About this Episode – Humology

In this episode, we discuss the title of our guest’s book “Humology: How to put humans back at the heart of technology” with Declan Foster (in which Joanne Griffin is a coauthor).

We delve into a fun, thought-provoking, and highly relevant topic regarding ERP and business systems and technology at large. Our conversation explores the influence of rapid technological progress on our work, personal lives, and the broader society. Join us as we cover “being in tune with technology”, technology adaptation, emerging technology, data overload, and The Capacity Gap, technology versus human psychology, and much more through the lens of Human-Centric Technology.

 

by Dr. Jack G. Nestell | The ERP Organizational Change Journal Podcast

https://episodes.castos.com/5fc108e0462768-18027408/898757a4-d9ed-45d0-91b5-67149bf76a71-Episode-73-Declan-Foster.mp3

Declan FosterChange and Transformation Specialist

Thought Leader

Author – Humology: Putting Humans Back at the Heart of Technology

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More About Declan – Humology

Declan is an industry leader in change management and project delivery and provides consulting services to clients globally. He is ranked in the top 10 Thought Leaders in project management by thinkers 360.

He worked in consulting and HR Tech in London before moving to Australia, where he spent several years as a management consultant for PwC Consulting and IBM.

In 2005 he became an independent consultant providing expertise in change management and project delivery. He is always keen to learn about different industries and has worked in diverse organisations, including banks, not-for-profits, public transport and airlines.

Declan recently returned to his hometown of Dublin. He has written articles for leading technology websites and is a regular and active contributor on LinkedIn. Declan believes in lifelong learning and has recently studied Behavioural Economics and received an honours degree in Artificial Intelligence.

He is the co-author of Humology: How to put humans back at the heart of technology.

 

Website: www.humology.com

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Episode Mentions

Article – The Importance of Communication for Start-Ups

Griffin and Foster (2022),“Humology: How to put humans back at the heart of technology”, https://www.amazon.com/Humology-humans-back-heart-technology/dp/1781336806

Ulwick (2016), “Jobs to be Done: Theory to Practice”, https://www.amazon.com/Jobs-be-Done-Theory-Practice/dp/0990576744

“Millers Law”, https://en.wikipedia.org/wiki/Miller%27s_law

Zuboff (2019), “The Age of Surveillance Capitalism“, https://www.amazon.com/Age-Surveillance-Capitalism-Future-Frontier/dp/1610395697

Center for Humane Technology, https://www.humanetech.com/

Beckhard and Harris  (1987) Organizational Transitions: Managing Complex Change, 2nd Edition. Boston, MA: Addison-Wesley.

Thaler and Sunstein (2021), “Nudge: The Final Edition”, https://www.amazon.com/Nudge-Final-Richard-H-Thaler/dp/014313700X

Rock  (2008), “SCARF: A brain-based model for collaborating with and influencing others”. NeuroLeadership journal, 1(1), 44-52., http://dcntp.org/wp-content/uploads/2015/03/Readiness_for_change.pdf

Episode Highlights Timeline – Embracing Human-Centric Tech

Understanding Humology

04:46 What is “Humology” and what inspired you to write “Humology: How to put humans back at the heart of technology”?

06:27 In describing your book on your site

by Dr. Jack G. Nestell | The ERP Organizational Change Journal Podcast: ERP Stakeholder Development & Human Capital Management

https://episodes.castos.com/5fc108e0462768-18027408/8c4a446c-5d0e-4959-bb80-fa615fd64c4b-Episode-72-Brent-Skinner.mp3

About this Episode: ERP Stakeholder Development & Human Capital Management

In this episode, we discuss ERP stakeholder development and human capital management (HCM).  ERP organizational change success requires managing, developing, and training stakeholders. Let’s explore how HCM can potentially support ERP stakeholder development and ERP success With Guest Brent Skinner of 3Sixty Insights.

A sound HCM program has the potential to improve competitive advantage. Additionally, organizations need to understand how to manage team diversity and to provide effective ERP stakeholder development. Each stakeholder group often consists of a large degree of diversity in terms of expectations, realities, and human capital requirements needed for an ERP organizational change endeavor. Let’s explore in this episode how HCM can contribute to improved decision-making, alignment, and teamwork in an effort to advocate for proper ERP stakeholder development. 

 

Brent SkinnerHCM Subject Matter Expert | Co-Founder of 3Sixty Insights | Host of the #HRTechChat Video Podcast

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More About Brent

Quoted years ago in The Wall Street Journal, Brent Skinner is co-founder of 3Sixty Insights, where he leads the HCM analyst practice and hosts the #HRTechChat video podcast. He has served as a partner and advisor to executives and others in sales, marketing, and customer success at Ceridian and Cornerstone OnDemand. Former principal analyst at Nucleus Research and former technology editor for HRO Today, Brent enjoys exploring the future of work.

Connect

Website: 3Sixty Insights

617-875-4859

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Episode Highlights Timeline 

ERP Stakeholder Development & Human Capital Management

10:06 What is HCM?

10:46 In general, what values does a good HCM program bring to large scale change and why?

12:04 I am curious on this evolution, tell me about your thoughts on the rise of the Chief People Officer.

16:33 This is a team decision-making question that can sometimes be a significant challenge for organizations. ERP software selection is a crucial role in ERP success. You state on your website that “The buying cycle for enterprise software and technology shouldn’t be a power struggle between departments. 3Sixty Insights is a research firm providing deep understanding of how to bridge the gap in perception and priorities between stakeholders. Through our research, we unearth strategic approaches for streamlining the decision-making process, successfully managing solutions, and maximizing value from business software and technology investments.” Can you share some of your strategy?

21:39 To follow up on the previous question, “As can be imagined, our discussion meandered smack-dab into 3Sixty Insights’ own core focus: understanding the evolving decision-making process in enterprise software. For one, it’s important for buying organizations to advocate for themselves. When it comes to their needs, “it’s a little bit risky to completely rely on the vendor from sales to implementation,” Brian said. “Ideally, you have some way of owning that as the client and seeing it through as the client.” (#HRTechChat Asks Enavrio: “Is Technology Vendor Selection Really Just about Technolo

by Dr. Jack G. Nestell | The ERP Organizational Change Journal Podcast

https://episodes.castos.com/5fc108e0462768-18027408/4dcbebb3-08a2-4387-816d-1aa278673e0d-Episode-71-Russell-Delapp.mp3

About this Episode

In this episode, we will discuss a couple of SAP ERP products with an SAP implementation partner, Navigator. With Russell DeLapp, we discuss SAP Business One and SAP Business ByDesign. Additionally, our guest will share some ERP insights, experiences, and success factors.

Objective research suggests that there is one best ERP solution for each and every unique organization. But what does that really mean?  Additionally, the organization needs to take the time and effort to find that “one best fit” without making assumptions.  In fact, research suggests that ERP systems selection, implementation methodology, and partner selection is critical for a successful ERP organizational change project. So, we further explore a specific ERP product and partner and get their thoughts on ERP trends, ERP differentiators, and much more! Let’s learn more about SAP. 

 

Russell DeLappExecutive VP of Service and Support at Navigator Business Solutions

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More About Russell

Russell DeLapp is an accomplished ERP industry executive with over 10 years of experience driving successful projects for life sciences and consumer products companies around the globe. Russell leads Navigator’s Professional Services Organization, including both SAP Business One and SAP Business ByDesign. In partnership with the executive management team, Russell creates leading-edge customer support, implementation methodologies, and tools in support of Navigator’s mission while providing world-class consulting services.

Certified SAP Business ByDesign FIN, PRO, and SCM Presales, Solution Advisor and Consultant

Certified SAP S/4HANA Cloud

Certified in Microsoft Dynamics Sure Step implementation methodology, and NAV financials

Website: Navigator Business Solutions

Resources

https://www.nbs-us.com/whycloud

https://blog.nbs-us.com/top-5-questions-you-should-be-asking-about-erp

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Episode Mentions 

The Benefits of Working with a Partner, Not the Vendor

How to Evaluate an ERP System

ERP Evaluation: Are You Looking at Price or Value?

How to Pick the Best ERP Solution for Your Startup

System Fit is Like Buying the Right House for Your Family

Navigator Business Solutions & UBIX Labs Partner to Provide Advanced Analytics to Drive Intelligent Transformation

Open-Source ERP Systems for Small Business: Pros and Cons

Supply Chain Disruption and ERP: Why Digital Connectivity Matters

Episode Highlights Timeline 

04:24 How would you define ERP for our listeners?

04:59 What is the difference between SAP Business One and SAP Business ByDesign?

06:52 Talk to us more about an article on the Navigator website The Benefits of Working with a Partner, Not the Vendor. Please elaborate more.

08:36 Suppose you are leading a kickoff meeting for an organization that is just starting an ERP implementation. How would you define and describe for them “success” in terms of an ERP organizational change?

10:29 Navigator has many blog posts regarding selection, “How to Evaluate an ERP System”, “ERP Evaluation: Are You Looking at Price or Value?”, “How to Pick the Best ERP Solution for Your Startup”, and “S

by Dr. Jack G. Nestell | The ERP Organizational Change Journal Podcast: Software Development and its Role in Digital Innovation, Digital Transformation, and ERP Success

https://episodes.castos.com/5fc108e0462768-18027408/e6aadce7-2a4a-4046-87ad-8b1ca2667251-Episode-70-Steve-Douglas.mp3

About this Episode

In this episode, we discuss software development and its role in digital innovation, digital transformation, and ERP success with guest Steve Douglas.

We do know that nearly all large-scale ERP implementations require some level of software development and customization. And, there is a line between “out of the box” deployments and required customization or software development.  We also know that excessive customizations, application integration, and poor understanding of business requirements can extend ERP go-lives and even create business risk. So, in this episode, we will explore these notions further.

 

Steve DouglasSr Account Executive – Nexient

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More About Steve

Sr Account executive with 30+ years of diverse business and software system consulting experience.  Implemented 50+ ERP systems for Medium to Large businesses. Steve has an accounting background and most recently specializes in supply chain planning and quote-to-cash business processes.

“If you do what you’ve always done, you’ll get what you’ve always gotten.” I partner with business leaders to understand their business challenges and goals and apply my 30+ years of experience to help them innovate and succeed. I thrive on complex problems, technology, and leading winning teams. Building lasting relationships of trust, success and happiness make it all worthwhile.

Steve Douglas

Connect

Phone: 503-807-0873

Email: [email protected]

Web Site: www.nexient.com

Episode Mentions 

Kanban: Team Maturity Matters By: Jerry Walker

Usability testing vs user acceptance testing: what’s the difference? By: Trent Nguyen

Digital Enablement vs. Digital Transformation By: Nexient

Culture and Consistency – the Keys to Agile Development Success By: Aubrey Wade

Why You Need Both a Scrum Master and Product Owner on an Agile Team By: Nexient

North Star Myth Busting By: Dan Formanek

Episode Highlights Timeline 

04:02 How would you define Digital Innovation?

05:40 How would you define digital transformation?

07:39 What role would you say effective software development plays in successful ERP deployment?

19:38 How would you define success for a software development product/project?

24:22 The Nexient site states that “Along the way, we’ve learned something important that most software product development companies fail to understand. The magic of software is more than its ability to automate tasks or save money. What most product development companies miss… great software has the power to engage and connect with people.” Can you tell our listeners more about this please?

27:55 in reference to a Nexient article by Dan Formanek, “North Star Myth Busting”, I know that a “A North Star metric is intended to be a key measure of success. Its value comes from aligning everyone to work towards a common goal. At its best, it helps provide focus and leads people to make better decisions.”

Myth: We must identify only one North Star metric.

Myth: Our North Star metric should measure business value (e.g., revenue).

Myth: Our North Star metric never needs to change.

Myth: We don’t need to measure a

by Dr. Jack G. Nestell | The ERP Organizational Change Journal Podcast: ERP Organizational Learning and Performance Improvement

https://episodes.castos.com/5fc108e0462768-18027408/f2868d0a-9c0b-4bc5-9972-4e8ed893d96a-Episode-69-Carol-Panza.mp3

About this Episode: ERP Organizational Learning and Performance Improvement

In this episode, we discuss “ERP Organizational Learning and Performance Improvement”. With our Guest, Carol Panza. Carol shares pointers and insights into how effective and efficient learning and development advocates for performance improvement which advocates for successful ERP organizational change. 

Knowledge sharing and organizational learning are two organizational culture influences that contribute to ERP organizational change success. Organizations that can recognize, advocate for, and adequately execute knowledge-sharing and organizational learning tactics increase the likelihood of performance and success. Organizational learning is positively associated with organizational improvement, development, and, therefore, success. Knowledge-related influences facilitate organizational performance and improvement and thus play a significant role in improving the effectiveness of ERP organizational change. This requires that the organization has a general culture of sharing and learning. Acceptance, understanding, and mindset amongst stakeholders regarding the value of knowledge sharing and organizational learning during a large-scale ERP implementation is a critical success factor. In fact,  organizational learning takes deliberate intent to embed learning as an organizational culture asset. In this episode, we will explore this topic further. 

 

GUEST

Carol Panza-Owner, CMP Associates and Management Consulting Consultant

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More About Carol

Carol M. Panza is known for her outside-in, results/accomplishment-focused analysis skills for effective, sustainable performance improvement. She uses organization mapping as a key analysis, communication and people engagement tool and is very experienced at helping others to build their analysis skills.

Carol was Senior Associate at Applied Performance Analysis and The Rummler Group before forming CMP Associates in 1985. She has worked with clients from a broad range of industries and countries over the years. A small sample of her diverse client base includes: ABB (India), Bell Communications Research (Bellcore), British Oxygen, Casio, Dynamic Healthcare Services, EMO Nuclear Power Plant (Czechoslovakia), Exxon International, Glaxo, Indiana Bell Telephone, Sherwin-Williams (Stores Group, Automotive Aftermarket, Specialty Brands), Telcordia/SAIC, The Associates Financial Services, and Xport – International Trade Organization of the Port Authority of NY and NJ.

Publications include many articles, book chapters and a book, entitled, Picture This . . . Your Function, Your Company.

She is very active professionally, serving from 2007 through 2018 on the Board (including 2 years as Chair) of the International Federation of Training and Development Organizations (IFTDO), to which the International Society for Performance Improvement (ISPI) has belonged for many years, as a member organization. Carol has also served on the Board for ISPI (global) as well as locally for the NJ Chapter and has served an Advisor to, or Member of the Board of Directors for the International Society for Performance Improvement – Europe, Middle East, Africa (ISPI-EMEA), since its inception, serving as President from 2008 to the present

by Dr. Jack G. Nestell | The ERP Organizational Change Journal Podcast

https://episodes.castos.com/5fc108e0462768-18027408/94f5f92a-db74-498d-be77-74a98f9defb5-Episode-68-David-Ogilvie.mp3

About this Episode

In this episode, we discuss ERP organizational change implementation with David Ogilvie, a colleague, and long-time practitioner. We dive into some valuable specifics of ERP success, ERP Implementation Project Management, the role of corporate culture, common challenges, learning & development (L&D), and more!

 

David Ogilvie –Director and Principal Consultant, David Ogilvie Consulting

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More About David

David’s expertise in Enterprise Resource Planning (ERP) systems and supply-chain management makes him one of the world’s leading business-improvement specialists.

He works with executives of both publicly listed and privately owned businesses to help them build strategic direction and apply technology to improve operational performance and profitability.

He has developed industry-leading intellectual property, including SureSelect™, a methodology for selecting the right products and software vendors for businesses; the ERP Success Formula™, a framework and methods for keeping digital transformation and technology projects successfully on track; and 4V Supply Chain Model™, a framework for building supply-chain resiliency into operations.

He is a published author, speaker, and consultant in high demand. 

Web | www.davidogilvie.com.au

https://www.davidogilvie.com.au/category/resources/ 

https://www.davidogilvie.com.au/category/blog/ 

Connect | [email protected]

Ph | +61 (0)438 787 759 

The Book | 14 Deadly Sins of ERP Implementation

Episode Mentions 

Book The 14 Deadly Sins of ERP Implementation

Denison Model of Organizational Culture

Blogs

Benefits of Conflict

11 Steps To Conducting an Effective ERP Vendor Due Diligence  

Selecting the right Software Vendor/Partner 

 Software Demonstrations

Episode Highlights Timeline 

03:17 What is your definition of ERP?

03:44 Suppose you are leading a kickoff meeting for an organization that is just starting an ERP implementation. How would you define and describe for them “success” in terms of an ERP organizational change?

04:44 How would you describe your general understanding of ERP implementation success rates in the field, based on your own work, anecdotal evidence of others, and your research?

05:52 From your experience implementing ERP, what would you say are the most critical aspects of ERP Implementation Project Management?

07:36 Why do you think many ERP projects fail to deliver on expectations? There have obviously been countless papers written highlighting all sorts of reasons for ERP failure.

08:54 You state on your website that “ERP is more about people and outcomes than it is about technology “I know that this is a loaded question, but what role does the overall corporate culture play in ERP organizational change, and why?

12:11 What challenges do you most often face as you implement ERP?

16:30 What about training and learning & development (L&D) in the organization? To what extent do you suggest and encourage opportunities for training and learning? Before implementation? During? Post?

21:10 You wrote an article on your blog titled “Benefits of Conflict”.  When you go through an ERP organizational chan

by Dr. Jack G. Nestell | The ERP Organizational Change Journal Podcast

https://episodes.castos.com/5fc108e0462768-18027408/90b327e2-04d6-4789-af43-a5058983330a-Episode-67-Brett-Beaubouef.mp3

About this Episode

In this episode, we discuss ERP organizational change implementation with a long-time practitioner – Brett Beaubouef

We discuss some key influences on ERP organizational change success including the definition of success, ERP success rates, critical keys to project management, ERP expectations, the role of corporate culture, common challenges and pitfalls, Learning and Development (L&D), ERP organizational change conflict, Leadership styles, critical success factors and more!

Brett Beaubouef – Program Manager at Mastek

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More About Brett

For the past twenty-five years, Brett has helped customers select, implement, and manage ERP solutions across five industries. Growing thought leader for ERP deployment and realization strategies.

Wearing multiple hats: Program Manager, Project Manager, Solution Architect, ERP Advisor and Project Jester. I am not arrogant enough to believe that I know it all or that ANY ERP vendor is the keeper of ALL best practices. Nor do I blindly subscribe that the CUSTOMER is always right. I WILL get you live! Honest to a fault. Made plenty of mistakes — once.

Blog | erptherightway.com

Connect | Email: [email protected], person: [email protected]

Episode Mentions 

ERP Utilization Series: Business Value Realization

Episode Highlights Timeline 

04:10 How would you define ERP?

06:37 Suppose you are leading a kickoff meeting for an organization that is just starting an ERP implementation. How would you describe for them “success” in terms of an ERP organizational change?

09:52 How would you describe your general understanding of ERP implementation success rates in the field, based on your own work, anecdotal evidence of others and your research?

13:32 From your experience implementing ERP, what would you say are the most critical aspects of ERP Implementation Project Management?

18:15 Why do you think many ERP projects fail to deliver on expectations? There have obviously been countless papers written highlighting all sorts of reasons for ERP failure.

21:05 I know that this is a loaded question, but what role does the overall corporate culture play in ERP organizational change and why?

23:44 What challenges do you most often face as you implement ERP?

26:18 What about training and learning & development (L&D) in the organization? To what extent do you suggest and encourage opportunities for training and learning? Before implementation? During? Post?

31:18 When you go through an ERP organizational change process, are there even any conflicts? Or is it more typical that every is “kumbaya”?

34:32 What leadership styles, or attributes, would you say were most prevalent during the best of your ERP implementation experiences?

39:32 You stated in a LI post that “An ERP project manager is a necessary evil. An ERP project leader is an influencer and success generator.”. Tell our listeners more.

41:57 “I have a go-live coming up soon and the customer executive asked me how I felt about our readiness for go-live. I said “Technically, I am not concerned. Functionally, I’m a little concerned and emotionally I am “$%#****!””. 7 functions (modules) across 13 countries. God hel