Programme Delivery - Change is the only constant

When implementing SAP systems a decade ago we would kick off with a clear definition (PID) this would define the set of SAP modules to be implemented as part of the programme, together with a close estimate of the expected ROI that the business could expect to achieve after delivery.

However, over the years, this has changed, due to the emergence of new technology and the increased pace of change, it has become much more challenging to set out these expectations at the offset, especially in transformations that span over multiple years.

With this dynamic pace of change in the ERP eco-system and then delivery models (e.g. SOCA, cloud, SaaS, PaaS, etc.) there is a growing trend in programme management to add a “NewTech” buffer in the planning stages. This buffer is not necessarily to implement the new “Must-have” upgrades, but is rather a period in which the business and the delivery team can assess the options available on how and when to integrate this new offering into the solution design.

One thing that programme delivery experience teaches us is to have a plan that can adapt to change. We can have the best plan, the best resources and the best product, and work for 2 -3 years on a defined set of deliverables, but in that time if the market has shifted, then there is going to be trouble. Programme leadership must constantly review and course correct on a regular basis acting as a partner, advisor and enabler to the business.

Fact: Of the Fortune 500 firms at the top of their fields in 1955 vs. 2014; about 12% are still operating. The next 60 years will have its own surprises too.

Acknowledgement: Mark. Perry AEI

A robust and contained programme management methodology is not going to hold for too long and this has seen the rise of the Agile approach.

Being Agile is the new norm and technology is in the heart of it.

Business demands have changed, technology has shrunk the world, external factors like FTAs (Free Trade Agreements), TPP (Trans-Pacific Partnership) are also contributing and legal compulsions (for example, the European Union rules and the effects of Brexit) are weighing down on IT systems to match up with changing trends and be worth the investment.

One of key changes taking place in the solution offerings worldwide are that the ‘best-in-breeds’ are the ones that are dominating. Salesforce has basically taken the game away from the big player when it comes to CRM services.

The new trend seems to be to implement the best-of-breed and integrate with the rest. This has led to the design change in modules which have been made better and more efficient in seamlessly integrating into the overall process chain.

This trend has in turn led to specialisation and with specialisation comes the self-pro-claimed right to fancy job titles. There was a time when the word ’data’ was boring and ’scientist’ was sophisticated, but now ‘Data Scientists’ are springing up everywhere. Most large organisations these days have a ‘CDO – Chief Data Officer” to look after their valuable information asset: data.

Note: It is even a forward thinking attitude in some organisations to also have a “CHO – Chief Happiness Officer” to look after an even more valuable asset ?? our employees!

With business adopting specialised best-in-breed software and systems, the number of integration points and interfaces in the IT eco-system are rising at a rapid pace. This is why companies that provide Integration Platform as a Service (iPaaS) solutions will do well.

Modules that could be setup to a large extent in its own individual areas now requires specialist resources in other systems integration points to also get involved to make sure that there are no complications in the end-to-end business process chain.

Tip: Spending some time with a FICO consultant is a great place to start to gain this insight into module and systems integration since more or less every module contributes in postings entries into back end GL Accounts.

However, it will not stop here, there will be a lot more to come. Not only will the integration points increase, but externally trends like ‘creative and digital disruption’ will also begin to have increasingly visible effects on the market. This will significantly change the playing field.

In today’s world, we will either disrupt or be disrupted. Being disrupted generally leads to bad things, very bad things - ask Blockbuster.

However, SAP has been right on the money with this. They have shown why they lead by taking the lead.

SAP’s time-to-market has evolved and they are keeping up to speed on the technology highway, there are no exits here: only extensions. If we look back at the evolution from R2, R3, SAP ERP, ECC5, ECC6, Enhancement Packs (EHP) and now S/4HANA most would probably agree wholeheartedly.

The metabolism of the world for new technology is in full throttle and although SAP was late to the market in some respects. However, most recently not only have they been keeping up they have leap-frogged into the lead in many cases. The pace at which SAP have been making strategic acquisitions, churning out new products and services into over the past decade has really taken off and it is not likely to slow down.

As you would know, SAP’s S4 HANA is the latest major solution offering and it is truly revolutionising how businesses are run, but it won’t be the last of its kind because what's new today will be a day old tomorrow.

Artificial Intelligence (AI) will continue to take on more and more complicated tasks in the process chain (it has already to an extent with bots). We could be living in a world where an SAP bot discusses and sells a customer a product online, then processes the sales order in SAP, runs the MRP, coordinates the production, picks, packs and schedules the final delivery to be done by a self-driving delivery vehicle; all this whilst discussing and taking more orders online.

So, we are heading into an interesting age ahead and as humans we will change and adapt too. We will probably be programmed to challenge our AI buddies of the future on their way of logical thinking, with our very own PBI (Partial Brain Interface) and if you don’t think that will happen, just google or follow this link ’Neuralink’.

About the Author

My name is Mike Davis and I have been managing and supporting transformational change within major corporates for over 20 years. I am a keen contributor to the digital agenda and would be very interested in supporting and advising on successfully delivering business transformation change programs. Feel free to review my LinkedIn profile and should you wish to have a brief confidential discussion, a project or program review or engagement for a bid or program delivery please do not hesitate in contacting me.

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