A4B Notes

Some things to consider about your commercial business system when times are tough.

It seems that maintenance fee just sits out there - untouchable, rising, and not delivering business benefit.  As budgets get tight, there must be SOMETHING we can do to affect it somehow.  There may be.  Here are two things to consider as the budget needs to be scrutinized.

1)  Understand what is deployed.  Is there un-deployed (or under-deployed) functionality in your larger packages that could be used to displace some of your stand-alone software or remove a home-grown solution you need to maintain.  Maintenance software, quality management, contact management, service management, etc. are all places to look where you may be paying maintenance fees, but not yet utilizing the software.  If you can get these functions addressed with no or minimal increase to your maintenance fees, your value equation can improve.

2)  Know your users.  There are methods for tracking exactly who is using what processes and how.  Quite often, more users may be licensed than are using the software (we call that shelf-ware) or the types of users may be lighter (and cheaper) than you are licenced for.  It may take a little negotiating, but  this information can usually lead to a maintenance fee reduction.

There are other items that can be considered, of course, and opportunity on the hardware side as well, but the above is usually a good place to start.   If you need a hand going into the next fiscal budget, give us a call.

Our markets and our 6-month mission

Our team at Answers 4 Business recently met to bring our market approach together and we were able to come out with a 3-pronged approach to solidifying and growing our professional services delivery capabilities.  We will take a direct focus on Ontario's mid-market companies (less than $500 million in annual revenues) as our primary market.  Firms larger than that or in other geographies will remain on as our secondary market.  Our 3 areas of delivery focus will be:

1)  Enterprise Resource Planning (ERP) and Supply Chain Management (SCM) services with a special mention around SAP.  This is a market we've been in for quite some time and we have long-standing clients who consider us their" go-to" partners for training, implementation, sustainment and continuous improvement.  We believe SAP to be well-positioned to take a strong position in this market as an ERP of choice due to the robust functionality of its Business All-in-One software and the recent improvements in their templated approach - drastically reducing implementation time and cost.  As an Extended Business Partner to SAP, through our strong partnership with Contax, we provide sales, implementation, training and on-going support to our customers and prospective customers.  For customers who already have an existing ERP, we provide process improvement services, with specific knowledge of certain other ERP packages (including JD Edwards and Microsoft Dynamics-AX).

2)  Customer Relationship Management (CRM) services.  We will assist with selection, design, training and implementation of business processes around CRM software packages and the related business processes.

3)  PEAK Teamwork management system deployment.  Through the relationship I mentioned in my blog entry of October 28, 2009, we will assist mid-market organizations in undertanding the benefits of adopting a fully-contained management system to improve bottom-line results through implementing excellence of business practices, people, and through continuous improvement.  We will work closely with Ernie Reynolds, developer of this system, to deploy it and its components for clients in a manner that rings true to the principles of the system and help our clients realize it's many benefits.

Having a plan, and a unified, strengthening team is a very good place for us to start.  We'll review our market position regularly, but thoroughly every 6 months (where we can adjust or re-do based on what is working and what is not).  Our growing number of associates will help us achieve success against this plan and our clients can look forward to improved value through more focused offerings. 

Next step, plan execution.

PEAK Teamwork - Management Method, Book and Tools available.

I've had the pleasure of working with a former manager of mine as he has developed and communicated his considerable experience into a book that he now has available through limited release.  Ernie's management process is very people-centric and creates a trusted environment from which businesses can win. 

People Focus

Education in Enterprise Excellence

Attitude

Knowledge Through Communication

Although some of the PEAK concepts are already present within Answers 4 Business, and some of the core tools are current consulting offerings from us, we have begun an exciting internal project to adopt and deploy this managerial system.  It will take some time, but it is our belief that strong teamwork and permanent superior performance can be delivered for any business adopting the system.  To learn more about PEAK Teamwork, you can contact me.

An Operating Framework for an Organization

Vision?  Mission?  Purpose?  Values?  You can see these words thrown around with respect to operating a business.  Organizations can easily spend "too much time" on these things but, kind of like "too much training" that I wrote about on Monday, I'm not sure that "too much time" is a possible perspective here.  To effectively accomplish something, an Organization (Enterprise, Corporation, Club, etc.) must have enough of a stated "raison d'etre" that it can guide and serve its own people and society in general. 

Components of the above may be for team only, customers only or for some other subset or stakeholders, depending upon the culture of the Organization, but some statement of the above should exists.  Here's a framework I have adopted from a few different sources.

1.  Purpose

This answers the fundamental question - Why do we exist?  As individuals and for ourselves, we may struggle with this our whole lives, but with an Organization, it's founders had better be able to articulate Why.  If this can't be answered, we may as well close up shop.

2.  Vision

How is the world different (or how is it going to be different) as a result of the Organization's existence?  Of course, while existing, the Organization does things, so you could take this also to mean "What changes will the Organization's actions effect?" but I think the original context is more broad and allows more freedom in mode of achievement.

3.  Values

How will the Organization conduct its affairs?  What can customers, employees, suppliers and other stakeholders expect consistently from the Organization?

4.  Mission(s)

Guided by its Vision and respecting its Values, what concrete step is the Organization currently focusing its intentions toward?  Some will contend that there can be more than one Mission at a given point in time, but I'd suggest that is risky (although, yes, possible).  Mission provides focus and focusing on more than one thing can be difficult.

Like most Organizations, Answers 4 Business is a work-in-progress, and we are still strengthening our ability to define and articulate Vision and Mission.  If you want to review where we are currently with that, the link is below.  We do work with businesses on aspects (developing, communicating and re-engaging) of the above and would welcome discussions and suggestions you may have.

http://www.answers4business.com/WhoVision.html

How to Develop and Retain "Super-Duper Users"

"Super-Duper users" - the unsung heroes of successfully-implemented business systems (such as ERP, CRM, SCM, etc.).

By other names, we call them power uses, super-users or, in some organizations, business process owners (although that definition usually entails a little more).  These are the people who know the business needs extremely well (because they work in it on a daily basis) and know the capabilities of the implemented business system (often in better detail than many of the so-called "experts" or "consultants").  With knowledge being power, they are naturally sought out by peers, managers and subordinates for guidance and advice on how to get the job done.  And also, for tips on what improvements can be made to make the business system and the business fit together better, or to adjust to a change in the business needs.  As often as not - they are the first sought out.

So - how do you find them, develop them and retain them?  There is no magic formula, but here are a few tips that can help.

1. Identify and recognize them.  Very few people have "super-user", "power user" or "super-duper user" on their business cards - and we don't need to go there - but recognizing the tasks and responsibilities associated with the usually-informal role is a key first step.  This recognition is, ideally, a mix of qualitative (for example, the occasional "attaboy", an e-mail note of thank you, or an entry on an informal support organization chart) and quantitative (an evaluated and compensated part of a role definition).
2. Train them.  This can go to the point of "over-training" them (whatever that means) and still be useful.  They already know a lot about how the business system works - teach them more.  And let their interests and current challenges blend to guide them on what they need to learn about.  Additionally, they already know a lot about how the business works - teach them more about that, too!  The motivation for this is mostly selfish for the business - these people are your informal front-line on making things happen in the systematic, repeatable ways you are hoping for in your business - and they are the "go-to" people for the others in your organization - what could be a better investment than keeping them fully-informed?
3. Certify them.  This ties points 1 and 2 together nicely.  This gives you the comfort that they really know what they are doing (as well as the certifying body needs them to anyway - which is usually a good start) and it gives you a very good excuse to recognize them again.  Beyond that, it allows them to act as an example for others in your organization to aspire toward - and that can only strengthen the overall level of engagement and thus, useful adoption of the business system.
4. Challenge them.  You will undoubtedly be improving your business over time - tweaking the business system, implementing new functions, adjusting processes.  Super-duper users want to be involved in that.  They may be as good at the day-to-day business as anybody (often better) but that is precisely the reason you want them engaged in the improvement process as well -  you'll get faster and better results.

So, that's a start - I am interested in your comments and other tips you may have for developing this important asset.  I will also borrow and possibly paraphrase a very catchy statement on the training aspect of the above:

"The only thing worse than training your people and having them leave, is not training them and having them stay".

 

My Humber beginnings - teaching process mapping using SAP

Answers 4 Business has been a training partner to both SAP Canada and SAP America for several years now - we deliver a number of their public and corporate training courses.  Last year, I had occasion to teach the 2-week overview course (TERP10) at Humber College.  It was my first time teaching full-time students vs. corporate and I really liked it.  As a result of that work and the continuing relationship, I will be teaching 2 separate courses at Humber College for the January to April semester.  I'll be teaching process mapping and design using SAP as the information systems tool.  Additionally, I'll be supervising and facilitating the independent study course which has students work with industry on a jointly-beneficial supply chain research project.  I do really enjoy teaching (especially motivated students, of course). 

On having a long-term, relationship-based perspective.

As I review our active client engagements, it always warms me to see the number of engagements that are repeat engagements for a client and the number where the client has been using our services for more than 2 years (currently 75% and 50% respectively).  Having been on the buying side for ERP and other business improvement investments, we remember how important it is to invest time and money at the appropriate time -some years will, by nature, involve more investment than others.  As a supplier, we endeavour to build long-term relationships with no "drive-by implementations".  Certain firms specialize in implementing software in a "get it done at all costs" manner.  We see the negative impact this can have on a business from a perspective of organizational readiness and, unfortunately, from a financial perspective.  Thus, we view patience as a very important virtue and we see ourselves as taking a long-term position in our clients' success.

It's fairly easy to find "friends" when you've got a big budget and a defined plan - finding friends who can adjust to add value and provide guidance in the lean times is a little tougher.  Some current examples where we are proud to be continuing services include:

1)  Performing an ERP replacement for a client for whom we performed initial implementation of a different ERP.  Over the years, we also helped this client improve in the areas of scheduling, logistics, inventory management and system roles (Sarbanes-Oxley compliance).

2)  Defining and now supporting a client-led project for improving capacity analysis and related scheduling and inventory planning for a food-industry client.

3)  Financial and controlling leadership and advice on a subsidiary SAP rollout for a food industry client for whom we have previously provided staffing and advisory services.

Our focus remains on creating winning clients in all economies - when our clients win, we know we do as well.

What A4B is thankful for - the Thanksgiving Day entry.

For our American clients, no I am not posting this a month and a half too early - it's Columbus Day stateside, but we celebrate Thanksgiving up here today.  Lots of Canadian football on and turkey feast with family (we held ours Saturday and it was terrific).  Taking a minute or two to pass along a list of some of the many things we at Answers 4 Business have to be thankful for.

1.  The trust our clients place in us.  In many cases more than once.  We have clients we have been servicing off and on for more than 15 years now (admittedly, under a few different company names) and it is a source of pride that we continue to be chosen for implementing, improving and developing their business processes and systems.  And maintaining and strengthening the trust our clients show us continues to challenge us to remain at the front of our field and work hard to deliver the most value we possibly can.

2.  The associates we work with.  We attempt to attract, select and retain like-minded people who look after client needs as a first priority.  These people are a pleasure to work with and strengthen all of us.

3.  Our partners.  In order to scale and offer broader and deeper services to our clients, we work in close collaboration with a number of firms and individuals.  These relationships are much easier because they are based on common goals and understanding.

4. We are virtual.  It is so nice for all of us that we can use communications technology to create our team atmosphere without having to commute to a common office space.  Although we do all live close to one another, this may not always be the case and these methods allow us to grow geographically quite easily.  In addition, we get value from our homes by way of home office, we save energy, and we get our commuting time back.  I know that for me, this allows my whole life to work on an entirely better level than it did when I had to "drive to the office".

5.  Our "competition".  I don't encourage our associates and partners to think of other firms offering similar services to our own as "competitors".  These are people with a passion for doing things that we also have a passion for - they are much like us.  Their efforts cause us to always be looking to improve in our own methods and practises.  And many of them, in the right circumstances or at the right time, will be our partners - at least in certain efforts.

There are, of course, many other things I can add - but a list of five seems like enough for today.  And I hope while reading this, you have taken the time to be thankful for a few things you enjoy (personally and/or professionally).  Taking a few minutes to realize we have it pretty good is a good way to honour all of those people who help that be the case for you.

Answers 4 Business client selects, implements and goes live with ERP in less than 3 months!

On July 15th, 2009 I walked into a long-standing client of mine whose ERP systems I had installed in 1994.  After 15 years of usage, their AS/400 (er, iSeries) green-screen system was a little long-in-the-tooth but was still running their business adequately.  An ownership change (putting the company back into Canadian ownership) was prompting a re-think about several aspects of how they would re-energize and re-do their business and I was excited to participate in this process with them.  Together with Tom Perdue, also of Answers 4 Business, we mapped out a rapid formal software requirements review and, ultimately, selection process that reviewed three bidders.

With the help of a hard-driving leadership team, a selection process that resulted in the choice to implement SAP's All-in-One software was completed within less than 5 weeks of that date.  SAP mid-market partner Contax, working with my client and with Answers 4 Business, has successfully steered the system to an initial state of readiness for go-live after this long weekend (October 13th).  It really is quite invigorating to know that business change does not have to take as long as some might think. 

Why does Answers 4 Business want to blog?

We love the work we do - helping businesses get a return on their investments in process and information technology.  We see a lot of things during our work days that we can share (without breaking client confidences, of course) with our other clients, our own employees and associates and other interested parties.  We recognize that being in the professional services arena, we are active learners and teachers first and foremost.  Yes, we acquire and market certain skills and experience that are unique to us, but we improve those skills by giving them away to others through our training, consulting, coaching and mentoring activities.  As we give away knowledge we acquire knowledge -that's how it works. 

We are hoping this forum can serve as a medium whereby we can bring topics and knowledge to the stakeholders listed above and other interested parties.  We welcome your comments at any time.  For more about us, you can visit our homepage at www.answers4business.com.