Time for a change...

I never thought I could be comfortably associated with an industry so littered with stories of failure. ERP (Enterprise Resource Planning) systems have been implemented and supported globally for all sizes of organisations in the public and private sectors. Various pieces of research indicate the satisfaction rates of customers and key users is around the 40% mark. The remainder are not getting the expected value from their ERP systems.

Now logically it is possible to achieve satisfaction with ERP systems because 40% of organisations are doing so. So where do organisations go wrong? There are several components to successful ERP systems including: effective leadership and management; quality project and support teams; managing customer expectations; standardising and streamlining business processes; measuring performance and value for money; effective ERP reporting; empowerment; business ownership; and tight change request control. Probably the most important component is business change management.

Traditionally, change management around ERP applications projects means:

• Communicating features and benefits of the new system
• Training, education, and external information programmes
• New organisational structures, policies, and procedures
• Monitoring and evaluating the organisation's performance

But this is not the whole change picture. There are 8 reasons for failure of change programmes,

• Too self complacent before and after ERP implementation
• No effective leadership alliance
• Lack of a vision and strategy
• Ineffectively communicating the vision
• Barriers to the new vision - people, structure, culture etc.
• Lack of immediate progress
• Complacency returns
• Change is not embedded in the organisation's culture

Of course, we need to know how to combat these reasons for failure and deliver effective and successful change management around ERP systems.

Winning the Change Game

Here is a framework for effecting successful change management around ERP systems:

• Firing up the Team - Create a sense of urgency and crisis. ERP systems are a source of competitive advantage. You need stretch ERP targets and accountabilities including business ownership at executive level.

• Leaders on and off the pitch - Create from the powerful and influential and make them visible. Especially at executive level across all functional areas. This will inspire the project and support teams including third parties.

• A Vision of Glory - Make the vision feasible, desirable, focused and flexible. Define where you will be in 1, 5 and 10 years time leveraging all the potential benefits of your ERP system. Including competitive advantage, automation, quality delivery of business information and enabling change in how business is done.

• Roaring on the Team - A simple message using many channels with leaders setting an example. Communicate continuously and clearly the vision.

• Battling and Dominating - Align systems and the organisation to the vision, and deal with troublesome managers and other barriers to success.

• Goals - Celebrate and communicate all short term wins.

• More pressure! More goals! - Create more change, more success and more leaders.

• The Winning Mentality - Make successful change part of the culture.

In an increasingly competitive world, organisations must leverage all the potential benefits of their ERP systems. The days of ERP implementations being the responsibility of the IT function and third party vendors are drawing to a close. As are the days of technology driving change rather than the needs of the business. A more embracing, dynamic, business-driven, people- oriented change management process will make a significant contribution to future ERP successes.

It’s time for a change...

www.DriveERP.com

http://twitter.com/John_McGrann

The KMA strategy for dealing with SBs

I had to laugh when I read extracts from Adrian Maile’s book: Secret Habits of Successful Bastards. It’s a self help book for those wishing to be successful but who are too nice. Adrian has many tips on how to be an SB on his LinkedIn group including some of my favourites:

• Make mountains out of molehills
• Be confrontational
• Expect the unachievable
• Put people down
• Change the rules to suit you

No doubt many of you recognise these characteristics from people you have worked with or worked for in the past. To get to the top it seems you have to trample over everyone in your way, act in a nauseating manner and slide knives in many backs.

The choice appears to be either adopt these behaviours and succeed in your chosen career; or stay a nice guy or girl, and never hit the dizzy heights.

In reality, we have all worked for successful people who were to also nice people. I can think of at least six bosses I admired, respected and liked from my past. However, it is the SBs who stand out especially if they have had a detrimental effect on our careers or even our lives.

So what are the deep rooted issues with these SBs that cause these behaviours? In my humble opinion, many SBs share the following afflictions:

• Incompetence - usually struggling academically and professionally
• Boring and Friendless - all they can talk about is themselves and work
• Bullies - abusing the power of their position and ruling by fear
• Spineless bosses - incapable or unwilling to bring these SBs into line

A man once said to me: ‘Never underestimate anyone .....and never overestimate anyone either.’ The latter stuck with me and over the years I have realised that SBs like all bullies are selfish and cowardly - so hit them hard when you can...even little acts of rebellion can upset them.

A few strategies to keep them awake at night:

• Find their past screw-ups and inefficiencies - let them know you know
• Use FACTS not EMOTIONS - easier to gain support with facts
• Take out grievances for poor management style
• Argue the toss forever about the SB’s appraisal of yourself
• Socialise often with colleagues causing the SB to get paranoid
• Refer to the ‘autocratic culture’ often of your department
• Send up great reports and ideas to the boss of the SB’s boss
• Join staff associations, trade unions etc.
• Use company communications to promote work / life balance, anti stress, progressive policies etc.

Winning is distressing these SBs by exposing them as sad, limited, lonely individuals who despite the wonderful challenges and opportunities in life struggle to be ‘successful’ employing 100% of their energy on an activity which should consume less than 30% of your entire life. Work to live and widen the scope of ‘success’ to embrace family, friends, interests, travel and great personal challenges.

Don’t expect to change or beat the SBs at their sad game. Don’t worry about it either. Find a job with a nice boss or nice colleagues and leave them in the mire as much as (legally) possible before you depart their workplace.

This is the Kiss My A**e strategy.

How do you fare on the Bastardometer?

http://www.successful-bastards.com/bastardometer.aspx

The case for ERP Super Users

The case for ERP Super Users: If you are in a hole - stop digging!

I mention it because in these recessionary times companies are focused on delivering more efficient services in the ERP world. Their proposals usually require investment and often meet resistance. When the resistance is from senior managers it is all the more challenging...

I can think of no bigger weakness generally in the ERP world than the big hole between IT (Applications) and the Business - the home of lost ideas, issues, duties, roles, responsibilities, tasks, deliverables, improvements, productivity, solutions, resources, policies, communications etc. Once a system goes live, often the momentum for improvement disappears with it. The spark then lies with the Business for further improvements but they are constrained by a lack of knowledge about ERP systems. The answer to filling in the big hole is...ERP Super Users.

Identify, select, develop and empower key business users who have an aptitude and passion for your ERP system. ERP systems are enterprise systems and should be driven and owned by the Business and not by the technologists. ERP Super Users should strive to support and satisfy four objectives:

- Automation of business processes to improve productivity
- Information to enable better decision making
- Education of best practises and developments around ERP
- Transformation of how to do business using ERP as an enabler

An ERP Super User is a role within a job. It is not time consuming but the benefits can be huge. The ERP knowledge combined with the functional knowledge is a powerful combination. It is also a lot cheaper option than additional IT (Apps) resources or expensive external consultants.

So how can they fill in that hole? These are the key activities which can be undertaken by ERP Super Users that will drive greater value from your ERP system:

• Business Process - manager of the business processes for selected area. Working with IT (Apps) team to promote further automation and process streamlining

• Module owner / manager - controls access to own functional modules

• Change agent - a positive and active force for change programmes around ERP

• Educator - updating colleagues at all levels on the further capabilities, updates and potential of the ERP system

• Training - consulted on implementation training plans and ongoing training for current and new users

• Solutions - leading Business side and jointly delivering with IT (Apps) a cost benefit analysis for all significant spending on ERP

• Engagement model - regular meeting with appropriate levels on the IT (Apps) team to fix issues and planning around ERP

• Housekeeping - assuring housekeeping routines and data quality standards maintenance

• Custodianship model - supporting the clarity of roles and responsibilities of the Business side and IT (Apps) side in the ERP space

• Intranet Site - championing continuous improvement in the use of ERP and communicating updates to users

• Rapid reaction - coordinates the Business side on serious incidents and extraordinary requirements

• SMEs - Subject Matter Experts for the implementation team and for upgrades and major enhancements

• Support System - 1st line support and monitors active support tickets and expedites

• Super User group - member of the functional Super User Group

• Reporting - working closely with the IT (Apps) team to meet functional reporting needs in the most cost effective way and controlling access to reporting tools

ERP Super Users combine their applications skills with business expertise in a cost effective way to drive greater value from Enterprise Resource Planning systems. They are a shining example of empowerment in an organisation. Once the big hole is filled in, it’s time to start building on secure ground.
A natural evolution is the formation of functional Super User Groups.

www.DriveERP.com

http://twitter.com/John_McGrann

Howdy Partner

If she said it once she said it 10 times....”I’m a customer and this isn’t good enough.”

It was early days and I had been warned...but my blood pressure was rising. The ‘evidence’ was turned out on the table. It was like a legal battle...the whole history, dates, places, statements, escalations, disappointments etc. It went back years and it was all very fascinating but hardly relevant to me - the new kid on the block. I wanted to know what the issues were now and if I could help. Her attitude was poor and on par with her competence.

It was one of those rare occasions when I led the ERP applications team in a meeting with a senior manager from the business side and despite our best efforts, it was impossible to make it in anyway a productive meeting.

There were a number of factors which I had quickly gleaned that would prevent this lady leaving the meeting entirely satisfied.

Firstly, her demands were totally unreasonable in terms of resourcing them.

Secondly, her proposed solutions were highly inefficient or unworkable.

Thirdly, she had managed her functional area side for more than 5 years and it was a mess.

Fourthly, after a few chats with people I realised that many user tasks were being performed by my own team. That would change.

Fifthly, there was a record of the lady going outside IT and ERP applications support to implement an array of inefficient application and reporting tools.

She was out of control and the executive had done little to redress the situation in the interests of the organisation. Politics ruled not professionalism.

But what really riled me was the statement that she was a ‘customer’. In fact, she was a manager in the same organisation as me. It seemed only IT had ‘customers’. The other functional areas were not suppliers as we were, although HR did have business partners which seemed very positive.

The ‘customer’ philosophy applied to those receiving services from the IT department. It also included the whole array of service delivery managers, customer support, liaison people etc. etc. None of whom added any real value and often promised what they themselves could not deliver. It was chaos and those who ranted the most got a bigger slice of the cake. IT project managers were reduced to order takers. There was no partnership. It wasn’t even customer service as is applied to ‘real customers’. It was pure servility.

It is so important to clearly define your customers. They will have a big impact on your ERP systems performance as they consume your resources. So what is the traditional view of a customer?

• Consumer of your goods and services

• They pay for your goods or services

• They are able to choose other suppliers

• Unprofitable or troublesome customer relationships can be terminated

• There is a legal agreement

In an enterprise-wide system the only group that would fit the criteria as customers are those at the executive level. They are as near as possible to real external customers. Senior and middle managers do not have the enterprise view or responsibility - yet can often cause strains on ERP resources and performance.

The so called internal ‘customers’ can exert an undue influence on the ERP applications teams. The system can become inefficient, yet the responsibility is totally blurred in the chaos. Internal customer demands are rarely scrutinised and override organisational needs. Customisations are many and costly. ERP resources are misused and sometimes abused by ‘customers’. And the latter can make decisions around technology and service provision about which they know little.

If you are not a customer then you are a user, albeit you may be very senior in your organisation. Users can be supported professionally and it should not matter whether they come from within or outside your organisation.

Especially in large organisations it is important the right ERP project and/or support team members meet the right business users at the right levels in the same organisation. The frequency, content and reporting of those meeting should be pitched at the appropriate levels. Action points rather than minutes should be the output. Set up an Engagement Model to deliver it all.

A Custodianship Model defines roles, responsibilities, duties, and relationships between the applications team, the users, all levels of management, Super Users and other stakeholders. Without it - chaos reigns.

Some of the key principles of a Custodianship Model internally should include:

• Overall priority is the interests of organisation
• Equal partners in all dealings – a parity of esteem
• Business Partner analysis evaluates services and costs for each partner
• Escalation to IT senior managers and Business Partner senior managers
• ERP team challenges all Business Partner requirements for value for money
• Exploitation of ERP modules via ERP Super User Groups
• Joint work delivering efficiency savings
• Reciprocal services afforded to ERP team by Business Partners
• Agreed Code of Conduct
• Business Partners own business processes and controls
• ERP teams implement and maintain agreed controls in ERP modules
• Business Partners authorise access to their modules
• ERP teams grant and monitor that access
• Business Partners own the application data
• ERP teams monitor and report on data quality
• ERP teams are custodians & managers of live ERP applications
• ERP team authority is delegated from the executive via the IT Senior Leadership Team
• All actions are aimed at benefiting the whole of the organisation
• Reporting Strategy – constant agenda item for partnership meetings

A mature, professional and ultimately beneficial relationship can arise from a well defined internal Custodianship Model. People know their roles and responsibilities. IT, ERP and business resources do what they do best and collaborate on areas that require partnership with other stakeholders.

The organisation is the winner and the cowboys can ride off into the sunset ...

www.DriveERP.com

http://twitter.com/John_McGrann

People drive ERP systems performance

People drive ERP systems performance

Why do people who ostensibly have the same start in the career race perform at different levels? Despite the same standards of academic achievement, similar backgrounds, the same training, shared social skills and work experience, some individuals perform much better than others. Recent studies have shown that our natural and learned skills through training and experience - the basics - only represent at best a 20% contribution to our performance. The remaining 80% which affects our performance comes from our personal skills - those crucial other elements such as our thinking and our behavioral aspects. Including but not limited to:

• Decision making ability and judgement
• Leadership
• Assertiveness
• Coping with stress
• Enthusiasm and energy (Passion)
• Motivation
• Team building
• Self-confidence
• Initiative

These are the drivers for successful personal performance. It explains why some professionals with less academic achievement outstrip their better qualified peers. Perhaps acquiring the basics will ensure satisfactory performance - but it’s the drivers that deliver superior performance.

In a recent poll on the value of ERP systems as seen by business professionals on the social networking website LinkedIN.com the results were as follows:

32% - Real Cash Benefit / Can’t Live Without It

68% - Too Complex / Little Value / In Learning Mode

So why are so many organizations failing to perform to a high level in automating processes, informing stakeholders (reporting), educating users and managers, and transforming they way business is done? Surely these are the key objectives for all ERP systems. I believe we can learn a few things from people performance when we analyse the shortcomings of ERP systems performance.

Many of these organisations share the same basics including: the technical infrastructure; qualified IT and Applications staff; competent users; the project methodology; implementation integrator and the same ERP application itself which is in use in many global organizations.

Organisations which fail to maximise the potential of ERP systems display similar problems such as heavy customizations, a lack of planning and management, disgruntled users, ad hoc ancillary systems in MS Excel and MS Access, an array of reporting tools; problematic interfaces and are often IT driven. There is a big gap between the users and the applications team in IT.

Could it be that just like people, ERP systems need behaviors and attributes to drive them to success? Does the ‘Go live’ signal the end of the process or merely a point in the journey. I believe even in successful ERP implementations the ‘Go Live’ is the half way mark at best.

So what are the drivers for ERP performance success? In my experience I would suggest the following:

• Actually Managing Oracle Applications – as an investment
• Successful Change Management - people are key
• Leading a Support Team – proactive not reactive
• Measuring Success and Value for Money – monitoring performance
• Data and Information – planning and managing
• Customers and Collaboration – working together for the benefit of all
• Reporting and Business Intelligence – the right tools for the job
• Empowerment and Super Users – unleash skills and passion
• Change Control and Value for Money – cost benefit analysis
• Project Management Kept Simple – the short and long term view
• Process Improvement – continuous and alignment with applications
• Management Information Systems – efficient and effective systems
  

These are all people centred activities required for better ERP systems performance. Fundamentally, ERP systems are investments. They need plans, actions, energy, rules, policies, analysis, management, customer focus, leadership and lots of passion to drive performance. The drivers of people and ERP systems performance have striking similarities.

I wonder if there is a link between highly performing ERP management and highly performing ERP systems…..

www.DriveERP.com

http://twitter.com/John_McGrann

Oracle ERP Reporting Overview

What is ‘Oracle ERP Reporting’?

In any company there are 2 clear aspects to reporting – namely the definition and the technology.

The definition of reports required for internal and external customers is entirely a matter for the business managers. For example, Finance teams define what reporting is required to meet statutory and regulatory requirements. They define what information is included, who receives the report and when the report is delivered to the customer.

The IT team is responsible for advising on, developing and supporting the technology used to meet the needs of business reporting. The IT role is to focus on how reports are delivered effectively and efficiently using the most appropriate reporting tools.

A partnership is required to meet the reporting needs of the business. Too often those roles are blurred and confused with the result being inefficient delivery.

The IT team should have a clear strategy for delivering reporting including:

• Align with the company Reporting Strategy
• Top down…bottom up approach
• Utilise best practice
• Deploy appropriate Oracle tools
• Baseline current reporting
• Customers define requirements - the WHAT
• Change request raised and fully scrutinised for value for money
• Service provider - the HOW
• Detailed analysis
• Agreed solution - effective and efficient
• Controlled development
• Fully tested
• Deployed in production
• Maintained and supported
  

Oracle ERP Reporting tools

There are a number of Oracle reporting tools deployed in the ERP arena. Often companies have no clear strategy for reporting then it is easy to conclude that their deployment has been supply rather than demand driven.

The reporting tools include:

• Standard reports – out of the box and reliable
• FSG - user defined in Oracle Financials but needs control
• Customised reports - costly and high maintenance
• SQL ad hoc queries - risky but quick
• Oracle Discoverer - good ad hoc tool needs control
• Business Intelligence.- needs a full strategic analysis
  

These tools may have been deployed without aligning: it to any business reporting strategy; or analysing demand; or by structuring appropriate support and expertise in the business side or IT teams.

As one senior business manager told the author recently: “I asked 3 Oracle tools the same question and got 3 different answers.“

Security

The ownership of Oracle reporting necessitates access to live production systems and sensitive HR, Contracts, Projects and Payroll data.

A great deal of work is needed in restricting and managing access to these areas with customers' consent. The IT team should be the custodian of Oracle ERP applications on behalf of the company. They should manage access for users, databases, and applications' security, menus, responsibilities and functions

Skills

The business side rarely has the skills long term to develop reports at the correct standards, although Super Users should be encouraged to be actively involved in design, development, testing, deployment and support.

Cost

The IT team need to prioritise development working with the business. Their aim should be to meet all current and future support, development and reporting needs of customers with the current established numbers of analysts and absorbing new requirements by eliminating wasted efforts.

They need to be flexible in working across projects and support areas; seek to manage a robust change control for reporting including value for money; and have a mix of permanent staff supplemented by short term contractors to satisfy periods of high demand and backlogs.

Reporting Strategy

The IT team should identify the need for an Oracle ERP Reporting strategy with the following highlights:

• Oracle applications customers
• Start with a blank sheet of paper
• Top down …bottom up approach
• Challenge all current reports
• Select appropriate reporting tools
• Minimise customisations
• Deliver efficient and managed reporting
• Deliver’ One Truth’ reporting
• Empower users
  

The strategy should be led by the business and supported by the IT team. There are huge potential benefits to successfully managing Oracle ERP reporting delivering correct, timely useful management information in a more efficient manner than the ad hoc supplementary tools often used in organisations.

www.DriveERP.com

http://twitter.com/John_McGrann