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December - 2015 - issue > CXO Insights

Business Process Automation to Business Process Transformation - via ERP

Prasad Kulkarni - Partner and Head, ERP Advisory, KPMG-India
Wednesday, December 2, 2015
Prasad Kulkarni - Partner and Head, ERP Advisory, KPMG-India
Founded in September 1993 and headquartered in Mumbai, KPMG is a global network of professional firms providing Audit, Tax and Advisory services. KPMG in India provides services to over 2,700 international and national clients in India and has offices in Mumbai, Delhi, Bangalore, Chennai, Hyderabad, Kolkata, Chandigarh, Ahemdabad, Pune and Kochi.

Products and services pertaining to Enterprise Resource Planning (ERP) have come a long way from automation to revolutionizing the way organizations go about their core functions (finance, HR, sales and operations). The capability, flexibility and integration abilities of the ERP products have reached a stage where an ERP implementation initiative can truly be considered as a strategic business transformation, rather than just going ahead with/carrying out business process automation.

Interestingly, what remains relatively the same is the process that an organization has to undergo during ERP implementation. Over the years, there have been striking similarities in the successes or failures while implementing ERP solutions. More than any other IT solution, ERP should be owned and driven by businesses and users, as it is more of a workhorse in nature, crucial to their core infrastructural assets.

Evaluation and selection of a suitable and effective ERP solution/platform in itself has the capability to define the success of the initiative. While advising and assisting clients in this phase, we insist that considerable thought and application should be given to answer the following critical questions:

- Do we have a good case of benefits? (Why are we doing this?)
- Do we know what merits we should aim for? (Critical success factors)

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