How CIOs promote ERP systems

I still remember what Dr. Wu lianyin, vice president of Xtep, said during a CIO Summit last year: What is the most difficult thing to do in Xtep? It is to impress the CEOs of various regional branches and ask them to support the informatization construction of enterprises. During Xtep's several years, others did not grow much, but the amount of alcohol was growing. Of course, when the amount of alcohol is large, the red flag of the ERP system is also inserted into the mountains of each branch across the country. It seems like a joke, but it actually shows how important it is for CIOs to get top support from regional companies during the ERP system promotion process.

As Party B, we usually need to push the ERP system to the whole country after the ERP pilot project is completed, our colleagues also summed up the "Trio" experience of ERP promotion, or can be used for reference by CIOs of enterprises:

First: "diligent exploration ". The reason why the promotion was carried out was that the pilot work was carried out before the promotion, what achievements were made in the pilot phase, what problems existed, what experiences were accumulated, and what lessons were learned, all of these require careful reflection and consideration. This does not mean that the pilot task has been completed and will enter the promotion stage immediately. For enterprises, the quality of project implementation is very important. Whether the project can be quickly promoted depends largely on whether effective results can be achieved in the pilot phase, the loss is only worth the candle. Therefore, the key to the effectiveness of the promotion lies in the quality of the pilot project. That is to say, during the "exploration period" of the pilot project, efforts should be made to achieve fruitful results, overcome difficulties and obstacles, and summarize a series of Experiences and Lessons conducive to the later promotion, form an orderly, efficient, and standardized logic, process, system, procedure, and methodology for handling problems, and create favorable conditions for project promotion in the future to reduce barriers.

Second: "More incense"-do more ideological work for regional CEOs. The success of an enterprise informatization project is inseparable from the importance of the enterprise boss. For the promotion project, the role of the regional boss is obvious, and the influence of the Regional boss must be fully utilized and utilized, however, regional CEOs are usually very busy and are unlikely to spend a lot of time focusing on promotion. For him, promotion is definitely not his top priority compared to other jobs. He can pay attention to or not to pay attention to it. He may be forced by public opinions of the Group to learn more about the promotion and prove that he knows it, but he does not have some substantive measures. The roles played by each person are different, and the positions on the issue are different. This is understandable. However, for enterprise CIOs, the top priority is to smoothly promote the development of the promotion work, and they must find a way to attract regional CEOs to pay attention to the promotion work. It is not necessary to wait until the promotion starts to talk to the regional boss about erep System promotion. It should be some time before the promotion, let's take a look at the "Ideological Work" of regional CEOs and give them some time and opportunities to understand the situation of this project, so that they can participate and pay attention to it. First, you must establish a cognition with the regional boss. In the future, you can take the initiative to talk to the boss by email, phone, visit, and so on. Pay attention to the conversation atmosphere to avoid being too serious and relaxed, in addition, it should be as short as possible. every 10 or 20 minutes of communication can be done, and the relationship can be established several times. Regional CEOs should not care about how they usually burn incense, start promotion projects, coordinate resources, and solve some difficulties. That is to say, we should let the CEOS understand why they should pay attention to it and how they should cooperate with the promotion work, and thus achieve the goal.

Third, "first arrange"-first make sure that the basic data is accurate. If we have solved the problems that the project methods and leaders pay attention to, we need to solve the labor shortage and time shortage problems of regional companies. In the process of launching a promotion project, regional companies often encounter insufficient manpower configuration. The implementation of the project does not have time and energy to invest in the whole process, and the effect is greatly reduced. After all, the staffing of regional companies cannot be as full as that of the Headquarters. Most regional companies may have multiple roles, everyone will focus their time and energy on what they think is the most important and the most important thing to do. If the system promotion worker pays attention to it and is also related to the employee's performance, they are very willing to cooperate. At this time, the ERP Promotion Team should formulate the project promotion plan in advance, including work items, persons in charge, and time limit for completion. In the early stage, we should prepare what can be done first and what requirements should be clarified, and confirm with relevant persons in place, in particular, some basic data preparation work can even ask a college student to help input and proofread the preparation work. Naturally, after arriving at the site, the promotion work will become appropriate.

(Thank you, my colleague Lei Ming, for summing up the "triple Qin" on the project implementation and promotion methods)