this at length with the software vendor and any consultants you have engaged to help with the selection process. Put them on the spot and make sure they help identify concrete areas in which the software will make your company more efficient, profitable, and so on. At IIS we have experience across almost every business sector; our customer testimony’s and case studies depict our knowledge and expertise, as well as highlighting the benefits that SAP Business One and Intelligent Essentials can specifically provide you based upon your industry sector.

Prepare for transformation. One of the great benefits of ERP is the opportunity to improve how your business operates. Although change is hard, automating old, inefficient processes generally makes little sense. It’s far better to use the implementation as a vehicle to streamline processes and simplify, or improve, workflows.

Embrace change management. ERP is all about transformation and improvement, making change management one of the most important determinants of implementation success. Communicate project goals and status frequently out to the organization. And don’t forget training and documentation, which receive insufficient attention on many projects. Going back to point one in this list, communication should focus on business goals and concrete benefits, rather than just reciting schedule dates.

See related blog posts:
ERP and Change Management
Cultural Change an upshot of SAP technical prowess

Source: Focus Article

ERP & Change Management – Get your people on board!

Implementing and ERP solution typically involves substantial change and as such the management of the change should not only be considered from a technical perspective but also from an internal H.R viewpoint.

Change is an environmental constant and as such change management is something which organisations of all sizes need to consider in order to ensure that they achieve an effective fit which is the basic premise upon which strategy is formulated.

“Change management is the coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organisation”.

BNET Business Dictionary

Change is an ever-present component of small business ownership. The ability for small business owners to effectively manage change lays the groundwork for growth and helps build the foundation for the development of a positive corporate culture.
Change is not just another business event, it is a mental, emotional and physical process within which you need to consider and pay attention to the needs of individuals and the organisation as a whole.

Successful implementation of change management calls for proper planning, special leadership, and communication skills.

A huge aspect of integrating ERP is human based. Implementing an ERP will bring in changes to the way people work within the organisation, processes will change and there may be rationalisation of responsibilities within departments. All this will may evoke resistance from the employees and this has to be managed effectively before, during and after the implementation of the ERP package. Top management has to lead the way in propagating the reasons for the implementation and the business benefits that can be expected by implementing a new ERP package.

If the employees are not educated and informed about the benefits of the ERP system and assured about the security of their jobs by the top management, they will start believing in the rumours that float around and will either resist or sabotage the ERP implementation.

Don't underestimate the importance of people working in cross-functional teams to the success of the project. ERP implementation failures are attributed more often to people than to technology.