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Package Selection and Application Strategy

It starts with the right map


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After years spent building an arsenal of enterprise applications to solve some of their biggest business problems, many large IT organizations now face a new challenge: a vast tangle of those applications implemented as local, tactical solutions, without a clear link to overarching business goals and strategies. It may have been a good idea at the time, but the result today can be a portfolio of solutions that are not aligned to address current challenges. That’s where package selection and application strategy take on special importance.

At Deloitte, we realize the importance of combining deep technology experience with practical business strategy. We have access to an unmatched range of capabilities across consulting, financial advisory services, tax and risk management worldwide. This allows us to offer an integrated approach to service delivery, which helps us understand how enterprise application strategies collaborate with business needs to aid organizations in their efforts to generate more value from their technology portfolios. Learn more about the offering.

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You want to go where?
The challenges of managing application portfolio complexity are familiar to anyone in the business. Growing application maintenance costs. Globalization. Economic volatility. The cloud shift and more. Mergers and acquisitions only add to the puzzle, leaving companies with a collection of disparate systems that inhibit them from operating in a unified, global manner.

Even more alarming is the fact that many organizations are following that same path today, even when they recognize that a more strategic approach is needed. If you’re unsure about how to evaluate your technology options and develop a clear application roadmap, a disciplined approach to application strategy and selection may help you get on the right track.

How we can help

At Deloitte, we realize the importance of combining deep technology experience with practical business strategy. We have access to an unmatched range of capabilities across consulting, financial advisory services, tax and risk management worldwide. This allows us to offer an integrated approach to service delivery, which helps us understand how enterprise application strategies collaborate with business needs to aid organizations in their efforts to generate more value from their technology portfolios.

We combine broad package application knowledge and implementation-related consulting experience with industry insights to help our clients create application portfolio strategies that deliver results – regardless of which ERP package they select. We have built strong, award-winning alliances with select ERP vendors, giving us an insider’s view on new developments in the constantly evolving world of ERP solutions. We offer services in the following areas:

  • Portfolio strategy development
  • Application rationalization
  • Application RFI and RFP development
  • Application selection
  • Portfolio and package roadmap development
  • Instance consolidation
  • Detailed business case development

Bottom-line benefits

  • Develop a business-aligned application portfolio that drives shareholder value by balancing short-term needs with long-term business goals
  • Reduce IT application and infrastructure support costs
  • Lower non-discretionary IT spending, freeing up cash to pursue other value opportunities
  • Improve flexibility and speed-to-market
  • Reduce application selection time and risk with a data-driven approach

Six ways to get more value now

Executing an effective package selection and application strategy process requires more than a comprehensive knowledge of technology. It also requires linking that knowledge to an organization’s most important business goals. Here are some principles often applied by organizations to effectively achieve this link:

Fact-based first. Everyone has an opinion. That’s why it’s important to have a rational, data-driven analysis of current capabilities and future opportunities guiding your decisions – not guesswork or emotions.

Avoid analysis paralysis. Value begins with execution. Once you’ve set a course of action, don’t get sidetracked by over-analyzing the roadmap. Start putting it into action, being careful to monitor progress and modify your approach accordingly as you move ahead

Reuse and recycle. While it may be tempting to start from scratch, most organizations have made ERP investments that can still provide value. In some cases, they’ve developed winning organizational capabilities built around legacy solutions. Legacy isn’t always a bad thing. Don’t disregard existing solutions when plotting a course for the future

Accelerate deployment. Begin thinking now about how new solutions will be deployed, accounting for existing ERP systems and new capabilities. That’s a smart way to minimize business disruption and manage risks.

Get out of the bubble. The success of any global ERP strategy will rely heavily on participation from business groups in every corner of the organization – and the world. Actively engage leaders throughout your enterprise from the start.

Know ERP’s place. ERP initiatives are typically among an organization’s most important endeavors, but that doesn’t mean they’re the only ones. It’s important to know about other enterprise initiatives to guard against any unplanned surprises on the path to implementation.

Package Selection and Application Strategy in action

  •  A large global investment bank met its need for increased financial controls by defining an integrated solution and developing the business case. We helped them evaluate two commercially available options and helped them implement the solution they selected. The organization’s new general ledger, global finance and management consolidation and reporting capabilities helped them meet stringent new reporting requirements within a highly compressed timeframe.
  • When a shipbuilding company embarked on a new ERP system, we helped them evaluate three options. This required developing a market intelligence report on each option, defining the functional and geographic requirements and conducting a fit/gap analysis. Along the way, we used our outsourcing advisory experience to help them manage the implementer procurement process, which included preparation of the RFP, solution validation workshops with vendors and contract negotiation activities with the vendor they selected.
  • Working with a large stock exchange, we helped them implement a finance transformation initiative, which included development of the target state for the required supply chain and financial systems, identifying and evaluating alternative solutions and planning the implementation. The result? Greater transparency, increased controls, improved customer service and a culture of profitability.

As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

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