The challenge of any ERP transformation is not the technology, often times the technology is the least of the challenge.
In preparing an organisation for a significant level of change in its Enterprise Resource Planning there are a number of factors to consider.
It is not a journey for the feint-hearted.
Operating Model
Is your organisation’s operating model working effectively today?
What makes you think that adding an ERP system or a ‘different’ ERP system is going to make a difference?
If the organisation’s operating model (I like to call it the ‘operating system’ of the org) is not working cohesively and effectively together, then its processes, people, tools and data/information are not all in-tune and moving the organisation’s mission forwards.
Garbage IN – Garbage OUT
You’ve heard the term before but if your Operating Model today is broken or mis-firing then embarking on a technology transformation or change may not be the most successful thing you could prioritise your management time on.
If you don’t review and tackle the operating model problems first then you run the risk of putting garbage into the shiny new ERP system, or worse you mis-match the already mis-firing operating model to a new ERP system that also is a mis-match for how you run your mission.
With processes, tools all over the place and the people is a mess trying to decipher it all and your mission is now on the floor not delivering any value from the organisation at all!
The Approach
By tackling the Operating Model of the organisation and making sure your processes, people, tools and data/information are aligned then you’re laying a solid foundation to implement and transform your Enterprise Resource Planning on top of (some see the ERP underpinning the Operating Model). Whichever way, it will stand you in good stead and save you thousands of pounds down the line when you struggle to get a good fit between the tool and the org/data/processes with a large project team of consultants sat on-site while you contemplate your dilemma.
