What are the main responsibilities of an ERP? What key resources to be administered and how the evolution of these resources is planned? This article will discuss an analysis of what the real value that an ERP brings to an organization, and what are its possible future challenges. To be faithful to our attention, we will emphasizing the human factor, and our mere goal, raising awareness and reflection.
An ERP system's main objective, plan the resources of the organization.
What are the resources you need to plan?
Looking at an organization like a tripartite system (see figure), excluding directly in this analysis to suppliers, partners and customers, our answer to the question is that resources are organizing the following three:
Systems (with corresponding sub-systems and all information in them) Physical-Electronic Tools to unite and optimize these three essential parts. (Information technologies in general. For example ERP).
NO consider relevant omit this system / model triune Organization, approaching it from a systemic perspective, it is still a 'TODO' strong interface between its three components, which in turn interacts markets and industries, with other organizations (other 'ALL'), forming an ALL / larger system. But the focus for this article, be limited only to one organization (one TODO).
Challenges and possible approaches
Continuing with our model of tripartite organization, identifies some of the challenges and possible approaches to the resolution of each of its parts:
Systems / Sub-Systems / Information
It's not news that digital information is growing exponentially worldwide. Something that clearly reflects this idea is that knowledge that was generated recorded in the last 50 years all over the planet, is greater than that had been generated until the middle of last century since the beginning of mankind. But really, what we want to emphasize is that these phenomena do nothing but to project the resulting future scenarios.
The world is going through a highly creative process, new realities every day, changing the rules and conduct of business, generating as much new information every day are created.
Noting that there is a growing tendency for valuable information, whether purchased from specialists in each particular subject (the consultancy is an example of this), it seems then that the key will go out at each point, for particular needs of the case, 'where' go find the relevant information as well as the fastest way to do it, and at the lowest possible cost. And finally how to use it the best way to optimize outcomes everything you can.
Given described in the previous paragraph, we must be aware that this large amount of information generated (and constantly changing), is protected and managed by our information systems, which only serve to model reality manifested in the interaction, networking and coordination among the three components of our organizational model.
ERP systems as main support should evolve alongside the particular development of the different parts of the model, without losing the systemic view of the ALL, harmonizing all the actions and workflow, with the other two components of the ALL (People and Systems / Sub-Systems / Information). In fact, the ultimate goal of ERP is to optimize and automate the majority of operations (especially recurrent) of the company, in addition to safeguard all the information generated as a result of such transactions.
Last but not least important but quite the contrary, we find we the people, we have to unite and orchestrate all components, with their respective challenges. Consider the definition of mental models that give Oscar Ansorena, an expert in executive coaching and training, in his published work 'Personal Mastery:
We call the set of opinions mental, personal theories, values, paradigms, distinctions and beliefs we use to perceive, analyze and interpret all types of events and circumstances of our life models. These mental models exert a decisive influence on the way we observe and understand the world and how we position ourselves and act on it.
From our reading view competitiveness, Mental Models prevailing in the organizations of the future will be the key variables differentiation. For people to adapt ourselves in harmony, without losing efficiency and effectiveness in our "to do" with the constant changing of the other two components (Physical Tools and Systems / Sub-Systems / Information) necessarily have to go adapting our mental models , to changing realities.
The challenge, we believe, will develop mental models, are working to manage effectively and efficiently large volumes of information.
One of the keys to achieving this is to improve communication to make it more effective, and optimize synergy and teamwork. Here you can see because they are so effective and necessary interventions Coaching in organizations as get people to change the observer (mental model) being in a given regarding the reality around time, redefining or readjusting their mental models.
Closing integrating and synthesizing the idea:
Finally, our final conclusion is that the ERP that fails to interpret and manage all these variables efficiently and effectively, since it's visceral logical essence ', with expertise and clarity, in our view, will lose effectiveness and efficiency as the main tool Organization as a WHOLE. If this happens, the ERP system will greatly decrease your true essence and value.