What are the best ways to implement Enterprise Software across multiple locations?

In my 36 years of consulting and selling ERP software I learned a keen perspective on a successful implementation. First there has to be a commitment and support from the top down! Then you have to be consistent across all the locations on how you train and roll it out. And lastly, only pick Champions to be involved in the installation process or it will fail!!

We implemented native multi stake holder login spanning across cloud with multiple roles and user scenarios. We enable use case across roles where ever they logged in from. Our solution builder packages all scenarios related to a use case together and provision for roles where ever they are located. We implemented by visualizing the use cases, process, user scenarios, roles and workflows associated with them. Ultimately the platform you choose facilitates the simplicity. Traditional implementations with large ERP's are complex, breaking down the implementation methodology coupled with elastic platform makes progressive solution possible.

This a huge challenge, especially for global and complex organizations. It's hard to define a clear scope and vision since there are many teams, technology usage, etc. We developed an Enterprise Development Platform, centralizing software, infra, and CTOs policies, delivering an executable architecture for the teams, reducing the team cognitive loads, and improving quality and delivery speed.

Keep this simple and manageable. 0- Is there a self-service option vs legacy mindset of implementation? 1- Start small and minimize business impact. 2- If it is not simple, ok to stop or kill the implementation and cut your losses. 3- If you need army to implement then this is not right software for business or customers. 4- Over communicate and minimize business impacts. 5 - Avoid analysis paralysis and lot of busy works. 6- Be creative to keep project under budget and deliver on-time.

First start pilot programs. Conduct pilot implementations at a few select locations before rolling out the software company-wide. This allows team to identify and address issues on a smaller scale before they become larger problems.

Deployment model is crucial to make the common enterprise architecture work across multiple teams, regions and possibly different business verticals. Should we have one common deployment across all the teams? Or do we go for separate deployments? If it is a common deployment how do we ensure that teams have the ability to handle mandatory deployment freezes ( e.g., holiday freeze etc. ) The key is to balance team autonomy with sharing resources such as deployment teams, SRE, Monitoring, infrastructure etc.

Having the options of choosing different locations among on-prem, cloud, hybrid or multicloud is a great benefit, anyway it is important, when choosing, to keep in mind to adopt the right solution/model to guarantee security and a single point of management, without forgetting to protect the most important asset which is data, with a proper and secure backup solution

Many of our clients find that getting the core group using an ERP solution is really the only way to really understand the new system to a fuller extent. We even see this in the departmental level - as their baseline internal expertise increases, they begin to see new possibilities for additional users and functionality not found in the initial project plan. Thus, we're implementing other locations from a better conceptual understanding of the software in a live environment. It's a pretty critical step, especially with the quicker to go-live cloud products and we now see vendors training and rollout models confirming this trend.

If at all possible, the roll-out should be phased out over geography and module, but that is not always possible. If the software is used in the daily global business processes and these are integrated, most of the locations and modules have to be released in a 'big bang'. Risk management strategies and plans for failing forward in case of anticipated issues are essential to take care of things that will invariably go wrong.

When thinking about which deployment model to chose, it's important to have a clear and honest picture of your companies own IT capabilities and capacities in combination with your companies scaling plans. I have seen some mismatches, e.g., low internal IT capacity + limited knowledge about the required tech combined with big scaling plans and a choice of on-prem per site deployment, that led to delayed go-lives and huge dissatisfaction. So my recommendations are: 1) If you want to scale fast and there is the slightest doubt about your internal IT being able to deliver this, go for a SaaS deployment 2) Get your internal IT aligned and get a buy-in for the deployment model your company is taking

In my experience, besides operational governance, establishing what I call "Architecture Governance" is critical. And hierarchically the scope of this governance spans across Business Architecture, Enterprise Architecture and Solution Architecture with a clear data driven change management and decision making process at each level with the risks associated. Technologically this governance spans across Infrastructure, Data, Security, Integration, Quality, and Deployment. It needs to be supported by clear set of principles and decision making guidelines in each category and overall. The people involved in this governance must have regular cadence and all decisions are recorded and audited.

In implementing and managing enterprise software across diverse locations, the significance of a solid governance framework cannot be overstated. As the renowned business thinker W. Edwards Deming aptly put it, "If you can't describe what you are doing as a process, you don't know what you're doing." A governance framework provides that descriptive process, outlining the necessary policies, roles, and responsibilities. It acts as a beacon, ensuring consistency, quality, accountability, and compliance. Aligning this framework with the organization's unique culture, goals, and standards is paramount to its success, ensuring that every step taken is purposeful and measurable.

It is essential to choose across locations and functions for the governance team, selecting persons who can influence the user community with their knowledge, commitment to change and communication skills. It is not enough to agree on how the software will work at a detailed level, but be able to explain why the changes are needed for the business as a whole to prosper and grow.

Great points on the importance of a governance framework! One fact that often gets overlooked is the ROI it brings. Yes, setting it up takes time and resources. But, consider this: a well-crafted governance framework reduces redundancies and streamlines decision-making. In our experience, companies that invest in governance upfront see a quicker path to realizing the full potential of their digital assets

Choosing a deployment model for enterprise software necessitates a security-focused approach throughout its lifecycle. Whether on-premise or cloud-based, security must be integral from development to production. Embrace DevOps for enhanced collaboration and efficiency, and prioritize DevSecOps to weave security into every development stage, ensuring resilient, secure-by-design applications with minimized vulnerability risks.

Key Considerations: 1. Select a software vendor that has native software localisations in countries you are expanding too. 2. Like #1, select an partner that has a local team with language, culture know-how & roll-out experience. 3. Although some locations are not in Phase 1 deployment, their requirements should be considered in the beginning. An experienced partner will point that out to you. 4. The key user team that is involved in Phase 1 implementation should be actively involved in the roll-out to other locations. They have deep knowledge of their business and now, proficient in the software too. 5. Organise scheduled check-ins with the remote locations team. Having the feeling that there is good support is equally important.

A key aspect to consider is data accessibility. In an enterprise environment, especially one that is globally distributed, being able to efficiently search and retrieve data is vital. Utilizing a search solution capable of scaling across a distributed index is not just an added feature but a necessity. A system like IDOL (Intelligent Data Operating Layer) is exemplary in this regard, enabling robust, enterprise-scale search functionalities.

Effective communication is the lifeblood of any successful enterprise software implementation, especially when spanning multiple locations. As the legendary George Bernard Shaw once remarked, "The single biggest problem in communication is the illusion that it has taken place." A governance framework, while essential, is only as effective as the communication channels that support it. Ensuring that all stakeholders are informed and aligned in understanding and purpose is paramount. It's not just about transmitting information; it's about fostering understanding, collaboration, and shared vision.

Fantastic emphasis on communication and collaboration. One key fact to add: it’s not just the tools you use but the rhythm you establish. In our work, we’ve found that regular ‘sync-ups’—bi-weekly or even weekly meetings—significantly elevate project outcomes. These consistent touchpoints allow stakeholders to tackle issues proactively rather than reactively, ensuring smoother enterprise software implementation across multiple locations.

While traditional training methods, whether online or on-site, play a pivotal role, the future of user training and support is rapidly evolving. With the explosion of GenAI, the paradigm is shifting from passive learning to active engagement. AI-driven assistants and co-pilots can offer real-time guidance, adapting to individual user needs and ensuring a more personalized and practical learning experience. This enhances user adoption and ensures that they harness the software's full potential. As we move forward, we must recognize and leverage these technological advancements, ensuring that users are trained and truly empowered. "Tell me and I forget, teach me and I may remember, involve me and I learn" (Benjamin Franklin)

The new software needs to be available with full functionality so that users can be trained and perform UAT for at least a couple of weeks before go-live. These UAT sessions have to be orchestrated and testers need to shoulder-surf with the power users to ensure that all the details have been captured and operate as expected. Clear go/no-go criteria should be established in advance and if issues need more time to be resolved, it is better to postpone for a week or two rather than deliver it with major issues.

First and foremost, it's imperative to understand that software is an interface between technology and its human users. With locations scattered across different regions, linguistic diversity is almost a given. The power of AI and large language models can significantly aid in the translation of technical and functional documentation from English to various other languages. By integrating these translated documents into a searchable solution, we can dramatically accelerate the software adoption rate among users who speak different languages.

Training in enterprise software isn’t just about functionality; it's crucial for cybersecurity too. Developers and admins should be proficient in identifying and mitigating potential vulnerabilities. End-users need awareness of best practices, like secure passwords and recognizing phishing attempts, to defend against threats. Tailoring cybersecurity training—whether through online or on-site sessions—is essential to reduce breach risks, making the software’s use not only efficient but also secure. Continuous feedback and improvement in security practices further bolster the software’s defense mechanisms.

In my experience, meticulous testing not only ensures functionality but also enhances user satisfaction. For instance, when implementing our software across various locations, we encountered minor glitches in compatibility that could have snowballed into significant issues. Through rigorous testing and optimization, we identified and resolved these challenges, resulting in a seamless user experience.

Do not forget to add cybersecurity controls. it should not be just DevOps you need to add Security to it. You need to consider security implications of before deploying new commits to production. Consider a DevSecOps strategy. Take benefit tools like DAST to automate as much as possible security testing of the code.

When implementing enterprise software across multiple locations, the ability to seamlessly integrate new technologies and adapt to emerging cybersecurity practices is crucial.

Driven by various motivations, local teams might seek personalizations that deviate from the original intent. While seemingly minor, such deviations can snowball into significant challenges, potentially leading to disastrous outcomes. Strong sponsorship and leadership are essential to ensure that the software remains true to its foundational intent, avoiding the pitfalls of unnecessary customization and ensuring a harmonious implementation across all locations.

Success Criteria, User Stories, and Retrospectives are pivotal for stakeholder control. Organizational Change Management and targeted user training are also crucial.