Deming’s wrote, “Drive out fear, so that everyone may work effectively for the company.” By this he meant that business leaders should engage employees positively in continuous improvement. But when it comes to business leaders themselves, fear can be a powerful motivator. And, nowhere is a healthy fear more needed than in ERP implementation.
When implementing new enterprise systems, business process improvement should be done in parallel. Doing all of one before the other—whether process improvement first, or system implementation first—will result in failure. This post explains why.
Earlier this month, the jury reached its verdict in the Oracle v. Rimini Street lawsuit, a closely-watched case involving third-party maintenance (3PM) in the enterprise software industry. Assuming the jury’s verdict stands up against potential appeals, the case sets an important precedent for how 3PM providers should operate to ensure they are not violating the intellectual property rights of the software owners. We expect customer use of third-party maintenance will increase as a result of this verdict.
Software-as-a-service simplifies much of the complexity involved in implementing and using enterprise software. However, some SaaS providers may be neglecting key elements of success for buyers. This post shares lessons learned from recent from recent SaaS deal negotiations performed by Strativa consultants.
Most business leaders realize that it is critical to select the right system and implement it successfully. Likewise, when it comes to advice about ERP, most analysts and consultants focus their attention on best practices for ERP vendor selection and implementation. But very few analysts pay attention to what happens after the implementation.