When a company chooses an enterprise system, it compares features, screens and prices. That is understandable, but it decides only a small part of the outcome. In our experience, the software itself accounts for 10 to 15% of success. The rest is the ability, knowledge, experience and empathy of the people who put it into production.
Who deploys the system at our company
Our implementation team consists of senior implementers and analysts. They are not experts in features and programming; we have a different team for that. They are experts in implementation and in working with people on the ground: in the warehouse, on the production line, at the reception desk, in the managing director's office. They have been through many operations and many changes, and they know what separates a system a company actually uses from one it has merely bought.
Listen first, then set goals
The most important thing at the start is to listen to the customer and understand their needs. Not feature requirements, but needs: what the company is meant to achieve, what holds it back, where it loses time and money.
From this we jointly set the final goals. We do it at the start and in writing, because the path to them may be entirely different from what you imagine, and it may involve changes you are not prepared for. The goals are what you pay us for, and what we have to see through to the end.
Everyone in the company sees something different
During the analysis we talk to people from the production line all the way to top management. Everyone has a slightly different view of things and different requirements: the operator wants fewer clicks, the shift supervisor an accurate overview, the CFO numbers that add up, the owner progress for the company.
Our job is to understand all of these requirements at once. For the system to make sense, it has to work as one whole. That is why it does not pay to deploy it piece by piece: if we are to meet ambitious goals, deliver real benefit and move the company forward, switching on one or two modules is not enough. The modules and their meaning are closely interrelated. A warehouse without production, attendance without access control or a CRM without orders will solve one task, but they will not change the company.
Change sometimes concerns departments, not just software
In the end it may turn out that the customer has to change entire departments or rearrange them in order to reach the goals we set together. Some of you feel that you need this change, and at the same time you are aware of the risk.
A common case: in some areas you have people who appear irreplaceable. Sometimes that irreplaceability is the result of many years of work and of knowledge that exists only in one person's head. We understand this, and that is exactly why the system is not just algorithms and software. It also has knowledge and training layers, through Edunetto and process documentation, which help transfer knowledge from people into the system so that the running of the factory does not depend on a handful of individuals.
Why the analysis is comprehensive and detailed
We analyse and review the company in depth. Things that you have long taken for granted may alarm us. It is our duty to point out both the weak and the strong points. Sometimes that is hard to hear. But as we wrote at the outset: we have goals that must be seen through to the end, and that is what you pay us for.
What it looks like in practice
For mid-size and large companies, deployment is turnkey: an initial conversation, an analysis of the whole company on site, a design of the target state at a fixed price, configuration, integrations and migration, training through Edunetto, and handover with ongoing operation. You can find the whole procedure, along with indicative durations of the individual steps, in the Enterprise section.
You can look at the software in an hour. You will get to know the team that deploys it at the first conversation. Both matter, but in a different proportion than is usually assumed.