The end of ERPs - Enterprise Resource Planning: The impact of new technologies on ERPs
Book Details
ISBN / ASINB01GSWCT7U
ISBN-13978B01GSWCT78
MarketplaceIndia 🇮🇳
Description
With the union of processes (BPM), rules (BRM) and service-oriented componentized building (SOA) technologies, combined with cloud computing, the way companies will support their business radically changes, leaving operations backed up by integrated systems (ERP) for the use of process integration platforms, which are more flexible, have faster implementation and lower investments and costs.
Every organization operates on processes that are built along its existence, often starting in a simple way, but in that it seeks greater refinement in its market relations, new business rules and operational details are added, making this operation more complex.
The rapid spread of digital business, with unstable models, continually subjected to new demands, further increases, on the one hand, the need for automation, and on the other, the flexibility to adapt to these new models.
Also contribute to this increase in complexity the demands imposed by government, customers, suppliers, partners and the society in general.
After a few years, any organization ends up operating a lot of interrelated processes, and is generally in the midst of this complexity that demand for integrated information systems appears more strongly.
Namely, in general, information systems are deployed to bring order and clarity to operations, aiming to, from there, offer better service to customers and the market, with greater agility, cost savings, explicit knowledge, among other aspects.
But it´s in this search that most companies have been involved in integrated systems implementation projects that, behind an apparent organization, control and automation, provide sluggish and costly operating methods, and, even more important, limiting to innovation.
One of the deepest changes we are living in organizations is the paradigm shift from a process oriented, pre-established processes and systems structure, including, mainly, the ERP - Enterprise Resources Planning, for organic structures adaptive to processes which are also organic, either because new demands arise from e-commerce, integration with agents in the business chain that change their processes, distribution channels that are not anymore absolutely loyal, adapting to new realities of markets, unstable regulatory impositions, among many other factors.
Business processes are continually changing to meet new demands and changes in the knowledge base with which an organization works, as well, and more importantly, the organization's relationship changes with other outside organizations, with which it must cooperate.
The new organization will need to have its operations supported by whole and integrated processes, most often transcending its limitations (no longer being processes of an organization to transform themselves into processes of entire chains of relationships between organizations), and the defragmentation of processes becomes vital to working with performance and high level of services.
Every organization operates on processes that are built along its existence, often starting in a simple way, but in that it seeks greater refinement in its market relations, new business rules and operational details are added, making this operation more complex.
The rapid spread of digital business, with unstable models, continually subjected to new demands, further increases, on the one hand, the need for automation, and on the other, the flexibility to adapt to these new models.
Also contribute to this increase in complexity the demands imposed by government, customers, suppliers, partners and the society in general.
After a few years, any organization ends up operating a lot of interrelated processes, and is generally in the midst of this complexity that demand for integrated information systems appears more strongly.
Namely, in general, information systems are deployed to bring order and clarity to operations, aiming to, from there, offer better service to customers and the market, with greater agility, cost savings, explicit knowledge, among other aspects.
But it´s in this search that most companies have been involved in integrated systems implementation projects that, behind an apparent organization, control and automation, provide sluggish and costly operating methods, and, even more important, limiting to innovation.
One of the deepest changes we are living in organizations is the paradigm shift from a process oriented, pre-established processes and systems structure, including, mainly, the ERP - Enterprise Resources Planning, for organic structures adaptive to processes which are also organic, either because new demands arise from e-commerce, integration with agents in the business chain that change their processes, distribution channels that are not anymore absolutely loyal, adapting to new realities of markets, unstable regulatory impositions, among many other factors.
Business processes are continually changing to meet new demands and changes in the knowledge base with which an organization works, as well, and more importantly, the organization's relationship changes with other outside organizations, with which it must cooperate.
The new organization will need to have its operations supported by whole and integrated processes, most often transcending its limitations (no longer being processes of an organization to transform themselves into processes of entire chains of relationships between organizations), and the defragmentation of processes becomes vital to working with performance and high level of services.
