Editor, Author at Cando

May 15, 2023

Join us at SAPHILA Aspire 2023

Join us at SAPHILA Aspire 2023 Editor Can!do Consulting will be exhibiting at this year’s SAPHILA event hosted at the Sun City Resort in South Africa’s North West Province. Running from Sunday, 9 to Tuesday, 11 July 2023, the conference is aimed at elevating the information technology industry. This world-class information technology conference is hosted by the African SAP user group (AFSUG) in collaboration with SAP, the German software company. Attendees will come together in an immersive environment for knowledge sharing, collaboration and connection. With a focus on the latest innovations, implementations and service delivery best practices, attendees are sure to be inspired by this year’s exciting line-up. As the first post-pandemic SAPHILA event, the theme is “Aspire”. It is intended to take the South African tech scene to new heights, with a full schedule of presentations, industry live streams and workshops, partner exhibitions and evening networking and social events. As a strategic partner to South African enterprises, Can!do will be at Sun City to highlight what they do to embed world-class technologies in South African workplaces. We provide change management and user adoption training. To ensure that all stakeholders embrace new technologies and processes, we employ a data-driven training approach through process-based systems education. This can comprise a mix of traditional, e-learning and virtual training methods. Why attend SAPHILA Aspire 2023? By participating, business leaders and decision-makers can expand their knowledge, network with like-minded professionals and gain insights into the latest technological advancements in the industry. SAPHILA 2023 allows attendees to access a multitude of valuable opportunities and engagements. Among these are keynote presentations that will be delivered by industry experts, inspiring business leaders to propel their organisations into the future with the latest innovations. The event will also feature content presented by board-level SAP experts and industry leaders, as well as customers who will speak on some of the most exciting industry topics. In addition to the presentations, there will be exhibition spaces filled with SAP partners showcasing their solutions for implementing projects faster, better and more cost-effectively. Can!do will be joined by other trusted industry leaders. Visitors can expect to see SAP and its partners presenting and demonstrating new products. To further enhance the experience, SAPHILA 2023 will offer various high-value discussions. These include round tables, panel discussions, workshops and presentation streams. Who should attend? SAPHILA is an exceptional IT conference that will be valuable and of interest to a range of professionals. This event will be of particular interest to those in the following roles: CIO CTO COO SAP COE Manager SAP Project Manager SAP Super User SAP IT Program Manager SAP IT Program Director Business Specialist Business Strategist Join us at SAPHILA Aspire 2023 The world of information technology is constantly evolving, and it can be a challenge to stay up to date with the latest innovations and best practices. That’s why events like SAPHILA Aspire 2023 are so important for those working towards enhanced digitisation for their businesses. Attendees can expect to learn about the latest trends and developments in areas such as cloud computing, artificial intelligence, machine learning, big data and more. Whether you are seeking to broaden your understanding or deepen your knowledge, SAPHILA is an opportunity not to be missed. Register now and take advantage of this valuable opportunity to elevate your knowledge and skills in the ever-evolving world of IT. Can!do looks forward to seeing you there! For more information about our services, please contact us today. ___ Can!do works with large enterprises in South Africa to maximise the value of their employees, technology and business processes. To do this, we offer three fundamental services; change management, capability development and performance optimisation. We have 30 years of experience in these fields and have worked with leading companies in South Africa. We are a certified Level 2 B-BBEE company and a leading provider of new business systems and processes that drive user adoption. For industry insights and news, please follow us on Facebook, LinkedIn and Twitter. Contact Us

by Editor

May 11, 2023

News

Automation is not the end of your job

Automation is not the end of your job Editor The age of automation is here, leaving many worried about job security. Yet many experts agree that automation does not signify the end of your job, especially for workers who are willing to adapt. Automation has the potential to bring many benefits and opportunities. Ten years ago, Oxford researchers predicted that almost 50% of jobs would be automated by now. Although this has turned out not to be the case, the technological revolution is now well underway, affecting all types of jobs from low-skilled to white-collar workers. Many aspects of work are being transformed by automation software, but it hasn’t led to widespread job displacement across the board. Automation should be considered a friend, not a foe. It can be used to support workers, especially those who are willing to adapt and learn new skills. The reality of automation The reality is that automation is already a common feature of many industries, from manufacturing and logistics to healthcare and finance. While some jobs may certainly be replaced, new jobs are also being created through new technologies. It has been predicted that artificial intelligence (AI) will create more jobs than it destroys. In the long run, automation is expected to create 12 million more jobs than it replaces – ultimately a net positive for society. Jobs that are in growing demand are those that relate to technology, big data and machine learning. Administrative jobs, or those focusing on data entry, can be replaced by software. While Internet of Things (IoT) specialists are in growing demand, assembly and factory workers, mechanics and machinery repairers are the most likely to be replaced by automated systems and robots. AI can be used to automate repetitive and often dangerous tasks but it also creates new jobs, allowing businesses and workers to be more creative, strategic and take on an entrepreneurial mindset. New technologies can improve the quality of existing jobs by reducing the workload of tedious or repetitive tasks. This can free up workers to focus on more complex and creative work. Harnessing the power of automation In the late 1980s, Economist Robert Solow identified what came to be known as the “productivity paradox”. He noticed that despite computers gaining mainstream popularity in the workplace, they did little to improve productivity. Instead, the use of technology seemed to slow things down. Excessive email correspondence is an example of how the digital revolution made in-house collaboration more time consuming. Until very recently, most of us had to go to our IT department to get help with automating workflows. With the advent of ChatGPT and other AI algorithms, just about anyone can now learn to use automation with a bit of training. Despite its impact on jobs, machine learning and AI software has the potential to help workers reskill and adapt to this Fourth Industrial Revolution. Human workers that use AI-powered tools are able to accelerate their performance in the workplace. Those who fail to incorporate new technologies into their workday are likely to become redundant. Because of this, companies that support their workforce through user adoption and change management training are able to gain a competitive advantage. A focus on digital dexterity and technological literacy is key to business success in the age of automation. Adapting to automation Experts predicted that 50% of all employees will need to be reskilled in the next two to three years. However, the future of work is not just about automation. It’s also about learning new skills, especially those related to problem-solving, creative thinking, adaptability and leadership capabilities. Companies can support their employees in a Volatile, Uncertain, Complex and Ambiguous (VUCA) world, by fostering a culture of continuous learning. This might include providing customised job aids and e-learning materials, supporting learning in the flow of work and process education and embedment. Through strategic partnerships with change management specialists, businesses can develop the technological literacy of their workforce, allowing them to embrace digital tools and technologies that enhance productivity and efficiency. The impact of automation varies across industries and job types. Those who are willing to embrace automation and develop new skills are the most likely to succeed in the future of work. Can!do works with South African companies to get the most out of new technologies through change management and user adoption. For more information about our services, please contact us today. ___ Can!do works with large enterprises in South Africa to maximise the value of their employees, technology and business processes. To do this, we offer three fundamental services; change management, capability development and performance optimisation. We have 30 years of experience in these fields and have worked with leading companies in South Africa. We are a certified Level 2 B-BBEE company and a leading provider of new business systems and processes that drive user adoption. For industry insights and news, please follow us on Facebook, LinkedIn and Twitter. Contact Us

by Editor

April 28, 2023

News

Why enterprises need to embrace the future of work

Why enterprises need to embrace the future of work Editor The pace of change is pushing enterprises to embrace new ways of working. As we move deeper into the 21st century, the future of work is rapidly taking shape. The rise of new technologies and a changing socio-economic climate are creating challenges and opportunities for enterprises. The future of work presents a complex and evolving landscape, with new demands and expectations for leaders, employees and organisational culture. However, it’s not just as simple as switching off one piece of tech in favour of another. Any big change is often met with initial resistance and subsequent chaos as the organisation tries to establish a new status quo. Preparing for the future of work requires a considered approach. To ensure maximum return on investment (ROI) on any new technologies or change initiatives, leaders need to upskill themselves, their employees and foster an organisational culture that can withstand the unsettling effects of a change. With the support of change management consultants, enterprises can focus on maintaining operations and business-as-usual (BAU), while experts in change management prepare the organisation for the future. Leadership capabilities for the future If organisations do not develop their leaders, they will not have the right skills to deal with future uncertainties. The future of work necessitates a new leadership style – one that focuses on innovation and change. Leaders who can navigate ambiguity and uncertainty are the most prepared for what the future has to bring. Leaders need to be flexible and adaptable, supporting teams in a dynamic and changing environment. In uncertain times, leaders need to develop myriad soft skills to help staff deal with fear and insecurity. For example, when introducing automation into workflows, employees may worry about job security and skills gaps. It is up to the leaders to create psychological safety in the workplace and a sense of trust and collaboration. In doing so, leaders can support employees to achieve their full potential through a culture of continuous improvement. Leaders also play a critical role in setting goals and the strategy of the organisation. By creating a compelling vision for the future of the business, leaders are able to inspire and motivate teams. For this to happen, they need to have a clear understanding of the challenges and opportunities. This is where a third-party change management consultant can provide an objective analysis, supporting enterprises in identifying critical stakeholders – the vital few – that will bring about the most change. Can!do supports business executives, managers and leadership teams with bespoke change management solutions and stakeholder analysis. A new generation of employees Forward-looking companies need leaders who create a sense of direction for the organisation. The new generation of employees – the Gen Zs – are highly motivated by a sense of purpose. Many are drawn to jobs that align with their personal beliefs and values. This cohort prioritises wellness and mental health. With depression and anxiety affecting work performance, leadership needs to show they care about the well-being of their staff. Effective leaders focus on serving the needs of their employees and stakeholders. By embracing the future of work, enterprises can create a competitive advantage that can drive growth and innovation. They can attract and retain top talent, increase productivity and create a culture of innovation that can drive success in the long term. A future-proof organisational culture Staying competitive and relevant is a key reason why businesses need to embrace the future of work. Enterprises need to adopt an agile approach to work to be able to quickly adapt to changing business and market needs. Agility requires collaboration, accountability and supportive organisational culture. Enterprises need to create an environment that encourages experimentation, risk-taking and continuous learning. An innovative culture fosters employee engagement and breaks down traditional silos. It encourages employees to think creatively, take risks and experiment with new ideas and approaches. Organisations that prioritise a culture of innovation are more likely to create profitable products and services. This is particularly important in today’s fast-changing business environment where disruptive technologies and new competitors can emerge at any time. Large enterprises often face particular challenges when it comes to building and maintaining agile high-performance teams; because of their size and scale, it can be difficult for enterprises to coordinate and manage teams. Communication breakdowns and silos greatly impact the innovation process. Complex organisational structures with many layers of management and bureaucracy can slow down decision-making. To compound the issue further, entrenched ways of working can make it difficult for staff to embrace new approaches and technologies. The future of work requires enterprises to address these challenges to ensure their market share is not taken over by an aspiring start-up. Embracing technologies for the future of work Rapid advances in technology present both a threat and an opportunity for enterprises. Being able to keep up with the times is a key challenge for enterprises. In response, many organisations are investing in technology that supports agile ways of work, promotes collaboration and enables remote work. Alongside new technologies, enterprises need to develop their leadership capabilities, support employees through change and create a favourable culture for innovation. This requires change management to ensure that there is enough training and support for user adoption. Through a partnership with specialists in change management, enterprises are in a better position to embrace the future of work. For more information about our services, please contact us today. ___ Can!do works with large enterprises in South Africa to maximise the value of their employees, technology and business processes. To do this, we offer three fundamental services; change management, capability development and performance optimisation. We have 30 years of experience in these fields and have worked with leading companies in South Africa. We are a certified Level 2 B-BBEE company and a leading provider of new business systems and processes that drive user adoption. For industry insights and news, please follow us on Facebook, LinkedIn and Twitter. Contact Us

by Editor

April 21, 2023

News

How managers can lead digital transformation from the top

How managers can lead digital transformation from the top Editor Digitisation is transforming every aspect of business, from customer experience to supply chain management. Even teams that don’t work directly in tech are affected, as they must adapt to new digital tools and processes to remain competitive in the marketplace. By embracing new technologies and strategies, managers can unlock new opportunities for growth and innovation while also improving operational efficiency and the user experience. However, simply implementing new technology is not enough to guarantee success. To truly transform a business, managers must change their mindset and approach to leadership and decision-making. Digital transformation starts at the top. Bringing the company’s digital vision to life Before organisations embark on a digital transformation journey, it’s important to have a clear vision of what success looks like. It is up to C-suite executives to define the vision and goals of a company based on their long-term strategic objectives. Managers bring these goals to life by developing and implementing actionable plans that align with the company’s overall vision and mission. Whether the strategy around digitisation involves incremental changes or an entire shift in the operating model, management is responsible for communicating these to their teams. This will help align everyone around a common purpose and avoid any confusion down the line. Empowering and upskilling key employees Digital transformation is a team effort. However, if we consider the 80/20 rule for change management, then managers should also keep in mind that a small group of employees will ultimately bring about the most change. By focusing on the vital few employees who have the most influence and impact, managers can leverage their expertise to drive digital transformation and create momentum. They need to provide the necessary resources and training to help these employees develop the skills and knowledge needed to drive digital initiatives forward. To upskill, employees may need a variety of resources, including in-house training programs, on-the-job learning aids and access to external training and development opportunities. Managers may need support from learning and development consultants to create effective training materials. They may not have the expertise or resources necessary to create engaging and effective training programs. Learning and development consultants can provide additional support and guidance in areas such as instructional design, content development and evaluation. They can help managers to create training programs that are tailored to their employees’ needs and that align with their organisation’s digital transformation goals. Building a data-driven culture Data is at the heart of digital transformation. Managers must prioritise data as a strategic asset and build a culture that values data-driven decision-making. When implementing an Enterprise Resource Planning (ERP) system, for example, managers need to ensure that new technologies are leveraged to their fullest potential. This means creating an environment where data is treated as a valuable asset and where decisions are based on data-driven insights rather than intuition or guesswork. It also means ensuring employees have the competency to use new technologies. In order to foster a data-driven culture, managers should prioritise data literacy and provide training and resources to help employees develop the skills they need to analyse and interpret data. User adoption is a critical factor that determines the success of new digital technologies, such as an ERP implementation. Third-party experts can provide guidance and support in areas such as training, communication and stakeholder engagement. This can help to ensure that employees are fully invested in the transformation and that the system is adopted as intended. Supporting managers in digital transformation Digital transformation inevitably requires some level of organisational change, whether it be small adjustments to processes and systems or a large-scale reimagining of the company’s business model. As such, companies may need to bring in change management consultants to support managers in bringing digital strategies to life. While managers may be subject matter experts in their respective fields, they may not have the skills or training necessary to manage change effectively. Change management consultants can provide guidance and support in areas such as communication, training and stakeholder engagement. This can ensure that the transformation is implemented in a way that maximises buy-in. Change management consultants can help to identify potential roadblocks and develop strategies to mitigate them, ensuring a smoother and more successful transformation process. For more information about our services, please contact us today. ___ Can!do works with large enterprises in South Africa to maximise the value of their employees, technology and business processes. To do this, we offer three fundamental services; change management, capability development and performance optimisation. We have 30 years of experience in these fields and have worked with leading companies in South Africa. We are a certified Level 2 B-BBEE company and a leading provider of new business systems and processes that drive user adoption. For industry insights and news, please follow us on Facebook, LinkedIn and Twitter. Contact Us

by Editor

April 12, 2023

News

Can!do follows the 80/20 rule for change management

Can!do follows the 80/20 rule for change management Editor Change is a key theme for organisations looking to remain competitive in today’s rapidly evolving business landscape. With the implementation of new technologies and processes, it is easy to lose sight of the most important aspect of any change initiative – tangible, measurable results. Can!do understands the value of being real and practical – something that is reflected in our approach to change management. Using research-backed methodologies that deliver real outcomes, Can!do partners with South African enterprises to bring about successful change. Part of this change management methodology is the 80/20 rule. Based on this principle, it is understood that 20% of the change will have 80% of the impact. With this in mind, Can!do tracks change at every step of the process. Unlike other change management metrics, which focus only on the measurement of the final outcome, this approach ensures a higher level of success at each stage of the change process. What is the 80/20 rule? Also known as the Pareto Principle, the 80/20 rule was first introduced by Italian economist Vilfredo Pareto in the early 20th century. Pareto observed that 80% of the wealth in Italy was owned by 20% of the population. This led him to develop the principle that 80% of the effects come from 20% of the causes. The principle was later popularised by management consultant Joseph M. Juran, who applied it to quality management in the 1940s. Juran observed that 20% of the defects in a manufacturing process were responsible for 80% of the quality problems. He also noted that 20% of the customers were responsible for 80% of the complaints. Since then, the 80/20 rule has been applied in many different contexts, including business, economics and social sciences. The principle is used to identify the most important factors or stakeholders in a system or process and to focus efforts on those areas that will have the greatest impact. Today, the 80/20 rule is widely used in change management and organisational development as a way to prioritise efforts. The rule implies that a small group of stakeholders (the “vital few”) can have a disproportionate impact on the success of a change initiative. By focusing efforts on engaging and mobilising this group, organisations can maximise their chances of achieving their desired outcomes. Case studies of the 80/20 rule Companies that prioritise and strategically implement the most critical changes are able to save time, resources and effort while still achieving significant improvements in performance, productivity and profitability. There are many examples of companies that have successfully applied the 80/20 rule to change engagement. Kaizen is a Japanese term that means “continuous improvement” and is a key principle of the Toyota Production System. It involves making incremental improvements to every aspect of an organisation, with the goal of achieving continuous improvement over time. Toyota has successfully implemented Kaizen to reduce defects, improve delivery times and increase employee engagement. Toyota recognises that there are “vital few” employees who have a particularly strong influence on the success of change initiatives. These employees are known as “Key Persons,” and Toyota invests heavily in engaging and developing them to drive change throughout the organisation. As with all companies in the tech space, IBM has undergone several major transformations over the years. Each time the company has recognised the importance of engaging the “vital few” to drive change. For example, during the company’s transformation from a hardware-focused company to a services-focused company, IBM identified the top 300 executives who would be critical to the success of the change initiative. These executives were given special training and support to help them lead the change effort. We can also get inspiration from another tech giant – Google. The company’s innovative culture is built on the concept of “20% time.” This means that employees are encouraged to spend 20% of their work time pursuing projects that are not part of their core job responsibilities. While this may seem like the opposite of the 80/20 rule, it actually reflects a deep understanding of the importance of engaging the “vital few” to drive innovation. By giving employees the freedom to pursue their passions, Google taps into the creativity and energy of its most motivated employees to drive change and growth. Can!do applies the 80/20 to change management As a change management consultancy, Can!do helps companies apply the 80/20 rule to bring about successful organisational change. As noted in the case studies, successful change requires a strategic approach that focuses on the vital few changes that will have the most significant impact on the performance. By leveraging the expertise and experience of a multidisciplinary team, Can!do assists companies in applying the 80/20 rule to change engagement in several ways. Through an objective stakeholder analysis, Can!do assists companies in identifying the “vital few” – the key stakeholders who will have the most significant influence on the success of the change initiative. From there, Can!do consultants develop an engagement strategy that focuses on building strong relationships, while also listening to concerns and ideas. This helps to engage staff – making them more likely to support and participate in the change effort. The next step is to develop a communication plan that ensures key stakeholders are kept informed throughout the change process. This includes developing messaging that resonates with the stakeholders’ values and goals and using communication channels that are most effective for each stakeholder group. Can!do also provides companies with change management tools, frameworks, coaching, training and mentoring to support the successful application of the 80/20 rule. By partnering with Can!do, organisations benefit from the necessary expertise and experience to successfully apply the 80/20 rule to change engagement. We are able to do this at scale and within budget. For more information about our services, please contact us today. ___ Can!do works with large enterprises in South Africa to maximise the value of their employees, technology and business processes. To do this, we offer three fundamental services; change management,...

by Editor

April 6, 2023

News

Can!do turns 30: How far we’ve come

Can!do turns 30: How far we’ve come Editor Can!do is excited to celebrate 30 years of existence in 2023. Over the last three decades, the company has transformed from a small start-up business to a significant roleplayer in the market. With a highly dynamic and agile team of change management and user adoption experts, Can!do designs and delivers bespoke solutions that enable their clients to increase the return on investment (ROI) and impact of technology investments from large-scale enterprise resource management (ERP) implementations to any digital transformation initiatives. The Can!do team has overcome multiple challenges over the years, but the company has shown incredible resilience and courage. South African business woman and entrepreneur Founder and CEO, Ivanna Granelli, has led the Can!do team from its inception and humble beginnings in 1993 to the successful organisation that it is today. After being retrenched in the early 90s, Ivanna started contracting as a trainer in the IT market. Enjoying more work than she could handle by herself, she recruited the help of her sister, Nicola. This marked the birth of Can!do. Ivanna attributes their initial success to finding themselves at the right time in the market with their niche service offering. Reflecting back over the last 30 years, she explains that the company has always ensured it delivers on promises, putting the client at the very centre of their value proposition. Building strong relationships with clients involves developing a deep understanding of their needs and unique pain points. Along the way, Ivanna has encouraged her team to engage with clients in their own environments, striving to pre-emptively anticipate user issues that arise through change management and user adoption interventions. “We have always been able to stay one step ahead of the curve by noticing what our clients need and then staying abreast of solutions that could address these needs proactively,” she explains. Can!do culture primed for success Ivanna is supported by a core team of highly skilled experts and a network of specialist consultants. There is a strong emphasis on collaboration, communication and synergy among staff. As the name suggests, a “can-do” mentality is imbibed into the very fabric of the company culture. Project and business operations manager, Sphume Dlamini, explains that Can!do is an entrepreneurial business and the culture speaks to that. “We do what we have to do to deliver to our clients without getting caught up in unnecessary processes and bureaucracy. Everyone contributes to this culture by having a can-do spirit and attitude. We all care about the end result for the client and that is always our focus,” she says. High performance at Can!do at 30 A high performance culture is one that encourages and enables employees to excel beyond their potential. Can!do has taken massive strides towards creating such an environment for their employees to thrive. A high performance culture is linked to organisational success because it results in increased productivity, creativity and innovation. For Can!do, this has become a positive feedback loop that enables the company to attract top talent. Managing Director Lyndsey Martin, who has been instrumental in helping to build the business and drive it forward for the past 20 years, explains, “Being able to attract superior talent into our business means we can deliver solutions that are simply better than others – we are very proud of the extraordinary talent in both our core team, and our extended network of incredibly experienced, passionate and talented people.” Can!do Team This high performance culture is underpinned by a sense of psychological safety and authenticity, allowing teams to flourish in what they refer to in-house as a “REAL” environment. Core beliefs are condensed into this acronym and there is a sense among staff that there are no hidden agendas – what you see is what you get. As Can!do celebrates 30th year of business, they continue to embody the ethos of being REAL people, adding REAL value by creating REAL solutions, taking your people on a transformation journey that prepares them to tackle system change with confidence and a Can!do attitude. When asked what she loves about her job, head of Business Development and Strategy Michelle Phipson explains “Can!do provides such fertile ground for the deepening and expansion of skills. Who one works with impacts on one’s quality of life in such a profound way – we all have an openness to engage.” By fostering an environment of open communication, self-leadership and autonomy, the Can!do culture can be seen as a blueprint for high performance teams. “We have a more inclusive or wholistic (yes, spelled that way on purpose) view of success and achievement,” says Michelle. “The emphasis on collaboration, communication and synergy is a very Gestalt approach to teamwork where the whole is greater than the sum of its parts. We know we have each other’s backs and it’s conducive to building a trustful culture. At Can!do it’s not something that we talk about, it is the way we work,” she explains. Future-proofing the next 30 years With three decades of success in South Africa, Can!do is now looking to expand further afield. Boosted by a highly-skilled team and competitive rates means that the organisation is in a prime position to grow their international client base. Exploring new markets is part of a future-proofing strategy which also includes succession planning. Can!do is acutely aware of the importance of bridging skills gaps, especially as new technology solutions emerge all the time. By focusing on succession planning, Can!do is taking a proactive approach to securing its future. As with other businesses that operate in the tech space, one of their current challenges is to ensure generational diversity in the business, to ensure that they consistently have the right skills to service their customers. Liezl Schulte, Head of Change and Communications solutions at Can!do, is excited to see the business growing and evolving. “New products and services are developed as a result of listening and engaging with our customers to understand their needs while at the same...

by Editor

March 20, 2023

News

Five top user issues when implementing ERP

Five top user issues when implementing ERP Editor Businesses that use Enterprise Resource Planning (ERP) software perform more efficiently as ERP enables companies to save time and streamline everyday tasks with the help of automation, where multiple processes are consolidated on one platform. While it certainly has the potential to add real business value through optimised operations, implementing an ERP system can be a complex and challenging process. It generally takes time for all stakeholders to get onto the same page when migrating to an ERP platform. Since most changes happen simultaneously, this creates a steep learning curve for users. Below are the five top user issues encountered when implementing an ERP system and some tips for avoiding them. 1. ERP requires investment in training and engagement Communication is key. If users are left in the dark about new processes related to ERP implementation, it is likely that some will be confused about what to do and how to optimise their time using the new software. From the initial discussion to its final usage, the effective running of ERP must include clear communication with employees. ERP is a big undertaking and it is easy to forget that your employees are the key to its success. One of the main functions of an ERP system is to assist staff in performing their jobs. Therefore, it is essential that they understand what it is and how to use it properly. Can!do supports businesses using several proven methodologies. For example, guiding employees with blended learning materials empowers them to learn the ropes in a thorough and efficient manner. Every employee should have access to support during the transition period. Company environments differ the world over, so it is vital that support is adequately specialised. Can!do understands this and offers customised support tools to ensure each user learns to perform and complete their daily tasks on the new system, through practice and offering a range of training resources. 2. Employee buy-in is critical for ERP success Employee buy-in is another important factor that can affect the successful implementation of an ERP system. While buy-in from senior executives is essential, getting all teams on board early on can determine the long-term effectiveness of the ERP. When implementing new technologies, such as ERP software, it is necessary to take everyone along on the journey through proper change management. Obtaining buy is an important part of change management. Engaging with employees in this way fosters a culture of higher acceptance, curiosity and a willingness to try new things. Higher engagement ultimately means a higher return on investment in the ERP system. 3. ERP requires appropriate change management ERP implementations involve changes to business processes, organisational structure and IT systems. This can be highly disruptive to the organisational status quo and day-to-day operations. Change management is critical to the success of an ERP project because it helps to control the impact of these changes on employees, processes and systems. According to Jack Welch, former CEO of General Electric, “an organisation’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.” Agile organisations can quickly adapt to changing market conditions and customer needs, allowing them to stay ahead of their competition. With this agility, organisations can innovate faster, respond to challenges more effectively, and deliver greater value to their customers. ERP systems support business agility, but because they disrupt the existing status quo, the implementation of this system requires careful change management. Change management involves preparing, supporting and guiding users through a planned change initiative, such as an ERP implementation. With around three decades of experience in user adoption, Can!do offers change management for large-scale ERP implementations to prepare, support and guide you through this change. 4. End users experience poor integration during ERP implementation As with any project, successful implementation of an ERP system requires careful planning. During this planning stage, it is vital to screen and earmark all aspects of the business to ensure that one system includes accounting, payroll and customer relationship management (CRM) software. Successful integration between all these different systems allows employees to collaborate more efficiently across departments. It has the potential to radically improve individual and team performance. If proper planning does not happen before installing new software, then daily operations won’t run smoothly after implementation. Being able to integrate with legacy systems is also key to the success of ERP implementation. 5. ERP needs careful monitoring Without appropriate feedback mechanisms, it is impossible to track the progress of the ERP implementation. The first step to getting feedback from users is to engage with them – in person, over the phone or via email. Both formal and informal engagement with users can be used to evaluate the effectiveness and user uptake. Catching problems when they are small and manageable saves time and effort. Businesses should set up an ERP system that allows users to give regular feedback. This should be in place throughout the implementation process, allowing issues to be identified and resolved early on. As entrepreneur Jim Rohn said; “You cannot change your destination overnight, but you can change your direction overnight.” The best way to avoid user issues with ERP implementations is by engaging employees early on in the process and being transparent about what they can expect. Most importantly, organisations need to set clear goals on how ERP technology can support them. South African enterprises, in particular, can benefit from an ERP system due to the data-intensive nature of present-day business. Large organisations can harness the power of ERP software to simplify and speed up business processes. For more information about our services, please contact us today. ___ Can!do works with large enterprises in South Africa to maximise the value of their employees, technology and business processes. To do this, we offer three fundamental services; change management, capability development and performance optimisation. We have 30 years of experience in these fields and have worked with leading companies in South Africa. We are a certified...

by Editor

March 13, 2023

News

How to avoid change management failures

How to avoid change management failures Editor Accelerating the rate of digital adoption requires effective change management. However, research suggests that fewer than 30% of digital transformation projects succeed in Africa. Change management plays such an important role because it helps to ensure the successful implementation of new initiatives, processes or technologies. It helps to minimise the negative impact of change on employees and the organisation as a whole. By effectively managing change, businesses can embark on a process of digital transformation with a greater chance of success that new technologies and processes will lead to a high return on investment (ROI). Change management can fail in business for several reasons. A lack of leadership commitment, inadequate communication and engagement with employees, and resistance to change are all common issues that can affect the success of a change initiative. Without strong leadership, change efforts may lack direction and resources. Poor communication and engagement can lead to misunderstandings and distrust, while resistance to change can hinder progress and derail implementation efforts. Support in change management is essential for South African enterprises looking to drive digital system adoption, sustain change and improve business performance. By providing employees with the resources, guidance and support they need to navigate change, businesses can create a more positive and productive work environment. Change management is essential for the success of digital transformation projects, so enterprises look out for common pitfalls and take action to mitigate the risk of change management failures. Change management needs a clearly defined strategy Having a clearly defined strategy provides a roadmap for how the organisation will manage change and achieve its objectives. A well-defined strategy includes identifying the change objectives, the scope of the change and the stakeholders impacted by it. This helps ensure that everyone involved in the initiative is aligned and working towards the same goals. It helps to establish a clear timeline, budget, and resources required to implement the change successfully. A defined strategy also helps to anticipate and manage potential obstacles or resistance to the change. Any change initiative should include clearly defined accountability and metrics. Who will be responsible for what? How will success be measured? This ensures that the right people are responsible for specific tasks, timelines and deliverables. Establishing a metric provides a framework for measuring progress, identifying and addressing any issues and celebrating successes. Change must align with company culture and business goals There is a direct correlation between company culture and organisational change. Change initiatives must be aligned with company culture and business goals to ensure successful implementation and adoption. The culture of an organisation reflects its values, beliefs and attitudes towards change. This can either enable or hinder the adoption of new initiatives. When change is not aligned with the company culture, it can lead to resistance, mistrust and disengagement from employees. As such, change initiatives must be tailored to the specific culture of the organisation, taking into account the norms, beliefs and attitudes of its employees. It must also be aligned with the business goals and the overall strategy of the company. This can help to increase the likelihood of achieving the desired outcomes and value. Alignment to company culture and business goals helps to create a sense of purpose and buy-in from employees. This is critical for the success of any change initiative. Support staff through the change Supporting staff through different stages of change management is essential for the success of any initiative. Leading up to the change, it is important to have clear communication about why it’s necessary, the expected outcomes and the benefits to the organisation and employees. Providing opportunities for feedback and addressing concerns can also help to increase awareness and understanding. During the implementation process, providing the necessary user adoption training, learning resources and development opportunities can also help to build confidence and increase buy-in from employees. While the change is being rolled-out, it is essential to provide ongoing support, feedback and recognition for progress and achievements. Celebrating successes and highlighting the benefits of the change can help to maintain momentum and increase motivation and engagement from employees. Companies should not ignore resistance to change because it can hinder successful implementation and decrease employee engagement and morale. This will ultimately impact the bottom line of the organisation. Addressing resistance to change is critical to managing the impact of change on employees and the organisation as a whole. This can be achieved through coaching, mentoring and providing channels for employees to provide feedback and raise issues. Ensuring success with digital transformation A lack of in-house change management skills can be addressed by contracting third-party professionals. Bringing in specialised expertise enhances the success of change through objective insights and resources to help manage the complexities of change. Can!do has 30 years of experience in user adoption and training. Providing process education and embedment with digital application solutions, Can!do has worked with leading South African organisations to enhance business performance and avoid change management failures. For more information about our services, please contact us today. ___ Can!do works with large enterprises in South Africa to maximise the value of their employees, technology and business processes. To do this, we offer three fundamental services; change management, capability development and performance optimisation. We have 30 years of experience in these fields and have worked with leading companies in South Africa. We are a certified Level 2 B-BBEE company and a leading provider of new business systems and processes that drive user adoption. For industry insights and news, please follow us on Facebook, LinkedIn and Twitter. Contact Us

by Editor

February 22, 2023

News

Five vital steps for a successful change management process

Five vital steps for a successful change management process Editor South African businesses are navigating a rapidly changing political, economic and social terrain. Change has become a constant – companies need to welcome change to stay relevant and competitive. By implementing change management, businesses are better able to identify opportunities for growth and to mitigate the risks and challenges that can affect their operations and profitability. Change initiatives allow businesses to quickly adapt to new technologies, customer demands and market conditions. This allows them to stay ahead of the competition by becoming more efficient and productive. Change can help create a more positive and engaging workplace culture, which can lead to greater employee satisfaction and productivity. By successfully implementing organisational change, organisations benefit from improved business performance. For change to be a success, companies should take a systematic approach. Here are five vital steps for successful change management: Step 1: Prepare for change Preparing for change involves assessing the situation, people, channels and needs. As a very first step, it is important to clearly define the change and align it to business goals. This will help to ensure that everyone involved understands the purpose and scope of the change. Companies should develop a comprehensive organisational change management plan that outlines the steps, resources and timelines needed to successfully implement the change. Once a business case has been established, companies should determine the impacts of the change and who will be affected. Engaging stakeholders in discussions related to the process will build buy-in and ease the discomfort of shaking up the status quo. As such, companies should develop a communication strategy to ensure that everyone involved is kept informed. Preparing employees for change may also involve training and support to ensure that they are well-equipped to handle the shift. Step 2: Implement organisational change Once the change management plan has been created and communicated to staff, it’s time to start rolling it out. The change management plan should contain a detailed implementation strategy with specific timelines, assignments and performance metrics. Where necessary, adjustments to the plan should be made. It is important to be flexible and open to feedback and changes during the implementation process as this can help to ensure a smoother transition. It may be necessary to provide training and resources to help ensure successful implementation. Getting the change past the starting line is just the first step of implementation. The next challenge for companies is to integrate that change within their organisational culture. Step 3: Integrate the change within the organisational culture How long this process takes to be fully integrated into an organisational culture varies depending on the complexity and scope of the change. It’s generally recommended to give it sufficient time to be fully implemented and to allow employees to adjust to the new way of working. Change is an ongoing process. It may take several months or even years for the change to be fully integrated. Open communication, along with support and training for staff during moments of transition will help them to understand, accept and adopt the change. Taking this a step further, businesses can encourage a culture of change, which involves establishing a shared set of values and goals that everyone in the organisation can rally around. A positive change culture encourages risk-taking and experimentation, which helps to keep the organisation agile, creative and innovative. Step 4: Monitor and evaluate the change Monitoring and evaluating the change involves tracking progress and making necessary adjustments. Companies need to define indicators and metrics that will help track performance and progress. There are a variety of methods available for monitoring change: Establishing performance metrics that align with the goals of the change initiative, and track progress against these metrics over time. Surveying employees to get feedback on how the change initiative is being perceived and how well they are adapting to the change. Holding focus groups with employees to provide an opportunity for open discussion and feedback on the change initiative. Analysing data such as financial performance, customer satisfaction and employee engagement to measure the impact of the change initiative. Reviewing progress regularly with the leadership team and make adjustments as needed. Reflecting on the results of the change initiative and evaluating its success. Step 5: Sustain the change Sustaining change ensures that businesses are prepared for future processes and can adapt to a shifting environment. This final step is an essential part of the change management process because it ensures that change is fully embedded into the organisational culture and becomes a permanent part of the way the company operates. Sustaining the change involves reinforcing the behaviours and actions. This helps to prevent backsliding, where employees and teams revert to old ways of working. Where there is resistance to change, business leaders have generally failed to communicate and engage employees in the previous steps of the change process. Saying that, it is never too late to address resistance to change by improving communication and offering more support and training. Leaders can use the lessons learnt to further implement changes that are both effective and sustainable in the long-term. Need support with change management? Can!do works with South African businesses to provide change management services and training. South Africa is undergoing a radical transformation that is pushing businesses to innovate and implement organisational shifts. Working with a change management specialist, such as Can!do, can help your business to identify areas of improvement and guide the organisation through the process of making changes. We can provide training and support to staff during the transition period, bringing our extensive change management knowledge and experience to the table. Our goal is to make organisational change successful and sustainable. For more information about our services, please contact us today. ___ Can!do works with large enterprises in South Africa to maximise the value of their employees, technology and business processes. To do this, we offer three fundamental services; change management, capability development and performance optimisation. We have 30 years of...

by Editor

February 21, 2023

News

What is ‘learning in the flow of work’ and why is it beneficial?

What is ‘learning in the flow of work’ and why is it beneficial? Editor As we enter the Exponential Age, where everything is accelerating at a rapid pace, workers need to upskill to keep up with changes in the global business environment. Dusting off their notebooks and sharpening their pencils, for many employees it has been several years since they sat down to actively learn something new. Global pressures to stay professionally relevant means that nearly a billion people are taking part in the reskilling revolution. Supporting employees while they step out of their comfort zones to refresh and refine their skills, businesses are setting up training programs based on the concept of ‘learning in the flow of work’. What is ‘learning in the flow of work’? Josh Bersin originally introduced the concept in 2018 and, since then, it has gained massive traction among learning designers and corporate training professionals. The idea is that learning should be embedded into the workflow and be accessible to employees when they need it. This can be done through providing learning resources within the context of the workflow, such as micro-learning tools, video tutorials and searchable databases. Technology has become an enabler, with digital tools making it easier to integrate on-the-job learning aids. Employees are able to quickly access the right information or learning material while they are working. Learning in the flow of work is all about providing employees with the right resources, in the right place, at the right time. This enables them to be more productive and effective in their roles. What are the business benefits of ‘learning in the flow of work’? Having access to the right tools and knowledge (at the right time) makes the learning journey immediately relevant and useful. Employees stay engaged and up-to-date on the latest developments in their field. This approach to professional development can help reduce the time it takes to learn something new, allowing employees to get up to speed and become productive more quickly. This serves to improve efficiency, which translates to improved business performance. Learning in the flow of work allows employees to quickly solve problems and improve how they perform their jobs. By having the right information readily available, they are able to quickly apply new knowledge and skills to their work without having to take time out of their day to search for it. Traditional training programs can be very time intensive, requiring employees to leave their desks to attend workshops or seminars. With learning in the flow of work, upskilling happens on the job during a normal workday. Apart from saving time, on-the-job training is generally less expensive to roll out than other forms of formal training. In-person training workshops, for example, require businesses to spend money on a venue and a trainer, while also paying staff to attend. By outsourcing to instructional designers and change management specialists, businesses can draw on the expertise of others to implement tailored training based on the concept of learning in the flow of work. What are the benefits for employees? Learning in the flow of work generally leads to greater job satisfaction and improved morale among employees. Businesses empower employees to take charge of their learning by being able to quickly access learning aids when they are needed. Self-directed learning is highly motivating as learners can choose what to learn, when to learn it, and how much time to spend doing so. Employees become accountable for their own professional development. Learning in the flow of work offers increased employee engagement and improved motivation. This which help to support employee retention and development. As the learning material is immediately relevant, employees can put it into practice as they learn, which improves knowledge and skill retention. Is your company ready for the future of jobs? The global workforce is preparing for tomorrow’s economy. Companies need to ensure their staff have the skills needed to adapt to new ways of working. In the World Economic Forum’s 2022 session on the Future of Jobs, discussions included the need for new skills and competencies, the potential for automation and how to ensure a fair transition for workers who may be displaced by digital and technological changes. To promote digital adoption flow in the workplace, it is important to provide employees with the right tools, resources and training. This ensures they can make the most of what is available to them. Learning in the flow of work does just this. This approach creates learning paths for each employee, provides incentives for learning. It ensures that learning is integrated into the daily process of work. By creating a culture of learning and experimentation, employees are more likely to successfully adopt new technologies and skills. Can!do offers capability development and bespoke training programmes for South African enterprises. Using principles such as learning in the flow of work, we create effective learning experiences for employees aimed at performance optimisation. Through our change management training, South Africa can stay abreast of the latest trends in talent development. For more information about our services, please contact us today. ___ Can!do works with large enterprises in South Africa to maximise the value of their employees, technology and business processes. To do this, we offer three fundamental services; change management, capability development and performance optimisation. We have 30 years of experience in these fields and have worked with leading companies in South Africa. We are a certified Level 2 B-BBEE company and a leading provider of new business systems and processes that drive user adoption. For industry insights and news, please follow us on Facebook, LinkedIn and Twitter. Contact Us