Next Generate ERP Solutions

New tools, new approach to the same challenges.  How does an organization link its varied departments and resources to better drive efficiency and collaboration in its workforce and supply chain?  How does an organization do this and at the same time keep to its budget?  Are the returns on this type of investment real?

 

Your organization does not need to upgrade to keep doing business the way you always have.  You do not need to invest in a new solution, if what you have works and you have no competition and are not worried about the loss of your customer base.

In fact, you can keep doing what you always have and keep getting the same or less results you always have and if that is satisfactory to your outlook, then you do not need to read further. 

Why did you happen upon this article in the first place?

I have been working indepentently with a colleauge on a project for a mutual organization.  Initially there was great interest in moving forward, integrating their separate systems, many of which are manual and paper based.  No telling what is missed, lost in translation, billed incorrectly, if at all.  The project started well enough with some detailed analysis and departmental interviews.  Numerous issues were discovered that did not mesh with the vision for the future. 

 

And then…
 

Politicis and egos crept in.  No telling if the people in positions of authority suddenly became concerned about the budget for doing further analysis, or the budget for making improvments or really concerned that in moving forward they would have to acknowledge that they dropped the ball somewhere along the way.  It may not have been avoidable, it may not have been a case of being inept, it may not have been in their control.  It was, however, their responsibility.

 

A common challenge for many budget conscience organizations is to look at the costs of moving forward instead of looking at the process as an investment.  An investment implies a Return on Investment (ROI).

The spirit of investigation was and continues to be one where teams are built to identify and address areas that can use and benefit from improvements.  Improvments that in time will pay for the upgrades and process improvments. 

Improvments where analysis cleary indicates that they have been hemoraging.  It may not have mattered to their busines in the past, but it certainly will in the future.  In order to maintain and increase their customer base, they will need to focus more on the customer, than on their own egos. 

 

Titles are nice when it allows an organization to focus on decision makers.  Titles are nice when it empowers servant based leadership.  Titles are nice when what needs to get done, actually gets done.  Titles are bad, if all that person is concerned about is their title.

Customer service is the most important function any organization can prioritize. 

 

New solutions and new ways of collecting and anyalyzing information have value, if the purpose is to drive better efficiencies in your organization in order to deliver great customer service.  Linking departments and streamlining operations, eliminating manual processes so that management has a birds eye view of business through dashboards and drill-downs is generally a good investment, if it helps drive customer service.  Other improvments for other reasons are not without merrit, but remember without customers, you have no business.

 

New technologies are shortcuts to better operations.  Portal, web and client applications typically reduce the costs of delivering the technology.

 

I remember the good ole’ days when there was a main computer and dumb terminals.  No virus’ to worry about and no employee distractions.  Did have the occasional distruption due to someone rearranging their office and unplugging daisy-chained devices.  As technology improved, we had the higher costs associated with workstation emulation cards, configuration issues, but also had increased producdtivity and reduced landscape in office spaces from less devices. 

 

Then technology advances started accelerating and the ability to keep up and manage the kaos brought on a whole new industry and new problems. 

 

We are starting to come full circle where the focus is not so much on the technology, but on the results the technology can bring to the organization.  Technology that can be used to link the various departments and operations.  Technology that is available anytime, anywhere, from any device that provides seemless integration and is configurable to an individuals specific needs. 

 

Needs in an organization that are focused on the providing the best customer service they can with the resouces they can afford.

 

At Dolvin Consulting, we are anxious and zealous for your future.  We work with your team to drive results that improve operations and customer service.  We typically help manufacturers, distributors and specialty retailers streamline their operations with integrated ERP solutions which imporove efficiencies, reduce costs and result in increased profits.  Profits that can be used to pursue and retain happy customers.  Contact us today to see how we can help.