Browsing articles tagged with " ROI"

The SSD Revolution

May 4, 2015   //   by admin   //   Reports  //  No Comments

The SSD Revolution

Major Advances in BPM and ERP

Dec 23, 2013   //   by admin   //   Blog  //  No Comments

RFG Perspective: Business executives in small- and medium-sized (SMBs) as well as those in rapidly-changing large organizations can be at a disadvantage compared to their counterparts in relatively staid organizations. They must juggle a myriad of challenges, oftentimes without automated processes, usually because traditional ERP solutions either cannot be modified easily or the price point is prohibitive. These executives need business process management (BPM) and/or enterprise resource planning (ERP) solutions that will automate redundant processes, enable them to get to the data they require, and/or allow them to respond to rapid-fire business changes within (and external to) their organizations.

At the 2013 JRocket Marketing Analyst Road Show in Boston, Massachusetts three innovative disruptive technology vendors made announcements that can enable business executives in optimizing their business processes. These game-changing vendors are:
Apparancy, the sister company of Corefino and powered by Corefino’s 500 plus pre-built cloud-based Software-as-a-Service (SaaS) process framework, made its debut. Apparancy BPM solutions will initially target healthcare-related challenges faced by both enterprises and providers, and other areas in desperate need of quantum leaps in business process improvements.
SYSPRO is transforming the manufacturing/distribution sector through its unprecedented rapidly-deployed and specialized solutions for industry micro-verticals both on-premise and in the cloud.
UNIT4 is a global ERP solution provider that is expanding its offerings to Businesses Living IN Change (BLINC) ™; businesses that are changing rapidly due to mergers and acquisitions, global expansion, compliance, reorganization, etc.).

Apparancy

Today, executives must transform themselves into business process visionaries to guide their organizations into a sustainable and thriving future. Executives across the enterprise and in particular in the administrative side of healthcare, spend inordinate amounts of time on redundant and repetitive processes, distracting them from the real work at hand, which costs their organizations millions of dollars annually.

Market newcomer, Apparancy delivers BPM expertise to vendors with an automated, compliance-centric, and holistic business process workflow framework. Apparancy’s previously introduced cloud-based sister company Corefino, has already proven that its 500-plus process framework can save organizations from 25 to 50 percent or more over costs attached to their current workflow frameworks.

Apparancy customers get pre-built workflows to solve specific issues, such as compliance to Affordable Care Act (ACA) mandates, in a platform that sits on top of existing data systems, and that can then be continuously (and easily) updated and modified. The cloud-based SaaS model is proven (based on the five-year experiences of sister company Corefino) to support legal compliance while delivering substantial measurable ROI.

Apparancy’s workflow platform minimizes and simplifies state-, federal-, and industry- mandated compliance. The framework vets data and marries systems of record with systems of engagement to make business processes accurate and auditable. In essence, the Apparancy solution enables the any device, anywhere, anytime paradigm to be applied to pre-configured business process workflows – an industry first.

Executives must be able to confidently manage, sustain, and grow their organizations well into the future –as well as remain compliant. Apparancy can provide these organizations with the information they need anytime, anywhere as well as the detailed-as-necessary visibility into internal workflows without having to increase talent acquisition. Enterprise human resources (HR) executives and healthcare providers dealing with new legislation are key areas under extreme stress for which Apparancy will provide much-needed support.

SYSPRO

In a super-sized world mid-market business executives have learned that “bigger is not always better.” The answer to complex business problems is not a larger, more complex ERP solution. Moreover, one size does not fit all. This is especially true in manufacturing and distribution, in which consolidation, outsourcing, and off-shoring have become de rigueur. In addition, regulations change continuously and large retailer organizations often define the standards which SMB manufacturers/distributers must follow. This has become increasingly more challenging, driving many out of business.

For business executives to respond to change with agility as well as grow their businesses, they require an ERP vendor with solutions that go beyond simply targeting the manufacturing and distribution verticals. They need a vendor solution that drills down into the business, finance, technology, and regulatory challenges of specific micro-verticals, such as food and beverage, medical devices, electronics, or machinery and equipment.

At the 2013 Analyst Road Show, SYSPRO, a best-of-breed ERP solution for SMB manufacturers/distributers, announced the SYSPRO USA BRAIN BOOST program, part of the U.S. team’s successful “Einstein” market strategy. The four-point initiative continues to deliver on SYSPRO’s 35–year legacy of providing standards-based technology, multi-tiered architectures, and scalability along with an agile user interface. This enables businesses executives to continuously and swiftly adapt to market, standards, and compliance fluctuations.

United States manufacturing and distribution sectors have undergone sector-shattering changes. Many have been unable to adapt and have been forced to close. To remain in the game and be continuously viable, it is paramount for manufacturing and business executives to partner with a reliable, customer-focused, and future-directed vendor.

UNIT4

Business executives in fast-changing organizations or those with highly complex financial reporting structures are often at the mercy of rigid two-dimensional systems that do not allow for nimble access to, and manipulation of, financial data. In addition, many of the widely-installed ERP systems are prohibitively expensive to install, maintain, and then continuously modify to allow for this kind of agility.

The promise of post-implementation business flexibility/agility from larger ERP vendors has in many cases not been fulfilled. UNIT4 has found itself in the enviable position of being the replacement product for many high-end high-cost ERP solutions that failed to meet customer needs and expectations and cost customers millions of dollars. UNIT4 is a least-cost ERP/financial solution provider that has successfully shifted its model to the cloud (without a dip in revenues). The entire acquisition and installation cost for UNIT4 software was typically the same as that of a one-year provider license for a competitor ERP solution and that is just the beginning of the savings.

At the December 2013 Analyst Road Show UNIT4 made several announcements including the launch of two financial performance products in the North American Market (Cash Flow and Financial Consolidation) and a new change-supporting in-memory analytics solution. Recently IDC, a global market intelligence firm conducted a survey sponsored by UNIT4 of 167 IDC customers surrounding ERP purchase, implementation, maintenance, upgrade, and re-implementation. Significant observations of the survey include: “UNIT4 customers spent average of 55 percent less than the general ERP community on supporting business change…UNIT4 customers also reported having to make moderate to substantial system change only 25 percent of the time for mergers and acquisitions…” compared to 64 percent of non-UNIT4 ERP customers.

It behooves business executives to take a closer look at the direct and indirect costs – as well as the business impacts – associated with making changes to their ERP systems. Executives who wish to cost-effectively leverage their ERP systems should consider comparing the total cost of ownership (TCO) and return on investment (ROI) of their existing solution to that of an alternative ERP vendor.

Summary

The December 2013 Analyst Road Show showcased three disruptive technology vendors with three different foci: Apparancy is poised to have a significant positive and indispensible impact on the healthcare sector because it will provide healthcare executives (and enterprises conforming to new healthcare legislation) with a SaaS-deployed, streamlined, and cost-conscious solution. SYSPRO continues to be the champion of customized and quickly deployable ERP solutions for SMB manufacturers and distributers. UNIT4 solutions are designed to enable executives to embrace business change – simply, quickly, and cost-effectively.

RFG POV: All disruptive technology vendors herein are primed to enable their customers to not only remain viable and be competitive, but to experience sustained revenue growth. Business executives, whether across the enterprise, in healthcare, SMB manufacturing/distribution, or larger but fast-changing organizations must look beyond solving today’s business and IT problems. They must look to the future and be able to predict as well as respond nimbly and effectively to financial, market, and policy changes – well into the next two decades. Executives who possess business acumen should select long-term trusted vendor partners that will enable them to not only respond agilely to change but to do so faster than their competitors.

Blog written by Ms. Maria DeGiglio, Principal Analyst

CEOs CIOs not in Sync

May 7, 2013   //   by admin   //   Blog  //  No Comments

Lead Analyst: Cal Braunstein

According to a post on the Harvard Business Review blog CEOs and CIOs are not in sync when it comes to the new challenges and issues CEOs are facing. Study findings point to the fact that CIOs do not understand where the business needs to go, and CIOs do not have a strategy to address business challenges or opportunities.

Focal Points:

  • Key findings from their research are almost half of the CEOs feel IT should be a commodity service purchased as needed. Almost half of the CEOs rate their CIOs negatively in terms of understanding the business and how to apply IT in new ways to the business. Only 25 percent of executives felt their CIOs were performing above their peers. Moreover, 57 percent of CEOs expect their IT function to change significantly over the next three years, while 12 percent predict a “complete overhaul” of IT.
  • The above findings are attributed to four trends that are changing the CIOs role. Many CEOs are moving away from ownership and return on assets or investment (ROA or ROI) analyses and are thinking about renting IT equipment for items not directly tied to value creation. The shift from efficiency and scalability to agility and efficacy translates into a movement away from transactional systems to new systems that provide agility, collaboration, and transparency. Thirdly, the boundaries between contractors, channels, customers, partners, staff, suppliers, and even competitors are diminishing and in some cases disappearing, creating a whole new user community for enterprise IT systems. All of this changes how companies manage and organize work and resources, which suggests the need for more unique, niche applications with integration of information and systems across organizational and agent boundaries.
  • In summary it states there new systems, business and delivery models, types of information, technologies, and whole new roles for IT in the enterprise’s ecosystem. These new business insights, tied to the emergence of new technologies, are creating an opportunity for IT to lead business transformational efforts, creating new business models, initiating new business processes and making the enterprise agile in this challenging economic environment, the report concludes.

RFG POV: Business executives that think IT should be a commodity service purchased as needed do not perceive IT as a business differentiator. That is problematic for their businesses and for IT executives that work for them. IT executives in those organizations need to enlighten the business executives on the flaws in their thinking. As to the four trends identified, RFG and other studies have also found these to be true, which is why RFG has been pushing for IT executives to transform their operations. Business and IT always exist in a state of change, including disruptive innovation, and the next decade will be no different. IT executives must work with business executives to help transform the business and expose them to new process possibilities that are available due to the emerging technologies. IT executives must believe (and pursue) their role is to sell the business – e.g., sell cereal if they work for Kellogg’s – and not be a “tech head” if they want a seat at the business table.