The majority of organizations don’t realize expected business benefits from their ERP implementations. Given the importance of business process management and consultants’ lack of focus in this area, it is important for your organization to identify consultants who understand this key success factor.
Insights on how to realize measurable business benefits and ROI from your ERP, CRM, and enterprise software initiatives.Topics include ERP software selection, implementation project management, organizational change management, business process management and post-implementation benefits realization.
This is a process, an essential activity company employees need to undertake in order to move to a new position or state.
Organizational change is divided into two distinct areas – the event or change material itself and the move towards that change, the transition. The whole point about change is that while systems, plant and equipment may all change and often do, they don’t mean anything unless the people who use them make the change too. So how does a company assist its staff to move through the white space, to make the transition to change?
They must understand how people respond to change and help each person to make the transition.
The reality is that today’s organizations were simply never designed to change proactively and deeply – they were built for discipline and efficiency, enforced through hierarchy and routinization. Change management is no longer a term that denotes only operational improvements, cost efficiencies and process re-engineering.
Experienced senior executive, both at a strategic and operational level, with strong track record in developing, driving and managing business improvement, development and change management. Hey Torben, as part or unproductive management would you include waning leadership support over time? Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. In addition, a poll on our website asks participants to select the component that they believe to be most important toERP implementation success.


What business process reengineering methodology do you use? There is a big difference between the gunslinger approach to business process reengineering versus a more predictable and repeatable approach.
It’s a process about change, about helping staff to see the need for change, to become aware of change and to be able to change without difficulty. The event could be the introduction of a new operating system, the application of new software, the amalgamation of different sectors within the company or pretty much anything else which is a major break from the previous system or operation. It is not something physical; it is the actual transition and is sometimes referred to as the ‘white space’. Companies are made up of people and people must learn to change so that the new systems, plant and equipment can be used at all and hopefully effectively. Though Karr penned this with a satirical edge, his quotation holds true in today’s corporations. As a result, there’s a mismatch between the pace of change in the external environment and the fastest possible pace of change at most organizations. Change management has become a much bigger, more interwoven part of the overall business fabric – an embedded leadership requirement that plays into everything. Leaders need to build a change platform – one that allows anyone to initiate change, recruit confederates, suggest solutions and launch experiments. Would like to see the citations – I recognize some of the material but have a hard time placing it.
In other words, organizations struggle in their business process reengineering efforts, which typically leads to project delays, budget overruns and lost business benefits.
No one person can possibly be an expert in all functional areas, such as supply chain, manufacturing, finance and sales and marketing, so your consultant should have a strong methodology that enables the team to leverage a more extensive knowledge base. It’s one thing to define a business process at a conceptual level and a much different thing to implement that process. The ideal ERP consultant has a team, methodology and toolset that address both organizational change and business process management.


The process aims to make people better contributors to the company and better all-round individuals.
By all means introduce new software but unless you bring your people with you, the new software may just as well have stayed in the box. That’s because people are individuals and each will react and respond in their own personal way.
Leaving staff members to cross the white space on their own has the potential for disaster. They must feel confident that the change will be for the good of everyone and particularly for them. In most of the cases organizational-change failures are driven by … negative employee attitudes and unproductive management behavior.
When digging into this area, it is important to understand the specific processes your consultants will follow, see specific templates that will be used and view sample deliverables.
Many of our manufacturing clients love the fact that we have extensive experience in the manufacturing and distribution industry, but they also appreciate the fact that we bring accounting best practices from our experience in the financial services industry – as well as repair and maintenance best practices from the oil and gas industry.
The most general lesson to be learned from the many studies is that organizational culture is the most common barriers. It is also helpful to know whether the methodology incorporates aspects of Six Sigma and Kaizen principles of improvement. Experienced business process consultants are able to optimize and improve business processes regardless of the industry. This aspect is harder to understand by management because it can’t be defined precisely and for that reason is often neglected by leaders.



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