Pirmin's Podcast : IT - ERP - Projects 33 years of experience - 99 thoughts, a weekly podcast

#47 And what in 5 years
One of the standard questions you are asked in job interviews is often „where do you see yourself in 5 years “. Ask yourself the same question about your business. This goes along with the strategies you need.  3-5 years can be a reasonable time frame to think about for your business and your master plan. We have seen, it especially since the late 2000s, that changes which we didn’t anticipate come faster and hit us all more than we thought. (Financial crisis, electric cars, Covid with lock downs, home office..)


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#46 Suspenders and belt
When implementing a new complex software, there is often a big change in the way you will operate your business. To miti-gate the risks, we often implement multiple layers to secure the processes and analyze any “what-if scenarios.” Be sure to use these fears wisely! If you give them the chance to discuss any option and risks, you will make a safe solution for sure, but you will never deliver, as there is always “one more thing to take into consideration.”
Make a reasonable approach; if you never had the case in the last 10 years, why should you worry about implementing this process? If you build your new data center in a desert, cooling is important, but protection from floods maybe not, why should you than plan for pumps. (Where there are some sources in the internet telling that there are more people dying from drowning then thirst deserts. Google it “people drowning in deserts”)


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IT - ERP - Projects 33 years of experience - 99 thoughts - 66 minutes to read: Not Another How To Book, available on Amazon. 

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#45 Adapt to your business
When we speak with consultants or people who want to make us believe that there is a „template“ „best in breed“ „gold standard“, be careful. As said in Coca Cola is not Pepsi, even if you have a very similar competitor, you are not the same! If your business is organized like your competitor, making the same / very similar products. Using the same machines, using the same software setups, having the same organization… What differentiates you from your competitor then?
Your special value you bring to your customer, the values which are in your product / service needs to make the differ-ence. In a globalized world where many products or services can be generated at nearly any place of the world, make sure your unique value is supported by your processes. Don’t nec-essarily enforce to implement any fancy idea, but make sure that you don’t cut your unique business and values down, by implementing a so called standard/template. Which anyway do not exist.


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IT - ERP - Projects 33 years of experience - 99 thoughts - 66 minutes to read: Not Another How To Book, available on Amazon. 

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# 44 Break the silos
In many companies a strong silo thinking naturally built over the time. If you want to make your project successful find ways to break the silos! Create new connections between the different structures. Establish a culture of integration. These big projects have an impact on everyone’s work. Some structures will win in having less work / better supported work while others have to take the burden of doing more / change more the way they work/do even more work. Make sure to support both. If silo1 only sees that silo2 wins, it will be diffi-cult to motivate silo1. And remember you can’t break silos by command! But you can break peoples motivation be command!

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IT - ERP - Projects 33 years of experience - 99 thoughts - 66 minutes to read: Not Another How To Book, available on Amazon. 

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#43 You can’t delegate responsibility
People want to delegate responsibility to other persons. But when it comes to your business, you can’t delegate this re-sponsibility to others - definitely not to external people. You decide where your business goes and where your targets are. Externals, in best case scenarios, use their experience out of similar cases, but do remember that your business is always unique. Only you can set your targets! So make sure that your team is aware of this responsibility and the impact their deci-sions will have on your success, and then empower them to take responsibility and decisions. 

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IT - ERP - Projects 33 years of experience - 99 thoughts - 66 minutes to read: Not Another How To Book, available on Amazon. 

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#42 42 is more than a number
Sorry, there’s not more to say. (for those who don’t know google “42 meaning deep thought”  and maybe check the whole stuff around it, as it will make you see much more)


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IT - ERP - Projects 33 years of experience - 99 thoughts - 66 minutes to read: Not Another How To Book, available on Amazon. 

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#41 There is no right or wrong
We like to see the world in black and white / right or wrong. In many cases there is no easy definition of what is right or wrong. Many decisions depend on your business and your strategy. Also company culture plays a heavy role in the way you see problems and solutions. So be careful about an abso-lute „this is right or wrong“. What was wrong today, could be right tomorrow.

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IT - ERP - Projects 33 years of experience - 99 thoughts - 66 minutes to read: Not Another How To Book, available on Amazon. 

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#40 A team needs time to build and grow
If you have a larger team on the implementation, internals and externals, you can‘t create a team by defining it. It needs time to connect, build and grow. If these people never worked to-gether „just a fancy kick-off“ or one „team building event“ is not enough. They need time to connect. Let them connect in common lunch breaks, dinners. Support them in having virtual coffees if they are spread around the globe. Make sure that all of them are included in the communications. Especially when having virtualized teams, formal communication becomes crit-ical. Celebrate the small successes „every day“  to keep them engaged.


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IT - ERP - Projects 33 years of experience - 99 thoughts - 66 minutes to read: Not Another How To Book, available on Amazon. 

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# 39 Don’t start when you do not have the resources
Make sure that on the project start you have the needed per-sons for the project. They need to be on the one hand available but also be trained on your business. Finding the people during the project will make it critical to be „on time“. Also make sure that it is the right person.  Early backfilling for people who will „soon move to the project“ will hurt, but  only this way you can assure, that the backfill is well trained into the operative supports role and the business continues to go smooth.



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IT - ERP - Projects 33 years of experience - 99 thoughts - 66 minutes to read: Not Another How To Book, available on Amazon. 

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#38 Empower the team
A crucial part of the project is decision taking and driving the directions. Empower the team and the team members to drive decision and create new processes. Create a culture of change.  For this reason, it is so important to have the “right” the team, those who “know the processes” or those who know where they want to go in the future. If you only have “those who know the process”, then your new solution will be pretty much same in blue. If, on the other hand, you only have those who know where they want to be, there is a risk of losing the busi-ness itself. 


It’s like always a fully unscripted recording ! 
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IT - ERP - Projects 33 years of experience - 99 thoughts - 66 minutes to read: Not Another How To Book, available on Amazon. 

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