On global roll-outs
Every CIO and CFO share a vision. Not one of fragmented solutions, but one of a control tower that gives a single version of the truth, a 360-degree view of the customer, greater business efficiency and increased employee productivity. Implementing a new ERP is complex and prone to fail. Typically viewed as an IT project, many strategic programs miss the crucial steps required setting the foundation for success. Without the right foundation, crucial ownership will be missing, passion and energy driving execution will be lacking, deliverables will not meet expectations, and there will be a slow degradation of trust within the organization. Here we will walk you through the basics of how our standard working practices ensure that the your implementation succeeds.
Stakeholder management is critical to a program of this size. In a multinational this involves thousands of people who will be directly or indirectly impacted by a new ERP solution. First you need a clear stakeholder map to identify who all these people are.
Starting from the top, we make-sure every C-level executive understands and supports the vision and transition. Next is how the program organization is designed for governance and execution. The program organization drives the future company organization as well as effective program execution.
For program execution, we have a Shoulder to Shoulder principle. For every role on the program side, we team up with a similar position within the company, this could be a project management role, logistics etc. The result is and aligned vision in all areas and co-ownership.
The transition towards a future operating model requires leadership, change management, capability building. The journey is filled with risks and many media reports on failures.
Having sat down with the executive level, HSO learn exactly what it is they need to deliver the strategic initiatives. From here we assess which roles and capabilities is required to deliver.
During the lifetime of a program, HSO initially do most of the heavy lifting, while the customers supplies requirements and company knowledge. Over time HSO guides customers in building capability for future sustainability. Throughout execution, HSO identifies what is missing to deliver and assists in filling the gaps.
With the program execution following the shoulder-to-shoulder principle, there are continuous capability building by sharing business and system knowledge between team members.
For a New ERP you need a new technical architecture enabling the target operating model and new set of business processes. We make an assessment of where you are now and what it will take to make your vision a reality: architecture starts from your customer and operating point of view.
Our architects work with the business defining ambitions and requirements, aligned to the company strategy. These are the golden thread throughout the program execution. Requirements is distilled into processes and architecture. Finally a program strategy is defined on how to build an initial template solution, rolling out the template solution, creating feedback loops from stakeholders and optimizing the template solution over time. Risks and the management thereof play a key role in defining the program strategy.
The transition and change can be a rough storm, and it is our job to get everybody through, from the executive level right down to the blue collar workers. That is why we have change management practices baked in our working practices DNA, from executive sponsorship to architecture and execution.
Usually, solution architects walk away after creating the design, after which all sorts of changes are made that are no longer consistent with the initial architecture. Because architecture is so important, our programs are driven by our solution architects from A to Z. Throughout the program, architecture review boards ensure that progress is consistent with the framework contributing to the bigger picture.
On global roll-outs
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