Does our technology strategy support multiple futures?
Ensure that your company’s ERP system incorporates the responsiveness needed to adapt to changing circumstances—for example, new business models, sourcing destinations, and product mixes. At the same time, look ahead to future priorities, such as the move to IFRS, and anticipate the role ERP will play. Both require a careful assessment and not a tactically driven response to short-term developments.
Given the upheavals in the economy, is our business case still on point?
A pragmatic fact-based assessment will always allow time for a reality check. If you’re in the process of implementing a major ERP initiative, reevaluate your planning assumptions and risk analysis results to check if they are still valid.
Is organizational knowledge buried in the existing systems?
Before initiating major ERP change, dig deeper to see if the current system is obscuring valuable business insight. Consider specific actions to surface the intelligence you need.
What’s the expected return on our investment?
Insist on a business case with measurable outcomes. Determine precisely what results can be realistically achieved within specific timelines and budgets.
Do we have the right people?
Know exactly which individuals represent your pivotal talent—those game-changing employees whose performance can make or break the project and the bottom line. Head count reductions can leave crucial holes in your IT organization or initiative. Likewise, understand who the pivotal people are in vendor or external adviser organizations.