Prof. Dr. Kurt Matzler - top university professor for strategy:„Reinhold Karner is an impressive individual: entrepreneur, advisor, networker and lateral thinker! …"
Today, more than ever, there is a need for concepts of SUCCESS·FULL·DYNAMIC·COMPOSABLE·ENTERPRISE!
That is why your business software, your ERP system (Enterprise Resource Planning), must be able to always be on the cutting edge of technology and support you fluently and without significant headaches! ERP solutions have to continuously deliver incremental business value along with the ERP roadmap. ERP systems are, after all, the backbone and nerve centre of operational information and business processes and not a "necessary evil". However, you need an ERP and technology strategy that enables a company to keep up with the pace of business change. Digital disruption, as well as world events, have proven the need for foundational enterprise business capabilities.
Sam Palmisano, the former CEO and boss of IBM, so aptly put it recently in a Bloomberg TV interview: "(Digital) Technology never stops. It never stops. It's on steroids, and it continues to reinvent itself and reinvent". In this respect, it is clear that ERP applications are not an isolated land of bliss. On the contrary, they must integrate and offer state-of-the-art digital capabilities and considering all developments of digitisation. That includes a core of composable applications and software platforms that are highly configurable, interoperable, and flexible to adapt to future modern technology and AI (artificial intelligence), Conversational UX, IoT, and much more.
The Future of ERP is Composable
But the cardinal strategic decision-making error in ERP seems ineradicable: ERP is frequently seen and thought of as a one-time strategic software purchase from a vendor without careful consideration of the ERP applications' impact on the business objectives.
One reason: there is no proper, future-proof ERP strategy in place. Or such an ERP strategy is not desired or supported. Perhaps this is also because the topic is not understood well enough at the highest decision-making level. Admittedly, this is indeed complex. You have to have a comprehensive and deep understanding of it, both organisationally and technologically as well as a far-sighted view, because the horizon regarding the effects of an ERP decision extends over many years.
Many decision-makers are mistaken and think that they can solve all integration problems with a single-vendor and create a "single source of truth", thus, ending up over-relying on the ERP providers' capabilities. This means that disappointment and also miss-investment are inevitable.
The consequences:
they are "slain" with an overabundance of modifications and customisation, which becomes a burden for many years to come
they end up stuck with an ERP suite that is (too) costly and inhibits business agility
they can hardly get out of this mess because there is de facto a total dependency on their ERP vendor
Conclusions
The "once and done" implementation approach" remains an illusion!
It undermines, even hinders, to deliver incremental business value because it slows down the agility to react to disruptive business and market changes
Outdated, legacy systems and skills and overly complex juggernauts become a burdening millstone around the neck, they massively impede the implementation of new, modern solutions and ERP team skills, demotivate and frustrate users, Line-of-business (LOB) stakeholders, and the IT team
With my service offer, the package SUCCESS·FULL·ERP·systems, I can help you in many ways ...
with helpful insight into what is essential in ERP strategies and ERP investment decisions. You can benefit from my lectures on "Trends in ERP" at universities for ERP master's students, for example
with the training concept for your future-proof ERP team skills (btw a vital KEY·TO·SUCCESS for all ERP projects)
with advice in developing a future-proof ERP strategy
with support to make your planned ERP investment innovative and future-proof
with the backing in the steering committee for implementations
or also with the reorganisation of an ERP situation that has become bogged down
Talk to me directly, schedule here online a first complimentary phone call or 30 minutes One-on-One video online-chat or get me into your company! Alternatively, drop me an e-mail.
Testimonial
SUCCESS·FULL·ERP·systems Package
Today, more than ever, there is a need for concepts of SUCCESS·FULL·DYNAMIC·COMPOSABLE·ENTERPRISE!
That is why your business software, your ERP system (Enterprise Resource Planning), must be able to always be on the cutting edge of technology and support you fluently and without significant headaches! ERP solutions have to continuously deliver incremental business value along with the ERP roadmap. ERP systems are, after all, the backbone and nerve centre of operational information and business processes and not a "necessary evil". However, you need an ERP and technology strategy that enables a company to keep up with the pace of business change. Digital disruption, as well as world events, have proven the need for foundational enterprise business capabilities.
Sam Palmisano, the former CEO and boss of IBM, so aptly put it recently in a Bloomberg TV interview: "(Digital) Technology never stops. It never stops. It's on steroids, and it continues to reinvent itself and reinvent". In this respect, it is clear that ERP applications are not an isolated land of bliss. On the contrary, they must integrate and offer state-of-the-art digital capabilities and considering all developments of digitisation. That includes a core of composable applications and software platforms that are highly configurable, interoperable, and flexible to adapt to future modern technology and AI (artificial intelligence), Conversational UX, IoT, and much more.
The Future of ERP is Composable
But the cardinal strategic decision-making error in ERP seems ineradicable: ERP is frequently seen and thought of as a one-time strategic software purchase from a vendor without careful consideration of the ERP applications' impact on the business objectives.
One reason: there is no proper, future-proof ERP strategy in place. Or such an ERP strategy is not desired or supported. Perhaps this is also because the topic is not understood well enough at the highest decision-making level. Admittedly, this is indeed complex. You have to have a comprehensive and deep understanding of it, both organisationally and technologically as well as a far-sighted view, because the horizon regarding the effects of an ERP decision extends over many years.
Many decision-makers are mistaken and think that they can solve all integration problems with a single-vendor and create a "single source of truth", thus, ending up over-relying on the ERP providers' capabilities. This means that disappointment and also miss-investment are inevitable.
The consequences:
Conclusions
With my service offer, the package SUCCESS·FULL·ERP·systems, I can help you in many ways ...
Talk to me directly, schedule here online a first complimentary phone call or 30 minutes One-on-One video online-chat or get me into your company! Alternatively, drop me an e-mail.
Back to the Package Overview