AI or no AI, underperformance will come out in the data

Amid the buzz surrounding AI lies a critical truth: while AI can mask underperformance temporarily, data never lies. This fundamental reality highlights the importance for businesses to integrate AI with robust enterprise resource planning (ERP) systems to truly elevate business performance.

ERP systems have long been seen as the backbone of organisational efficiency, streamlining processes and centralising data. However, viewing ERP as merely a tool to “get by” is a misconception. Instead, ERP systems are designed to enhance performance, providing a structured framework that supports decision-making, resource allocation and operational efficiency. The real power of ERP lies in its ability to provide accurate, real-time data that informs strategic decisions and drives continuous improvement.

AI as enabler

Artificial intelligence, when partnered with ERP, creates a formidable duo. AI excels at processing vast amounts of data, identifying patterns and making predictions. This capability, when integrated into an ERP system, can transform an underperforming team into a high-performing one. AI can elevate the overall output by leveraging data insights, thus enabling even average performers to achieve exceptional results.

This winning combination is like having a world-class coach for a sports team. The coach (AI) analyses performance metrics, identifies areas for improvement and develops strategies to enhance player performance. Meanwhile, the ERP system acts as the comprehensive playbook, ensuring everyone is on the same page, executing their roles efficiently and adapting to real-time feedback.

Businesses need to view AI not as a replacement but as an enabler, much like the transition from encyclopaedias to Google or from fax machines to email. AI represents the next logical step in this evolution. However, AI alone cannot deliver excellence. It requires the right systems and infrastructure to fully realise its potential. This is where ERP systems come into play.

By coupling AI with ERP, businesses can move forward in the right direction. This integration provides more accurate data, enhances workforce performance and improves overall business efficiency. The synergy created by this partnership leads to better decision-making, increased productivity and a competitive edge in the market.

In the end, data remains the ultimate arbiter of performance. AI can help interpret and optimize data, but it cannot alter the fundamental truths that data reveals. Underperformance will always be visible in the data, regardless of the sophistication of the AI used. Therefore, businesses must focus on leveraging AI to enhance their ERP systems, ensuring that the data they collect and analyse accurately reflects their performance and informs their strategic decisions.

As financial services companies continue to operate in the modern business landscape, the integration of AI and ERP systems stands out as a game-changer. By embracing this powerful combination, businesses can ensure that they are not just hiding underperformance behind sophisticated technology but are actively using it to drive genuine improvement and achieve sustainable success. The future belongs to those who recognise the true value of data and harness the power of AI and ERP to turn insights into action.

Epic ERP’s own ‘Incredible Hulk’

Mihir Gulabbhai started at epic ERP in 2017 as junior consultant. At the time he was the youngest member of the team. In the past seven years his career has grown exponentially and today he holds the position of principal solutions and technical pre-sales engineer. Here is his story, in his own words…

By Mihir Gulabbhai

In 2017 I was fresh out of varsity with an honours degree in mechanical engineering. I was eager yet somewhat unsure of where to head next. University wasn’t easy, but with my degree in hand, I was filled with innovative ideas and a desire to change the world. The challenge was figuring out which direction to run in. When I first heard of epic ERP, I struggled to grasp what ERP systems were all about, and I certainly didn’t see how my mechanical engineering degree would be relevant. But I was curious and open to new opportunities, so I decided to pursue this unknown path.

In 2017, I applied to epic ERP and soon had an interview set up with MD Stuart Scanlon. To say I was nervous would be an understatement. I researched as much as I could, completed a pre-interview questionnaire and showed up in a formal suit and tie, ready to make the best impression. When I arrived, though, I was pleasantly surprised to find a family-oriented workspace that instantly put me at ease. The interview turned into an engaging conversation with the directors. Soon after, I received a job offer for the role of junior consultant.

Still young and uncertain of my value, I accepted the offer – and that’s when my career took a major turn for the better. I started at epic as the youngest member of the team, quickly earning the nickname “Hulk” due to my size – a moniker that has stuck with me to this day.

In those early days, I struggled to even differentiate between a purchase order and a sales order. But eager to learn, I jumped right in, joining Hennie and Phillip on projects like ILT and Tecko. My first task? Building a dashboard and a configurator, concepts I barely understood at the time. But with support from the team and my own determination, I picked things up quickly and got my hands dirty from day one.

Within a year I had gained valuable insights and was contributing meaningfully to projects. One of my fondest memories is of my director making me a cup of coffee – a small gesture, but one that epitomises the caring, collaborative atmosphere here.

Speaking of coffee, we have an ongoing joke at the office when we design systems – we always ask, “Should we have the coffee machine add marshmallows too?” That sense of humour, combined with the creative freedom to work on internal projects like buzz wire integration and Scalextric tracks linked to ERP systems, makes work fun and rewarding.

Speaking of Scalextric tracks, the one we built for Epicor to demonstrate multiple data point measurement was so successful and popular that we sent our entire set to Epicor in Dubai!

Over the years, I’ve gone from feeling like “I don’t know anything” to leading the professional services team as a senior consultant. Today, I am proud to hold the position of principal solutions and technical pre-sales engineer, running the pre-sales front at epic ERP. To put it simply: I’ve gone from learning to bake a cake with my bare hands to developing automated cake machines – and now, I’m selling those machines too.

Growth, to me, is not just about professional advancement; it’s about personal development in all aspects of life. From the shy, ambitious young man I once was, I’ve grown into a respected, slightly grumpy, but knowledgeable leader.

I love Stuart’s “balancing chair” philosophy, with the legs representing health, family and work. If one leg is shorter than the others, the chair will most likely topple over. This has stuck with me and influenced not just my work but my personal life as well. I’ve grown both in my career and as an individual, learning to manage projects, business and time more effectively. This growth has allowed me to achieve personal milestones, like buying my own apartment and fulfilling my petrol-head dreams – responsibly, of course.

Why epic ERP? It’s all in the name: E.P.I.C. Excellence, Partnership, Innovation, Commitment – these are the pillars that define who we are. epic ERP is not just a company; it’s a second home for me. The opportunities for career growth, continuous learning and collaboration are unparalleled. The dynamic work environment keeps you engaged, always evolving and pushing the boundaries of what’s possible. We give back to the community, have fun at Friday braais and, most importantly, do work that we can be proud of.

The work we do at epic ERP is impactful, helping businesses streamline their operations and improve efficiency. That’s something I’m proud to be a part of, and it’s what sets us apart – our people and our culture.

Epic ERP has been more than just a workplace for me; it’s been my happy place for the past seven years, a place where I’ve grown and thrived. I’m excited for what’s still to come as I continue my journey with this amazing team.

Why ERP Partnerships are not like Marriage

Why ERP is like a Marriage

Business Relationships are like Marriages:

 

A business relationship is often likened to that of a marriage requiring a long-term commitment and compromises from both parties. However, the partnership between organisations and their enterprise resource planning (ERP) vendors are significantly more nuanced. Using the wedding analogy, It requires commitment and consideration from the entire family.
 

Unlike a marriage where what others think do not matter, ERP implementations need to be cognisant of the expectations of all business users. It is such a mission-critical element of the organisation that the sentiment of every stakeholder needs to be considered before embracing a new system or upgrading an existing one. In the past, ERP installations were driven by IT departments and others had to fall in line. Modern organisations require a different, more integrated approach that welcomes feedback from all users.
 

And while you are unlikely to share your significant other with someone else, business-critical systems benefit from working with partners who have relationships with other organisations. Just consider the experience they have addressing unique scenarios and being able to customise the ERP system accordingly. Chances are if you are having a specific challenge, such an experienced partner would know how to solve it. If you restrict your partner to an ‘exclusive’ relationship with just your business, you lose access to all that intellectual capital,
 

Embrace change:

 

The rewards of a healthy relationship are often intangible. But do you really want your business to not know the value derived from its ERP implementation? Measuring the success of the partnership should be done in the real-world terms, either in financial returns or other business benefits. If there is no real return on investment from your ERP vendor, then there really is no point in working with them.

 

Part of this is having the capacity to upgrade. While people can evolve and change, you cannot ‘plug’ new features in to them. However, with ERP systems your business should expect such continuous enhancements that reflect changing technology patterns. With digital transformation impacting on all aspects of the organisation, ERP must be able to adapt to more flexible approaches. Your service provider must be able to customise the implementation while you remain focused on your business strategy.

 

Some might think that, like marriage, your commitment to your ERP vendor should be made upfront and be a lifelong partnership. Realistically, very few business relationships last the distance. Instead, you should be able to work with the service provider at your own pace and in such a way that brings value according to your business priorities.
 

Transforming your Solution:

 

In many respects, this also means your ERP partner should be there to take care of your organisational needs. While our spouses cannot spend all their time looking after us, the vendor partnership is one that must be focused on pro-actively identifying issues and helping your business overcome them.
 

This brings us to the power of communication and accessibility. While we will not be able to maintain a successful marriage by only talking to one another remotely, with ERP this is critical. Being able to embrace mobile and cloud technologies will empower you to have access to the data you need and have conversations with your partner irrespective of physical location and time.
 

The digital world is all about personalisation. And while a successful marriage is not about correcting each other, the ERP partnership requires that. You should be able to have a customised offering that reflects your immediate needs with your partner able to enhance it as those needs evolve and the business market changes.
 

Partners in Growth

 

While personal relationships are exactly that, it will be advantageous for your business if your ERP provider works with other organisations. This provides your business with a partner that has a broader perspective of not only challenges specific to your industry but to others as well. Using this experience, the partner will better be able to deliver business value to your organisation.
 

Ultimately, sharing your ERP partner will only make for a stronger relationship. This can happen both external to the organisation as well as internal. Getting all stakeholders involved will result in improved employee supplier relationships but also better customer satisfaction.

ERP is Going Mobile

Mobile ERP

In an increasingly connected world, companies are embracing mobile as an effective platform to communicate, manage employees and reach customers or suppliers. This is seeing traditional enterprise resource planning (ERP) solutions evolving to be more cognisant of an active user base that requires real-time information irrespective of their physical location.

 

In this environment, decision-makers must continuously evaluate how adaptable they are to utilising mobile to pull relevant data from a multitude of sources. In turn, this [data] is used to develop customised products and services catering for end-users that are expecting a bespoke approach. While there will always be a need for off-the-shelf solutions, the growth in accessibility to information means people want their solutions providers to use the information they have about them to produce more tailored offerings. This will help African entrepreneurs leapfrog traditional economies, as more innovative technology can be used from the start.

 

ERP Mobility:

It, therefore, makes sense that mobile ERP has been identified as a business imperative in the digital world. Being able to use ERP that is untethered to an office environment, provides the user with the ability to take advantage of more enhanced business capabilities than was previously available.

 

And while this leads to improved productivity, it also empowers employees to build deeper relationships with customers and their business environment. With mobile ERP, they have access to all the latest data and can resolve just about any customer query while meeting with them personally.

 

This also empowers the field worker to respond faster to everything from competitive quotes to changing market dynamics such as, changes in exchange rates or fuel price increases and the associated impact it will have on transport costs as an example.

 

Escalating Speed of Innovation:

Despite the advantages to be gained from mobile ERP, this segment of the business is traditionally slow-moving and resistant to change. While some of it might have to do with perceptions around virtualised and hosted solutions, a lot of the hesitation to adopt more mobile solutions can be ascribed to the level of integration required in the business.

 

ERP, like so many mission-critical systems, is not something that can be easily ripped and replaced. It might be possible for small to medium enterprises to innovate fast and change their approaches to ERP quickly, larger organisations need to take a more considered approach.

 

Whilst this puts CIOs responsible for looking after large organisations under immense pressure. To try and balance the need to be innovative with the business requirement of ‘keeping the lights on’. It provides greater opportunity for start-ups to embrace modern technology. The same can be said with those organisations who rushed into Cloud Computing without due consideration for the process change required, learnt these lessons the hard way.

 

Keeping it simple

For many of them, an incremental path to implement mobile ERP seems the one that makes the most business sense. Of course, this does not mean innovation cannot happen or that it will take too long to effect change. Instead, those areas in which mobile ERP are piloted and tested provide the business with the opportunity to experiment in a ‘safer’ environment than would have been possible if it was implemented on an enterprise-level.

 

Companies should also avoid the temptation of trying to be ‘too flashy’ with their mobile ERP installations. By starting off slowly and gradually bringing in more features, users can get used to the benefits of mobile ERP without being distracted from the business objectives.

 

It also provides the business with the opportunity to get valuable feedback from users and refine and enhance the mobile ERP offering based on growth requirements.

 

Irrespective of how it is implemented, mobile ERP is here to stay.

ERP bringing about behaviour change

Mobile ERP

Changing Behaviour from Enterprise Resource Planning:

Despite the focus on digital transformation, the value traditional approaches bring to the organisation cannot be underestimated. By having a solid foundation underpinned by proven business best practices, the organisation is in a much better position to roll out more innovative solutions. In this environment, enterprise resource planning (ERP) has become more critical than ever in managing all the elements effectively.

 

In many respects, the emergence of the cloud as a viable business platform has heralded in the digital era. This signalled the start of a behavioural change in IT departments. Whether you call it software-as-a-service, virtualisation, or hosted solutions, the shift between on-site and off-site solutions management has irrevocably transformed enterprise.

 

No longer required to fulfil an IT support and maintenance role, technology departments could now focus on bringing more innovation into the organisation by being able to develop more customised technology solutions. With cloud (whether it be in a private or hybrid model) simplifying the administrative hassle, organisations could focus more on product differentiation.

 

Along for the Ride:

 

As cloud implementations grew in prominence across industry sectors, so too did the need to adopt more traditional business practices. Companies who did not effectively analyse the business impact of cloud on existing systems and processes were found to struggle while those that took a more considered approach reaped the rewards.

 

Under pressure to align more closely with the cloud approach, ERP as a traditional business approach required a more nuanced look at itself. Gone were the days where on-premise was the priority. Cloud computing pushed mobility as a growth pillar. In this dynamic segment, ERP had little choice but to find a way of pulling information from several hosted data sources. Mobile employees and customers meant ERP had to evolve to still deliver business value.

 

Fortunately, it has not been a case of ‘me too’ strategy when it comes to ERP and how it is incorporating digital transformation elements. Instead, ERP is providing executives with the best of both worlds (the traditional and the digital).

 

Shifting Processes:

Being such a mission-critical system, Legacy ERP is not an easy one to transform into a digital process. But thanks to the growing emergence of Modern ERP that are able to provide real-time data analysis, and agility where processes are being adapted on a continual basis. This leaves many organisations having to customise and tweak their legacy enterprise resources to be more in tune with digital requirements.

 

With the likes of predictive analytics, machine-learning, and the Internet of Things becoming part of the ERP puzzle, decision-makers are realising the need to grow into a more dynamic (technology-driven) environment.

 

This shift provides not only competitive benefits but also results in cost-efficiencies. Companies can more quickly adapt to external factors using a more fluid ERP system with their strategies (and, per implication their products and services) following suit.

 

Granted, there is still a long way to go to effectively transform this vital business system, but the signs are there that many are considering this new environment.

Epic ERP: Adapting to change

Company Culture

Despite change in the workplace being a common occurrence, the pace of it has escalated significantly in recent months given the importance of digital transformation in business. How then can employees successfully adapt to it while still maintaining focus on their daily responsibilities?

 

Virtualisation, cloud computing, artificial reality, machine-learning, and other terms have become all too common in organisations across industry sectors. With technology permeating virtually every facet of the corporate environment, decision-makers have no choice but to embrace it if their businesses are to remain relevant. Competitive (and bottom-line) pressures have become significant with many organisations feeling the pinch to optimise processes on an all too regular basis.

 

Amidst all of this, is the humble employee who must face an ongoing ‘sink or swim’ scenario. Uncertainty around job roles and responsibilities, team structures, and even business strategy result in a volatile environment where people do not know how to respond to ongoing changes.

 

Companies need to put People-first:

For many employees, the routine of their work is something they can find comfort in. Knowing what to expect from any given day (within certain parameters) mean they can prepare themselves mentally for the tasks at hand and plan their agendas accordingly.

 

Of course, there is an inevitable risk in becoming too routine and falling in to regular patterns. Innovation is one of the areas that suffer the most as is the potential to embrace new ways of doing things. The pressure to embrace digital transformation processes has changed this.

 

Companies can ill afford to ignore new technologies that promise better work efficiency, real-time data analysis, as well as a host of business intelligence and other features to increase profitability and stakeholder value. However, one of the biggest mistakes any organisation can make is to ignore the human element in this.

 

The temptation to implement the latest and greatest technology should not come at the cost of alienating employees or their positions inside the organisation. In fact, digital transformation is as much about technology change as it is about putting people first and becoming a more effective business.

 

Decision-makers therefore need to communicate to all levels of employees to ensure that when change is taking place, everybody has an awareness of what is happening inside the organisation and what the potential impact will be on their divisions, teams, and themselves.

 

Be Aware of a Cultural Shift:

While change is situational and transition becomes psychological, executives need to be more in tune with how employees are facing new technologies and different methodologies of performing their job functions.

 

This means adapting the organisational culture to be more reflective of one that is embracing technological change but doing so with employee benefits (such as becoming more efficient at doing their jobs) in mind. It is not a case of changing for its own sake but doing so in a manner that enhances the business strategy.

 

Part of the process of helping employees be more open to this change is to invest in their continuing education. Companies who invest in their people are the ones that will reap the rewards down the line. Employees should never feel that they have become surplus to requirements. Instead, they should see the business taking interest in giving them the skills needed to be successful in a business world.

 

Finally, companies must learn to analyse performance and provide insightful feedback in much clearer ways than in the past. People inside the business need to understand what exactly is expected of them, how they will be measured, and what they can do to get the recognition they deserve.

 

With the only constant being change, how best a company manages that in a digitally-rich world becomes the difference between longevity and simply surviving.

Embracing a Mobile ERP World:

Mobile ERP

Stuart Scanlon Speaks on Mobile ERP:

 

The popular IT vernacular of last year – cloud computing, big data, and virtualisation – has been replaced with the likes of mobility and digital transformation. And yet, the building blocks of enterprise resource planning (ERP) remain integral to the success of the business. How then is the new dynamic impacting on such a fundamental technological component?

 

Given the imminent arrival of new multi-national data centres in South Africa, much attention has turned to the feasibility of going the cloud route (likely still a hybrid approach) for local businesses. Certainly, while companies across different sectors have started to embrace virtualised solutions, many analysts expect a significantly more mainstream adoption once those new data centres open in 2018.

 

Becoming Mobile First:

Apart from addressing concerns that exist around potential bandwidth limitations of accessing data hosted thousands of kilometres away on other continents, the new local data centres will see faster (and more reliable) connectivity between corporate users and their mission-critical information. Already, we are seeing businesses embrace mobile enterprise solutions to gain real-time insights while out in the field.

 

Of course, a further advantage of going the local route is the fact that any potential compliance and regulatory concerns are taken care of by keeping data within the borders of the country. This is contributing to Africa being a mobile-first continent. Even South African businesses are becoming less focused on rolling out traditional solutions and more geared towards being mobile-friendly.

 

Impact of Mobile on ERP:

This push towards mobile is driving the need for easier and faster ways to access data while away from the office. It stands to reason that accessing systems on a smartphone or tablet is becoming a corporate priority.

 

For this to work effectively, ERP needs to transform as well. In fact, mobile ERP is one of the biggest growth areas for vendors in the months (and potentially years) to come. By creating an enabling environment for mobile ERP systems, business users will be able to access everything from reports and job processes to financial data and other components while working remotely.

 

Granted, several solutions already exist in this space to help drive mobile ERP, but there is still significant opportunity for refinement. Effectively integrating with the back-end database wherever it is located becomes a priority. All the user-friendliness and design engagement mean very little if the right information is not accessible quickly and reliably.

 

A ERP Solution for All:

Significantly, these mobile ERP solutions can cater for organisations of all sizes. Even small to medium enterprises can benefit from this mobile approach with ERP becoming more affordable. Despite the hype around the cloud and virtualization, the business benefits they bring to the digital transformation initiatives of businesses cannot be ignored.

 

So, while mobile ERP might still be considered a relatively niche field amidst all the excitement of other digital initiatives, it will be a vital element of any business strategy. How decision-makers will implement it and integrate with the rest of their data-driven solutions will be an ongoing part of the process.

 

Irrespective the way forward, companies who have been ignoring the mobile route need to start re-examining their approaches before it is too late. Digital waits for no one.

Epicor expands South African footprint

Astria Technologies

Epicor Appoints Astraia Technology:

ERP Suite of Business Solutions:

Western Cape technology consulting firm Astraia Technology has been appointed as an Epicor Value Added Reseller (VAR) through South African distributor Epic ERP. This sees companies in the region benefitting from strong local support for the global enterprise resource planning (ERP) suite of business solutions.

 

We are extremely excited to have Astraia on board. They have a solid reputation in the Western Cape and is the business partner of choice for many organisations across industry sectors. Epicor is strongly positioned in South Africa and we have seen companies embrace its cloud-centric approach to meet the requirements of the digital age. Astraia will further cement this thinking with its customers as it provides specialist consulting services that align with the Epicor strategic objectives,” says Stuart Scanlon, managing director of epic ERP.

 

David Bryant, CEO of Astraia, says this appointment is not just about the technology solutions available through epic ERP but is also a reflection of the shared values of both organisations.

 

“For us, it is about the power of relationship. Like us, Epic ERP believes in honesty, integrity, and excellence. Add to this the extent at which Epicor meets business requirements, and you have room for almost infinite possibilities,” believes Bryant.

 

According to Bryant, companies in the Western Cape are committed to capitalising on opportunities as the area has become one of the fastest-growing in the country. Astraia clients range from financial services to mining and manufacturing. The company focuses on the process of ERP and will look at integrating all its solutions to bring value through the Epicor suite.

 

Companies are more open to ERP than in the past as it has become more affordable and accessible because of the benefits that cloud computing provide. This partnership with epic ERP provides us with the opportunity to offer our customers the best in technology solutions built upon the foundation of our strong relationship with them and epic ERP,” he concludes.