digital transformation

IFS Labs Puts Creativity First in the Quest for Digital Transformation

Handling Disruption Successfully With the Help of Agile Technologies

Sometimes software companies must lead the charge in terms of innovation, inspiring customers and prospects to apply leading edge technologies in new and creative ways to create a competitive advantage. Without this push, many companies, particularly those in traditional industries like manufacturing, energy and service, can become complacent. If the software that runs the business isn’t broken, there’s no need to fix it. These are markets served by IFS, primarily select asset- intensive and product-centric industries. They are also the markets IFS Labs is looking to disrupt.

IFS Labs is a small development group within IFS. While the regional leadership concentrates on solving the problems customers face today, IFS Labs is focused on solving the problems of tomorrow – or perhaps the problems and opportunities customers just don’t (yet) know they have.

Putting creativity first, IFS Labs seeks to learn from early adopters. Using a relatively small core team, yet drawing from other development resources across the company, depending on the product expertise required, it tends to have 6 to 12 projects underway at any point in time. These endeavors are essentially “proof of concept” projects, often (but not always) conducted with real, live customers. IFS Labs keeps the projects small because, with the requisite license to fail, it must decide to pursue the concept and apply it universally, or fail fast in order to move on to the next potentially disruptive project.

With this approach, IFS Labs hopes to provide guidance and inspiration to influence customers to disrupt, rather than be disrupted, applying agile technologies to produce that competitive advantage.

Do Customers Need a Little Push?

Last fall Mint Jutras published a report, IFS Helps Customers Accelerate Out of the Curve of Digital Transformation. In it we acknowledged that asset intensive industries, such as those served by IFS, are also likely to be capital intensive, where cost of entry is steep and product lifespans tend to be measured in decades. Once you are an established player in this world, you are tempted to hit cruise control. Change comes slowly. But the digital economy has thrown you a curve, and riding the brakes never gives you a competitive edge. Which is why IFS has set out to help its customers accelerate out of the curve.

We also found asset intensive industries weren’t alone in needing a push in the digital direction. Eighty-two percent (82%) of manufacturers participating in the 2016 Mint Jutras Enterprise Solution Study agree that digital technologies of today (those that serve to connect operations, people and processes through the power of the Internet) have the potential to fundamentally change the way we all do business. Furthermore, 86% understand that embracing digital technologies is necessary for survival. And yet, we found the vast majority still coasting or riding the brakes when it comes to digital transformation.

Last year we discovered IFS had already taken some steps to help customers accelerate digital transformation, releasing two new products. IFS Enterprise Operational Intelligence (EOI) essentially creates a cockpit for navigating the business, and IFS IoT Business Connector is instrumental in collecting, discovering and operationalizing data. Together they bridge the gap between data collection and analysis and between analysis and action. Through plug and play connectivity with the Microsoft Azure IoT Suite, customers can identify actionable observations that can trigger user-defined, automated or semi-automated actions.

These steps are all worthwhile and help companies address the challenges of today, pushing them to add digital technologies to their current solutions, without the major disruption of a rip and replace. And yes, a push is still needed. Last year we found that while 67% of manufacturers felt they were well prepared for the digital economy, in peeling back the onion, we concluded that many were perhaps over-confident in their progress, often held back by old ways of thinking and a lack of understanding and appreciation of what is possible today. Indeed, IFS conducted its own research along these lines and found world-wide the greatest challenge faced in digital transformation was resistance to change and in North America in particular it was the absence of the right organizational and governance model.

So in our 2017 study we dug a little deeper to assess how well manufacturers understand these technologies, and the potential they hold for their businesses. We selected 14 different kinds of technology and asked respondents to assess their level of familiarity with each in terms of how they relate (or not) to their business. These technologies, shown in Table 1, are presented in no particular order.

Adoption rates today are quite low, but note that the two with the highest level of familiarity, and the most likely to be deployed, align with the products IFS introduced last year: IFS EOI for predictive analytics (21%) and IFS IoT Business Connector for IoT (18%). Those that understand these technologies far outnumber those who are not familiar or only somewhat familiar. This is not surprising in that predictive analytics has been around for quite some time, and after all, who doesn’t want to predict the future? The underpinnings of the Internet of Things (IoT) is also well-entrenched in manufacturing and related asset-intensive industries simply because these companies have been collecting data with sensors for decades. However, much of the value of this data has not been realized because it has remained disconnected from enterprise solutions used for decision-making. The Internet and products like IFS IoT Business Connector are needed to bridge that gap and realize the full potential.

Table 1: How familiar are you with these technologies as they relate (or not) to your business?

Source: Mint Jutras 2017 Enterprise Solution Study

So it would appear that IFS chose well last year in its first steps in helping customers accelerate out of the curve. Now what?

Now IFS Labs is beginning to attack these other technologies that are obviously far less well-understood. For technologies like Blockchain (distributed ledgers), digital twins, beacons and augmented reality, those who lack familiarity outnumber those who understand and perceive relevance to their businesses. The role IFS Labs plays is to research, experiment and prove the value – or not. To that end, we highlight some active projects.

Blockchain for Aviation “Through Life Asset Management”

Given almost half (47%) of the 2017 Mint Jutras Enterprise Solution Study participants are not familiar at all with Blockchain, a bit of explanation seems appropriate. Blockchain, the technology behind the Bitcoin, is most often associated with the transfer of money. While many of us take non-cash transactions for granted these days, the transfer of funds through checks, credit cards and electronic fund transfers (EFT) is actually quite a complicated process, typically left in the domain of banks and other financial institutions. These financial institutions serve as intermediaries between the transacting parties. Even though they might not understand what goes on behind the scenes, most intuitively understand the role these institutions play and more importantly trust that funds will be transferred and recorded securely and accurately. And yet there is always the risk of fraud.

Blockchain is meant to eliminate the need for these intermediaries, while also eliminating the risk of fraudulent activity. Blockchain is a distributed ledger that provides a way for information (data) to be recorded and shared by a community. Each member of the community maintains his or her own copy of the information and all members must validate any updates collectively. Each update is a “block” added permanently to the “chain” creating a complete and auditable system of record. Encryption and protocols replace third party intermediaries as keepers of the trust. The distributed ledger is a shared ledger where transactions are verified and stored on a network without a governing central authority.

But the transfer of monetary funds is not the only application possible with Blockchain technology. It might apply to any chain of activity or transfer of ownership. IFS has chosen the aviation industry for its proof of concept, primarily for two reasons. First of all, in its privately conducted survey, IFS found the aviation industry to have the highest level of digital maturity among those industries it targets. Secondly, because aviation can really use the help in terms of what IFS calls “through life asset management (TLAM).”

Think about it. A typical aircraft consists of two to three million parts. The provenance of those items (i.e. where they came from, who owns what and when ownership transfers) is critical. These parts must be tracked, not only through the manufacturing of the aircraft, but throughout its life. We’re talking potentially decades of supply chain, production and service transactions, which are today captured in all different systems. Records may be written and verbal, often incomplete, generating large volumes of paper storage. There are limited standards and limited traceability in a highly regulated industry, driving the costs of compliance literally and figuratively sky high.

What if instead the aviation industry could write transactions back to a connected permission-based ledger in addition to applications like ERP? IFS envisions developing a purpose-built aviation Blockchain, to provide a single picture of truth. There are many potential benefits like improved data quality, accurate maintenance history, lighter administrative loads and lower costs, all from a single traceable record with trust built in.

But as with any distributed (shared) ledger, this requires cooperation across the community, in this case including those manufacturing, servicing and maintaining the aircraft, software providers and regulators. A technology consortium to administer the Blockchain is required and there will be gradual adoption. There are still issues to be resolved, issues like transaction latency and compatibility with existing information technology (IT) systems. But none of these issues will ever be resolved without companies like IFS taking some bold first moves and being willing to fail at first attempts.

Working with forward-thinking early adopters will help shape the future. While adoption rates are still very low across all of the technologies listed in Table 1, we found those with World Class ERP implementations were two to five times as likely to have deployed or were in the process of deploying them. Those with World Class implementations were a full five times as likely to have taken first steps with Blockchain in particular. IFS Labs will start small in the aviation industry, developing proofs of concept, and then eventually look for other applications.

Wearable Devices and Augmented Reality

Augmented reality is another of those technologies where a large percentage of our survey participants lacked familiarity or saw little value. Augmented reality generally requires some sort of wearable device. While Google Glass was initially a flop in the consumer market, there are some very practical uses for this kind of technology in the industrial world.

In fact our 2016 Enterprise Solution Study found a high level of interest in wearable devices (Figure 1).

Figure 1: What level of interest do you have in using wearable devices?

Source: Mint Jutras 2016 Enterprise Solution Study

What makes wearable devices interesting to manufacturers? Seventy percent (70%) of manufacturers that expressed interest see the potential for hands free operations. In asset-intensive industries like those IFS serves, the potential is very real, particularly in terms of servicing and maintaining these assets. Think about the potential for overlaying a schematic over a piece of equipment in trouble-shooting, or providing a check list for diagnostics or routine maintenance.

We also found 36% of our survey respondents saw wearable devices as the “device of the future” and 39% view them as just another device that needed to be considered in the context of “bring your own device (BYOD).” Could a material handler’s personal Apple Watch replace those ruggedized RFID/bar code scanners so prevalent in warehouses and in the field today? In these cases, it will be important to connect back to ERP, either to retrieve data or to record transactions.

And yet despite last year’s apparent interest, this year we found very few making the connection between these wearable devices and augmented reality. We feel this is largely due to the current limitations of the wearable devices themselves. It is largely the head mounted device (similar in concept to the original Google Glass) that will bring the most value to asset intensive industries. And these devices are still quite new, feel a bit clumsy, and many don’t produce a completely hands-free experience. Plus software developers like IFS Labs are still experimenting with designing the user experience.

But there will come a time, in the not so distant future, when these devices will be no clumsier than a pair of standard safety glasses. When that time comes, in environments where eye protection is required, why not build additional functionality in? We believe it is important to be experimenting now with these use cases and design because there is still much to be learned.

Leveraging IoT in New and Creative Ways

While IoT is clearly a reality today, we have just begun to scratch the surface in terms of leveraging its full potential. And that is why IFS Labs is working directly with some early adopters of IFS IoT Business Connector, not only in collecting and analyzing the data collected by sensors, SCADA systems, PLCs and OLE (object linking and embedding) for Process Control (OPC), but perhaps even in creating new revenue sources?

But Can IoT Build a Better Mouse Trap?

Many business innovators set out to build a better mouse trap – figuratively speaking that is. But IFS customer Anticimex took on that challenge quite literally. Anticimex became an early adopter of the IFS IoT Business Connector once the product was added to the roadmap.  It is an example of an IFS customer that is benefitting from product innovation that came out of an IFS Labs proof of concept (POC) project several years ago.

Anticimex provides pest control services. Controlling pests like mice, rats and other small rodents means eliminating those pests. Eliminating them without damaging the structure in which they reside, means first catching them. Traditionally this has not been a high-tech business. It involves setting traps, checking the traps and getting rid of the trapped pests. That means sending service technicians on site for inspection and removal.

But what if you were to put sensors in those traps that allowed you to monitor them remotely? What if those sensors could not only tell you when you’ve caught a pest, but whether the trap is full? What if those sensors could also monitor the battery charge in the traps and tell you when that battery is near end of life?

If you were able to collect all this data and monitor it remotely, think about the technicians’ time you could save. If you could store and analyze this data, you could detect and even predict and avoid an infestation. Could you use this data to potentially sell your services to the neighboring businesses closest to your customer?

Figure 2: Anticimex IoT Solution Overview

Source: IFS Labs

This is how Anticimex, with the help of IFS Labs, is leveraging IoT, along with IFS applications, in a new and innovative way.

Wrap Up

Although IFS Labs is a relatively small group within IFS, it has a big job to do. Its job is to disrupt. Putting creativity first, the team is able to draw from resources corporate-wide in order to experiment and learn from forward-thinking early adopters. It is very important for a group like this to have a license to fail. By keeping proof of concept projects small, the team can be daring, failing fast in order to learn and move on to the next innovative concept.

But IFS Labs must do more than just disrupt. It must educate customers and prospects, provide guidance and inspiration, and influence them to leverage the disruptive digital technologies of today and of tomorrow.

We wish them lots of luck and hope to see these efforts continue.

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Are Digital Technologies for Everyone?

Understanding Just How Well They are Understood and Valued

Industry pundits have been hyping “digital transformation” and “digital technologies” for several years now. This hype tends to make ample reference to the consumer technologies that are indeed making an impact on our personal lives: connected homes, self-driving cars, wearable fitness devices and every kind of “app” you can think of on your smart phone or tablet. That’s easy. The hard part is connecting this transformation to the workplace and the enterprise in a way that seems to bring real value. The pundits make the assumption that these technologies are well-understood and perceived as valuable. But are they?

I don’t make any such assumptions and the results from questions on digital preparedness in my annual enterprise solution study last year confirmed many decision makers are fooling themselves with a false sense of security. While 88% agreed that embracing digital technologies was necessary for survival, the majority still rely at least in part on spreadsheets for something as common as the system of record of business transactions. That contradiction led me to investigate just how well understood various technologies are, and whether value is perceived as real.

How Well Do You Understand?

We are still actively collecting data from this year’s study, but at this point in time we’ve captured over 500 responses – enough to make some early observations. Participants represented a wide range of industries and companies of all sizes, from small to very large.

We selected 14 different kinds of technology and asked respondents to assess their level of familiarity with each in terms of how they relate (or not) to their business. All respondents were asked about all 14, even though we realize some are more relevant to some industries than to others. Those shaded in the lighter green are primarily applicable to those making and/or moving a physical product, while those in the darker green are likely to be applied more universally.

Table 1: How familiar are you with these technologies as they relate (or not) to your business?

Source: Mint Jutras 2017 Enterprise Solution Study

There is a lot of data and insight buried in this table and there are countless different ways we can cut it and present it. One way of analyzing the data is to divide participants into two groups: those that have no familiarity or are only somewhat familiar with a technology, and those that understand it well. We presume those that have deployed or are deploying it fall into the latter category. Figure 1 depicts this dichotomy graphically.

Figure 1: Either you “get it” or you don’t

Source: Mint Jutras 2017 Enterprise Solution Study

We seem to be all over the map here, with those that utilize increasingly large volumes of data to provide intelligence most well understood. And yet we don’t see a big uptake in terms of deployment (Figure 2). Only 10% to 20% have even begun deploying the technologies that are most well understood and many just don’t see the applicability to their business.

Figure 2: Deployment Lags Understanding

Source: Mint Jutras 2017 Enterprise Solution Study

Is this due to a lack of education or is it because they really don’t apply? I think it is a little of both. While I still want to do a deeper dive by industry, two preliminary data cuts told me a whole lot. First of all, those that fall into my category of “World Class” have a far greater knowledge and appreciation for these technologies. Just look at the difference in adoption rate (Figure 3) between World Class and All Others.

Figure 3: World Class Deploy More

Source: Mint Jutras 2017 Enterprise Solution Study

Note that I define World Class (the top 15%) through the results achieved since implementing the software that runs the business and progress against company goals. This is not a “world class company” as much as world class use of technology, although better use of technology very often correlates with better company performance in terms of growth and profits. So we’re not surprised to see a higher level of understanding and more adoption in companies that have achieved World Class status.

However, we also recognize that while deployment is about the company, understanding and perception of value is more about the individual. And this is where the second data cut was quite revealing. I looked at levels of understanding based on the age of the survey participants, the vast majority of which fell into the categories of Baby Boomers (23%), Gen Xers (53%) and Millennials (23%).

Figure 4: Millennials Understand Better

Source: Mint Jutras 2017 Enterprise Solution Study

It is quite clear that the level of understanding of these technologies is inversely proportional to age. This doesn’t mean Millennials are smarter. They were simply born in an age where we rely on technology to make life easier, while Baby Boomers grew up doing things the hard way. In terms of seeing the value, Baby Boomers are definitely harder to convince.

As a Baby Boomer, I am skeptical of technology making us stupid and lazy. I see many examples of this in consumer technology. Smart refrigerators are the perfect example. A simple, online search came up with this:

The Samsung Family Hub fridge has a giant touchscreen built into one of its doors, complete with an app you can use to order groceries online. A line of cameras on the inside will send a picture to your phone when you’re out shopping. An app on the fridge for Samsung’s SmartThings smart home service will let you control your lights, your thermostat, and other connected products right from your refrigerator door.”

My reaction: Really? You need this to manage the inventory of your refrigerator? Are you constantly running out of milk? You can’t flip a light switch or remember to turn down the heat when you leave or go to bed? You want your refrigerator to do that? You really think you’ll save a measurable amount of energy by not having to open the door?

The reaction of my 28-year-old nephew? While he didn’t spring for the Samsung $5,000 model, he did buy a smart refrigerator.

The risk I face is overlooking something that will make a significant impact. The risk my nephew faces is spending too much for too little real value… while perhaps becoming stupid and lazy. But there is hope for both of us. I did invest in a video doorbell this past year, resulting in improved security. Not to mention the fact I actually know when someone is at the door even though my hearing isn’t what it used to be. And my nephew never runs out of milk now and still saved enough money to renovate his kitchen, increasing the resale value of his home.

The lesson for businesses to learn: educate yourself on the real value, but scrutinize the return on investment. Over the next few weeks and months, look for me to dive deeper into these different technologies for help in both areas.

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Is SAP Still in SMB Stealth Mode? Watch Out, Changes are Looming

Many think SAP is just for the big guys. The company is the closest you get in the ERP market to a household name, and, after all, it was in the large enterprise where it made that name for itself. In reality though, SAP plays in markets that include companies of all sizes. A good 80% of its customers are in the small to midsize enterprise range. And yet today small to midsize companies in search of a solution don’t immediately think “SAP” and they will have a difficult time discovering all that SAP has to offer them.

SAP’s competitors perpetuate the “big guy only” misconception, along with  “expensive” and “complex” qualifiers. They are like a dog with a bone, refusing to let go, hoping to lead prospects away from the 800-pound gorilla. Pundits who largely follow the large enterprise space contribute as well, along with the publicity (both good and bad) from high profile customers that are also household names. But SAP must also share some of the blame because of one thing it is so very good at: Speaking in one voice.

SAP employees stay on message. And the message is couched in the native language of SAP, which is the language of IT in the large enterprise. Although the latest overarching message these days is “Run Simple,” that alone doesn’t say enough. SAPers either talk at such a high level of abstraction that it becomes meaningless (your world will be a better place), or they talk technology.

In speaking to the decision makers and business leaders in small to midsize businesses (SMBs), you might as well be talking Klingon. They have their feet firmly planted on the ground. They want to hear how a solution will solve their immediate problems, address their challenges and bring value to the business. They want specifics. And they want to buy from a company they can trust.

The combination of negative hype and the “one voice” of SAP also might lead SMBs to think SAP is a one trick pony, with only a single product to offer, one that is clearly beyond their reach. Nothing could be further from the truth. Not only does SAP have three separate and distinct ERP offerings, it also has other offerings that sit on the periphery, outside the boundaries of ERP. These include talent management (SuccessFactors), travel and expense (Concur), a supplier network (Ariba), analytics (Business Objects) and a front office (SAP Anywhere). And this is just a partial list.

Let’s start with core ERP. At the top is SAP ERP, which has been brought to market under different names during its evolution. But make no mistake; this is definitely a solution that is meant to satisfy the needs of the largest, most complex enterprises in the world. Older versions were known as SAP R/2 and R/3 but more recently it was simply referred to as SAP ERP or ECC, providing the core of a larger Business Suite(adding CRM, SRM, SCM and PLM to ERP). The latest incarnation is S/4HANA, which is both evolutionary and revolutionary at the same time. It provides the same functionality as SAP ERP but has undergone a rewrite to take advantage of the powerful in-memory technology of SAP HANA. This is the large enterprise ERP for which SAP is famous (infamous?).

But this is not a “one size fits all” solution. SAP also offers SAP Business One and SAP ByDesign. Up until recently, it also marketed Business All in One, but in fact that was/is not a separate product. It was a version of SAP ERP packaged with industry templates and best practices, purportedly designed to simplify the implementation, thereby making SAP ERP more digestible for the mid-market. Because it was essentially the same product but with a different name, it also added some confusion. SAP appears to be backing away from that branding. I think that is smart. Can SAP S/4HANA work for this midmarket? The answer is yes, particularly where that smaller, midsize company is a division of a large enterprise that has standardized on SAP solutions. But these will be the exceptions to the rule.

SAP is also getting smarter about how it targets these three products to different segments. SAP has formed an SMB team to specifically address the market of companies with 1500 employees or less, and has defined “small” as companies with less than 250 employees. It will market SAP Business One to small companies looking for an on-premise or hosted solution (partners will provide the hosting). It will be sold largely through partners, which will provide both advocacy and intimacy to the customer. SAP Business ByDesign is available exclusively as a multi-tenant SaaS (software as a service) solution supported by SAP itself. The target is generally the mid-market but can come down into the small company range for those interested in a true SaaS solution from SAP.

However, both SAP Business One and SAP Business ByDesign have suffered from a lack of respect in the market. Competitors often write Business One off, telling me they hardly ever see it in a competitive deal. And yet Business One is implemented in over 50,000 small companies around the world and SAP is adding about 1,000 new customers a quarter. That tells me there are hundreds of deals where these competitors never get invited to the party.

Rumors of the death of Business ByDesign have been rampant for years and unfortunately SAP has allowed its critics to have had a louder voice in the market than SAP itself. In the meantime, SAP has been (rather quietly) growing the installed base to about 1,000 customers, which is larger than many customer bases of some of those competitors. Respected journalists and analysts have recently admitted ByDesign is in fact not dead. I couldn’t/can’t resist saying, “I told you so.”

This might all seem like SAP 101 to veteran industry observers. But it also might come as a surprise to learn that your typical decision maker and business leader of a small to midsize business doesn’t follow the (ERP) space that closely. Those business leaders are too busy following their own industries. So they are easily confused by the progression of product names and even more easily confused when target markets for different products overlap. And they are not well equipped to distinguish hype and myth from reality. To convince them one way or the other, you have to understand how they approach software selection and you have to speak their language. And you have to speak it loudly and clearly. That is where SAP has not done a good job.

I am optimistic that is about to change under some new leadership at SAP. Barry Padgett took over as President of the SMB team last July. He came over from the Concur team, bringing a new perspective. Barry “gets” SMBs. They need a lot of the same features and functions that their larger counterparts need, but they don’t have the large IT staffs or the deep pockets. They expect products to work seamlessly – open and connected. They don’t go out looking for technology. They go out looking for solutions to problems and answers to questions. They expect value. They need to see a path forward. And to connect with them, you need to be talking in terms they clearly understand.

Barry and his new CMO Mika Yamamoto (who came to SAP from Amazon) also understand how most software searches begin these days. Much of the legwork and due diligence is done before a prospect ever engages with a potential solution provider. Today an online search for solutions for SMBs does not lead directly to SAP. And even if you land on SAP’s website, there is no clear path to show you what you need or how SAP can help. So clearly SEO and website redesign is top on Mika’s priority list.

But both Barry and Mika know that it can’t end there. They must have a louder voice than their critics. And remember all those products in SAP’s portfolio that sit on the edges of a solution: talent management, supplier networks, analytics, travel and expense, eCommerce (front office)? SMBs have the same kind of needs as their larger counterparts in all of these areas. But they don’t have the internal expertise to assemble a solution that is not already seamlessly connected.

It is not enough that these edge solutions are available from SAP; they must be both affordable and integrated to SAP Business One and SAP Business ByDesign. These kinds of connections are certainly on the roadmap, but they can’t come too soon.

The Internet has leveled the playing field, allowing SMBs to participate in a growing, global market. But many won’t be able to compete effectively with their existing solutions. This opens up a world of opportunity to SMB solution providers. Look at the success SAP has had in the small to mid-market already. I am not advocating the SMB folks at SAP go off message, but I am advocating they articulate that message in a different voice. That voice needs to be loud and proud. They need to keep the dialogue going with existing customers and keep the development engines churning. While I also believe there is plenty of opportunity for all those with good, solid, technology-enabled solutions, if the new leadership team can deliver on these fronts, they will truly be a force to be reckoned with.

 

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What Acumatica 6 Means to Digital Transformation

Productivity, Analytics, Technology

The Internet levels the playing field in our global economy, allowing companies of any size to establish a presence and compete on a global scale. But in order to fully participate in this global, digital economy, most companies must undergo a digital transformation. Digital technologies of today, those that serve to connect operations, people and processes through the power of the Internet, have the potential of fundamentally changing the way we do business. Eighty-four percent (84%) of companies participating in the 2016 Mint Jutras Enterprise Solution Study agree and 88% understand that embracing digital technologies is necessary for survival.

And yet we find evidence most have not embraced “digital” with the level of priority and urgency that will give them a competitive advantage. Almost half still rely on paper and/or manual processes for maintaining their operational and transactional systems of record. And 71% to 82% still rely at least partially on spreadsheets or manual processes to plan and manage key elements of their businesses. Why is that?

Oftentimes it is because the “digital” hype focuses either on consumer technology (social, home, shopping, fitness, etc.) or is discussed at such an advanced (and abstract) level that your typical business leader just can’t figure out how to get from here to there.

Acumatica is looking to change that and its latest release of its cloud ERP, Acumatica 6, provides us with some good examples of how it is going about it.acumatica6

Click here to read the full report.

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