Post on 02-Apr-2018
7/27/2019 Forester ppt
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Making Leaders Successful
Every Day
7/27/2019 Forester ppt
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2013 Forrester Research, Inc. Reproduction Prohibited 2
Optimizing Dynamics AX Implementations
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Source: Forrsights Services Survey, Q2 2012
How much of an impact do you believe the following changes and initiatives will have on your firm's
IT services spending over the next 12 months?
28%
30%
24%
38%
38%
34%
34%
41%
37%
35%
10%
17%
26%
21%
28%
34%
37%
31%
42%
50%
We are bringing in new, smaller, more innovative vendors to help usimplement new technologies
The increased reliance on predictive analytics to help inform betterand timelier business decisions
The need to grow/expand the business in new geographies and
developing countries
Business executives taking a more active role in the provisioning anddecision-making for technology and IT services
The increased use of software, infrastructure or business process as-a-service offerings
Consolidation of business units or streamlining operations
The increasing use of smartphones and tablets, as well as the appson them
Senior business management's conservative approach to spendingon large projects
The need to lower our IT operational costs
The need to innovate and grow our business
Moderate impact Significant impact
Base: 1,058 IT services decision-makers
Companies are gearing up for innovation and growth
7/27/2019 Forester ppt
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Make your spend count: spend on innovation andbusiness value
65%
35%
Average performers -- the IT spend iceberg
Spend on operation and maintenance vs. innovation
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Step 1: Get current on your version of Dynamics AX
Technical upgrade to reduce maintenance and support costs
Functional upgrade to improve business value
Move away from extensive custom code revaluate need for this and
look to leverage a more vanilla Dynamics AX
Look to out-of-the-box best practices
Upgrade to a current version to be able to leverage new features and
add-ons
7/27/2019 Forester ppt
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Step 2: Optimize Infrastructure and Maintenance SpendAnd Value
Consider instance consolidation if you are fragmented
Move to virtualized or cloud models to gain economies of scale
Centralize support and management functions
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Step 3: Evaluate your sourcing strategy
Evaluate whether an outsourced or managed services model would
generate cost savings and potentially business value
Cost savings can be on the order of 20% to 30% or higher
Look for outcome-based contracts on better service but also on
business value
Leverage the providers' economies of scales
Evaluate offshore or other low-cost delivery options --- look for lower cost
labor pools
Evaluate productized IP and solution accelerators that can remove cost
7/27/2019 Forester ppt
8/22 2013 Forrester Research, Inc. Reproduction Prohibited 8
Plan now for future growth and needs
7/27/2019 Forester ppt
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2013 Forrester Research, Inc. Reproduction Prohibited 9
Major technology forces maximize and extend ERP value
7/27/2019 Forester ppt
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How important were the following benefits in your firms decision to use SaaS?
11%
14%
17%
24%
24%
20%
35%
28%
29%
34%
39%
22%
23%
25%
23%
24%
28%
25%
32%
35%
32%
33%
Having access to a wide ecosystem of solutions around the core SaaSapplication
Iterative deployment model supports a higher level of innovation withinthe business
Gaining a feature or functionality that is not available in a traditional,licensed software package
Lack of in-house IT staff to maintain a traditional software solution
To support a large number of mobile and remote users
Ability to substitute upfront costs with regular monthly payments
Lower overall costs
Faster delivery of new features and functions from SaaS/as-a-service
providers
Speed of implementation and deployment
Allows us to focus resources on more important projects
Improved business agility
5 - Very important factor 4 (On an importance factor of 1-5, 1=Not at all a factor)
SaaS alternatives drive agility and speed to value
Base: 920 packaged application decision-makers
Source: Forrsights Software Survey, Q4 2011
7/27/2019 Forester ppt
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2013 Forrester Research, Inc. Reproduction Prohibited 11
Maximize ERP value by extending to the cloud
Add-on technology areas that surround core ERP
HCM
CRM
Collaboration
Two-tier ERP with cloud-enabled ERP in divisions or regions
Faster time to value Greater ongoing agility
Cloud-enabled technology for test/dev or pilots
Quick spin up of new solutions
Scale up / scale down for spikey workloads
Full ERP suite deployed in the cloud
Still a growing area but more organizations moving in this direction
Software vendor solutions and partner- (ecosystem-) enabled
7/27/2019 Forester ppt
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What are your firm's plans to adopt the following business intelligence and analytics technologies?
11%
16%
15%
15%
27%
21%
16%
19%
21%
27%
19%
36%
OLAP (AKA 'slicing and dicing' analytics)
Embedded analytics (e.g., within ERP, CRM)
Performance analytics
Dashboards
Web analytics (e.g., analysis of Internet/web pagetraffic)
Reporting
Implemented, not expanding Expanding/ upgrading implementation
Base: 1,631 software decision-makers from firms with 20 or more employees who are involved inpackaged application software decision-making
Source: Forrsights Software Survey, Q4 2012
Most firms have not yet implemented advanced analyticsyet
7/27/2019 Forester ppt
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Which of the following initiatives are likely to be your IT organization's top software technology
priorities over the next 12 months?
21%
25%
39%
37%
46%
46%
45%
5%
6%
14%
17%
14%
16%
20%
Increase our use of open source
Increase the use of enterprise app stores toimprove end user service and support
Invest in mobile applications for employees,customers, or partners
Use custom development for better businesssupport and/or differentiation
Increase deployment and use of technologies
Upgrade packaged applications to a newer release
Increase our use of business intelligence, analytics,and decision-support tools and services
Base: 2,444 software decision-makers
Source: Forrsights Software Survey, Q4 2012
BI Tops The List Of Software Priorities For The Next 12 Months
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2013 Forrester Research, Inc. Reproduction Prohibited 14
Analytics unlock the value in ERP
Massive amounts of data collected but many firms are stuck at basic
reporting / minimal analysis
Competitive and market dynamics compel firms to invest in better, faster,
data-driven decisions
Analytics and BI can unlock the value put information and
recommendations into the purview of business stakeholders ERP users seek KPIs and best practices from vendors and partners
7/27/2019 Forester ppt
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2013 Forrester Research, Inc. Reproduction Prohibited 15
Mobility extends ERP to real-time data and decisions
On the go access to data customers,
employees, inventory
Real-time updates back into the ERP system
Rather than waiting for the daily / weekly updates from
ERP users
Real-time alerts inform ERP mobile users of newdevelopments
Change in customer status
Cancellations or reroutes of appointments
Manager approvals
Mobility solutions from software vendors andpartners
Industry-specific
Cross-platform, support for multiple devices
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2009 Forrester Research, Inc. Reproduction Prohibited
Best practices to maximize value from
ERP and ERP services partners
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Forrester's Criteria For Vendor Selection
Capabilities
Competency
Strategy
Technology
Methodology
People
Specialization(Industry,Domain)
Relationship
Cultural Fit
Innovation
Results
Execution
Case Studies
Cost
Innovativepricing models(skin in thegame)
Pre-built
solutions /accelerators
Solutionmodels
Contractualflexibility
MarketPresence
Revenues
Growth
FTEs
Partners
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Pre-built solutions speed time to value
Time and cost savings by using
pre-built solutions and
accelerators Encapsulated industry best
practices
20% to
30%
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Clients seek embedded KPIs and benchmarks to drivebusiness value
Data proliferation creates new
challenges for clients to drive value outof sourcing information
Embedded KPIs and benchmarks canprovide new insight by industry, LOB,
or category
ERP program managers can givebusiness stakeholders greater value
more strategic business alignment
Move from reactive to predictive --identify new opportunities for value with
the business
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Critical Internal Factors For Success
1. Executive buy-in and sponsorship Senior and clearly defined sponsors who can evangelize and drive the change and
secure funding, from start to finish
2. Strong governance internal and with partners Daily, quarterly, and annual meetings
Detailed escalation paths
Named executives and RACIs
3. Change management Detailed organizational readiness assessment
Focus on change management throughout the organization
Champions as well as drivers
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Recommendations
Examine accelerators, tools, and templates that speed time-to-
deployment and reduce implementation cost and risk. Look for industry and application knowledge relative to your specific
business needs.
Look for providers that will bring their own best practices rather thanwork with you to develop procedures.
Look for client references with similar needs/goals and make sureto interview them
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Thank you
Liz Herbert+1 617 613 6011
eherbert@forrester.com