Maximizing Return on Investment Using ERP Applications

SUMMARY

As the outputs from these discussions ensue, the evaluation team will create a list of all instances where issues or challenges that are found could ultimately result in failure to resolve potential conflicts, thereby reducing the chances of the programs moving forward on schedule and on budget. Inevitably, there will be issues raised that will challenge the status quo for leadership, and these can either be addressed in open discussions, if the culture of the organization will allow for it, or they can be worked through in individual conversations with the top executive overseeing this program (usually, the CEO, the COO, or the CFO of the organization). The governance program we will establish in the next chapter will have day-to-day responsibility to work through issues as they arise; however, fundamental stumbling blocks will be known from the start, and potentially fatal flaws in the organization dealt with before they result in failure for the program and possibly for the business.

It is unusual in our experience that these characteristics and behaviors in organizations of any size are not known. It is also unusual in our experience that the leadership organization doesn’t collectively choose to believe that they are either resolved or being addressed in some way. It is typically easier when the issues are actually not known, because rigid political positions have not been taken in most cases. Yet this is not what we have experienced. In the next step in this process ...