Initial perceptions can be powerful influencers, which puts the agents of digital change under greater pressure to produce early positive results or risk losing the support of those who can make or break the entire program.
The next decade will see a raft of start-ups built around digital processes and workflows, and perhaps deconstructed away from corporate organizational principles altogether in favor of fully independent work units and amalgamated processes.
Many ERP platforms start with a set of core modules. This provides a firm foundation on which to build a fully dynamic business model, and allows for a highly flexible approach to suit multiple unique business requirements.
ERP can be an extraordinarily valuable tool in the quest to streamline operations and improve competitiveness, but make no mistake: This is very complex software that can easily foul things up if not provisioned and deployed properly.
Collaboration platforms should be open and interoperable, and the industry is taking steps toward this goal. But the process is at a nascent stage, and it leaves questions of security, compliance and data management up in the air.
In one key way, collaboration software conforms to past productivity solutions: There are lots of platforms with lots of features that all require careful evaluation to determine which one is the correct fit for the enterprise.
Rather than evaluating collaboration as a single function, most experts recommend breaking them down to their constituent pieces to determine which sets of key features will best support your business model.
Office productivity software has been around for a while, long enough, in fact, that most enterprises look at it as just another routine aspect of the knowledge workflow. But that might be about to change.
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