You are probably aware of what each system offers, what the best system is, and what the costs are.
The selection of an ERP system is essential and critical to the success of any organization.
Aside from choosing a system and a supplier, the process refines other critical issues – the factors that will bring about the changes needed to achieve the organization’s goals.
And no, it’s really not the same for all the organizations!
Recently, we completed this fascinating process with a leading global company. It is a growing and successful Israeli start-up, innovative and incredibly creative.
For several years now, this company (let us respect its privacy) has grown rapidly, undergoing frequent changes, opening new subsidiaries, and more. In order to continue growing and achieve the aggressive business goals set by the company’s management, a stable, flexible, and robust infrastructure, organized into an ERP system, is of a paramount importance.
Here Strauss Strategy’s experts and its ERP team come into play. As part of the preliminary preparation for the project, the client has defined its vision in terms of the complexity of future business processes and its strategic goals. This was our starting point. Following this, the Strauss Strategy team began its work, walking hand in hand with the client along the fascinating journey of selecting a next-generation ERP system.
So, what does this process include?
Building a team is the first and most critical step. With the help of the organization’s staff, project teams were formed – leading specialists, project manager, steering committee. Experts from various fields assisted us in learning about and understanding the company’s business framework.
Mapping is the next step, which involves a comprehensive review and analysis of business processes in conjunction with senior management. During this stage, the magic begins to unfold!
The combination of the company’s requirements with Strauss specialists’ experience allows us to identify the unique characteristics, key parameters, and the points that would become the Game Changer for the company. At this stage many more issues emerge, e.g. processes that are NOT the Best Practice that need to be changed once the opportunity presents itself along with the change of the system.
Diagnostics – as soon as all the requirements were collected and listed, we worked together to define the key system parameters, which would become the basis for selecting the company’s ERP system. For each client, there is a unique list. It is this list that allows us to select and deploy the system that is most suitable for the organization’s needs and requirements.
In addition to carrying out internal tasks, we have started dealing with suppliers and analyzing the systems outside of the organization. Apart from the fact that the system should be tailored to your organization, finding an appropriate contractor is equally significant. A successful project needs to consider both factors, otherwise future difficulties are inevitable. In the last few years, we have been blessed with many different systems and updated versions of existing platforms. As a result, we have a wide variety of exemplary systems to test and choose from.
At the beginning, we presented the client with the Long List of ERP systems available in the country for organizations of the required size. We discussed the systems – their advantages, disadvantages, verticals, and so on. At the end of this short but in-depth process we narrowed the list down to include systems and suppliers most likely to fit the company’s needs and requirements. So, we got our Short List.
And now an in-depth analysis of the shortlisted solutions has started. Information and answers were provided by the suppliers along with quotes for the project. We carried out presentations and workshops, received recommendations… together with the client we studied the proposals from all angles until we all had a clear understanding of all the aspects required to reach a decision. The solutions were verified along the way against the key parameters that had been defined together with the client at an earlier stage. With the help of these parameters, despite the massive amount of information that the team had absorbed during this time, we were always able to maintain focus.
As a matter of fact, ERP system changes do not occur quickly. It requires the engagement and dedication of the entire organization.
As a result of this process, a number of important goals have been achieved:
- We know that the choice to deploy the selected system and supplier will bring the most added value to the client.
- During this shared process we identified important issues that need to be addressed and adjusted during the process, so that the organization can be prepared in advance.
- We focus on the most critical processes and will continue to pay particular attention to them at the stage of implementation, as well.
- A strong, cohesive professional team is formed and ready to continue leading the process at any stage of the project.
Any end is a new beginning: although the completion of the process of selecting an ERP system is just the beginning of the real endeavor of executing the change, the accurate and correct implementation of the first step is critical for the success of the whole project.
So, what now? Now we, at Strauss Strategy, execute the project together with the client, continue deploying our experience to help the client get through this critical stage of changing the system and achieving business goals for the process.
Would you also like to go through a successful experience of choosing or changing your ERP system?
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