Veja como você pode alinhar as iniciativas de ERP com as metas gerais de negócios por meio do pensamento estratégico.

Na minha experiência, a escolha de um ERP passa por várias etapas de planejamento, pesquisas de funcionamento em outras empresas e verificação de aderência ao seu negócio. A busca pelo ERP que melhor se adapte deve ser parte integrante do plano estratégico da empresa para os próximos dez anos, o sistema deve ter garantia de atualizações constantes, facilidade de integração com novas ferramentas web que surgem a cada dia, deve garantir a confiabilidade de todas as informações, proporcionando uma experiência de simplicidade e objetividade para os usuários, pois eles são os principais clientes da ferramenta. Não há uma formula mágica que funcione para todas as empresas, deve-se investir o tempo adequado planejando antes.

Once your objectives are defined and the ERP system is implemented, it's essential to regularly monitor the results. Use key performance indicators (KPIs) to measure the impact of the ERP on your processes, whether it's improvements in productivity, cost reduction, or customer satisfaction. If the outcomes don't meet expectations, adjust the processes or ERP features to better align with your business needs. Continuous optimization of your ERP ensures it remains a sustainable driver of growth and performance...

To align ERP initiatives with overall business goals through strategic thinking, it is essential to start by clearly defining business objectives that serve as a guiding star for the ERP strategy. This involves selecting the right ERP system that not only meets current needs but also adapts to future growth and integrates with existing tools. Engaging teams at all levels is critical, ensuring they understand the strategic reasons behind the ERP selection and how it supports business objectives, fostering a culture of collaboration. Additionally, mapping business processes allows for refining and enhancing them within the new ERP framework, ensuring operational efficiency and alignment with strategic goals.

Engage stakeholders early in ERP implementation to address their needs and prevent resistance. This helps identify business goals from various perspectives, ensuring the ERP meets cross-functional requirements. Map ERP features to business processes to achieve specific improvements, such as automating tasks and providing real-time reporting. Set measurable KPIs linked to business objectives to track progress and success. Common KPIs include reduced operational costs, increased order accuracy, and improved employee productivity.

Para elegir un adecuado ERP no solo tienes que enfocarte en tu negocio actual, muy probable te tienes que visualizar y proyectar tu crecimiento para saber cuál es el mejor ERP. Tienes que trabajarlo como una inversión q mediano y largo plazo, de manera que se vea reflejada en tu rentabilidad los beneficios. En este análisis las integraciones, con otros sistemas inclusive de tus clientes, deben formar parte relevante. Esto te ahorrará muchos costos futuros. Es importante el feedback de todas las áreas de la empresa y no solo de IT. Eso ve que funciona bastante bien.

Choosing the right ERP system is crucial for aligning with your business needs and goals. Begin by conducting a thorough analysis of your organization's requirements, considering factors like industry-specific functionalities, scalability, and integration capabilities. Engage stakeholders from various departments to gather diverse perspectives and ensure that the chosen system addresses their needs. Evaluate potential vendors based on their track record, customer support, and user experience. By making informed decisions and prioritizing alignment with your business objectives, you can enhance operational efficiency and drive long-term success.

This is highly important. Additionally, your choice will depend on the current size of your company, as well as the growth pace mentioned. ERPs designed for Enterprises differ significantly from those tailored for Startups or SMBs—not only in terms of investment but also in features, support, integrations, and other key factors..

Oh boy do you need to choose wisely. You are making a commitment that will last a generation if you do this properly, futureproof and live and breath it. For great ERP for your organisation will be the heart beat of your business. You must be strategic at every step of the journey, but most certainly when you are selecting. Top tip - ignore the market until YOU are ready. The market will do any and everything it can do to achieve one thing. They want to SELL to you. But how do you know what to buy at this point - you don't. You need Transformation experts to guide you through this minefield and take you successfully on this journey. The futures in your hands. This isn't your day job, it's ours, the Professionals whose BAU this is.

A very important aspect for engaging the teams is to have the CEO/GM actively assuming the role of the executive sponsor for the project. With his authority, he can influence/enforce change management as there will always be resistance from sone business stakeholders. Many EEP projects fail due to the resistance rather than the technology.

Engaging teams during the ERP implementation process is vital for success. Begin by involving representatives from various departments early on to gather insights and foster a sense of ownership. Facilitate open communication to address concerns and gather feedback throughout the project. Encourage collaboration through workshops and brainstorming sessions, allowing teams to contribute ideas and solutions. Providing training and support ensures that employees feel confident in using the new system. By actively engaging teams, you can enhance buy-in, improve user adoption, and drive a smoother transition to the ERP solution.

In addition to fostering engagement, involving teams from the start allows you to gather valuable feedback on real needs and operational challenges, ensuring that the ERP system is tailored to the field’s specific requirements. This strengthens a sense of ownership and commitment to the project, while identifying internal champions who can promote system adoption within their teams. Finally, early team involvement reduces resistance to change and accelerates the learning curve, thereby improving the overall efficiency of the implementation...

True engagement can look like listening to complaints and issues..... all levels from sponsor <->steering committee <-> project team members to let go of ego and positional power, genuinely engage with the issues and seek real solutions. ERP projects which sidestep difficult conversations, or sideline 'troublemakers', shut down a valuable feedback loop, leading to mis-aligned solutions, failed implementations and rework. Engage the team and the user community early; welcome the difficult questions; thrash them out and find well-designed solutions together, as early as possible in the project. ERP = People, Process, Software

An ERP implementation can involve business process reengineering when the enterprise's processes are redesigned from scratch to exploit the best business practices embedded in the ERP software. This approach is adopted for business transformation with radical performance improvements.

This process requires intensive efforts and multiple iterations. Often the implementation partners lack awareness of business needs and unless functional experts take deep hands on involvement the solution developed wouldn’t meet the requirements and expectations of the end users as well as management

Mapping your business processes during ERP implementation is crucial to enhance efficiency, not just replicate what's already in place. By refining how things work, the ERP becomes a tool to drive operational success and long-term business growth.

I believe effective process mapping is crucial for spotting inefficiencies and streamlining operations. When businesses adopt strategic thinking and automation, they can align initiatives with their goals, boosting productivity and driving continuous improvement. It's all about working smarter and making the most of every opportunity

Beyond ensuring data accuracy, data integrity also promotes cross-departmental consistency, allowing all teams to access uniform and up-to-date information. Rigorous data management helps to quickly identify anomalies or inconsistencies, improving operational efficiency. Additionally, by ensuring reliable data, you strengthen trust in the ERP system and facilitate compliance with regulations and standards, thereby reducing the risk of costly errors or penalties !...

This is simple. But it's complex too. You need a Data God / ess / Person. They need a Data Tribe. This needs structure & 100% great governance, process & procedure. IF you want & desire to be a data driven organisation (and you do). Then this is the MOST CRITICAL part of this whole journey. The SINGLE MOST IMPORTANT THING. AND it's STILL the #1 reason ERP Programmes fail. WHY? If you want great quality information out to define, manage, grow, be the best you can be for you & your customers. You HAVE to put good IN. Define what "good in new" looks like BEFORE YOU START. Work out what the GAP between "bad in old" & "good in new" looks like YESTERDAY. AND IF YOU DO NOTHING ELSE. Value your Data God & their Tribe as YOU NEED THEM!!

The main priority of ERP initiatives is to continuously improve the business processes with the regularly extended and upgraded ERP system for remaining competitive. This is due to the dynamic business goals and objectives of most enterprises which operate in constantly changing business environments.

To ensure effective strategic alignment of ERP, it's essential to: create a clear ERP strategy from the outset that directly connects to corporate objectives, offering a roadmap for both implementation and ongoing optimization, and secure buy-in throughout the organization, from leadership to end-users.

Continuous review of your ERP system ensures it evolves with your business, identifying areas for improvement and optimizing performance over time.

Make sure that you have four months as a trial after implemented the software with your the consultant company which is making the implementation as a trial period not a new consultancy contract.

A new ERP system is always a challenge and an investment. Key is that processes are further defined and refined. Besides the use off the standard ERP format it is essential to keep an eye on tailor made parts off the ERP system to prevend you have to work with additional separate sheets besides the ERP system. That gives an additional work load and all the information is not shattered trough the ERP system and additional separate sheets. The investment on tailor made parts off the ERP system can be earned back trough working with only the ERP system and all the info is in the ERP system. Quite a key to have a complete info with one press on the button.