Value varies across the business.
One function, team or workflow may get significant value from the ERP while another still depends on manual work or workarounds.
ERP VALUE ASSESSMENT
Developing Value
Making Value More Consistent
Score range: 34-50
Your organization has established a foundation for ERP value. The opportunity is making that value more consistent across the business.
Your responses suggest that your organization is realizing meaningful value from its ERP, but that value may not be equally dependable everywhere it matters. Assessing and comparing value across different parts of the business can reveal where existing value in one part of the business can recreated in another.
What Developing Value Might Look Like
Useful information does not always provide the visibility the business needs.
Reporting may work well for some needs while recurring management questions still linger or require additional analysis or reconciliation.
Strong practices are not equally established everywhere.
A team, office, function or group may have developed an effective way of working that has not yet translated elsewhere.
Technology capability and organizational adoption are developing at different rates.
Functionality may exist that has not yet become fully integrated into everyday work or the technology hasn’t kept up with strong operating practices.
The ERP journey is continuing.
Additional business areas, capabilities or phases intentionally held for later phases may be ready to revisit earlier than anticipated in your original implementation timeline.
Improvement has become less intentional.
The ERP works reasonably well, but improvement may happen primarily when an immediate need arises rather than through an ongoing effort to increase value.
The Opportunity in Your Result
What works can reveal what’s possible.
At the Developing stage, the question is not simply whether the ERP works. Parts of the organization may already demonstrate that it can create meaningful value.
The opportunity is understanding where value is being realized, where it is less consistent, and what separates those experiences. Sometimes technology and reporting have advanced faster than the processes or adoption surrounding them. In other organizations, strong people and operating practices are doing more than the system is currently technology or information environmentsetup to supports. Sometimes useful capabilities simply have not yet been connected or extended.
These differences are not inherently problems, but understanding them can reveal opportunities to get more from capabilities already in place.
What Greater Maturity Can Make Possible
Greater maturity can make effective practices more repeatable, useful information more consistently available for decisions, improvement less dependent on individual effort, and ERP value more resilient across relevant parts of the organization.
Progress is not about making every team or process identical, but making valuable capabilities sufficiently aligned and dependable wherev they matter.
How Progress Happens
Strengthen or further develop select capabilities. A capability that is less mature than the surrounding environment may limit the value other capabilities can create.
Connect what already works. Existing people, processes, data, and technology may create greater value when they reinforce one another more effectively.
Extend established strengths. Where the supporting conditions are ready, practices or capabilities that already create value may have useful applications elsewhere.
Before pursuing something new, it’s worth understanding what that opportunity depends upon. Better analytics, automation, integrations or AI can create value, but their value depends on the business need and the conditions surrounding them.
Questions Worth Exploring
- Where is the organization already getting strong ERP value?
- Where does that value become less consistent?
- Which capabilities appear to be ahead of or developing differently from others?
- What strong practices or capabilities could create greater value if better connected or appropriately extended?
- Which opportunities would materially improve the business rather than simply add capability?
- What needs to be true for the next investment to create the value expected?
Your result provides a starting point. A Palmer advisor can help you look more closely at where ERP value is being created today, where that value may be less consistent, and which opportunities could make the greatest difference to your business.