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28    Chapter 1 • Introduction to Enterprise Systems for Management

              stay current with the rush toward SOA, you need to be on our platform.” Another shift is toward
              recurring and variable revenue models—with maintenance charges driving industry growth—
              companies like Oracle earn about 50 percent of their revenue from maintenance. Finally, the other
              major revenue shift is toward software as a service or hosted subscription-based applications.
              Although this strategy is causing difficult adjustments for the big vendors, they are adjusting their
              pricing models so that they can get incremental license revenue through higher levels of usage.
                   Looking  ahead,  social  networking  and  open-source  software  solutions  are  poised  for
              significant growth. For example, Facebook has become the number one social network software
              worldwide in 2010, with 500+ million users and growing. Soon, we may see an integration of social-
              networking system with ERP systems. Similarly, open-source software vendors, like Compiere
              (www.compiere.com) and OpenBravo (www.openbravo.com), have emerged by focusing on
              reducing the total cost of operations (TCO) of ERP implementation and by enabling high-level
              customization due to access to source code, which is not possible with traditional ERP software.


              IMPLICATIONS FOR MANAGEMENT
              Managers implementing ERP systems in their company should remember the following:
                   ERP systems implementation is a complex organizational activity. Mistakes will be made in
              any ERP system implementation, and these will usually not be on technology. It is important to
              evaluate and learn from the successes and failures. As described in the examples in this chapter,
              the difference between success and failure is sometimes very small. Managing risk is all about
              keeping project focus and clear communications throughout the organization. For example,
              ComAir had major problems with their merger with Delta Airlines because they had not upgraded
              their legacy customer and financial systems. Replacing legacy systems with a new ERP system is
              a very high risk, but, as Comair found out later, the cost of not replacing an aging system can be
              greater. The lesson to learn here is that managing risky endeavors is instrumental to business
              growth and success. IT systems are critical to a company’s daily business. If Comair had clearly
              understood the problems they were facing, their decision to migrate to a new system would have
              saved the company customer service and financial problems. In the case of UMass Amherst, not
              fully testing the system under a heavy load created a great amount of confusion on campus.
                   ERP systems implementation requires strong project management oversight. ERP imple-
              mentation projects must be continually evaluated for project status, effectiveness, and risks to the
              organization. Large ERP implementations often require external assessments done on a quarterly
              basis to help identify and address project risk areas and minimize failures. Older management
              styles and structures are not as effective in today’s organizations. Current management styles
              need to be collaborative, creative, and flexible. Managers must be skilled in developing business
              models that can fully utilize the capabilities of an ERP. Successful managers will need to have
              skills both in facilitation and communication and in managing organizational change.
                   ERP systems provide improved and added functionality for an organization. ERP systems
              create an advantage by strategically cutting costs, increasing profit margins, and growing the
              enterprise. Integrated business processes and data also provide for improved strategic reporting
              for planning and decision making. The utilization of the Web creates access to new audiences and
              customers. Management must develop and communicate a long-term strategic business vision to
              determine how an ERP system will change or improve business. It will be difficult, if not impos-
              sible, to bring change to an organization without looking at the organization holistically.
                   ERP systems are set to proliferate globally. The globalization of commerce and the Internet
              bring the world closer, understanding how these systems work and the effects they will have on
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