Link: Is CX the new killer app for ERP vendors? I seriously doubt it

All these analytics are nonsense if you don’t actually act on them, especially when it comes to customer service:

I’ve filled out countless product registration/warranty cards over the years and only recently has one manufacturer ever reached out to me. Sadly, that outreach was a blatant money grab to sell me an extended warranty and new filters for my refrigerator. That’s not CX, that’s salesforce automation (SFA).

Think about it. Did any manufacturer thank me for my purchase? Did they ever check in on me to see how I liked the performance, reliability, usability, etc. of the appliance? Did they ever try to get an advantage when I was in the market for newer appliances? Nope. They didn’t care about the customer experience as their interest faded away once the product sale occurred. Great CX isn’t needed in companies where amnesia kicks immediately after the sale.
Original source: Is CX the new killer app for ERP vendors? I seriously doubt it

Link: Google Cloud rolls out prepackaged AI services aimed at business functions

“Add it up and AI cloud services may veer from the typical vertical selling approach deployed by enterprise software vendors.”
Original source: Google Cloud rolls out prepackaged AI services aimed at business functions

Link: The tech project survival guide

“you must ask yourself whether your funky way of reconciling payments to the bank or your six-step invoice validation process is really the way to operate in an age where standard processes are well understood & can be automated.” Garbage in, garbage out.
Original source: The tech project survival guide

Link: 6 Challenges of Agile at Scale for ERP

The problems with taking an agile approach to outsourcing your COTS projects. Among the problems:

“In agile projects, it is more difficult to define risk sharing between the company and vendor. Contracts for large-scale programs tend to be waterfall or deliverable-based, with penalties or incentives driving cost and schedule performance which enables companies to hold vendors accountable for delivering full scope. On the contrary, Agile assumes cost and time is fixed when scope is variable. This situation flies in the face of the standard belief that much of the scope of ERP is not flexible. One area that this complicates is defining and resolving the concept of warranty support. This is another reason that everyone in the project, on both client and vendor sides, must have the same definition of “done” for each sprint… The lack of documentation makes benchmarking vendor performance a challenge. Overtime, the more traditional waterfall methods have provided opportunities for clients and vendors to establish measurable standards of performance and productivity. Agile is broadly assumed to provide productivity improvements but Agile at Scale still falls short in providing clients with a clear-cut way to quantify and measure the performance of vendors.”
Original source: 6 Challenges of Agile at Scale for ERP

Better finance KPIs

When I was corporate strategy, this kind of thing drive me up the wall:

As a result, the finance organization spends an inordinate amount of time simply putting the data together and trying to resolve the inconsistencies so that executives can make apples-to-apples comparisons. We estimate that this task consumes roughly 30 percent of the resources in a typical corporate finance function. But the far more serious cost is the negative impact of poor data quality on senior management time and decision making. As one senior executive told us, “Our leadership team spends so much time trying to make sense of the data and debating whether it is right that we never get around to exploring what it really means for the business!”

From BCG