• Karissa Warmack

Systems Integrators – It's Still January, And Not Too Late for New Year’s Resolutions!

Most of us begin the New Year with the greatest of intentions to eat healthier, break some bad habits, spend more time with family, take up a new hobby or perhaps even learn a new language.  We think these resolutions are good at any time, and for everyone.  And as a consultant or systems integrator, there are always going to be some items you wish you could check off in the year ahead. Not just resolutions that can change the way you live your life, but resolutions that can impact your professional and business success since it’s clear that 2019 will be yet another year of fast-paced digital transformation.

However, let’s also be realistic.  We’ve frequently lamented the pains and challenges of implementing ERP projects on our blog, so in the spirit of the New Year, we’re going to suggest the following resolutions for ERP implementation success.

I Will Do More to Increase My Win Rates

There are no shortage of ERP solutions and their companion service teams.  So, gaining a competitive advantage with differentiators – whether through expertise or offerings – is essential.  Forward thinking IT services firms are now reflecting seriously on the systems of engagement they use to win and service their clients.  Expert methodologies and processes for consulting project delivery and high stakes enterprise transformation projects can now be digitized and mobilized at scale.

At ThinkTank we know a lot about automation, and there’s absolutely no reason why at least 50% of the activities you manage across the ERP selection and deployment lifecycle can’t be digitized for standard delivery. When customers and prospects see the level of control and ability to mitigate risk that comes with delivery automation, they won’t give your competition a second glance.

I Will Reduce Admin Hell & Costs – At All Cost

Steering ERP projects requires a strong ERP project management plan and PMO.  It’s certainly one of the the most influential factors in separating the successful projects from the unsuccessful ones. Identifying (and engaging) your stakeholders are a no-brainer, but project efficiencies will be built on a repeatable and standardized step: Can you standardize the way PMO and project meetings are handled and delivered?Is there a proactive project health process you can put in place to gauge risk & scope creep?Can you demonstrate to the client that you have standardized the Change Management workstream with quantifiable benefits, so they don’t get heartburn over the cost of these perceived nice-to-have elements?

I Will Continuously Improve Methods

Your clients expect innovative ideas and digital experiences to help fundamentally change the way they operate and how they grow.  But getting them there with sticky notes, flip charts and 155 PowerPoint slides is not the way.

“End-user organizations are increasingly questioning the value of investment in ERP solutions and are looking for new solutions and new deployment models that can deliver value quickly.” – Gartner

Improve your methods by leveraging new digital ways of working, that reduce stakeholder engagement risk, cost of quality and accelerate the sales, deployment and adoption of enterprise apps.

I Will Increase ERP Adoption for My Clients

The odds of project success are far better with the full backing and support of project sponsors from start to finish.  That means getting stakeholders and executives on board from the start.  Alignment and buy-in that drives higher adoption of the final solution is the most critical element of any ERP deployment.

Backtracking at the 11th hour on requirements not preciously discovered, consulting to the client instead of with the client, and ensuring highest levels of inclusivity among the target user base are key ingredients of failure.  Ensure they’re always integral to the requirement gathering process, helping to define their needs and expectations.  Slow or no adoption = failure, as we know.

With five generations in the global workforce, we must be cognizant that non-digital native teams may be more reticent and/or cautious.  So, establish a shared forum, accessible by everyone on the team, to help set the tone.  Ease worries by encouraging interactive participation to educate and demonstrate the results.

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