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This is the final article in a series of exploring the topic of ERP modernization. Read the first two articles here and here.
With nearly every company striving to become a digital business today, leadership teams have become more focused on the need for adaptive technology that permeates every corner of the organization. CIOs are stepping up to drive innovation and deliver adaptable technologies that enable the business to react to market dynamics and grow faster.
“The C-suite is increasingly shifting to the ‘digital dream team,’ wherein every function is a technology function,” says Philip Carter, Group Vice President, European Chief Analyst and WW C-Suite Tech Research Lead at IDC. “In this context, the role the CIO plays is critical: as a trusted advisor, an enabler of innovation, and a source of intelligence – the digital orchestrator.”
When it comes to modernizing mission-critical systems such as ERP, this orchestration across business functions requires more collaboration than ever. For the CIO, modern ERP might just as well stand for “enterprise relationship planning.”
In lockstep with the CFO
Nowhere, perhaps, is CIO alignment more critical than with the CFO. Finance teams have historically been focused on stewardship over resources and regulatory compliance, but today’s finance leaders are as intent on creating value as reining in expenses. And they know technology lays the path to deliver that value to the business. In an IDC study on the Future of Finance, 59% of CFOs agreed that finance will need to transform by leveraging technology and data. Finance teams need deeper insights into the levers that deliver the greatest value and the metrics that measure success – or proactively warn of a market in decline.
Legacy ERP systems are ill-suited to handle the needs of modern business. The resulting “acceleration gap,” with the rate of change outpacing the ability of an organization’s digital strategy to keep up, is growing. Workday research found that 55% of business leaders say their digital strategy can’t keep up with change and nearly two-thirds say it takes weeks to get results at the end of a reporting period. This contrasts with the accelerating pace of business, which increasingly requires real time decision-making based upon current rather than months-old data.
Pressure is increasing. A Workday-Deloitte study found that 70% of CIOs say the COVID-19 pandemic accelerated their finance transformation strategies by at least a year. To narrow the acceleration gap, organizations need a modern ERP platform with an intelligent, consolidated data core to increase information sharing and insights for better, faster decision making.
Addressing the challenge is more than a technology issue, however. That’s where relationships come into play. The CIO needs to work collaboratively with the CFO to determine the best technology path forward to solve the CFO’s top priorities:
CFOs expect their IT leaders to be more financially literate, while CIOs need their partners in finance to better understand how technology can support them. The CIO also plays a critical role in changing mindsets and culture to support what IDC calls the “digital dream team.” And that’s where alignment with another key stakeholder comes into play.
In lockstep with the CHRO
To truly enable a digital business, a modern ERP solution must go beyond finance and operations to also support an organization’s most important resource: its people.
“As all business units become technology units and are forced to break down functional silos, HR will become increasingly involved with technology decisions,” Carter says. “This collective approach will enable CHROs to address the top pain points of employee training and development, retaining high performers, and engaging and motivating remote workers.”
The CIO’s partnership with the CHRO involves defining a strategy to deliver a consistent, low-friction experience for all employees, regardless of role or location. A modern, cloud-based ERP platform can provide an experience that empowers employees instead of inhibiting them by:
● Using automation to reduce or eliminate mundane manual tasks and processes
● Providing an integrated data core and seamless view of relevant data to reduce friction of cross-functional processes
● Delivering a consistent user experience across tools and technologies so people can focus on what they do best, from wherever they are working in a hybrid workplace
● Gathering and analyzing data on employee sentiment to help HR teams improve the overall employee experience.
In a climate characterized by constant change and unpredictable disruptions, a cloud-native ERP foundation backed by a robust business-optimized developer environment provides the operational resilience and scalability that today’s digital business requires. A platform designed for rapid adaptability through configuration rather than code will support and enable all stakeholders across the organization, including employees, customers, and supply chain partners.
But the technology platform is just part of the solution. The “R” in ERP has become as much about relationships as resources. IT’s partnerships across the organization deepen when each side focuses on the other’s strengths and helps compensate for, rather than criticize, the other’s weaknesses. These relationships provide the foundation of a modern digital business.