Digital Business Transformations

Companies thought moving to a new ERP would transform them to meet technology goals, competitive challenges and to advance company initiatives. For example, a company kicked off a project: an ERP that was installed in 2010 and scarcely ever improved another process nor created any new business models until they upgraded again in 2019. This is a one-time transformation attempt that is typical of most companies. It is static and stuck with technology, process, thought and experiences formed in 2010.

A dynamic transformation requires open system architecture that allows companies to be supported by secure and proven business applications that have the ability to access stock and custom applications that can extend business capabilities. This is how you stay operational fit and in compliance, while you apply your company initiatives in applications. Although the key is that transformations are highly dependent on company insiders and continuous production of business concepts and practical ideas that the business can deploy as their companies and the market demands. This means that whether or not transformational processes and models are built-in with the new ERP, further and continuous build will go on as an operational process by company insiders rather than outside consultants.