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Realizing Shareholder Value from Significant Technology Investments: Balancing Leadership, Culture, Market Drivers and Technology for the Greatest Return

Part I, Focusing on the Enterprise: Applied Leadership and Change Management for a Successful ERP Implementation

This article is Part I in a two-part series which focuses on the four critical elements to converting significant ERP investment into solid returns for shareholders. Part I will focus on leadership and cultural issues that can make or break a successful ERP implementation. Part II, Building the Business Case for Long-Term Return from an ERP implementation, will appear in our March issue and will detail the essentials of building an ERP business case founded on long-terms goals, building incremental revenue as well as driving operational efficiency, and assessing the true total cost of implementation, for optimal returns.

Part II, Building the Business Case for Long-Term Return from an Enterprise Resource Planning Implementation

This article is Part II in a two-part series which focuses on the four critical elements to converting a significant ERP investment into solid returns for shareholders. Part I, published in the February issue of Directors Monthly, was entitled Focusing on the Enterprise: Applied Leadership and Change Management for Successful ERP Implementation and addressed leadership and cultural issues that can make or break a successful ERP implementation. Part II, Building the Business Case for Long-Term Return from an ERP implementation, details the essentials of building an ERP business case founded on long-terms goals, building incremental revenue as well as driving operational efficiency, and assessing the true total cost of implementation, for optimal returns.