Fail to prepare, prepare to fail: implementing ERP and CRM systems

Fail to prepare, prepare to fail October 2011

What Sage does ,[object Object], Our vision is to be the most admired and respected business software and services provider in the world

Sage - Global Vendor, Local Strategy ,[object Object],[object Object],[object Object],Global £1.439Bn revenue 6 m customers world-wide 13,100 employees in 26 countries 27,000 resellers, 40,000 accountants

What we supply: Business management solutions …

What are business management solutions? Software and services that help companies manage their business processes and relationships. Your business Customers People Finances Operations Suppliers Advisors Customers Improve service Meet their needs Build loyalty Multiple payment options Multiple channels Operations Manufacturing Distribution Services People Pay correctly & on time Record sickness & absence File legal documents Manage performance Develop potential Suppliers Get what you need on time Manage costs Finances Manage debtors & creditors Manage cash flow Improve revenue and profit Forecasting & Planning Electronic payment processing Advisors File accounts Statutory reporting Forecasting & business planning Advice & help from Sage

Not just small business. All business

Market Trends on our radar ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Trends and needs into 2012 - Top Drivers for Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Benefits Realisation - Why it matters

Benefits Realisation - Overview Common Challenges A recent survey revealed that 27% of clients either have not been able or did not attempt to measure business benefits…an additional 64% have only measured ‘some’ benefits. Determining benefits, along with lack of a repeatable ‘benefits process’ were the top two obstacles to justifying investments.” Source: Gartner Group “ Less than 25% of IT projects will deliver hard, monetary benefits that exceed the cost of the implementation” Source: Information Week

Benefits Realisation - Overview Common Challenges: Why Projects Fail ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Benefits Realisation - Overview Purpose of Benefits Realisation ,[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Benefits Realisation - Overview Key Components of Benefits Realisation ,[object Object],[object Object]

Benefits Realisation - The approach

ERP Benefits Realisation - Approach The Business Benefits Pyramid Business Process Improvement And Business Requirements Technology Development Organisational Design and Change Management Performance Measurement For projects to be successful, business processes should serve as a foundation , with IT and organisational change management enabling those processes. The end result is optimised business benefits and a strong project ROI. ROI Program Management Support

Corporate Metrics Tied directly to corporate-level goals ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Business Unit Metrics Business Unit Metrics ,[object Object],[object Object],[object Object],Departmental Metrics Individual Metrics Individual Metrics Departmental Metrics ££s Savings Measured Results ROI Benefits Realisation - Approach High-level Measures Should Be Cascaded to Lower Levels of the Organisation to Drive Business Results ,[object Object],[object Object]

Benefits Realisation - In practice

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Process Improvement Average cycle times, average labor costs Org. Design Individual job roles, MBOs, performance evaluations, individual scorecards Executive Alignment MBOs, compensation structure, project sponsorship IT Configuration Process workflow modification, report designs, analytics Benefits Realisation - Approach Focus on Measurement Enables Other Change Initiatives

Benefits Realisation - Implementing Focus is on Integrated Set of Value-Add Activities ,[object Object],[object Object],[object Object],[object Object],[object Object]

Benefits Realisation - Implementing Sample Project Tools ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Benefits Realisation - Implementing Can Begin Implementation in Multiple Phases of Lifecycle ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Benefits Realisation - The outcome

System Go Live Benefits Measurement Balanced scorecards, reports Root Cause Analysis of Benefit Gaps Fishbone diagrams, activity based costing, process analysis Implement Corrective Action Process improvement plans, Org. realignment, job redesign Benefits Realisation Benefits Realisation - Results Focuses on Improving Post-Go-Live Results

Benefits Realisation - Results Creates Measurable ROI and Business Value ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Fail to prepare, prepare to fail: implementing ERP and CRM systems

Fail to prepare, prepare to fail: implementing ERP and CRM systems

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Fail to prepare, prepare to fail: implementing ERP and CRM systems