Potenture
CASE STUDY
ERP Program
Overview
A large government organisation was implementing a new enterprise resource planning (ERP) system and required a comprehensive operating model to define how new roles and processes would work together to achieve enterprise performance.
The organisation needed to support business readiness and benefits realisation in a way that recognised the diverse nature of its operations and the different ways stakeholders would need to prepare for and realise change. The new system introduced integrating features that would significantly impact resource planning and management across the enterprise.
Overview
A large government organisation was implementing a new enterprise resource planning (ERP) system and required a comprehensive operating model to define how new roles and processes would work together to achieve enterprise performance.
The organisation needed to support business readiness and benefits realisation in a way that recognised the diverse nature of its operations and the different ways stakeholders would need to prepare for and realise change. The new system introduced integrating features that would significantly impact resource planning and management across the enterprise.
The organisation needed to support business readiness and benefits realisation in a way that recognised the diverse nature of its operations and the different ways stakeholders would need to prepare for and realise change. The new system introduced integrating features that would significantly impact resource planning and management across the enterprise.
Approach
Our approach included:
- Developing a governance and management framework in consultation with stakeholders to define key roles and responsibilities for each new process and data object
- Establishing accountabilities across value chain management, centralised and decentralised processing, and the leading and embedding of change
- Completing an initial ERP operating model design and scoping the required centralised workforce to support new transactional processes
- Embedding operating model design principles within business readiness and benefits realisation frameworks
Approach
Our approach included:
- Developing a governance and management framework in consultation with stakeholders to define key roles and responsibilities for each new process and data object
- Establishing accountabilities across value chain management, centralised and decentralised processing, and the leading and embedding of change
- Completing an initial ERP operating model design and scoping the required centralised workforce to support new transactional processes
- Embedding operating model design principles within business readiness and benefits realisation frameworks
Results
We designed and delivered the first iteration of the ERP operating model, which was successfully endorsed by the executive committee. We also delivered initial organisational designs to support sustainment of the new operating model post-implementation, including key operating concepts such as fusion teams to bridge business and technology functions.
Results
We designed and delivered the first iteration of the ERP operating model, which was successfully endorsed by the executive committee. We also delivered initial organisational designs to support sustainment of the new operating model post-implementation, including key operating concepts such as fusion teams to bridge business and technology functions.
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