New system implementation is a major change for most businesses. The CEO and CFO can easily identify the risks of poor execution and delivery understanding these as critical concerns. We agree that badly executed any system change can damage a business. As such technology change requires careful, considered and experienced management.
A key aspect of technology change is effective communication to the executive. If you understand the risks then you will want to be kept informed and have confidence in your delivery team. A formal framework of control, milestones, status updates and clarity of decision making will all be pre-requisites.
Technology change invariably goes hand in hand with process change, which will often impact people. These three elements must be understood and managed accordingly, particularly in large programmes which will often involve cross functional matrix management.
Above this, prior to any technology refresh you need to be sure this is the right technology, the right time and that you have the capability to manage it. Before any technology change the business must be satisfied that the benefits will accrue. All too often the needs of the users are a last resort and poor engagement leads to disenfranchisement and at worst disruption to the programme.
How can we help you?
We have implemented large scale system change in several different business contexts. We take a pragmatic approach based on the culture, maturity, capability and timing in each case. Be it major ERP change, point solution implementation, multi-channel extension or business integration.
- Provide overall leadership of technology change engaging effectively with the business from selection to production
- Identify capability and make best use of internal and external resources
- Be an objective liaison between system vendors and the business
- Create and execute a best practice Programme Management Model suited to your needs
- Rescue faltering technology change programmes