Imagine that you are the new IS manager for a BIST 100 company. Surprisingly, the firm still operates with a hodge-podge of transaction processing systems—some are software packages from various vendors and some are in-house developed systems. Prepare a brief outline of a talk you will make to senior company managers to convince them that it is time to implement a comprehensive ERP system. What sort of resistance and objections do you expect to encounter? How would you overcome these?
Answers
Answer:
By interacting with numerous department heads.
Explanation:
The first crucial thing I would do is have a healthy conversation with all the department heads, including those who are in charge of production, buying, sales, finance, and human resources, in order to persuade top management skills to adopt the entire ERP system.
As they confront fresh challenges brought on by the digital company environment, system builders today have more options and tools than ever before.
Select a team for our ERP. The right team must be established for an ERP rollout to just be successful. Assess procedures and focus on best practices.
Establish goals that make the implementation's scope very apparent. So I will develop ERP to use the above-mentioned strategies as an IS manager.
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