What do you do if your decision making is hindering the effectiveness of your ERP system?

If decision-making is impeding your ERP system's effectiveness, take swift action. First, pinpoint problematic areas by gathering feedback from users and stakeholders. Review decision-making processes to ensure alignment with organizational goals and involve relevant stakeholders for better insights. Seek expert guidance if needed. Establish a culture of continuous improvement and provide training to decision-makers. Monitor progress using performance metrics. By implementing these steps, you can overcome decision-making obstacles and enhance your ERP system's performance.

Antes de iniciar a implanta??o de um ERP, é fundamental identificar quais módulos ser?o implementados. é essencial dialogar com todos os stakeholders envolvidos, conscientizando-os sobre a importancia do projeto e a necessidade de aderência ao cronograma estabelecido.

Durante qualquer processo de migra??o, é crucial assegurar a qualidade dos dados que est?o sendo transferidos ou inseridos pelos diversos setores e suas respectivas parametriza??es. Isso é fundamental para garantir a eficácia, qualidade e precis?o dos resultados obtidos com os dados.

ERP is 80% about people. Having a good team and good relationships leads to higher rates of successful projects. One of the main points that I see, which prevents everyone from engaging, is the famous “us versus them” error. In more complex implementations or in larger companies, it is not uncommon after a while to see the partner fighting to see which team is right, as if the project were a dispute or contest, where the prize is to see who is right. Mainly we, the implementers, have to have a bigger head and more professionalism, and break this rule. Involve the client's team and make them feel special, showing that this implementation is theirs too, and that their opinion and actions are as important as those of the consultants involved

A implanta??o n?o se restringe apenas à área de TI, mas envolve toda a empresa e todos os colaboradores. Portanto, é de vital importancia que toda a organiza??o esteja engajada e alinhada com o mesmo objetivo. Isso contribuirá para minimizar problemas e dificuldades durante o processo de implanta??o.

Well. Intuition and feeling is part of the decision process of any leader. You see, rhe better ERP will tell you a story, based on past decisions. The future is all about the past, of course, but feelings. Intuitions, consulting reports anf stakeholders and shareholders definitions. So, at the end of the day, imagine a BILL GATES, a ELON MUSK or a STEVE JOBS just looking for the past and the available data. Never forget that mainly of the consulting companies reports about tendencies and future challenges & opportunities are based on the present. The lesson is: add the best tools (ERP, CRM, RPA, AI Etc), with the best team and the shareholders definitions, and prepare yourself to make decisions. And never forget humans dont know the future

Ao final de cada ciclo no cronograma de implanta??o, é crucial realizar uma análise detalhada dos dados e dos processos que foram implementados. Isso ajudará a prevenir quaisquer surpresas desagradáveis ao término da implanta??o.

Em diversos momentos, será necessário tomar decis?es. Busque sempre manter-se alinhado com os stakeholders e o conselho da empresa para assegurar escolhas acertadas.

If decision making is hindering the effectiveness of ERP system, it's important to reassess decision-making processes and potentially seek outside expertise or training to improve your understanding and utilization of the system. This might involve conducting a thorough analysis of current decision-making framework, identifying areas for improvement, and implementing strategies to enhance decision making within the context of the ERP system. collaborating with experienced ERP consultants or seeking additional training resources can provide valuable insights and support to optimize the decision-making processes and maximize the effectiveness of ERP system.

The problem is most likely due to poor management of expectations in the early phase of project definition, organization and launching. An ERP system implementation inevitably causes significant business disruption and change, giving rise to resistance to change. That often results in inefficient decion-making. Mitigating this risk up front requires setting up professional Change Management (methodology and skills), overcommunicating on the to-be-expected business disruption, anticipating the limited boundaries of decisions that can be taken once the project is launched.