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RSM ERP Consulting Overview
- 1. ©2015 RSM US LLP. All Rights Reserved.©2015 RSM US LLP. All Rights Reserved.
- 2. ©2015 RSM US LLP. All Rights Reserved.©2015 RSM US LLP. All Rights Reserved. ERP CONSULTING Redefining Business Operations 2/1/2019
- 3. ©2015 RSM US LLP. All Rights Reserved. Introduction Philadelphia Market Leader Business Applications Team Lead Michele Juliana Principal, Technology and Management Consulting
- 4. ©2015 RSM US LLP. All Rights Reserved. Introduction Brandon Cove Technology and Management Consultant, RSM US Temple ‘17
- 5. ©2015 RSM US LLP. All Rights Reserved. Agenda • What does a Business Applications consultant do? • Digital Transformation – What is it and why do we care? • What problems are we solving? • Current trends and solutions • Day in the life of an ERP Consultant • What are the characteristics of a successful consultant? • 5 Tips from a Consultant and former Owl • Questions and Answers 5
- 6. ©2015 RSM US LLP. All Rights Reserved. RSM overview Fifth largest audit, tax and consulting firm in the U.S. • Over $1.6 billion in revenue • 80 cities and more than 8,000 employees in the United States • Internationally* Presence in more than 110 countries More than 37,000 people in over 740 offices $4.4 billion (U.S.) in worldwide revenues * RSM US LLP is a limited liability partnership and the U.S. member firm of RSM International, a global network of independent audit, tax and consulting firms. The member firms of RSM International collaborate to provide services to global clients, but are separate and distinct legal entities that cannot obligate each other. Each member firm is responsible only for its own acts and omissions, and not those of any other party. Visit rsmus.com/aboutus for more information regarding RSM US LLP and RSM International. 1
- 7. ©2015 RSM US LLP. All Rights Reserved. 7 OUR VISION: First-choice advisor to middle market leaders—globally
- 8. ©2015 RSM US LLP. All Rights Reserved. 8 Technology and Management Consulting
- 9. ©2015 RSM US LLP. All Rights Reserved. Increasing demand • A recent CFO Research survey of 123 U.S.– based middle-market senior finance executives, conducted in collaboration with RSM, finds that about half (49%) of the finance chiefs say the inability to attract and retain qualified technology talent adversely impacts them. Survey respondents represent firms with annual revenues between $25 million and $200 million, and a plurality of respondents (35%) carry the title of CFO. 9
- 10. ©2015 RSM US LLP. All Rights Reserved.©2015 RSM US LLP. All Rights Reserved. WHAT IS AN ENTERPRISE RESOURCE PLANNING (ERP) SYSTEM?
- 11. ©2015 RSM US LLP. All Rights Reserved. What is an Enterprise Resource Planning (ERP) system? 11 All businesses have the same core functions and core application requirements. Selection and deployment of the appropriate application mix varies greatly by industry and organization size. Core Business Functions Sales and Marketing Operations Finance Human Resources IT Core Application Portfolio CRM ERP HRIS Vendor Landscape Industry Specific Solutions •Professional Services (PSA) •Manufacturing Focus (Warehousing) •Non-Profit (Grant Management Focus) Advanced functionality/Add-ons •Marketing automation •CPM (budgeting/forecasting) •Advanced procurement •ECommerce Business Applications Spectrum
- 12. ©2015 RSM US LLP. All Rights Reserved. Speak the language of business 12 Lead to Cash Marketing Sales Order Management Fulfill / Invoice Track and Collect Procure to Pay Requisition Approval Purchase Order Receipt Match / Pay Plan to Report Budget Record Report Forecast Deploy to Dispose Deliver Install Maintain Repair Dispose
- 13. ©2015 RSM US LLP. All Rights Reserved. Digital Transformation – what is it and why do we care? 13 Technical Enablers • Cloud, mobile and social technology • Transforming the core business model Internet of Things Cloud Big Data Mobile Social
- 14. ©2015 RSM US LLP. All Rights Reserved. What problems are we solving? The Classic Problems: • Lack of access to information • Inefficient processes • Unique requirements 14
- 15. ©2015 RSM US LLP. All Rights Reserved. The classic problems in business applications • Can’t even get connected to system • Need to learn complex application to access one view of information needed • Can’t filter, sort, and search to get right information • User must rely on administrators to build reports • Disparate systems require combining many sources of data to get useful reports 1. Lack of access to information 15
- 16. ©2015 RSM US LLP. All Rights Reserved. The classic problems in business applications • Systems designed around Task, not Process • Lack of workflow tools • Disparate systems require re-entry of data • No end-to-end visibility 2. Inefficient processes 16
- 17. ©2015 RSM US LLP. All Rights Reserved. The classic problems in business applications • Few organizations can or should create their own business applications yet nearly all have some unique requirements • Leads to proliferation of systems • Reliance on Excel and homegrown databases • Unique data that differentiates your business not integrated to core business data for reporting 3. Unique requirements 17
- 18. ©2015 RSM US LLP. All Rights Reserved. Current trends and solutions “Now Generation Solutions” − Access from any internet-connected device • Laptop, tablet, phone − Personalized interfaces provide data by role − Built-in, simple query tools − Non-technical report building experience − More comprehensive applications provide a single data model over broader work streams 18
- 19. ©2015 RSM US LLP. All Rights Reserved. The now solutions to lack of access Mobility Distributed workforce, outsourcing, contingent workers, any device Self-Service Submit web based time and expenses and purchase requests via the web Self-serve customers, vendors, partners Visibility from Anywhere Real-time role based dashboards, Self-service reporting and analytics Personalized
- 20. ©2015 RSM US LLP. All Rights Reserved. Example of a Management Dashboard 20
- 21. ©2015 RSM US LLP. All Rights Reserved. Day in the life of an Business Applications consultant 21 • Prepare for client visit • Travel to client • Discuss business requirements • Discuss solutions with the team and prepare recommendations • Research • Prepare documentation of requirements and solutions • Converting information from old systems • System configuration and testing • Training • Project Management • Ongoing client support
- 22. ©2015 RSM US LLP. All Rights Reserved. What are the characteristics of a successful consultant? • Learning Agility: “the willingness and ability to learn from experience, and subsequently apply that learning to perform successfully under new or first-time conditions” − Self-awareness − Mental agility − People agility − Change agility − Results agility 22
- 23. ©2015 RSM US LLP. All Rights Reserved. Learning Agility Factors • Self-awareness − Know what you’re good at and not so good at • Mental Agility − Think critically, examine problems, ask questions, be comfortable with complexity • People Agility − Be an exceptional communicator • Change Agility − Experiment, have a passion for new ideas, and always be looking for how to improve • Results Agility − Deliver results through being resourceful, inspiring others 23
- 24. ©2015 RSM US LLP. All Rights Reserved. Five Top Tips from a Consultant 24 • Join SPO’s • Network with your peers • Help people • Connect on a personal level • Find your “Fun Fact”
- 25. ©2015 RSM US LLP. All Rights Reserved. To sum it all up “Every day I’m learning something new” Sir Richard Branson, Founder, Virgin Group • Be curious • Read as much as you can • Study successful people • Have as many different experiences as you can • Be a helper – constantly think about how you can improve the lives of others
- 26. ©2015 RSM US LLP. All Rights Reserved.©2015 RSM US LLP. All Rights Reserved. 26
- 27. ©2015 RSM US LLP. All Rights Reserved. This document contains general information, may be based on authorities that are subject to change, and is not a substitute for professional advice or services. This document does not constitute audit, tax, consulting, business, financial, investment, legal or other professional advice, and you should consult a qualified professional advisor before taking any action based on the information herein. RSM US LLP, its affiliates and related entities are not responsible for any loss resulting from or relating to reliance on this document by any person. Internal Revenue Service rules require us to inform you that this communication may be deemed a solicitation to provide tax services. This communication is being sent to individuals who have subscribed to receive it or who we believe would have an interest in the topics discussed. RSM US LLP is a limited liability partnership and the U.S. member firm of RSM International, a global network of independent audit, tax and consulting firms. The member firms of RSM International collaborate to provide services to global clients, but are separate and distinct legal entities that cannot obligate each other. Each member firm is responsible only for its own acts and omissions, and not those of any other party. Visit rsmus.com/aboutus for more information regarding RSM US LLP and RSM International. RSM® and the RSM logo are registered trademarks of RSM International Association. The power of being understood® is a registered trademark of RSM US LLP. © 2015 RSM US LLP. All Rights Reserved. RSM US LLP +1 800 274 3978 www.rsmus.com
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- Minor: Leveraged minor to get me into TMC as an acct major SPO exposed me to firms and gave me experience talking/networking with professionals Prof Exp: apply to any and all opportunites always listen to opportunites out there Eventuosity: Start-up experience unpaid vegas CRM experience helped me get with RSM
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- RSM is the fifth largest audit, tax and consulting firm in the U.S. But, it’s our collaborative approach that differentiates us. Our vision is to deliver global capabilities with the local touch that brings world class audit, tax and consulting experience to our clients through enduring relationships built on genuine understanding and trust. The following slides give you a brief overview of our firm and how we serve our clients.
- At RSM, it’s our vision to develop long-term relationships with our clients built on a foundation of trust and a deep understanding of their needs.
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- Each business has same core areas. 3 core applications in general address those areas with IT supporting across the board. As each business is unique the mix of solutions will vary by industry and by size. For some organizations that want to focus on certain areas, more advanced solutions are required in addition to the core applications to provide best-of-breed or more complex functionality.
- When thinking about Business Applications, it is useful to think about the major end-to-end business processes within and organization. These are some of the major ones common to many businesses, but obviously they vary greatly by industry. The more that these processes are addressed by a single application or connected applications, the smoother the process flows. Historically, Applications that can address processes completely have been very complicated to install, configure, and manage. We are going to discuss how that has changed and improved in the last several years.
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- Executives complain – I pay people to put information into these systems all day long, but I can’t get anything useful out. Don’t have right software installed to access data Connecting is so cumbersome users don’t bother
- When processes live outside systems, the process is only supported by tribal knowledge. It is very hard for new employees to learn and follow. Departure of a key employee can be devastating. Older systems are just computerized versions of filling out paper forms. Does your system get work done or does it just capture data? Can you see where a document is in a process without looking at the piles on peoples desks? Point solutions may have a place in your business, but they create silos of data – data often needed by the entire organization.
- Every organization should have a differentiator – which means every business is unique. This means they need to capture unique data and follow unique processes. Yet, it doesn’t make sense to build your own software. So, other “side” systems evolve in spreadsheets, on paper, and whiteboards. This creates Enterprise Risk and reporting problems. How is this key data backed up? How is it secured?
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- Don’t ask what others can do for you but rather what you can do for them Ritas give away free stuff lead to big paid gigs Go to events and get people to know your name. find your go to fact ask class for examples Give a story or unique fact that will make you standout and make ppl remember you my example is ritas Connect with people on a personal level ask prof questions but then have a casual convo my example of gabby living down the street
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