Today’s modern ERP software’s are very impresive, but not all ERP software’s are the right fit for your business.”
The companies planning to install an ERP system often look to attain short-term goals and overlook the business’s continually changing dynamics. Hence, the resulting in wastage of time, efforts, money, and resources.
True ERP Business Transformation
In my experience, I see a variety of reasons for this approach:-
Instead of achieving ERP for business transformation for sustained improvements, it’s common for teams to focus on short term results. Generally, the mission is to get live on new technology, up and running with a new system and achieve stability right away.
Better Approach To Driving Transformation
So what is being transformed when an organization adds new technology on top of existing processes? Not much, unless the focus is on transforming business process improvement.
As an experienced consultants and Microsoft gold certified vendor we FactsERP, take a different strategy when it comes to true transformation. It maximizes the value of each enterprise technology evaluation, selection, implementation, and drives business process transformation.
We do this by taking the time to define the right processes, ensuring they are effectively used throughout the project, avoiding the pitfalls common to ERP selections, evaluations and implementations. That’s the path to ERP business transformation.
Transforming your business processes, with an ERP system as a technology enabler, requires creating a vision of the future state from the current state – and then on to defining the business value for the project.
When business process improvement is done properly, this foundation will establish alignment of expectations with management, improve the efficiency of the project team, eliminate process waste, and reduce the time to benefit for the project.
With projects beginning to address the low-hanging fruit and understanding the potential offered by modern ERP systems, the team can define the future state by reviewing in detail the current state process maps covering cross-functional processes.
Beyond looking at wasteful practices that currently exist, the team should discuss what processes are currently done outside the formal system or what types of value-adding activities could be brought in-house.
The “secret” comes into play by thoroughly documenting the BRD and other future state process and communicating the newly designed process to the rest of the organization in formal interactions.
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