Nestell & Associates would like to welcome our friend and colleague to our team, Dr. Justin Goldston.

Nestell & Associates would like to welcome our friend and colleague to our team, Dr. Justin Goldston.

Nestell & Associates would like to welcome our friend and colleague to our team, Dr. Justin Goldston.

We are excited for the expertise, passion, and dedication to our trade that Dr. Goldston will bring to our team. As an experienced ERP organizational change practitioner as well as researcher, Dr. Goldston will bring further client value to our #ResearchBasedERPpractice approach to our trade.  We value an ERP organizational change approach founded not only in our own anecdotal experience as practitioners but also through evaluated learning as well as through ERP organizational change research. Dr. Goldston’s dedication will be invaluable in the pursuit of that mission.

We love to collaborate, share, and discuss our trade, ERP organizational change, so reach out to Dr. Goldston anytime. You will find that Dr. Goldston’s unique research and practitioner perspective and dedication to our trade is fun and contagious. The practice of ERP organizational change is not a competition.

“It is what we know already that often prevents us from learning.” –Claude Bernard

Dr. Goldston will be one of our “Senior Managing Directors”  as well as  “ERP Organizational Change Consultant and Researcher”. Please learn more about Justin here: https://nestellassociates.com/our-team/

Thank you,

The Nestell & Associates Team

A well said quote that we dug up from our ERP article archive……

A well said quote that we dug up from our ERP article archive……

Regarding ERP organizational change, the below quote is true and well-said assuming you selected the proper ERP solution, to begin with. As each ERP vendor will tell you, they are different from their competitors and they do have differences in functionality, technology, business process flows, and general business (and industry) modeling among many other factors. This is such a great statement and so true provided the organization has done the proper due diligence and picked the one best ERP solution for their organization as step #1 (as supported by research). ERPs are not all created equal and selection is critical. The norm for business practices can actually be executed functionally in many different ways.

well said erp

“These situations can be emotionally draining. When a sales manager is in your face, adamant that your decision is going to ensure that she does not hit her annual quota, it is intimidating, even if you know it is not true. Keep in mind that your organization did not invent business. In addition to all of the tangible advantages, ERP brings to the table, create an additional success out of knowledge that your ERP package represents the norm for business practices, and you have the opportunity to quietly correct some bad business habits.”

 “ERP and Legacy Business Processes: Is Change Inevitable?” Posted on 25/05/12 by Tom Stephenson http://www.erpfocus.com/erp-and-legacy-business-processes-is-change-inevitable-934.html

The Importance of Organizational Culture in ERP Success

The Importance of Organizational Culture in ERP Success

erpRecently Jack (Partner at Nestell & Associates) and Michael G. Schwendeman (Research Consultant at Denison Consulting) coauthored a short article for the “Tech Features” section of the March 2020 issue of  Fashion Mannuscript Magazine’s  “The Men’s Issue”.

The article is titled “The Importance of Organizational Culture in ERP Success”.

Organizational culture and related organizational influences are necessary to understand because as described by Dr. Denison, Michael G. Schwendeman, and the Denison Consulting team, organizational culture characteristics (which can be measured and monitored) may have predictable impact on the effectiveness of ERP organizational change.

READ MORE: https://mydigitalpublication.com/publication/?i=651357&ver=html5&p=68

Fashion Mannuscript is a monthly business-to-business magazine that delivers extensive photo coverage of top fashion industry events, well-penned columns by experts in the community, and profiles of the people and companies behind some of the biggest deals in fashion. Fashion Mannuscript’s style – utilizing the perspectives of attorneys, accountants, boutique owners, career advisors, and tech innovators – is what differentiates it from other trade publications and makes it a must-read for those who wish to be well-informed on all things fashion.

Private Equity Portfolio ERP Success: The Triad (Technology, People, and Process)

Private Equity Portfolio ERP Success: The Triad (Technology, People, and Process)

ERP success

 

 

 

 

The Enterprise Resource Planning (ERP) organizational change landscape and future are exciting. And, one thing is for sure as history demonstrates, all things ERP organizational change will continue to evolve.

All would agree that a successful ERP organizational change requires that the appropriate emphasis is placed on three areas;

  • Technology (ERP software, IT infrastructure, emerging technologies),
  • People (organizational culture, organizational change, teamwork, leadership),
  • Processes (project management, understanding business model and requirements).

As long as there are organizations, ERP organizational change will include people, processes, and technology. The ERP organizational change practice will continue to evolve and create opportunities to revolutionize ERP value and benefit to organizations. The future of ERP technology is exciting and the idea of “ERP 3.0” is also exciting. ERP 3.0 is a notion based on emphasizing improved operational processes and productivity, is workforce centered, and is largely driven by emerging technologies and software.

ERP systems have begun and will continue to utilize and integrate relatively new and emerging technologies and ideas such as Big Data, artificial intelligence (AI), transformation software, machine learning, RFID, blockchain, and adoptive ERP. Along with emerging technologies and ever-improving ERP systems, there is also great ERP research emphasizing the value and importance of the non-technical components of ERP organizational change that include, for example, ideas such as teamwork, impact of business process re-engineering, organizational diversity, leadership style, and project management (more to come in future posts on these points). In the context of ERP organizational change, more and more insight into the holistic impact of the triad (technology, people, and process) is evolving.

Given all the great advancements in practice and research, successful ERP organizational change is about picking the best solution and approach (people, processes, technology) for the organization and then implementing in a way that is most cost-effective and efficient in terms of time, money, and effort such that the organizations can realize the greatest return and benefit.

As long as ERP solutions are being used by human beings and business cultures, the criticality of the dynamic interplay between people, processes, technology triad is not going anywhere and will always play a significant role in successful ERP organizational change. For the success of ERP organizational change, this needs to be kept in mind. Time, as well as professional objective multidiscipline research, will and should, help determine the evolution of ERP and the success of ERP organizational change.

We’ll be watching and talking about it every step of the way.