By some estimates, over 20 million Americans are starting and operating new businesses. The good news is, these brave entrepreneurs can harness easy to use and economical cloud-based apps/tools like Salesforce, Workday, and NetSuite to enable important functions and activities like sales, finance and collaboration right out of the gate. For the start-ups that grow and survive, more sophisticated enterprise resource planning (ERP) software will be needed to support and control the business and better serve customers.

Some key signs that you may need to consider an ERP system include the inability to easily obtain critical information about your business from a multitude of separate applications and an increasingly difficult time producing reliable and timely financial results.

The Cloud has made it possible for companies as small as $1 million in sales to access ERP capabilities for a reasonable investment. But buyer beware, many ERP implementations still fail to deliver the needed capabilities on time and on budget.

As your business ascends the growth curve on its way to future stardom, here are 5 tips to significantly raise your odds of success when choosing and implementing an ERP system:

1. Be prepared – Define your core business processes and mission-critical business requirements before choosing a system. Understand how they will most likely change as you grow. You shouldn’t buy a new car without understanding your current and future needs and choosing ERP software should be no different.
2. Consider the Cloud and then consider it again – This advice applies to small and large companies alike. Gone are the days where you will need your own hardware, software and IT staff to maintain it all. The Cloud reduces your up-front investment, minimizes the number of support people you need to hire, and gives you the flexibility to migrate to better options much faster in the future.
3. Consider more than one Cloud application to meet your functional needs – The typical middle-market ERP implementation can include 3 or more Cloud-based applications. The good news is that  integration platforms such as Dell Boomi and Jitterbit make the integration of Cloud software easier than ever before. When sourcing project assistance, check to make sure your technology partners have recent integration experience and expertise.
4. Hire consultants to fill skill gaps and manage risk – This sounds self-serving but it’s not. I have been in more than one start-up and high growth company – there are many hats to wear and there never seems to be enough time to build systems and necessary capabilities. Furthermore, your expertise – product, R&D, raising capital, serving customers – is probably not designing, selecting and installing an ERP system. Software providers will offer their own implementation consultants or trusted integration partners to help get the job done. If you are going to spend over $100,000 for an ERP solution, consider part-time or full-time help from an independent consultant with no ties to the ERP software providers. Your ROI and peace of mind will make it a worthwhile investment. Click here to learn more about our technology assessment and strategy framework.
5. Fix your implementation fee and pay on milestones – Avoid time and materials based contracts. Back to the car shopping analogy, get at least three fixed price bids and insist on a warranty to cover major issues. As part of your fixed price contract, pay for completed work based on the quality of key deliverables and the attainment of major milestones (e.g., blueprint complete, acceptance testing done, go-live date met). Make sure the software vendor and any integration partners have skin in the game. Finally, a good consultant can help you negotiate the best price and service terms for all aspects of your ERP deal.

One thing is for sure, the technology world and ERP space will continue to rapidly evolve and change.

Following these tips will help assure your ultimate success and improve your ability to serve your customers. Contact TSI to discuss your specific needs and to learn more.

The post 5 ERP Tips for Start-ups and High-Growth Companies appeared first on Transforming Solutions Inc..

Business Challenge:

TSI’s client, a fast-emerging innovator in the Biotech space, knew it needed to invest in enterprise systems.  Yet at the time it was balancing many initiatives that caused many of their internal SMEs to be spread very thin as they were embarking on clinical trials, raising another round of funding, building a production facility, along with hiring new employees and conducting the rest of their business.

When TSI was selected, Finance was using QuickBooks and Excel.  Operations and Quality had no defined processes, systems or formalized IT group. The company desired a cloud-based solution, but wasn’t sure about on-premises vs. cloud risks and trade-offs.  There were significant time pressures to identify a cost-effective, reliable and scalable ERP solution that met FDA validation requirements.

TSI’s Approach and Role:

Approach

• Worked with Leadership Team to define/understand strategic direction and priorities
• Conducted a series of rapid design sessions to define future business processes and prioritized functional requirements
• Leveraged TSI’s 20+ years of experience and develop a short list of Vendors for focused software demonstrations and participation in a streamlined RFP process
• Developed, communicated and maintained a committed milestone schedule and set of guiding principles to keep the team on track
• Benchmarked vendor costs and utilize best practices in selection/contract negotiation
• Developed a phased ERP implementation plan to manage risk and reduce time to market for critical functionality while avoiding customizations

Role

• Overall Program, Vendor and Organizational Change Manager
• Business Analysis
• Subject Matter Expertise – ERP, Finance, Supply Chain, Manufacturing, Quality
• QuickBooks Interim Technical and Accounting Staff Support
• Technical Infrastructure Support

Results:

• Completed Process/Requirements Definition and ERP Selection in 12 Weeks
• Achieved Validated ERP System Go-Live in 100 Days
• Under Budget 19% for Integrator and TSI
• Shortly after the completion of our work, this company was acquired by one of the largest biotech/pharma conglomerates in the world. The successful implementation of the ERP, along with the process work that TSI led surrounded this, helped to solidify the administrative and financial components of the due diligence.  This, along with other competitive advantages of this organization, led to an extremely lucrative buyout.

The post Biotech Start-up, Cloud ERP Selection and Implementation appeared first on Transforming Solutions Inc..

Recently TSI worked with a client who is going through a period of tremendous growth who asked us to look at their current ERP platform, and make a determination whether their current solution will meet their long-term needs.  During our project, a frequent question I was asked by the client staff was (or something very similar) “What new software are we going with?”  This struck me as odd because after doing several evaluations, I know there is a process and methodology to follow when performing a software evaluation.  However, what became clear is that most people in an organization have limited or no experience picking the right software for their organization.

When posed this question, there are some common analogies we like to use.  The analogy that seems to resonate the most is to think about buying a home.  I recently went through this process, and life would have been a whole lot easier at the time if I knew out of the gate which house I was going to buy.  We all know that this is not how it works.  When evaluating the houses during this process, my wife and I evaluated several things, including the functionality, structural stability (from what we could see), cleanliness and look (curb appeal) of that home. 

We did end up putting in an offer for a house, and like most wise homebuyers, we brought in a home inspector to evaluate the house itself.  It turns out that it was good that we did because of a rotting foundation, significant problems with the roof that needed to be repaired right away, as well as a raccoon infestation that would not be easy to resolve.  Needless to say, we did not purchase that home, but through our diligence, we did find the right home.  Not only does our new home check all of the boxes on our “requirements” list, it does not have a family of raccoons living in the attic!

The same can be said of doing a software evaluation for your organization.  Over the years, I have developed three key things to remember about the process of evaluating software:

1. There are many options out there, not just the one everyone talks about.

Just because everyone talks about the same 2-3 software vendors (SAP, Oracle, Microsoft for ERP), this does not mean that they are going to be the right one for your company. Granted these software vendors have a very good product, but each have their own strengths and weaknesses. Additionally, there are now hundreds of ERP software vendors, many offering cloud based solutions to choose from, each with their own strengths and weaknesses, which brings me to my second point.

2. There is a process – Follow it.

How do you possibly find the right one while there are so many options to choose from?  Follow the process. TSI uses a proprietary four-step software evaluation approach to understand the need, define the future state, develop requirements and the RFP and finally run the finalists through vendor demonstrations.  Key to this is to understand how your company needs and wants your business processes to run, not to be confused with how they are performed today.  A common failure of any software evaluation (which leads to implementation failure) is not developing the future state process that will inform the vendors and you how the technology you are evaluating will get you there.  Technology is not the panacea to all pains, but a tool to utilize in conjunction with process and organizational policies that will make it work.  Lazy or uninformed evaluations will invariably bring unexpected and at times heavy costs/risks to you and your organization, which brings us to our final point.

3. Do the work, put data behind the decision.

The decision you will be making as to which software will take you into the next 8-10 years is a big one.  Even worse, an uninformed decision will likely cost you millions of dollars in implementation costs, likely cause you software adoption problems, interrupt the business and customers and may even cost you your job. To ensure you have made the best decision possible, and are able to defend it, put the work in, and get the data. Likely, your organization is complex, with some unique needs from a software system.  Your unique needs for a software system will reveal (if used correctly) which strengths and weaknesses are of significant consideration.  To get all of the information necessary will require an investment in time and resources from your organization.

One way TSI has used data to help inform the buying decision is to use the trusty radar chart.  Here is an example where we used the vendor evaluation scores from the company SMEs (Subject Matter Experts) to score two different software vendors for fit.  As you can see, each of the spokes (or functional areas) have varying degrees of fit.  It is then up to the organization to decide which of these spokes have a greater priority, and which need to have additional evaluation to bridge the functional gaps. 

To get to this point, the project required more than two months to develop requirements for each area, select two finalist vendors, develop demonstration scripts for each functional area, conduct the vendor demonstrations, and perform the score collection and analysis.

So remember, if you find someone in your organization making a decision on a piece of technology without doing the due diligence required, take them by the shoulders, give them a good shake, and shout my “three things to remember” right at them. Do that or whatever HR appropriate method you can use to get their attention. Either way, if you are feeling stuck on how to make this decision, feel free to give us a call – The TSI Team can help!

The post Three Things to Remember When Deciding On New Software appeared first on Transforming Solutions Inc..

Here are 3 key impacts of a modernized ERP:

1. Improved Planning and Reporting
2. Improved Management
3. Improved Customer Experience

Improved Planning and Reporting with an ERP

Planning and the use of data through reporting is key to the success of any organization, that’s not a secret. But the effectiveness of reporting and planning depends heavily on the reliability of your data and how you use it. Additionally, modern ERPs have the advantage of business intelligence built-in or inherent ability to interface with powerful BI tools to support more effective planning through advanced analytics and algorithms. 

Furthermore, these data-based algorithms and analytics are often industry-based, further expanding the power of the tool. The result of all of these factors is empowering an organization with the ability to truly plan and operate proactively and not reactively.

Improved Management with an ERP

So you’ve improved your planning and data analytics, now how do you leverage your daily operations? The benefits of a modern ERP are applicable in day-to-day operations as well. Often, legacy systems require “bolt-on” or many different systems that connect via data exchange to complete a set of tasks. Take distribution for example. There may be one system for order entry, another for pricing application, another for route management, another for warehouse management and picking, and yet another for delivery management. WHEW! That’s a lot of data transfer!

Perhaps the greatest downside to the multiple systems model is the lack of real-time transparency across the organization. Sales don’t know when an order is on a truck and warehouse managers don’t have insight into when sales are finalized. As a result, teams are required to query for information, adjust planning frequently, and spend extra effort posting status’ to message boards. Modern ERPs solve this issue through 2 key functions: 1. real-time information available to users across functional areas and 2. end-to-end management of the process via a single technology.

Improved Customer Experience with an ERP

Planning and execution are great, but what is the real value add result? What is the real benefit for the organization that will help drive it forward? Advantageous planning and careful execution have a direct impact on many areas. Key amongst them is an improved customer experience. Planning allows you to tailor your efforts towards key groups of customers that will drive growth. Once onboard, these clients will also benefit from the transparency of information and the internet of things. A client no longer has to wonder where their shipment is, they can access a portal, view the status of their order, and submit requests or claims through a single point of entry. 

So What?

There are many organizations currently operating on legacy systems. Are they surviving? Maybe. Are they excelling and maximizing their growth potential? Most likely not. These 3 advantages are just a few of the key impacts of a modern ERP. The bottom line is that an organization will benefit greatly from a single source of truth that improves decision-making, makes operations more efficient and improves the customer experience.

If your organization is considering a modern ERP selection, it’s important to make the right choice. Check out TSI’s service offering and how we can help with selecting the right solution, as well as the aspect of implementation management and organizational change management that are important to the success of any software project.

The post 3 Key Impacts of Implementing a Modernized ERP appeared first on Transforming Solutions Inc..

2020 showed us that those organizations that have not properly addressed their technology and digital infrastructure paid a significantly larger price when the pandemic hit than those that did invest and successfully shore up their infrastructure.  But we can’t stop there.  In 2021, organizations of all sizes and industries need to continue to rethink how they execute their business strategy in this age of digital transformation.  This should start with how an organization delivers products and services to how it interacts with its customers to how it keeps its customers engaged with the context of key scenarios that may be likely in the months ahead.

Organizations cannot simply claim to be digitally transformed simply by adopting new technologies or business applications. Technology is only a channel, the true value lies in leveraging it to empower ones’ workforce by streamlining processes and increasing visibility for informed decision making. Just as how social media is a channel in which there are various aspects which determine the growth of a channels subscription or views on a video in the same way but in a broader sense technology gives us the liberty to grow our organization but we must know how to aptly use it for us to make the best use of it.

IoT, Big Data, Analytics, Business Intelligence, Cloud, Social Media integration and Mobile are few of the many capabilities organizations today are pursuing in a digitized ecosystem. Simply stated, these capabilities can be achieved via implementing extensions and point solutions on top of traditional Enterprise Resource Planning (ERP) systems or it may require a more extensive and encompassing change.

Executives today have a wide variety of enterprise applications to choose from, often putting them at risk of making wrong choices in a time-sensitive environment. New entrants, who are looking for enterprise applications for the first time can easily fall into the trap of building an application portfolio that is a conglomeration of best-of-breed applications, or picking an all-in-one ERP solution. Incumbents often get overwhelmed by choices they have to make in terms of moving to the cloud or staying on-premise, and how they can upgrade their existing technology stack to meet digital transformation initiatives.

In a near real-time decision making setup of technology landscaping projects, the default starting point tends to be magic quadrants or other research articles that provide analysis of the top players in a particular industry or functional area. Decision makers fail to pay attention to the obvious basis of these research artifacts; though the information provided is authentic to a degree, the criteria for evaluation are generic. The majority of these research artifacts evaluate software based on generic criteria such as – vendor’s customer base, geographical spread, new customer acquisition, common industry business processes to name a few.

Organizations blindly following these research articles as their Bible, fail to realize that a generic evaluation is not sufficient to substantiate a software’s fit to their organization. Technology solutions should supplement or complement ones’ business objectives. Just by choosing a prominent solution, one cannot claim to be prepared for thriving in a digitized ecosystem.

To avoid common pitfalls, organizations should establish a framework for their technology landscape that is driven by their “business strategy” as well as their technology strategy. This becomes mission critical when one thinks of the speed of technological change in any given industry. Frameworks would help executives establish a methodology to frequently evaluate their organization’s technology landscape against business objectives. Hence, allowing organizations to keep up with technologies driving transformation without losing sight of its relevance to business strategies.

TSI’s consultants bring experience from helping our clients evaluate or reevaluate and redesign their technology roadmaps. With deep understanding of client’s industry, technology trends and business goals, we can help you –

• Carefully think through and clarify your business strategy – in 2021 – what is YOUR unfair advantage?
• Think through important scenarios that may be forthcoming and consider the “impact analysis”
• Outline a relevant, scalable and business strategy driven technology landscape
• Plan a thoughtful and pragmatic implementation based on what your organization can and should take on
• Design and foster a culture that would allow you to adapt to digital transformation capabilities

Contact TSI to discuss your digital transformation strategies or if you need assistance in strategizing one.

The post Assessing your Technology Landscape in 2021 to Transform Digitally and Organizationally appeared first on Transforming Solutions Inc..

The purpose of this article is to equip business leaders, who don’t speak in three letter acronyms, with a solid foundation of knowledge so they can contribute and not be intimidated during an ERP upgrade (i.e., the transition from an older version of an ERP software to a new version). 

When non-technical Business leaders hear the words “ERP upgrade strategy” they may assume that associated activities take place in a mysterious room deep within IT or in a far away location where ‘the cloud’ is kept. Despite the perceived technical barriers to understanding, there are many responsibilities to an ERP upgrade that can and should fall on the shoulders of business leaders.

A key component of a successful ERP technical upgrade is IT and Business collaboration. An upgrade to your organization’s ERP provides a platform to utilize new functionality or features. An upgrade may also contain fixes to current issues and additional security provisions.

What is an ERP Upgrade?

An ERP upgrade can be a complex undertaking requiring a detailed project plan with clarity around responsibilities, due dates and accountability of both IT and Business teams. They are often non-strategic in nature and are frequently required by a software vendor in order to maintain support service. Business teams are critical to be involved from design (if it is needed) through executing thorough regression testing to be sure the upgrade will not cause a loss in functionality or a system failure.

From TSI’s perspective, the single biggest mistake that we see organizations make is they don’t take an upgrade seriously and, therefore, take a haphazard approach to it.

ERP Upgrade Checklist for a Successful Technical Upgrade

Regardless of the ERP platform you use, here are some preparedness topics Business leaders should consider when planning for an ERP technical upgrade:

1. Understand, accept and adopt the “Delta” (i.e., what is changing) so that you know and are comfortable with the future state of your business processes and confident in the technical functionality of the software to support them. For example, changes may present in the following form:

• The screen, menus and dashboards may look a bit different
• The business process or workflows to perform a task in the system may change slightly
• It may have additional features and functionalities

2. Modify business processes according to system functionality

• Prioritize modifying business processes to meet standard system functionality, rather than changing the system to meet the current business process.  This is important since customization adds complexity to the current system’s functionality and may complicate future upgrades 
• Even though, it is “just an upgrade”, plan for training, communication and documentation updates since these are critical to user adoption of changes

3. Verify that data is consistently defined, current and accurate!

• Sometimes the upgrade will introduce new fields and edit rules within the system.  Know these so you can avoid untimely system errors when you proceed with the upgrade
• Know what new reports come with the upgrade and ensure that your data quality is capable of supporting these reports.  As an example, let’s say that you are upgrading your CRM and it comes with a new Sales Analysis dashboard that requires you define the customers as active, inactive or terminated.  Is your data ready, based on the upgrade demands?
• Know that reporting may also derive values and status based on other fields in the system.  Be sure to know how this works to have a successful upgrade.

4. Assign dedicated resources to the project

• Testing of an upgrade is a key business function and should incorporate input from all departments who are impacted to ensure accuracy and completeness
• Status meeting attendance and dedicated time for testing and training is required – most employees should not, however, receive full-time assignments to one project
• These projects are good learning opportunities for employees who are hands on, tech savvy, and excited to learn
• Bringing different resources to this project broadens the experience base and ownership of business processes and technology use

5. Thoroughly test the system to ensure that desired business processes are present and functioning in a way that moves the organization forward.

• DO NOT take shortcuts on testing or assume that two similar processes will work the same way.
• Consider all of the processes where your ERP is used now, as well as all of the processes that you hope to develop or introduce in the future, and test them to ensure that processes run smoothly
• Apply your best critical thinking skills to testing and training so that all stakeholders understand what is changing and are empowered in their jobs moving forward
• Examples include your sales, invoicing, manufacturing, onboarding, marketing, reporting, forecasting and purchasing, payables, and financial reporting

What are the next steps?

Once you’ve made the decision to pursue an ERP upgrade, you should coordinate a leadership team to manage the upgrade implementation.  If your staff is short on time and expertise, you may want to consider hiring a consulting firm that has expertise with implementation projects like this one. 

You will need to facilitate a working relationship between the developers or engineers working with the software and the people who will test and eventually use the software. This can be accomplished through meetings where the goals of the upgrade are defined, responsibilities are assigned and a project plan is agreed upon. The nature of ERP upgrades is that there are a lot of technical requirements and work, which will be handled by tech people, and those changes will impact the day to day of those using the upgraded ERP.

Keep in mind that there may be circumstances under which upgrading your software is not the most cost effective or practical decision, or perhaps your current ERP is being discontinued, and you’ll instead need to look for alternatives. If this is the case, please take a look at our Software Evaluation and Implementation page to learn about that process. Otherwise, upgrading to a newer version is likely to be the smoothest option for most organizations.

Shameless Plug: Have you considered our ERP upgrade checklist and found that your organization could benefit from outside expertise? TSI offers all of the services discussed in this guide, such as Business Process Improvement and ERP Implementation Services. Our organization has completed many ERP implementations over the last 25 years. Please reach out below to see how we can benefit your organization today!

The post Top 5 Actions to Enable “Non-Techies” to Crush your Next ERP Upgrade appeared first on Transforming Solutions Inc..

TSI was selected for several projects at The Archdiocese of Chicago.  First, TSI led the implementation of Blackbaud’s Luminate Online solution to satisfy their need for a contemporary online giving and e-communication management platform. Transforming Solutions was selected to manage this implementation to ensure on-time and on-budget delivery of the product.

TSI was also engaged to define and improve financial and gift receipt and reporting processes.  We leveraged our methodology that included program management, current state process mapping and analysis, future state process development, development of applicable policies, and change management. The outcome was a platform and a comprehensive set of online procedures related to online giving. This capability, in turn, helps the Archdiocese of Chicago better engage with constituents, strengthen its mission, and ultimately increase revenue.

Transforming Solutions worked closely with key stakeholders, C-level management, 3rd party vendors, and end-users to ensure a successful implementation. This included facilitating working sessions to map and review the current state of online giving-related processes, defining the ideal future state of these processes, and developing supporting documentation.  

Overall, the project successfully implemented a number of online giving forms with a seamless user experience, event registration, email functionality, and procedures over the course of 8 months. A data sync between the online giving platform and the database of record is also in place as part of the implementation, giving the Archdiocese more accurate and rapidly available data to drive strategic decisions and strengthen controls. Additionally, TSI conducted several ‘Voice of the Donor’ sessions that provided input of actual donors into the implementation of the technology.  

The implementation transformed the Archdiocesan ability to connect with donors via a digital platform.  Not only are donors able to give online but are also receiving more correspondence regarding the opportunity to engage further. While they were previously sending 5-6 messages per year, with Luminate Online the Archdiocese of Chicago was able to distribute 10 messages in just 3 months to just under a million donor contacts. This level of engagement generated excitement both outside and within the organization, building strong momentum for future phases of implementation.

Careful management of the project resulted in on time and under budget completion, a feat that had not been accomplished at the Archdiocese in recent memory. Furthermore, it was unknown at the time of completion, but the online functionality became instrumental in the management of the coronavirus crisis. Because of the success of the implementation, the Archdiocese was well-positioned to provide online giving functionality to parishes without such a solution. The result was an ability to continue to collect weekly contributions and special COVID-19 fund collections to support those in need.

Luminate Online has brought in over $9.4m across 60k transactions using 7 different online forms. 70 email blasts have been distributed, for 4.7m emails sent. Furthermore, the Archdiocese has added 210k contacts to the database, a 50% increase in contacts overall.

As the spring of 2020 saw the impact of covid-19 increase, the implementation of Luminate Online led to the recognition of the need for a mobile app-based engagement and online giving platform. Key to the success of this platform was ensuring that it would be easy to manage and provide the functionality to support the parishes’ effort to engage at a time when in-person worship was not possible. Using TSI’s vendor evaluation and selection process, Pushpay was identified as the preferred provider.

A successful pilot implementation effort was launched and completed in the fall of 2020. This tool has empowered and enabled the parish to connect and fund-raise in a way previously unavailable. Benefits included a centralized place for communication, a streamlined giving process, and improved process efficiency leveraging workflows and administrator dashboards and reporting. In just 3 and a half months of use, one parish has collected over $15,000 in online gifts alone.

This is just one illustration of how TSI not only ensures a successful technology implementation but also boosts the value of your investment.  

The post Developing and Implementing Next-Generation Processes and Technology appeared first on Transforming Solutions Inc..

A few years ago, TSI was selected to assist Groupon who, at the time, was generating around $100-200 million in revenue, exclusively in “deal of the day” online offers to retailers.  However, their vision required that they go on an acquisition binge, broaden their service offering and take the company public.  TSI’s team was involved from those early days and fortunate to work with so many talented leaders at Groupon including John Bosshart, Joe DelPreto, Mark Hoyt, Brad Downes, Jeff Lole, Mark Stubler and many others.

Collaboratively with the senior leaders, TSI helped to develop the mantra of “Groupon Speed” and, as related to this project, developed a sense of results-orientation with the notion of “good now is better than perfect later”.  TSI defined Groupon’s forward-looking requirements, a short list of software vendors and ultimately, TSI selected NetSuite.

TSI’s talented project team helped to implement NetSuite ERP in Five Countries in Just Six Weeks; Twenty-Six Countries in Three Months.  During that time, we had incredible support by Zack Nelson, Jim McGeever and many others at NetSuite and our understanding is this remains as the fastest software selection and global implementation on record.

After that, TSI helped define the governance structure for NetSuite helping move toward a financial service center both regionally and globally.  This is just one example of the exciting clients we have a chance to work closely with.  Shown below is an excerpt from NetSuite’s SuiteWorld Annual Convention, featuring this project.

http://www.netsuite.com/portal/press/releases/nlpr05-10-11.shtml

https://www.youtube.com/watch?v=sDztlcvEwYg

The post Groupon and NetSuite; Selecting the Right Technology for the Fastest Growing Company in History appeared first on Transforming Solutions Inc..

Dan Feely, Founder and President, TSI – Transforming Solutions, Inc., a leader in ERP implementation strategy consulting, will discuss (with whom?) the key components of successful ERP implementation. Drawing from expertise across a spectrum of industries and size, spanning 27 countries, Dan will share vital drivers of success, including practices leveraged by one of the fastest growing companies in history. Learn how an ERP implementation done right enhances a company’s agility and capacity to thrive in a high growth environment.

After attending our ERP Investment Webinar, you will be able to:

Understand key differentiators of best-in-class ERP implementations

Discover actionable advice for the proper alignment of people and processes in executing an ERP implementation plan

Understand how to avoid inherent barriers to ERP implementation success

The webinar will be Mar. 20, 2014 at 1:00 – 2:00 PM CST.

Click HERE to register for the Webinar.

The post Ten Best Practices for Optimizing your ERP Investment Webinar appeared first on Transforming Solutions Inc..