STORIES & SOLUTIONS FOR THE MODERN BUSINESS USER

As consultants, we build relationships with business leaders, provide the tools needed for effective change, and conduct ourselves in the most professional manner possible. We lead by example and treat others with respect and patience, building collaborative relationships that foster the trust business leaders need to achieve their objectives. In order to be successful, it is important for our business partners to lead by example and commit to helping us build the collaborative relationships needed for a successful transition.

Organizations that incorporate change agility as a competency in their transformation programs or leadership development have a competitive advantage in the marketplace. The more your people know how they react to change, the faster they can adapt to change, the quicker you can get to market, execute strategies, and realize the return on investment of critical business strategies and initiatives.

Summer camp isn’t just for the kids anymore. During the week of July 20, 2020, there is a digital immersion event, Learning(Hu)Man, hosted by Arizona State University that will bring insights from industry leaders and allow for networking with peers and vendors. You won’t want to miss the opportunity to discuss the challenges that the school year brings, and how to make the most of technology investments to keep things moving.

For many organizations, a cloud ERP system keeps things on track and streamlines existing processes. Memphis-Shelby County Airport Authority is no exception. The airport authority includes Memphis International Airport, which is the largest cargo airport in North America and second largest cargo airport in the world.

Baby Boomers, Generation X, Millennials, and Generation Z are working side-by-side, each bringing unique strengths, experiences, and expectations to the workplace. Along with opportunity, there are also new challenges with four generations working side-by-side. Getting the groups to work together efficiently is a key challenge for many organizations, and as technology advances, employees of all ages will need to be equipped with new and refined skills to stay current – and that requires the ability to manage change.

Second chances are awesome, but second payments to vendors are not. Controlling duplicate payments can be challenging, and not catching it early on can be costly. Within the public sector, this amount is significantly higher due to the typical size and volume of payments. According to the US Government Accountability Office (GAO), in fiscal year 2019, agencies across the government made an estimated $175 billion in improper payments – payments that should not have been made or were made in the incorrect amount.

Implementing large scale change can be challenging. Implementing change with a unionized workforce can be daunting if not managed properly. Labor unions carry a tremendous amount of power and can alter the course of a change initiative if not carefully managed. Historically speaking, the relationship between unions and management has always been contentious – especially during contract negotiations. While organizational leaders may find unions difficult, they must remember they are there for a reason. Labor unions ensure their members have fair working conditions, fair wages, benefits and work hours, and a safe place to work. Keeping this in mind, successful change with a unionized workforce requires intentional actions designed to engage and inform while providing a forum for union leaders to participate in the process.

In early March, Ohio State’s Associate Vice President of Enterprise Applications Mike Anderson knew there would be ripples across the ERP implementation project his team was working on due to COVID-19. With a summer 2020 Workday go-live on the horizon, while ramping up change management activities and starting user testing, the entire university went remote.  

COVID-19 has created an increasingly complex set of workplace dynamics. In response, much has been written about how organizations can best navigate the engagement and management of a remote workforce. While there almost certainly will be a shifting paradigm in the value and efficacy of working remotely, it will also be increasingly important to understand how best to create the most value from the in-person interactions we do have, interactions that will likely be more targeted and/or limited. As the balance shifts in working remote vs in-person, it becomes more critical to identify and focus on the points of interaction that will yield the most value to the organization.

For most organizations, the shift to remote work happened overnight. Developments with COVID-19 meant that remote access to things that are normally accessed in office buildings was required. Paper processes had to turn to electronic ones or stop altogether, and in-person meetings moved to virtual settings. For many organizations, this serves as a transformational wakeup call to embrace the cloud.