According to the most recent McKinsey Global Survey on digital transformations, more than eight in ten respondents say their organisations have undertaken such efforts in the past five years. Digital transformation provides a valuable opportunity to move away from manual processes, increase productivity and efficiency, and allow leaders to focus on more strategic initiatives.
I’ll admit it. I’m just gonna put it out there: I’m an Apple fan boy. Ok? It’s out there. I love everything about Apple: their no-nonsense aesthetic; their hardware and software connections; even their headquarters building in Cupertino, California. I think Apple is cool. Does my fascination with all things Apple mean that I overlook their warts and sub-optimal output from time to time? Yeah, to some extent, that’s exactly what it means!
As the new decade rolls in, there is no denying the escalating buzz around cloud and digital transformation. The most recent McKinsey Global Survey on digital transformation notes that more than eight in ten respondents say their organizations have undertaken such efforts in the past five years.[1] The real question on everyone’s mind now is how will this technology improve organisation performance and impact the manufacturing industry in the upcoming year? Avaap’s Global Manufacturing General Manager Robin Irvine shares three bold predictions for ERP software in 2020:
Back when I was in medical school – a million years ago – students spent hardly any time in the hospital or working with patients until their third year. My third year began on July 1, and on that date, I found myself rounding on the colorectal surgery service of a huge hospital. Jokes aside, beginning my real medical training with surgery was quite the plunge into healthcare. While I had a ton to learn about surgically related diseases and treatment, understanding what I could and could not touch in the operating room was among the most important lessons to master. After surviving a few days in the OR, I moved onto more essential preparation for a clinical career.
ERP projects represent significant change for organizations. They are high risk, high-value initiatives, and often are scrutinized heavily. How well organizations prepare for the change and how it will impact the people, is a significant predictor of success. While ERP projects are often heavily supported by IT, ERP projects should be viewed as business investments and led by the functional workstreams.
The term “OK BOOMER!” (capital letters intentionally and ironically used) has been omnipresent lately. I first took notice of it last month when a member of the New Zealand parliament used it against an arguably older fellow member who was heckling her during a speech about the climate crisis. The recipient of her retort may not have understood its meaning, but those of her generation certainly did. Similar to “talk to the hand,” this expression dismisses the other party and ends the conversation, yet it’s more biting than that. “OK BOOMER!” implies that the recipient can’t even understand where the other party is coming from – as if there’s no common background or even language, hence there’s no need to continue.
Users of any ERP system must have access to the right data at the right time. This ERP user access must be policed, in other words, they can’t have access to everything, all the time. This is especially true when you consider that 37% of your employees, on average, use your ERP system. This includes anyone from a worker on the shop floor to your CEO, but each employee requires different levels of access to data. Here are some useful pieces of advice to improve your ERP user access strategy.
I’m no project manager (PM), I promise you that. I don’t like deadlines; I sometimes skip over details that I find boring or monotonous; for the love of all things holy, I do not live for spreadsheets. I believe all of these character flaws rule me out of any project management position. That said, I acknowledge that without project managers, nothing would get done. I’m glad PMs exist and that they’re good at what they do. While I don’t have the skillset or mentality of a project manager, I wholeheartedly agree with a key PM credo: the need for a guiding principles statement for information technology (IT) projects big and small.
Almost every organization says that it is trying to change to meet the increasing demands of customers. This means adopting new technology, or even embarking upon a wholesale digital transformation.
I recently read a fascinating article in JAMIA about using Agile development techniques and stories to prioritize, create, and test clinical decision support (CDS) tools in healthcare information technology (IT). I wanted to share it because I think Agile in general, and stories specifically, can be leveraged in many different ways that benefit clinicians and patients.