NEMO ERP Analysis Toolkit ERP Pattern Segmentation An Overview.
Cisco Erp Analysis
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Transcript of Cisco Erp Analysis
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Analysis on Cisco ERP Implementation
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CISCO
ERP IMPLEMENTATION Successful project with $15 million and 9 months timeline
Not an exception, like many companies ERP implementations issues
Effective collaboration with partners, vendors
Committed internal management
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CISCO
ERP IMPLEMENTATION Major Decisions
De-Centralization to Centralization
Rapid Iterative Prototyping
Promised Capability rather than Specific Configuration (Hardware
Vendor)
Service Support Package ( Oracle )
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Observed after the implementation of an ERP system
Decrease in Process and Organizational performance immediately
due to issues with adopting to new system after GO-Live
Increases performance above the initial level several weeks ormonths after the dip
ANALYSIS - PERFORMANCE DIP
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ANALYSIS
SMART OR LUCKY(GENERAL)
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ANALYSIS SMART OR LUCKY
(GENERAL) Smart
More likely to be able to repeat than luck
Able to discern patterns and trends
Able to discern not just the trends, but they can see that the trendwill not last
Lucky Neither care about trends nor changes in trends What they choose works
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ANALYSIS SMART OR LUCKY
(LITERATURE)
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ANALYSIS SMART OR LUCKY
(LITERATURE) Insider's look at the combination of luck and smarts Success = Smart + Luck Smartest people with excellent technology may fail A company with same idea may become a huge
success Companies lucky enough to be at the right place at
the right time can fail - if unable to figure out a way tosustain
Combine right timing with a well-conceived strategyto continually innovate for the long run.
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Specific ( 6 W Questions )Measurable ( H Questions )Attainable ( attitudes, abilities, skills, and financial capacity )Realistic ( willing and able to work )Timely (no time frame no sense of urgency )
ANALYSIS SMART OR LUCKY
(THEORETICAL)
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CISCO CASE PERSPECTIVE
-SMART OR LUCKY ?
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SMART RESEARCH AND
PLANNINGPROJECT SELECTION TEAM -Best people from the company,employees of KPMG- strong integration partner to aid the overall selectionand implementation process
Looked at experiences of other companies implementing ERP systems
Selection of an ERP vendor which had the capacity to suit Ciscos goalsof significant future growth
Thorough UnderstandingCiscos team members also visited other companies which implemented anERP systemthree-day software demonstration
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SMART RESEARCH AND
PLANNING (Cont..)ERP Implementation was one of the seven toppriorities of that year
Strong end-user involvement
Users received intense training from Oracle
Top Management support can be considered asvery high, which is one of the keys to successful
ERP implementation.
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LUCKThey were in a very good bargaining position with OracleOn the day of presentation to the board the IT system
crashed this helped them convince the board members
fasterAll the changes made after the implementation regarding
the hardware had to be made out of the hardware vendorspocket
Extensive support from KPMG and Oracle
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SIX KEY POINTS FOR CISCOS
SUCCESSFUL ERPMaintaining a focus on core business objectives and integrating ERPimplementation with overall business strategy
Selection of the hungry and financially strong vendors
Compilation of the best staff on Steering Committee, and put the bestpeople on team
Full support of top management from the very early beginning, butthreat to fire CIO upon failure
ERP project was the top priority
Perfect diffusion of consultancy and vendor
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CHANGE THE SYSTEM OR CHANGETHE PROCESS?
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CHANGE THE SYSTEMAdvantages
Existing System can be used readily in less time.
Better technical support from the vendor.Existing systems are more robust and technologically proven
Less downtime in case of failure
Incorporates best practices in the industry
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CHANGE THE SYSTEMProven track record
Can provide the business with a greater competitiveadvantage that a bought solution.
Allows you to differentiate from your competitors (as thesystem is developed for your specific needs.
It gives you full control over the system and its functionality
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CHANGE THE PROCESSReduce the cost on customization
It helps to reorganize business functions, identify the coreactivities and processes as well as inefficient or obsolete ones.
ERP can be implemented easily with shorter time frame.
Gives you full control over the process
Fits exactly to the Software specification
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CASE OF CISCOSize of the organization :Focus on core processes
Processes to be standardized
Shorter time frame
Budget Constraints
Long term solution
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