Strategy as the Foundation for an ERP Project

I have covered a lot of ground when it comes to the conversation around innovation and the evolution of healthcare. If there is anything that you take away from this series, it is that strategy cannot be an afterthought – it must come first. The only way your strategy can be effective is if it is independent from the software and not based on any tools. To be clear, software vendors are usually not the best when it comes to delineating a clear plan that solves an organization’s specific problems. Even though you may need a certain type of screw to put in the wall, they will still offer you a hammer to use because it is a “one size fits all” option.

This brings me to the importance of working with an independent strategist. When you take this route during an ERP implementation, you need someone whose approach makes sense to your team and guides you through the process. For this reason (& many others), we always lead with our methodology so that you understand how it will help our customers. If our process is not something they agree with, we can adapt it right out of the gate to solve whatever pain points it needs to cover.

Consider if you would buy a house by just looking at the fancy appliances, instead of taking the time to understand the layout or how the foundation was laid. Obviously not, which means you should apply the same logic here. If you don’t integrate strategy from the beginning of the project, there is a higher chance that you wind up with licenses for applications you cannot use or are useless for your needs, or that your significant investment ends in failure.

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