Selecting a new enterprise technology for your organisation can be a minefield of risks and challenges. It’s not uncommon to hear about careers that have been impacted over poor technology choices and failed implementation projects.
The selection process often spans months, and the implementations can take even longer. But if you get it right, a successful relationship with your vendor can last over a decade, or in cases with a number of DMS clients two to three decades. Conversely, if you’re a project owner, you might only go through a transformation project once in your entire career. So, how do you ensure success?
At DMS we’ve been around the block since 1987, and supported countless organisations through successful projects, implementations and transformations.
Here’s my shortlist, consider it a quick cheat guide to some critical success factors to support your selection process, de-risk the decision , and maximize value creation for your organisation.
The Critical Success Factors Nobody Talks About
Let Value Be Your Compass
Let value be your compass, steering every decision and guiding every move, so you never lose sight of true progress.
When selecting a vendor, in reality an organisation you’ll partner closely with to drive your objectives, make value your guiding principle right from the start. It’s not just about having a meeting – start with a clear understanding of what value means to your organisation, whether it’s Revenue Acceleration, OTIF, inventory reduction, or supply chain costs.
At DMS, we work with clients to help you understand your value prop, then co-develop a value case that is an accurate reflection of the project’s expected outcomes. Trust us, having your executive committee sign off on this from day one is crucial and the path of least resistance to business change.
Establish Your Executive Steering Committee From Day One
Nobody likes surprises – especially in complex projects like these. That’s why having an executive steering committee in place is critical. They’ll help lock down your goals and align them with the broader business vision.
It’s essential for this committee to define desired outcomes, obstacles, and success measures early on. Having the right members on this team will steer the ship and keep everyone on track with no surprises later.
Assign Your Top Talent to Lead the Project !
This one’s simple but powerful: dedicate your A-players to lead the charge. Your project leader will be responsible for day-to-day operations, goal-setting, and communications.
Remind yourself of the opportunity value to be created from the project and who should be entrusted with ensuring success.
Quick TIP: Keep your steering committee focused on the big picture and not the day-to-day details. Too many cooks can slow the pace and spoil the bake!
Be Clear on Your KPIs to Drive YOUR Value
To stay on course, establish clear KPIs from the start. This way, you can track, benchmark your progress and hold everyone accountable. Metrics should align with your business outcomes, and your data needs to be reliable and accessible.
At DMS, we believe in hands-on, Ole Skool workshops where project teams collaborate & whiteboard all the outcomes they want to achieve. These workshops often lead to hundreds of KPIs, but with the right stakeholders, you’ll be able to narrow them down to the critical few.
🗣️ Want More ?
#DMSletschat let us help you dive deeper into the value creation conversation.
Remember these few, simple guiding principles and hopefully you’ll be better positioned to select the right partner, de-risk your decision, and ensure long-term success.
Have more questions? Drop a comment or reach out – let’s chat!
Yuri Verjoustinsky | Managing Director | DMS
