I would like to dedicate this page to inspiration given by Lord Digby Jones @Oracle event on 27th Mar 12.
**DisclaimerThis page contain no comments or content from Lord Digby Jones speech. **
As organizations start the journey toward the nirvana enterprise structure the role of internal technology organization becomes very critical to support business in taking right decision. If an organization is dependent only on external resources coming from a consulting organization to take decision it may not have complete organization need view as many times the best practices and benefits articulated by consulting organization is not a 100% match. The role of internal account management becomes critical in this ara as investments in enterprise space is typically large and keep the business hooked to the solution to number of years. On enterprise space (ERP) its critical to make right decisions because of investments also as these business areas have their own organnizational level business culture role of internal account manager (IAM) who help business make right decison is critical. In my view there are 6 rule for a successfull Internal Account Management (IAM)
1: Organizational Alignment
Its important for internal account manager from technology department to nurture business relationship in line with the organization their is no point taking a simplistic view of Finance, HR, Supply chain, sales etc etc. IAM ( Internal Account Manager) need to align his energy and efforts accordingly to organization e.g. in a insurance kind of business credit and collection organizaton will be critical organization unit to put energy while for a BTO (Build to order) industry that may not be that important. So remember that a external person may not have sufficient insight into your organization and advise right organizational alignment just like I can't advise you on how to align you as your organization internal account manager is best person to decide.
2:Goal Alignment
In most organizations just like to organization structure and related pull there are conflcits in the requirements, needs, aspirations. In many instances these actually creates a conflict and needs to be aligned to a common goal. I can give an example ; most of the companies have a integrated ERP suite supporting multiple business operations like Finance, Procurement, Supply Chain, Human Resources, Project Management etc. If the organization is on Oracle then a decision needs to be made for organization to either upgrade/implement to R12 or implement Fusion which many modules give a better functionalities. Specially if your organization have requriements around colloboration and mobility. There are business areas like HCM and CRM where the oracle fusion product is strong but there are areas like finance where Fusion is not strong. This creates the conflict between the
3: Single Sponsor(stakeholder) view
Standard project/programme mangement methodologies (e.g. Prince 2) suggest a single sponsor for a project/programme but in actual fact the enterprise space is different. A typical enterprise solution (ERP) support multiple business processes which are part of different business divisions/organization. Its almost impossible to get a single sponsor for a enterprise platform without upsetting another major stakeholder. At the same time having multiple "formal" sponsors will be a recipe for disaster. There needs to be a fine balance with multiple Sponsor's(outside core) at the same time drive them together to a single view with constant communication and key sponsor influence.
4: Single demand pipeline
A successful internal account manager always keep a single demand pipeline for the enterprise solutions. A Finance demand pipeline will definitly be different to a supply chain or project department pipeline but unless the Internal Account Manager keep a single pipeline the organization will end up with multiple solutions with overlaps. this will lead to not only a bigger CEMLI ( Customization, Extension, Modification, Localization & Interfaces) but also make any version enhancement difficult. Most important IT will not be seen as cost effective department. Please, dont give into easy temptation of departmental/division pipeline as it's easy to maintain and interact but will create bigger pains for future.
5: Common governance model
I think every professional understand the importanceof a common governance model. That's why i will not write much on this.
6: Single truth.
This one of key rule for IAM's success. Many a times IAM put a different pitch to different stakeholders because of so called organizational dynamics or politics. In my experience if I am external consultant then playing this organizational dynamics/politics is fine as my association with organnization will not be a long term. Unfortunatly for a internal employee this is different as the person will be around for longer and different "truth" version will not only harm in longer run but will impact credibility also.
Each of these rules can be discussed and eloborated in far greater details but i would like to stop here. Let me know your thoughts if you think you have practical experience which can help other professionals become better.
Regards
Ashish
**DisclaimerThis page contain no comments or content from Lord Digby Jones speech. **
As organizations start the journey toward the nirvana enterprise structure the role of internal technology organization becomes very critical to support business in taking right decision. If an organization is dependent only on external resources coming from a consulting organization to take decision it may not have complete organization need view as many times the best practices and benefits articulated by consulting organization is not a 100% match. The role of internal account management becomes critical in this ara as investments in enterprise space is typically large and keep the business hooked to the solution to number of years. On enterprise space (ERP) its critical to make right decisions because of investments also as these business areas have their own organnizational level business culture role of internal account manager (IAM) who help business make right decison is critical. In my view there are 6 rule for a successfull Internal Account Management (IAM)
1: Organizational Alignment
Its important for internal account manager from technology department to nurture business relationship in line with the organization their is no point taking a simplistic view of Finance, HR, Supply chain, sales etc etc. IAM ( Internal Account Manager) need to align his energy and efforts accordingly to organization e.g. in a insurance kind of business credit and collection organizaton will be critical organization unit to put energy while for a BTO (Build to order) industry that may not be that important. So remember that a external person may not have sufficient insight into your organization and advise right organizational alignment just like I can't advise you on how to align you as your organization internal account manager is best person to decide.
2:Goal Alignment
In most organizations just like to organization structure and related pull there are conflcits in the requirements, needs, aspirations. In many instances these actually creates a conflict and needs to be aligned to a common goal. I can give an example ; most of the companies have a integrated ERP suite supporting multiple business operations like Finance, Procurement, Supply Chain, Human Resources, Project Management etc. If the organization is on Oracle then a decision needs to be made for organization to either upgrade/implement to R12 or implement Fusion which many modules give a better functionalities. Specially if your organization have requriements around colloboration and mobility. There are business areas like HCM and CRM where the oracle fusion product is strong but there are areas like finance where Fusion is not strong. This creates the conflict between the
3: Single Sponsor(stakeholder) view
Standard project/programme mangement methodologies (e.g. Prince 2) suggest a single sponsor for a project/programme but in actual fact the enterprise space is different. A typical enterprise solution (ERP) support multiple business processes which are part of different business divisions/organization. Its almost impossible to get a single sponsor for a enterprise platform without upsetting another major stakeholder. At the same time having multiple "formal" sponsors will be a recipe for disaster. There needs to be a fine balance with multiple Sponsor's(outside core) at the same time drive them together to a single view with constant communication and key sponsor influence.
4: Single demand pipeline
A successful internal account manager always keep a single demand pipeline for the enterprise solutions. A Finance demand pipeline will definitly be different to a supply chain or project department pipeline but unless the Internal Account Manager keep a single pipeline the organization will end up with multiple solutions with overlaps. this will lead to not only a bigger CEMLI ( Customization, Extension, Modification, Localization & Interfaces) but also make any version enhancement difficult. Most important IT will not be seen as cost effective department. Please, dont give into easy temptation of departmental/division pipeline as it's easy to maintain and interact but will create bigger pains for future.
5: Common governance model
I think every professional understand the importanceof a common governance model. That's why i will not write much on this.
6: Single truth.
This one of key rule for IAM's success. Many a times IAM put a different pitch to different stakeholders because of so called organizational dynamics or politics. In my experience if I am external consultant then playing this organizational dynamics/politics is fine as my association with organnization will not be a long term. Unfortunatly for a internal employee this is different as the person will be around for longer and different "truth" version will not only harm in longer run but will impact credibility also.
Each of these rules can be discussed and eloborated in far greater details but i would like to stop here. Let me know your thoughts if you think you have practical experience which can help other professionals become better.
Regards
Ashish
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