For organizations that haven’t made the leap to the cloud, digital transformation is likely at the top of the business to-do list. More than two-thirds of CEOs from the world’s largest companies say they plan to undertake a major transformation initiative over the next 12 months. However, deploying a new ERP system can be a challenge without the right partners, inside and outside of the business.
Private and public higher education institutions have faced rapid, continuous change over the last 18 months. Many academic institutions put project plans on hold and are now facing increased urgency to move to the cloud. Institutions seeking to execute on digital transformation plans need to assess their data, business processes, appetite for change, and strategic goals to determine proper timing, activities, and communication for transformation projects, the largest of which is not the actual technology, but the change to how work gets done.
Leaders often ask, “How do I know my efforts to drive adoption are working?” The short answer is, you get what you measure. The longer answer is monitoring change readiness and measuring its impact in a structured, purposeful manner will help you:
The COVID-19 pandemic has prompted many institutions to advance their digital transformation plans. According to the latest CIO Outlook Report that surveyed CIOs on the most pressing issues, 77.3% of respondents rated digital transformation as the top priority for 2021. An important part of any deployment project, however, happens before implementation even begins. Getting stakeholders aligned on the project prior to kick off is key to a smooth deployment and successful go-live.
It would be an understatement to say our lives have been changed by the pandemic. More family time, the ability to connect via technology, and the happiness of dogs everywhere, have been silver linings in an extremely difficult year. On the professional side, many of us have worked through the hiccups of remote work and are maybe starting to prefer it when compared to going to the office every day.
May is Mental Health Awareness Month. As more organizations start digital transformation plans, people are trying to regain their footing in the workplace and personally.
It often takes crisis to illuminate trends and challenges that are already shaping the market. The pandemic accelerated government innovation and is likely to have lasting effect, including the reimagining of how public services are accessed in a more equitable, efficient, and cost-effective manner. Many government services have moved online, such as the written portion of driving tests, court hearings, filing bills electronically in congress. While first done as emergency response, many digital processes and a hybrid work model have a good chance of sticking around. For example, United States Air Force Vice Chief of Staff Gen. Stephen W. “Seve” Wilson said one third of its workforce will continue working remotely.
Could healthcare go back to the way it was pre-pandemic? COVID-19 had a sudden and significant impact on individuals around the world and in nearly every industry, including healthcare. According to McKinsey’s Health System Financial Resilience Survey, nearly half (45%) of the CFOs surveyed expect it to take more than 18 months to return to pre-COVID-19 revenues, and 84% believe the negative impact on their operating margin to persist through 2021. Going back isn’t an option; the way forward is looking at the trends that have been growing over the last decade, which trends proved useful at the height of pandemic confusion and hospitalizations, and figuring out how to adjust business strategies to future-proof healthcare organizations.
It’s not every day an organization goes through a system selection process for a new ERP. The process for making a change to one of the most mission-critical technology investments can be long and complex, and it’s often the responsibility of the CIO to get it right. Selecting the right system isn’t where the work ends; moving employees through change and helping them adapt to the new way of working is a key to success that leaders often neglect. Here are five system selection success factors every CIO should consider.
When beginning a digital transformation project, most organizations are focused on their future vision. While knowing your goal state for business processes and systems is important for a successful transformation, it is also important to leverage your current state. The Tambellini group explains that doing so can be energizing for teams by bringing together problem silvers and removing day-to-day issues that may arise. Here is how leveraging your current state will optimize your end goal and help you get there.