Multiple priorities to be achieved with system change...overloading it with

transformation themes  too much change ?

Multiple disparate systems to be integrated

additional growth to be baked in

competing priorities across organizational

silos

"Strategy and not the technology itself drives

transformation." - MIT Sloan Research & Deloitte

Inadequate strategy for process transformation at the time of system change

has proven to be very expensive with far reaching ramifications

72% of it implementations take longer than planned for

52% of implementations cost more than initially planned

only 34% realized 50% or more of the projected benefits

Source : CIO.com

Key tenets to hold true that will enable business case certainty while

ensuring successful transformation

Gaining organizational buy-in

Aligning key stakeholders across enterprise work

streams and letting them know what tangible benefits

the new design will bring about and getting their buy-in

is key.

"Technology won’t create efficiency and value if the

underlying processes aren’t harmonized.” - Pascale

Visee, Nonexecutive and Independent Adviser and

Former Chief Enterprise Support Officer, Unilever - in a

joint report by Genpact and the Harvard Business

Review’s Analytic Services Repor

realizing planned roi

Not losing track of the recoverable, tangible benefits is

key. Productivity benefits must be tracked and

accounted for through a rigorous program schedule

highlighting timing of deployment of essential features,

the run up preparations for such deployment and

actions including change management strategies

deployed to ensure adoption of such features thereby

yielding planned benefits.

Optimize Technology Customization

Minimizing customization's and sticking

to an underlying Best in Class process

framework that is enabled by the new

system ensures standardization of

practices across regions, departments

and goes a long way in abolishing silos,

in some cases borrowing best practices

from silos of excellence and

institutionalizing them. Avoiding force

fits and manual band-aid fixes is an

item to keep in mind.

Automation and

Digitization

"Companies are predicting sizable leaps in business

performance from their use of digital technologies. For

example, in two years, the number of business leaders

expecting significant impact from digital technologies will more

than triple from 21 percent today to a majority of nearly 65

percent. “ - Harvard Business Review Analytic Services global

survey.

Change Management

"Selling top management on the

case for new technology—without

simultaneous involvement of user

organizations in the decision-making

process—is not enough. It is equally

important for users of an innovation

to develop “ownership” of the

technology.” - HBR

building a Learning Organization

Enabling the organization to build

teams that can evaluate process

inefficiencies in current processes

and look for best practices to be

embedded in the new process

design builds a skill set that

questions status quo, adds an

innovative mindset and if this

process bakes in an approach

centered around the customers /

end users journey utilizing

structured methodologies like

‘Design Thinking’ - the organization

is well on the journey to influence its

culture.

CONCLUSION

When the transformation journey is

taken keeping the end customer in

mind and the entire organization as a

whole recognizes the value of the

change, gains superior internal buy-in,

generated a greater shared need for

the change and a willingness to

proactively participate in the change

journey - the outcomes are stellar,

almost always hitting planned targets

and delighting customers.

Unlock the true potential of the new system being transformational

thank you

Read the complete blog at :

https://www.linkedin.com/pulse/enterprise-

transformation-technology-implementations-

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Raj Matthew www.linkedin.com/in/therealrajmatthew