Brightpoint infotech team has decades of Enterprise consulting experience, our consulting helps our clients in System Strategy, assess the readiness, study the process, Industry peer-to-peer benchmarking, ReEngineer the business process and planning and executing change management program. Our Key Consulting services are highlighted below.
Enterprise Systems Strategy
Brightpoint Infotech provides independent advisory services to help and enable organizations to identify the system requirements and prepare strategy and road map for system transformation of the enterprise.
Our services help clients answer critical questions about the Organizations Digital transformation journey:
- What should be the IT transformation roadmap for the organization?
- What is the best-fit application platform for the organization and what should be deployment topology?
- What is organizations preparedness for the digital transformation and What should be the Change management strategy to reduce the risk?
- What is the Optimal investment, investment horizon and the expected ROI from the new systems?
The outcome of the engagement is SWOT analysis of the various applications available in the market along with the cost-benefit analysis of the recommended enterprise application, a clear strategy guide to pave the way for digital transformation through enterprise application, conceptualization of the system architecture at various points in time followed by the investment roadmap and associated ROI.
Many organizations embark on ERP selection and implementation projects without a clear understanding at the senior management level of the implications in terms of cost, resources, business disruption and potential impact on existing business processes.
When this happens, there is a significant risk that following the selection of a preferred ERP solution, approval for the project may not be forthcoming. Even worse, if approval is granted without a full understanding of the potential impacts, implementation projects can run into difficulties because of a lack of resources, a lack of leadership with regard to future business process design decisions and inadequate project or change management, all of which can result in the all-too-familiar scenario of ERP projects running late and over-budget and failing to deliver expected business benefits.
Business Process Benchmarking
A common approach at the start of an ERP requirements or business process change project is to interview process owners to ask them how the current processes could be improved.
While this is often a valuable exercise, it has a serious flaw in that it assumes that the process owners will be able to identify improvement opportunities. Many process owners have limited experience of seeing how similar processes operate in other organizations and often complain that they “don’t know what good looks like”.
We have addressed this issue by building a library of global good practice business process enablers, covering a broad range of business processes. We use the enablers to benchmark client business processes as in the sample output below and to help identify process improvement opportunities and functional requirements.
Business Process Re-Engineering
The traditional means of doing the To-Be process design is to document each As-Is process before performing a gap analysis to identify improvement opportunities.
We believe that in most cases it is not necessary to document As-Is processes, as we can identify the gaps by carrying out Pain Point analysis and Business Process Benchmarking. We have further accelerated To-Be process development by building an extensive library of good practice business processes which provide a ready-made starting point for the design work.
The To-Be development work is led by a BrightPoint consultant in a workshop environment involving the business process owner(s) and subject matter experts, using the inputs shown above. The outputs are captured in Visual format during and following each workshop. Often a single follow-up review session is all that is required to finalize each process design.
The To-Be process documents will be used in the ERP selection process to assess vendor and product capability and during the ERP implementation to accelerate the design stage of the project.
Many ERP projects result in significant changes to business processes, work practices, roles and even organizational structures.
If changes are not managed in a controlled manner, it is likely that even a well-designed software solution based on good practice business processes will not be readily accepted by all users, which in turn is likely to prevent all of the intended business benefits from being realized for the organization.
The BrightPoint change management process addresses these challenges using a structured approach to transitioning individuals, teams, and organizational units from the current state to a desired future state post the ERP implementation.