evey now and then we experience the bad results of an overdue, overcost, etc project, which is not optimal of course.

Surely we could defend our positions and say things like that: “70% of the ERP implementations are doomed to fail”. And we justified the uncomfortable situation, right?

Wrong! What is first rule, when you want to climb out from a pit? To get to know, that you are in a pit! So facing the truth, involving another (3. party) colleague with fresh viewpoint and work out a new schedule is far more useful than hide and hope…

We have to take responsibility all the time for our actions (that makes us larger than life) and moreover, the client will be also more satisfied and happy with us, seeing we admit our fault and we have a down-to-earth new (!) plan to solve it.

Insanity is doing the same thing over and over again and expecting different results.” — Albert Einstein

www.amtech-systemhouse.com

Honestly I don’t like to hear the following opinions: “I know those guys and they are really awful”, or “I could tell you some terrible stories about that firm…” It’s because every coin has 2 sides, right? And the other party is not there, to protect his product/service, or company.

I have my own strategy and I never judge the competitors during a client interview, just to be the choosen one. I only say a few words about the known strength of the software, so the client can make his/her own conclusion, if it’s fit, or not for the requirements.

What I usually say, like “that’s a quite good software, neverthless, you grew over it” And it gets us on the same page immediately, without creating dislike.

What’s more, I also feel better 🙂

www.amtech-systemhouse.com

What was the big idea in the near past?

The employee goes to the office and sits in one fixed place almost all day long. He/she works from 9 to 5 and obligated to use the company’s assets (like the computer and other stuff). And the whole grind starts over the very next day.

Now here is the thing: time has changed and this idea is just outdated. We are living in the era of the DIGITAL TRANSFORMATION, and we all need to catch-up before it’s too late.

The alarm bell rings already, the new generation of employees do not look for this old school HR system. Work remotely, in home office, from anywhere, anytime and so on.

Do you think there is a shortage of decent experts nowadays? I don’t think so. We employes and entrepreneurs have to live up to their new standards and mindset. That’s a significant difference indeed.

Understanding and accepting is not enough anymore.  We need to step forward quickly because this “Digital train” is around to depart soon and doesn’t wait for us too long.

Check this out:

(it’s in Hungarian, nevertheless still quite talkative)

-We have talked to each other before, correct? – I asked the client

– Oh, yeah, but there is no other competitors around now – replied the client

So, what has changed since then? I thought we have lost the game and a lucky fellow won.

It quite easy: we have a pretty stable understanding about how to implement an ERP software. And surprisingly enough it’s not just about the software, the functions, the data migration or training. This is about taking responsibility for that firm. And beacuse we clearly understood it, we deliver a software that makes no compromises over the users’s requirements.

Meanwhile the competitors delivered a nice car without proper dashboard and some excuses, our company focused on the point: professional dashboard to control and manage the whole company. Because it’s our responsibility and the future of the company depends on us.

www.amtech-systemhouse.com

Theres is no such a thing!

And actually this would be the end of this article, but let’s talk about it a bit. 🙂

As we all know it exists in most of the industries, like cars, printers, lightbulbs, you name it. The product would last for decades, but it doesn’t worth (economicaly) for the manufacturer, right?Consequently the procuct inclines to come up with different errors every now and then, as a result of the built-in errors.

Nevertheless the software is a different animal. If you buy and set up the software, it’s going to work as long as you need. Of course you have to upgrade it and extend it’s features from time to time, otherwise you can’t ensure the quality as compared to your competitors. Yes, it’s mandatory and paramount. In return you can expect it to work for as long as you want to!

Let’s take for instance 2 of our trustworthy clients. One of them has been using our commercial manager ERP software for more than 10 years and it’s still doing well. Of course we maintain it and it’s still fast and fulfill the high level of their requirements.

The other one has been using for 9 years and the only reason he upgrade to the next version (which is web-based) is that there is a great opportunity to get financial aid from a EU tender.

www.amtech-systemhouse.com

Have you ever noticed, that you don’t understand somebody, beacuse he/she speaks with industry related terminology? You can have such an experience in many area of your life and it’s really one of the main aspects of the ill fame of IT.

But what if you need to understand the expert, because you want to buy that service or product? Well, probably you say something like: “thanks, I’ll think about it” and the proposed business flew away 🙂

When you talk with someone, always be sure your counterpart is fully understand you. Otherwise it’s just a waste of the valuable time which is a crime nowadays 🙂

www.amtech-systemhouse.com

To be successful in ERP implementations and/or business transformations, leaders must understand how to change their organizational culture to align with their company’s strategy and related digital strategy.

A quick guide over this:

1, define objectives

To start this continuous feedback loop, the executive team must ensure the company mission, vision and values of are clearly defined. These items should be reviewed at no less than an annual basis and reworked if the strategic direction changes.

2, communicate with middle and senior management

Here are some examples of culture- and strategy-related questions that executives and mid/senior-level managers might discuss:

• Which internal processes need improvement in order to achieve strategic objectives and maintain our competitive advantage?
• What are our customer expectations and are we successfully meeting them with our products or services?
• Are our employees trained in the skills required to meet our objectives?
• Do employees generally trust the management team?
• Are we able to measure, in real-time, the performance of our company at a financial level?

3, communicate with front line managers

it’s important to enumerate strategic objectives and define tactical priorities for front-line managers. It’s also important to listen to feedback from front-line managers when they are asked, “What is the most effective way to achieve our goals?

For more info, visit us: www.amtech-systemhouse.com

(Panorama Consulting Group)

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Approximately 60% of the ERP users said that software played significant role in the ongoing Digital Transformation.

And what about the rest of them? Good call…

The point is,  that people is always in front of the IT.  Even in the Digital Transformation era.

So the proper steps are:

1, Organisational culture – create it, or improve it

2, Business processes –  reorganize it as per the new customer requirements

3, Adapt the IT – use unique and integrated systems to help your transformation procedure

Please note that IT is only the last step, even though it’s about digitalisation..

Amtech Systemhouse

(Study by: Panorama Consulting)