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Knowledge Infuser

January 2007

 

Our book of the month club gets a ton of traction.  All proceeds of the sales go directly to the charity of the quarter as part of KI Kulture. 

 

HR, Human Capital Management and Talent Management professionals gain much education from our recommendations.  This month..

 

NO PARKING. No parking? You are driving around, looking, searching. You find a great spot, pull in, breathe a sigh of relief and then you see itNO PARKING. So what do you do? Put the car in reverse and start looking all over again. As a leader, contributor, and member of the HCM Community, our hope is that you act on a common theme with us in 2007 of "No Parking." If you adhere to the no parking rule, then you must be pushing forward, making progress, and most importantlynot stopping as you continue to achieve your goals.  There's no time for reverse.

 

In keeping with the theme of No Parking, this month we are featuring  the duo: The Radical Leap, and The Radical Edge.

 

The Radical Leap and The Radical Edge

By Steve Farber

 

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Abstract:

In his bestselling book The Radical Leap, Steve Farber introduced readers to Extreme Leadership, showing them how to renew their passion and excitement and become committed to changing the world for the better by disregarding normal constraints. Now, Farber takes readers to an even higher level of self-discovery in The Radical Edge. Readers will learn answers to these questions:

 

 

���How can people amp up their lives to amazing levels of achievement?

���If individuals assume personal responsibility, can customers, companies, and employees change for the better?

���Is it really possible to shake off inertia and transform your work���and your life?

 

Link to the KI Book of the Month Site

 

 

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In our work around HR, Human Capital Management and Talent Management, one of the common themes is the changing nature of the workforce.  From a HR technology standpoint and leveraging HRMS and other strategic HR applications, here are some stats that need to be leveraged in making decisions.

 

These impact technologies such as:

 

  • Portals to drive 24/7 communication, alignment and engagement * Workforce Intelligence to drive visibility into the workforce; what we have where and when we need what * Online access to information - Knowledge, Content, Analytics, Transactions (employee and manager direct access) * Solid talent management tools such as talent acquisition, performance management (not just appraisal), learning management, compensation management and succession management.

��� In 1977, 38% of the workforce was over 40; today, it's 56%. 

��� Women make up nearly half of the wage and salaried workforce. 

��� More households include dual-earner couples: 78% today, vs. 66% in 1977. 

Meantime, the pressures of the 24/7 workplace are mounting. As a result: 

��� 39% of employees are not fully engaged in their jobs. 

��� 54% are less than fully satisfied with their jobs. 

��� 38% are somewhat or very likely to make a concerted effort to find a new job in the coming year. 

Use these statistics in your conversations around HR strategy and direction.  Understand that technology can impact many of these important trends in our workforce.

Another infusion of knowledge..

Link to Work in Progress - Worklife - Workplace - TIME

 

 

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A great column by Bill Kutik from HR Executive Magazine is linked below.  Bill is always amazing at "cutting to the chase" and calling out highlights of a particular issue in the HR, HRMS, Talent Management Space.  A sample of our favorites from this piece:

 

  • I've promulgated only one "law" after observing HR technology for all that time: Namely, anything new has to be talked about as the greatest thing since sliced bread for at least six years before reaching majority adoption among organizations. Self-service is the best proof of that law; Talent Management Suite (now three years old) seems to be the exception that proves the rule.  WE COMPLETELY AGREE WITH THIS AS 95% OF OUR CLIENTS ARE WORKING WITH TMS EVALUATIONS TODAY * Ringo's observation makes clear that if HR doesn't assertively change its ways to smooth the way for effective use of TMS, they could "use it or lose it," just like a flexible-spending account. Certainly a warning shot.  WE SEE MANY HR ORGANIZATIONS BEGINNING TO LOSE IT IF THEY ARE NOT ALREADY ACTING IN 2007. * So with the Talent Management Suite becoming reality faster than any new development in HR technology in nearly two decades, the only question is, Will you be on the bus or off the bus? Or will the COO take your seat?. ONCE AGAIN, MANY HR EXECUTIVES ARE NOT DRIVING BUT WAITING FOR THE NEED FOR A TALENT MANAGEMENT FOCUS TO ENTER THEIR ORGANIZATIONS; TRUST US IT IS HERE.  THIS MUST BE PART OF YOUR 2007 RADAR.

A great piece by Bill Kutik.  Access the full article below.

 

Another infusion of knowledge..

 

Link to Human Resource Executive Online - Story

 

 

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Great article by our friend Ed Frauenheim at Workforce Magazine.

 

 

Do you think that open source software has a place in the world of HR, Human Capital Management, Talent Management technology?

 

 

What is open source software?

 

 

In 1998, a group of individuals advocated [[1]|http://www.catb.org/~esr/open-source.html] that the term free software be replaced by open-source software (OSS) as an expression which is less ambiguous and more comfortable for the corporate world. Software developers may want to publish their software with an open-source software license, so that anybody may also develop the same software or understand how it works. Open-source software generally allows anybody to make a new version of the software, port it to new operating systems and processor architectures, share it with others or market it. The aim of open source is to let the product be more understandable, modifiable, duplicatable, reliable or simply accessible, while it is still marketable.

 

 

The world of HR, HCM and Talent Management technologies continue to change.  What a change from hard coded business code to open source.  Will it ever hit HR?  Stay on top of this term over the next few years as OSS enters our world in various forms.

 

 

Another infusion of knowledge..

 

 

Link to Open-Source Software Opening HR Doors

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Post contributed by David Link, Managing HCM Strategist, Knowledge Infusion 

To help efforts to transform the HR function for clients, we are always monitoring issues and activities in other parts of the organization that create influence and provide cues on how to effectively create and execute HR transformation. More often than not we find complimentary activities that help to pull HR transformation along in parallel with other organization transformation activities. Sounds obvious, but so often, overlooked or looked at from the wrong angle. 

Finance is a common place for nuggets of opportunity to be found ��� especially in the area of metrics and how they are being deployed to impact overall organizational productivity. This long talked about area is taking on new momentum and metrics are becoming a matter of standard operating procedure ��� a requirement of the senior leadership team. Scorecards are a common tool to present a sophisticated view of metrics as it relates to business strategy. 

A recent survey reported in CFO Magazine suggests that organizations that are scorecarding must now move beyond using the tool as a means to report data and shift towards the intended goal of managing strategy. The story is included in this collection of columns online and can be accessed by clicking here: 

Look for the subheading ���Links Still Missing��� (another interesting tidbit is farther down the article under the subheading ���Engagement���) 

Managing strategy ��� a key element of Human Capital Management.

 

  • Can scorecarding impact HR transformation efforts in your organization?* Does your talent management function have a scorecard?* Is scorecarding being done in your finance function or in other parts of the organization?

If so, open a dialogue to bring HCM data into the mix to create more octane to the overall effort of scorecards and show your leadership. If not, declare leadership to initiate a scorecard activity that begins to illustrate HCM metrics ��� you���ll likely find other leaders willing to make it happen ��� and in the process elevate the credibility of HR to be a leader. Either way, consider monitoring journals like CFO Magazine for insight on activities outside of HR that have impact on HR and its transformation initiatives.

 

Another infusion of knowledge..

 

Share knowledge of your metrics activities in your organization via comment link below���

 

 

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Knowledge Infusion is asked often as buyers of HR, HRMS, HCM and Talent Management solutions are looking at purchasing solutions; "What happens if the vendor is bought/sold?"  This is a reality in the world we live in today.  Here are a few tips that might be helpful from Monday's information week.  You may also want to read this portion discussing if software consolidation stifles innovation?
Software users should protect themselves if an important vendor gets caught up in an acquisition. Here are a few simple rules.
Consider the possibility Gary Scholten, CIO at Principal Financial Group, considers the potential for acquisition during the due-diligence phase of choosing a software vendor, particularly if the company is in a fledgling area of technology. "Sometimes this leads us to say we're not going to take a chance on software in this space, where companies are being acquired and there's significant changes," Scholten says.
Hold fast to agreed-upon prices When a company's software vendor is acquired, it should require the acquiring company to honor the terms and conditions of its original contract for at least a few years, including maintenance prices, says Gartner analyst Alexa Bona, who specializes in software licensing. "We're seeing an increase in maintenance fees as a result of the acquisitions," she says. For example, Oracle's standard maintenance fee is about 22%, among the highest in the industry, says Bona, while Siebel's fees ranged between 15% and 17%, and PeopleSoft's were about 20%.
Beware architecture promises Be careful about the big four's plans for service-oriented architectures, such as Oracle's Fusion and SAP's NetWeaver. As a technological approach, SOA offers benefits, but it can give vendors an excuse to jack up prices. As SOA-based products emerge, Bona predicts, vendors will seek premiums of 30% or more over pre-SOA versions.
Go beyond the name Most customers license a product by name, Bona says, but in a contract, they don't define what's included in that name. That means an acquiring vendor can come back later and say, "We just rebundled this product, and it's not called a business suite anymore; it's called a specific process." Bona recommends customers include in contracts the basic functionality of the software that's been licensed, with a clause that says if it's renamed, rebundled or relicensed in any way, they're not going to pay anything extra for it.
Do your homework Principal Financial's Scholten is always wary of the acquiring vendor's integration claims. "We don't take their word for it." Scholten does an architectural assessment to try and determine how realistic such claims are, or whether in the end he'll have to do the integration work himself.

Source: How To Protect Yourself In A Software Acquisition - News by InformationWeek

 

Another infusion of knowledge..

 

 

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Even thought at KI we have staff in the Minneapolis area, the home of Northwest Airlines, we had to point this out.  This is an example of poor timing and also UNALIGNMENT!!

 

Business 2.0 puts out a very entertaining list each year of the 101 Dumbest Moments in Business - worth a read for sure.

 

In July, bankrupt Northwest Airlines begins laying off thousands of ground workers, but not before issuing some of them a handy guide, "101 Ways to Save Money."
The advice includes dumpster diving ("Don't be shy about pulling something you like out of the trash"), making your own baby food, shredding old newspapers for use as cat litter, and taking walks in the woods as a low-cost dating alternative.

AS HR IS WORKING ON ANY CORPORATE COMMUNICATIONS, INSURE ALIGNMENT WITH CORPORATE GOALS AND OBJECTIVES/ACTIONS.  THE BEST HR ORGANIZATIONS IN THE WORLD ARE THE MOST AGILE.

MOVE THESE TOOLS ONLINE WITH PORTALS AND BLOGGING, AND EASY TO FIX MISTAKES!!  HR STRATEGY MUST BE TIED TO HR COMMUNICATIONS AND NEW TECHNOLOGIES ALLOW FOR THIS BETTER THAN EVER.

Source: 101 Dumbest Moments in Business

 

For the complete article, click here!!

 

 

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For those that had the opportunity to attend our Trends 2007 webinar today you know that one of the trends discussed was the use of radical technologies.  We classified technologies in this camp that include:

 

We know there are other vendors in the space using these technologies, but to see two vendors make splashes in the same week is quite exciting for all of us in the industry. 

 

The two links below are to SuccessFactors and Oracle articles that specifically discuss their movements into the Web 2.0 generation as well.

 

As we discussed in our webinar, hold on tight and stay educated as vendors will be using new terminology and showing functionality that seems like rocket science to some in the industry, but to the workforce, this is FINALLY what they expect.

 

HR will make it part of their HR strategy around HRMS, Talent Management and Portals to include these radical technologies going forward.  Learn about them today!

 

The links:

 

SuccessFactors

Oracle

 

Another infusion of knowledge.. 

 

 

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HR Get in the Game?

Posted by Jason Averbook Jan 24, 2007

 

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I was travelling back from our first annual employee recognition event and saw a gentleman carrying this backpack from a recent SHRM event.  I had to capture the image and make sure I wrote a quick note around this.

 

HR Get in the Game?  - I FOUND THIS VERY INTERESTING SINCE MOST OF US KNOW, HR IS ALREADY IN THE GAME (we may just be playing the wrong game). 

 

  • UNIFORMS ON* MORE SUPPORT THAN EVER FROM EXECUTIVES* CLOCK RUNNING* PLAYERS IN MOTION* CROWD WATCHING IN ANTICIPATION

Does HR know what to do? Does HR have a HR strategy? Do we know how to leverage the T word (shh.. TALENT), Does HR know what success looks like? - A touchdown? a win? a national championship? A trip to the super bowl? (Congrats Bears and Colts)

 

HR and Talent Management professionals need to prove each day that they are in the game by embedding themselves into the operations of the organization.  By becoming part of the operations, there will be no doubt to anyone that HR is in the game and you will be proving how much value you can add.

 

A tip: Show up with your tools.  These include reports and metrics that mean something to a department like Operations, talent management and workforce technologies that automates processes, and a desire to drive business results and a focus on driving business results and not only what people think HR does, police the organization. 

 

Read this blog frequently to learn how to "Get In The Game" and I hope that soon, none of us will need bags and logos to tell us to get in the game and more of us will be in the board room already helping our organization win championships.

 

Another infusion of knowledge..

 

 

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[http://knowledgeinfusion.typepad.com/knowlege_infusion_blog/WindowsLiveWriter/WebinarWednesdayfortheKnowledgeInfusionC_11E97/ki92.jpg]Join us Wednesday January 24th (yes this Wednesday) as Jason Averbook, Heidi Spirgi and Stavros Liakakos reveal the top Human Resource, Human Capital Management and Talent Management Trends in 2007. 

 

The Technology Trends for 2007 webinar will focus on trends and patterns we predict in the Human Capital Management and Talent Management technology space for the upcoming year. We'll cover topics such as:

 

  • Major changes in buying/deploying trends we expect to continue tied to HR Strategy in 2007* Why Talent Management is not about a shortage of talent, but more about a real-time plan for managing talent globally* The changing vendor landscape in HRMS and other applications * What role will technology infrastructure play in 2007?* A continued focus on employee experience and service delivery and how to achieve the optimal balance with Employee and Manager Direct Access and Portals* How Deployment Excellence processes will continue to drive adoption more than ever in 2007* How Workforce Information Management will change HR forever* Your peers plans for HR technology adoption in 2007

Join the KI Community (already over 250 registrants) in this interactive event where you can complete the 2007 Trends Survey as part of the webinar and even decide what polling questions will be part of the webinar so you can get answers from the community about their technology plans for 2007.

 

For more information and to register for this free event, click HERE!

 

To complete the interactive survey in which results will be revealed as part of the event, click HERE!

 

Another infusion of knowledge...

 

 

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LinkedIn is one of the the most remarkable networking tools of all time.  As the concept of social networks continue to drive the way we all live, work and socialize (scary) to a degree, tools like LinkedIn continue to change behaviors.  How does LinkedIn effect the world of human resources?

 

  • More and more recruiters in the talent acquisition space use LinkedIn as one of their largest source of candidates.  Tools like LinkedIn and Jobster continue to change the world of recruiting at a very fast pace.* LinkedIn is helping the scarce talent pool find better jobs faster.  This being said, HR needs to continue to monitor engagement and alignment to insure that employees/associates want to continue their employment. * Organizations are getting smarter at offering employee referral bonuses again in the workplace.  Employees are using LinkedIn to find past colleagues and refer them to work.* LinkedIn has the ability to store connection information as well as store references that others write about individuals.  This is both a positive and a danger based on what is being written.  Be careful.* LinkedIn allows organizations to quickly find individuals that are running their competitors operations.  This makes it ripe for organizations to pick off individuals from their competitors, even more reason for non-competes, etc.

Social Networking is not going away, this is only the beginning.  Look at the phenomenon that Google has created.  A good definition of Social Networking can be found here! 

 

Stay tuned and understand how these technologies effect you.  The world of HR and Human Capital Management will continue to use these technologies into the future.  Begin to add this type of technology to your HR strategy today.  Signup for LinkedIn today and understand this technology.

 

Signup by going to www.linkedin.com.  Network with me by adding mailto:jason.averbook@knowledge-infusion.com to your network.

 

I look forward to networking with you and welcome to the community.

 

Another infusion of knowledge..

 

Link to How to Change the World: Ten Ways to Use LinkedIn

 

 

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The 70+ year old Chairman of Marriott Corporation has a blog!!  Read below.  Here is what this means to the human capital management space.

 

Mr. Marriott speaks about customer experience in his blog and how he hopes that by BLOGGING, he can drive customer experience to be an even larger part of the Marriott experience.  For those of us that spend anytime at Marriott properties, we know they are some of the most standard things in life.  Similar rooms, similar breakfasts, similar easy check-in's, etc.  Mr. Marriott wants to make sure all customers are ALIGNED and COMMUNICATED to in a similar STANDARDIZED manner; therefore the adoption of a blog by this innovative CEO.

 

THis same method of communication can and will work for the leaders in Human Resources.  HR leaders are continually looking at ways to help align their organizations as well as insure constant communication; what better way than a blog for the VP of Human Resources.  Blogs are incredible tools that allow individuals to communicate to large groups of CONTROLLED people internally or externally and we see this trend continuing to be a way for HR leaders to get their message across.

 

Blogs have gotten some bad press around HR since individuals have setup blogs to bad mouth their organizations and these blogs were available for all to read on the internet.  This is not what we are suggesting.  We are suggesting using blog technologies within the firewall of the organization as an easy-to-use, accessible by all, real-time form of communication that encourages collaboration, knowledge sharing and alignment.

 

We are currently working on portal and employee/manager direct access with many Fortune 1000 organizations.  One of the things we are adding into their projects is the addition of blogging by leaders in the organization to either groups of people or the enterprise.

 

Take a look at Mr. Marriott's blog and understand how you can use a tool like this in your organization to align HR through better communication. Email us with questions!!

 

Another infusion of knowledge..

 

Link to Marriott on the Move - Bill Marriott's Blog

 

 

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[http://knowledgeinfusion.typepad.com/knowlege_infusion_blog/WindowsLiveWriter/WeAnnouncedKnowledgeInfusionAdvisorSerie_10637/logo3%5B1%5D.5w_72dpi%5B7%5D.jpg] Today we announced the launch of a new webinar series: Knowledge Infusion Advisor. The Knowledge Infusion Advisor series will deliver relevant content to the marketplace at least 3 times each quarter as an innovative way to provide insight and education - free of charge to customers, prospects, students and vendors.

 

The series will kick-off on January 24, 2007 with a webinar focused on the trends and patterns Knowledge Infusion predicts will take place in the Human Capital Management and Talent Management technology space for the upcoming year. 

Currently scheduled webinars in the series include:

  • January 24, 2007 - The Transformation Continues: Trends for 2007 in HCM and Talent Management* February 7, 2007 - Developing a Workforce Information Management Strategy: Reporting, Scorecards, Dashboards, and Metrics* February 21, 2007 - Talent Management Goes Mainstream in 2007* March 7, 2007 - HR Portal Best Practices: Creating the Ultimate Employee Experience

Please join us customers, prospects, vendors and students as to add your comments and opinions.  To register for these free events, click here:

 

Register Now!!

 

Link to Knowledge Infusion: Press Releases

 

 

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Link below to article that is effecting all in the Human Resource, Human Capital Management, Talent Management technology space.  A few takeaways:

 

  • Software as a Service is shifting from a departmental adoption model to an enterprise adoption model.  This will spell much more success in deployment for vendors in this space as the IT experience can help insure success in deployment. * Organizations are becoming more and more comfortable with security of these systems over time.  The concerns are MELTING away. * Organizations are continuing to move away from wanting to maintain servers and upgrades; a perfect message for SaaS vendors.

One of the most important things we see at KI and need to make sure is understood is that even if you choose a software as a service solution, which is good in some cases and not as much a positive in others, is that you follow a methodology of implementation/deployment that is not siloed in nature, but holistic to HR and Enterprise strategies.  A SaaS implementation needs to be thought of as similar to an on-premise implementation with just different things to consider from the IT standpoint. 

 

DONT FORGET HR/TALENT MANAGEMENT BUSINESS PROCESS.  WE SEE TOO MANY NOT FOCUSING ON PROCESS, AND THINKING THE SOFTWARE WILL DO IT ALL.  DONT MAKE THIS MISTAKE.

 

Another infusion of knowledge to our friends in the community...out

 

Link to Information Architecture > Service Oriented Architectures > Are you being e-served?

 

 

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As Knowledge Infusion continues to work with organizations in creating the ultimate employee/associate experience using technology, this link surrounding portals and usability proves quite interesting.

 

2007 - Continued simplicity as HR portals and access points continue to become more and more like B to C sites on the Internet.  Stay tuned for more as Human Resource, Human Capital Management, and Talent Management technology vendors realize that HR silos are breaking down and the portal/intranet is what holds processes together. 

 

Link to Predictions for 2007: The elusive quest for simple -- CMS Watch

 

 

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We have found an interesting post from CRM Lowdown - a list of the Top 10 Best and Bottom 10 Worst Call Centers from a customer satisfaction standpoint.

 

This is an area that HR/HRIS professionals should work quickly on attacking.  Using Performance Management/Learning Management and Resource Management/Optimization tools, HRIS can quickly make a IMMEDIATE impact on customer satisfaction and therefore, TRUE BUSINESS VALUE.

 

Look for these opportunities in your organization for 2007 and show that HR can be proactive in changing the business for the better.  Take a read..

 

Link to CRM Lowdown: The 10 Best (and 10 Worst) Companies for Call Center Service

 

 

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We found this article to be a great link on where HR is today in relation to the Board of Directors in most organizations.  Now if more attention was paid to how technology can impact HR to meet these goals.   HR/HCM/Talent Management technologies make it possible for the mandate of HR to be reached.  Stay tuned as we cover this issue much more in the weeks to come.

 

Link to 0107 HR Magazine: HR and the Board

 

 

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Great post from Web Worker Daily on how more and more organizations are learning to setup and perfect collaboration opportunities.

 

KI is working with many organizations building state-of-the-art HR/Workforce portals that are beginning to use many of these technologies.

 

Over the next 5 years, the future of HRMS, HCM/Talent Management and New, Specialized Employee Facing Solutions will roll out using more of these technologies.  Stay tuned as these technolgies continue to change the world of work for HR and HR strategy.

 

Link to Web Worker Daily » Blog Archive 10 Ways to Collaborate with Other Human Beings Without Actually Being There «

 

 

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Organizations for years have been using assessments to drive the talent acquisition process in the hourly workforce, especially in the areas of retail and healthcare.  The entry from John Battelle is interesting in that Google is now using Algorithms of a similar sort to focus on its talent. 

 

 

 

While this type of hiring will not penetrate corporate America during 2007, organizations will continue to use various technologies to drive their focus on talent.  We would predict the following technologies along with the type mentioned below by John to become mainstream over the next few years:

 

 

  • Visualization tools such as organizational charts alerting organizations of talent gaps

 

  • Search tools to help find the right people in the organization to move into strategic positions instead of recruiting from the outside

 

  • Social Networking tools to drive to candidate specificity faster, better, cheaper than a full-blown candidate search

 

  • Workforce Intelligence tools to measure the true impact of hiring processes and the impact that hiring a more qualified person can have on revenues, customer sat, etc.

 

  • Onboarding tools to insure that the new employee is "fully loaded" to drive business impact day one without months of ramp up

 

  • Knowledge Based portals to focus on knowledge sharing and collaboration as talent becomes more scarce in white-collar, skill based jobs

 

  • Talent profiles insuring that organizations understand TRULY what they have from a skill standpoint and focus on best ways to deploy that talent

 

All of these, along with tools like John mentions below will drive the talent in organizations in 2007 and beyond.  Comments?  Additions?

 

 

 

Link to John Battelle's Searchblog: Deriving Talent, Algorithmically

 

 

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Many of our customers are currently in the process of implementing best of breed â??OnDemandâ?? HR/HCM/Talent Management technology solutions for business processes such as Goal Alignment, Compensation Planning, Performance Management, Learning Management, and Recruiting.  All of our customers are implementing these solutions on top of HCM foundation systems like PeopleSoft, Oracle, SAP, Lawson, etcâ?¦.   

 

 

 

Recent studies (Link) indicate that there is a huge shift underway in the marketplace toward increased adoption of OnDemand solutions.  Hereâ??s the problem though: Neither the vendors nor customers have optimized implementation methodologies that are redesigned for the OnDemand world. 

 

 

 

Our experience has been that OnDemand vendor methodologies typically do not extend beyond the configuration of their own products to the business process and organizational change issues their customers will face as part of their implementation.  While the focus of the vendors seems to be too narrow, the focus of customers tends to be too broad â?? as they try to apply ERP implementation methodologies to OnDemand solutions.  Here are some tips to redesign your methodology to fit the OnDemand world:

 

 

 

The Planning Stage Becomes Even More Important:  Given the shorter timeline of OnDemand projects, there is less time to recover if there is a planning misstep.  Youâ??ll need to have a crystal clear definition of the scope, functionality, and phasing of your implementation â?? as well as business process and change management impacts.  All project stakeholders need to be on-board with the parameters of the project early on since the window for communicating the organizational changes that are sure to accompany the implementation will be compressed.

 

 

 

Be Ready to Make Decisions:  While most OnDemand vendors are excellent at configuring their systems to meet your needs, you still must know what your needs are â?? down to the last detail.  An OnDemand solution requires no fewer implementation or functionality decisions than an old school â??behind the firewallâ?? implementation (excluding hardware decisions).  Our experience has been that most organizations are not prepared to make the myriad of decisions required for a successful OnDemand implementation, and donâ??t have the strong facilitation and decision processes (governance) in place to quickly make the required decisions.

 

 

 

 

 

 

 

Manage the Organization and Business Process Changes:  While the compressed timelines of OnDemand implementations are alluring, the timeline for rolling out organizational and business process changes related to the implementation are also compressed.  To effectively manage the shorter timelines, youâ??ll need resources dedicated to the tasks of communicating the value of the project to the organization; insuring end-users have the training and resources available to use the new system, and marketing the system to the organization at large.

 

 

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