Today, Enterprise Software procurement and usage is so common, that CEOs are forced by suppliers, users, IT and procurement to go for it. In addition, competitive market and changing team-members also make the CEO to depend more on technology. By definition, Enterprise Software is the one, which satisfies organization (not individuals’) needs, and tries to solve organizational problem. For Small and Medium Companies, enterprise software means CAD, ERP, PDM, CRM.
Due to collective forces from users, IT, suppliers, procurement, the CEO tries to please all or most stakeholders, with the hope that maximum persons’ buy-in will result in beneficial usage. But is the Enterprise Software for maximum people’s buy-in or for improving enterprise’s productivity and effectiveness ? Should the CEO convince all stake-holders to go for effective productivity tool, or choose a tool based on common minimum program ? CEO-led enterprise software implementations are more successful than consensus-based implementations.
The CEO-led implementations take place if the CEO has a burning desire to use technology for his / her short term (1-3 years) goal for the organization. If the technology vision is clearly defined, supplier and users can work in a focused manner. In absence of the clear goal, each stake holder tries to drive their own agendas and the result is chaos.
- CEO should make a brief ‘AS IS – TO BE’ document and share with all stake-holders.
- There should be a clear definition of priority and schedule.
- Only the CEO can effectively intervene and act if priorities and schedules are not met. And there will be many situations to intervene because there are many people involved. The CEO should be prepared for regularly monitor progress.
- The goal should be defined in terms of executing designs / products / projects in unit time. It should be linked with business growth and if possible incentives, too.