Independent thought leadership on digital transformation, SAP S/4HANA, Oracle Cloud ERP, Microsoft Dynamics 365, and a variety of other ERP, CRM and HCM implementations. My team and I at Third Stage Consulting Group provide technology-agnostic advice to our global client base to help them achieve digital transformation success and avoid the failures caused by biased and ineffective advice.
Topics include digital strategy, software selection, organizational change management, implementation project management, and ERP expert witness. We work with a variety of enterprise technologies, including Enterprise Resource Planning (ERP), Human Capital Management (HCM), Customer Relationship Management (CRM), Supply Chain Management (SCM), eCommerce, and others.
Also visit Third Stage Consulting on RU-vid and LinkedIn.
Microsoft number 1 really? In ERP world for the past 25 years and it’s always SAP, PeopleSoft(Now Oracle), Oracle and Workday has market share and rest are small players. Although PeopleSoft is slowing down but still has large customer base and mostly will migrate to SAP/Oracle/Workday in due course. My 2 cents
Eric, This is great consultancy. Note: I watch almost all videos at double speed - feel free to let the pop up banner stuff stay there longer - and the playlist is in the description but never made it in the video you pointed to 6:45. thanks again for all the videos; they are all awesome.
Dealing with acquisitions (some co's are start ups and some have 25+ years existence. Found Change continuum: Shock, Resistance, Sadness (loss), and acceptance/adapt. Do you have experience with the Change Continuum?
Microsoft dynamics is no patch to be called a ERP not sure what's the vested interest you have - Guys check it out before you listen to this. This guys must be kidding
Well done! Visual communication makes sense to too many individuals! Now, you will need to find “auditive” metaphors for people that are primarily auditory in their way to communicate! “I heard…”; “I’m listening this…”; “the noise in the project is that…”… Kinaesthetic would be a whole new level of complexity!!!
I've been a subscriber of this channel for only one day and am finding your explanations very enjoyable and easy to understand. I'm considering a career pivot to ERP or CRM transformation/implementation. What skills should one have or obtain and be successful at an entry level position in this field? This might make a good video topic, and perhaps there already is one that I.have not found yet?
What exactly would be new using AI, except for replacing traditional GUIs with chatbots? Haven't the areas discussed in this video been tackled by software companies for decades already? Wouldn't companies still need domain experts to reign in LLM hallucinations?
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1. Microsoft Dynamics (Finance and Operations) 2. Oracle Fusion Cloud ERP (up from 3) 3. Infor CloudSuite (up from 6) 4. Workday 5. Epicor Vantage (New) - manufacturing, distribution and retail. 6. SAP S/4HANA down from 4 - enterprise 7. IFS - construction, field service, manufacturing, distribution 8. Oracle NetSuite (down from 2) sm-mid 9. Odoo (open source) down from 8 10. Force Platform (from Salesforce) down from 9
Very informative video dear Eric, i have a question that; In what way MBA finance students uses Digital Transformation in their Finance field ? Any best answer please
How many organisations are going through the same failure with ERP implementations? Maersk did it with the first implementation of SAP, 1 Billion in the drain. The second is a not a success but they managed to limit the impact of the failure by limiting the scope of the implementation.
What would AI said about those possible ERP implementation problems? The fear surrounding Enterprise Resource Planning (ERP) systems and Artificial Intelligence (AI) in the workplace can be attributed to several factors: 1. **Job Security**: Many employees fear that the implementation of ERP and AI systems could lead to job losses. Automation and optimization often imply that fewer people are needed to perform certain tasks, leading to concerns about redundancy. 2. **Change and Adaptation**: Adopting new technologies requires employees to learn new skills and adapt to new workflows. This can be intimidating, especially for those who are less tech-savvy or comfortable with change. 3. **Complexity**: ERP systems are often complex and can require significant time and effort to understand and use effectively. The initial learning curve can be steep, leading to resistance from employees who are accustomed to existing processes. 4. **Data Privacy and Security**: With the integration of ERP and AI, there are concerns about the security and privacy of sensitive data. Employees might worry about how their personal and work-related information is being used and protected. 5. **Loss of Autonomy**: AI systems can sometimes be perceived as taking over decision-making processes, which can lead to a feeling of loss of control among employees. They might feel that their expertise and judgment are being undervalued or replaced by algorithms. 6. **Performance Pressure**: The use of AI in performance monitoring can create a sense of constant surveillance, leading to stress and anxiety. Employees may feel pressured to perform at higher levels consistently, fearing negative consequences if they fall short. Addressing these fears involves transparent communication, adequate training, and involving employees in the implementation process to ensure they feel valued and supported during the transition.
This happens a lot with the reporting structures not in place and the senior management team sitting far away from the consultants perhaps penny wise and pound foolish particularly when this happens in large-scale ERP implementation programs.
So Metcash wanted to "paper over the cracks" with a new ERP system, in effect? I've seen this happen in large organisations where the unspoken objective for new ERP systems was about connecting disparate business operations with broken processes or legacy systems. And these ERP "do-overs" can get incredibly political too - you're either a strong supporter of the initiative (and, by extension, the proponents of that initiative) or you're heading for the door. As the vendor of such a "legacy" system we were once put on the spot by demands from the CIO of a large bank to publicly state our support for their intended SAP project. Naturally we were reluctant to do so at the cost of the reputation of our system, which led to a certain tension. Ironically, many years later our G/L system was still firmly in place, as the CFO wouldn't allow it to be messed with while the SAP project stumbled on. As for being "sold a dream", I guess Metcash was hearing what Metcash wanted to hear. If it had worked out well, those people would have been saying they "saw a vision of success".
could you do a video on what the youngsters could expect if we choose a ERP or BPM career path? and with advises from your perspective as a recruiter. Thanks for the amazing content!
Very well thought out video looking Eric. I;ve watched this a few times to help it sink in. One suggestion, I notice a lot of glare on your forehead from the key light. Most sets will apply powder to the presenters face, this will eliminate the glare.
