In the last part In our series on selecting ERP software for a company, we looked at how providers present suitable systems. The customer's employees sit opposite the presenter. And everyone has something to say on the subject. Advising, influencing and/or decisive. You have to keep an eye on both: the influencers and the decision-makers.
The Influencers
In such a process, EVERYONE sitting at the table is at least an influencer. And each of these people has their very own motivations, prerequisites and goals: A little typification:
- The fearful one
New software and/or even new processes promise danger or even loss of control. At least that which concerns one's own area should remain untouched. Ultimately, nothing should change. - The comfortable one
Everything may change, which means no additional learning effort. But any stress at any stage is out of the question. Ultimately, nothing should change. - The progressive
It's all crap the way it is. If you're already there, everything should really be renewed and renewed. After all, you pay for the many great functions! So they should also be used! In the end, everything should change. - The responsible
The future the future project manager. He/She anticipates trouble if all risks are not checked down to the last detail. Only what 100% is sure of as a result may change. - The Faith Warrior
Does he have principles? no beliefs. Particular processes only go this way and no other way. Certain technologies are out of the question or even evil, while others are always good. Entire providers are rigorously excluded (SAP is a popular target here). What is allowed to change and how is actually clear from the start. - The Strategist
He has his personal interests firmly in view. This change gives him more involvement in the process and therefore more power. The other function weakens its influence via automation. It can change what is useful to it. - The buddy
He decided on a provider early on. Great guy the Advisor! From now on everything will be waved through. If he changes that, it must be good! - The know-it-all
He always knew (afterwards). But nobody asks him. - The careless one
He assumes that it will work the way he wants it to. When it doesn't, he is indignant: You have to assume that! - The hurry
He has the schedule in mind as the decisive variable. He rushes and rushes past some important points. - The overloaded one
The ERP introduction promises to relieve his department in particular, as this is the bottleneck that is finally to be eliminated. He has to run the most input?but he is already overloaded. - The Motivated
Shouldn't be that rare. Now everything will be better! He/She willing to give everything, including overtime!
TIP
All of the influencers mentioned not only have their traditional role, but also their justification.
Used and interpreted correctly, they provide important input.
ONLY: One should know his Pappenheimer!
The main decision maker
The decisive decision maker(s) will come first presentation to the table of the selection project: the executive floor. This often has its own agenda (see: The reason). Always keeping in mind that resistance from the workforce can overturn a project like this, one has so far held back. Or you simply had something else to do – and now this!
The boss has to realise that, of all things, the chapter that was important to him has hardly been dealt with, if at all. Well, how was the provider supposed to know that, there was no hierarchy in the many requirements.
If in doubt, this must be made up for and (of course!) the schedule must be adjusted.
There should also be decisions that have already been made that have nothing to do with the whole procedure beforehand. The infamous golf course decision that a powerful person (boss or senior employee) now 'only' has to sell internally.
Of course, sooner or later the employees will smell the roast, but just as naturally hold back so that they can say at a later (too late) point in time in the canteen that it was of course clear that it wouldn't work.
TIP
The introduction of ERP software is always a management project!
There is no reason for restraint or for taking risks.
Stay on the ball right from the start!
more on the subject:
ERP selection - if it were that easy / Part 1
ERP selection ? if it were that easy / part 2
ERP selection ? if it were that easy / part 3
ERP selection ? if it were that easy / part 4
ERP selection ? if it were that easy / part 5
