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Maximizing Return on Investment Using ERP Applications by Frank J. C. Andera, Thomas R. Weirich, Arthur J. Worster

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INTRODUCTION

Just as we have taken a process view of each of the following five aspects of business and suggested new ways of looking at each one, we now need to take a process view of how they all fit together. Before we can put an effective governance process in place to oversee the program (the immediate program, as well as the long-term stream of projects that will/should occur), we need to evaluate the output from the analyses conducted in Part II as a group:

  • Return on Investment
  • Business process management
  • Cultural/political/organizational analysis
  • IT strategy
  • Workforce readiness

This discussion requires a balanced approach to setting the goals and direction of the enterprise and must include an appreciation for issues that have to be addressed by the leadership team. If you accept the premise that viewing the business from traditional perspectives has failed to produce optimum business results, then the idea that a new cognitive and analytical approach to understanding complex business issues can produce different results should be obvious. It will make no difference how business process designs will be achieved if there is no agreement on how to analyze and design across functions. Furthermore, it is necessary to have the understanding that those difficult issues directly, and possibly adversely, affecting department executives will be addressed within this process.

For example, it will make no difference how the Return on Investment process is constructed and managed ...

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