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Conclusion: The operational model and associated processes of larger organisations in many sectors of the economy are encoded in software. Enterprise software from SAP plays a dominant role in many industries and significantly influences the terminologies and workflows used within organisations, in particular in those domains where SAP offers out-of-the-box solutions. The resulting level of standardisation has tangible advantages, but also represents an upper limit to the level of operational efficiency that is achievable. Organisations that rely on SAP are well advised to get independent advice to determine the optimal level of lock-in to SAP.

Conclusion: Remediating major systems is not a job for the faint-hearted or over-confident IT managers. Poor governance decisions and excessive optimism can easily lead to project failures (and ruin careers). Conversely smart decisions combined with sound project leadership can increase the probability of success and enhance careers.

Conclusion: An organisation planning a CRM upgrade, or deployment of a new CRM, has a wide selection of viable methodologies to choose from. Across the various methodologies there are a common set of principles which make application of a suitable methodology relatively straightforward.

Interpreting and using the most relevant components from a methodology will be important, otherwise there is a risk of being overwhelmed with too much information.

Conclusion: When business critical systems have ‘passed their use-by-date’ or maintenance costs are excessive there is a temptation to fast-track the approval of the replacement systems and underestimate the cost and complexity of doing so. Avoid the temptation by thoroughly defining the scope of the project and include contingencies in the cost estimates to cater for the unexpected. When this is done, start lobbying management so they approve the project first time.

Conclusion: WhileI SaaS and PaaS adoption has been increasing during the last two years, most IT organisations are hesitant to migrate their legacy systems to public SaaS. This is primarily due to the applications being highly customised to support the current business mode of operations. As a result, migration to cloud requires significant effort to retrofit the existing systems in public SaaS architecture. One of the options to address the customisation obstacle is to adopt a rapid business process redesign approach.

Conclusion: There are many benefits in off-the-shelf applications, whether they be onsite or SaaS,  available to organisations in terms of cost reductions, increased productivity, improving market share or customer satisfaction. For organisations that have traditionally followed a custom build approach, there are some key areas that need focus and executive management commitment to ensure the promised value is achieved.

Conclusion: The digitisation of services that used to be delivered manually puts the spotlight on user experience as human interactions are replaced with human to software interactions. Organisations that are intending to transition to digital service delivery must consider all the implications from a customer’s perspective. The larger the number of customers, the more preparation is required, and the higher the demands in terms of resilience and scalability of service delivery. Organisations that do not think beyond the business-as-usual scenario of service delivery may find that customer satisfaction ratings can plummet rapidly.

Conclusion: Organisations that need to run legacy applications under Windows XP will no longer have access to economically sustainable options. In short, there is no way to maintain an XP environment without Software Assurance, and thus there is no practical way for an organisation to continue to run legacy applications without investing in Software Assurance or Enterprise Agreements for the desktop. Organisations should factor in the significant licensing costs when considering the business case for continued support of ‘XP only’ to legacy applications.

Conclusion: Organisations that do not upgrade their major assets to reflect new technologies and practices quickly fall by the wayside. Similarly, organisations that do not critically review the effectiveness of their ERP solution, and either replace it or reinvigorate it, are failing their stakeholders.

Conclusion: CRM technology is capable of being put to several discrete purposes. The added complexity of the tools is necessary in the more complex digital communications environment. Even though CRM systems are more adaptable and extensible than before, there are still four central questions to CRM activities.

The central business questions that drive the sales and marketing effort are about communications channels and the use of data. Organisations should be clear about how they answer those four questions as that will assist in the way they manage CRM and its associated capabilities.

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