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Your Business Blueprint Should Dictate Your SAP S/4HANA Implementation – Not the Other Way Around
"If you talk to a sales rep from SAP or a system integrator such as Deloitte, Accenture, or Capgemini, they will tell you the opposite. They will say that SAP “best practices” should define your business and that your people should just change to adopt to software functionality. They will also push you to implement SAP as quickly as possible – not because it’s best for your business, but because it’s best for SAP and the system integrator."
sap  s  4hana  implementations  best  system  integrator  how  to  plan  for  an  s4  hana  implementation  project  lessons  from  the  national  grid  v.  wipro  lawsuit  quality  assurance  your 
21 days ago by jonerp
How to Avoid Losing Control of Your SAP S/4HANA Transformation
"One of the biggest mistakes is to hand complete control of the project over to your system integrator. Yes, they probably have a deeper competency in SAP than your team does, but you need to be the one to manage their resources, expectations, and deliverables. They should report to your project team rather than managing the overall project. And if things aren’t working out and can’t be remediated, don’t be afraid to fire your SAP system integrator."
sap  s  4hana  implementations  how  to  plan  for  an  s4  hana  implementation  project  lessons  from  the  national  grid  v.  wipro  lawsuit  failure  at  lidl  quality  assurance  system  integrator 
26 days ago by jonerp
Monday’s Musings: Seven Common Failures Plague Board Room Strategy In Digital Transformation
"Laggard market perception cascades failure and customer disillusionment. Declining brands and organizations in laggard industries stripped of brand equity enter an era of negative market perception. Instead of redefining the mission and purpose with new business models, orgs often take a short cut of branding without substance. Seen as devoid of innovation with a commoditized non-differentiated offering, every stakeholder from employee, customer, partner, supplier, and investor lowers expectations of success. The result – leaders who focus on short term gain, declining employee morale, lack of interest by investors, and lower quality from suppliers. Partners lose interest in creating co-innovation and co-creation ecosystems with laggards. Customers no longer find an affinity for a brand that has sold its soul and will not pay for premium pricing when they no longer see value."
"Laggard  market  perception  cascades  failure  and  customer  disillusionment.  Declining  brands  organizations  in  laggard  industries  stripped  of  brand  equity  enter  an  era  negative  perception.  Instead  redefining  the  mission  purpose  with  new  business  models  orgs  often  take  a  short  cut  branding  without  substance.  Seen  as  devoid  innovation  commoditized  non-differentiated  offering  every  stakeholder  from  employee  partner  supplier  investor  lowers  expectations  success.  result    leaders  who  focus  on  term  gain  morale  lack  interest  by  investors  lower  quality  suppliers.  Partners  lose  creating  co-innovation  co-creation  ecosystems  laggards.  Customers  no  longer  find  affinity  for  that  has  sold  its  soul  will  not  pay  premium  pricing  when  they  see  value.2018  apps  strategy  best  practices  board  room  boardroom  priorities  promises  transformation  c-suite  cdo  ceo 
may 2018 by jonerp

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