Last week, we hosted a Connect UK event to discuss systems implementation and the challenges of this which impacts all of our working lives.<\/p>\n
We had three excellent speakers each sharing a different perspective on this: Lawrence Jones giving the business perspective from his many years as an ERP Transformation Leader; Emily Nicholls providing the system provider perspective from her role as Supply Chain VP at Anaplan; and Eddie Groom from Argon & Co, sharing his experiences on overlooked elements and how to realise the benefits.<\/p>\n
Each of our speakers presented some key insights on what makes a successful \u2013 and not successful \u2013 system implementation. Driving stimulating conversations on why businesses decide to introduce a new system, what they expect and the final outcome.<\/p>\n
The insights shared by our guests are practical and reliable, and support anyone embarking on such a project to keep the focus on what they need from their systems, not just what it can do today.<\/p>\n
Business perspective<\/strong>: Lawrence shared six critical success factors for any business when approaching systems:<\/p>\n Supplier perspective<\/strong>: Emily shared her three key concepts for designing and implementing any system:<\/p>\n Transformation perspective<\/strong>: Eddie shared his overview of ensuring success:<\/p>\n For more information on the event and how to join our Connect community click below:<\/p>\n\n
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\n– Have a comprehensive business case that is the guiding force throughout
\n– Set up for success by ensuring data readiness and identified change agents are in place<\/li>\n
\n– Support your change journey with an appropriate methodology, including a formalised communications strategy
\n– Training approaches need to relevant and reinforce the upcoming changes and the broader vision
\n– Address the inertia and bad habits that inevitably creep in by tracking user adoption and process & data health<\/li>\n
\n– Hypercare exit needs clear criteria that show how well the new system is embedded
\n– Come back to the business case promise and the benefits realisation metrics to demonstrate real value
\n– Have a defined transition to run plan by having a run-state training plan, established process owners and continuous improvement programme<\/li>\n<\/ol>\n