Forester ppt

7/27/2019 Forester ppt

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Making Leaders Successful

Every Day


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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


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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


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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


8/22 2013 Forrester Research, Inc. Reproduction Prohibited 8

Plan now for future growth and needs


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Major technology forces maximize and extend ERP value


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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


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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


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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


Most firms have not yet implemented advanced analyticsyet


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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


BI Tops The List Of Software Priorities For The Next 12 Months


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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


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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

[email protected]

Forester ppt

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