ERP selection ? if it were that easy / part 8
30 apr

ERP selection ? if it were that easy / part 8

In the last part In our series on selecting ERP software for a company, we dealt with the presentation of suitable systems by providers. The presenter sits opposite the customer's employees. And everyone has something to say on the subject. Advisory, influencing and/or decisive.


The Influencers

In such a process EVERYONE sitting at the table is at least an influencer. And each of these people have their own motives, requirements and goals: A small 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 works the way he imagines it. If it doesn't do exactly that, 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 area above all, because here is the bottleneck that should finally be eliminated. He has to run the most input? he's overloaded anyway.
  • The Motivated
    Shouldn't be that rare. Now everything will be better! He/She willing to give everything, including overtime!

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 realize that, of all things, the chapter that mattered to him was hardly dealt with or not dealt with at all. Well, how should the provider know that, if there was no hierarchy to be found from the many requirements.
In case of doubt, this must be made up for and (of course!) the schedule must be adjusted.
There should also be decisions that have been made a long time ago that have nothing to do with the whole procedure beforehand. The notorious golf course decision that a powerful person (boss or executive) now ?only? still 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.

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:

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