ERP Due Diligence Private Equity Investors Playbook
March 24, 2022
The aim of this playbook is to provide some insights into how to undertake ERP due diligence, how to execute a successful ERP transformation program, what the key warning signs are in a potential acquisition target and provide some intrusive, probing questions that you, as a private equity investor, can ask to expose any issues or concerns within the enterprise operating system. To download a copy of this report, please complete the form below.
The majority of our new clients are CEOs who have recently assumed the role of Chief Information Officer (CIO). Whether they have been promoted internally or sourced from outside the organization, these individuals are often new to the role. Similar to the initial period that a newly elected official, such as a president or prime minister, undergoes, a CIO has a crucial 90-day window to establish the direction they intend to take in their career and role. In this discussion, we will outline key considerations and provide a guide for CIOs beginning their new position.
@font-face {font-family:"Cambria Math"; panose-1:2 4 5 3 5 4 6 3 2 4; mso-font-charset:0; mso-generic-font-family:roman; mso-font-pitch:variable; mso-font-signature:-536870145 1107305727 0 0 415 0;}@font-face {font-family:Calibri; panose-1:2 15 5 2 2 2 4 3 2 4; mso-font-charset:0; mso-generic-font-family:swiss; mso-font-pitch:variable; mso-font-signature:-536859905 -1073732485 9 0 511 0;}p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-unhide:no; mso-style-qformat:yes; mso-style-parent:""; margin:0in; line-height:107%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri",sans-serif; mso-fareast-font-family:Calibri;}.MsoChpDefault {mso-style-type:export-only; mso-default-props:yes; font-size:11.0pt; mso-ansi-font-size:11.0pt; mso-bidi-font-size:11.0pt; font-family:"Calibri",sans-serif; mso-ascii-font-family:Calibri; mso-fareast-font-family:Calibri; mso-hansi-font-family:Calibri; mso-bidi-font-family:Calibri; mso-font-kerning:0pt; mso-ligatures:none;}.MsoPapDefault {mso-style-type:export-only; line-height:107%;}div.WordSection1 {page:WordSection1;}div.WordSection2 {page:WordSection2;}div.WordSection3 {page:WordSection3;}div.WordSection4 {page:WordSection4;} SAP S/4HANA Projekte werden in alarmierendem Ausmaß eingestellt. Es stellt sich die Frage: Warum ist das so? Und welche Maßnahmen kann man ergreifen, um einen ähnlichen Ausgang zu verhindern? Dieses Thema steht heute im Mittelpunkt der Diskussion.Viele unserer Kunden haben sich für S/4HANA-Implementierungen entschieden, und einige haben S/4HANA in der Vergangenheit erfolgreich eingesetzt. Darüber hinaus unterstützen wir zahlreiche Kunden mit anderen Softwareanbietern und begleiten sie bei ihrer digitalen Transformation. Ein wiederkehrender Trend, den wir insbesondere bei S/4HANA-Implementierungen beobachten, ist, dass immer mehr Menschen auf Hindernisse stoßen. Einige scheitern sogar daran, werden verschoben oder ganz eingestellt. Wenn wir unseren Kundenstamm und die Palette der Technologien, bei deren Einführung wir helfen, bewerten, sind es die S/4HANA-Implementierungen, die als die problematischsten herausstechen. Im Vergleich zu Oracle, Microsoft D365, NetSuite, Workday, Epicor, und anderen Technologien, verursacht S/4HANA die meisten Probleme bei unseren Kunden. In der Tat haben wir mehr Einstellungen von S/4HANA-Implementierungen erlebt als von jeder anderen Technologie-Implementierung.
One of the primary services we offer our clients is assisting them in purchasing new ERP software. We aid them in evaluating potential choices, defining both a long list and a short list, navigating the RFP process, and ultimately selecting and acquiring the ERP software that best facilitates their digital transformation. However, many organizations are unsure of where to begin. They often find themselves stuck in analysis paralysis, selecting inappropriate software or spending excessive time only to choose unsuitable software. This article aims to provide a structured roadmap for evaluating and selecting the most appropriate software for your organization.
Many individuals are keen on digital transformation, with a significant number eager to expand their knowledge on the topic and manage a successful transformation. However, the major components of an effective transformation are often not well-understood. In this discussion, I aim to elucidate these critical work streams that are essential for a successful transformation.
Third Stage Consulting Group is a global thought leader in business transformation, ERP software systems, operational change management, and business advisory. Let us take your organization’s digital transformation to the Third Stage.
