Thought Leadership Articles & News

Unlocking Business Value with Your ERP Implementation

The achievement of value should be at the forefront of implementation decisions. It is not customizations that cause ERP projects to fail, but the lack of defined value that should determine if the customization is needed. Value on an ERP project comes from improving capabilities and becoming more efficient. Taking the time to define the areas where the business should focus will ensure that the right capabilities are implemented for a better impact to the business. Read the full article, which outlines the six steps that provide a path for defining value and infusing value through in the implementation stages.

Navigator Management Partners Opens Cleveland Office

Navigator Management Partners is excited to announce the opening of their Cleveland office, expanding their Midwest region into Northeast Ohio.

Navigator Fights Back

Navigator is proud to be participating in Pelotonia for the 7th consecutive year! Pelotonia is a cycling event that was established with the objective to fund life-saving cancer research. We work toward one goal >> end cancer. 

SAVE THE DATE! We invite you to join us for our signature event on June 15 from 6:30PM - 9:00PM at The Vue (95 Liberty Street, Columbus, OH), featuring Doug Ulman, Pelotonia CEO, as our keynote guest.

Fostering Partner Collaboration

Collaboration is one of those values that most companies strive for as part of their culture and their ERP projects, but many fall short of in terms of achievement. Here are three things that will foster the right environment for collaboration on ERP projects:

1.    Strong leadership from willing implementation partners
2.    Open lines of clearly defined communication channels between partners
3.    Defined roles and responsibilities for implementation partners

The Value of Change Management

Prosci's 2016 Best Practices in Change Management report finds that 95% of projects with excellent change management programs met or exceeded their project objectives. This means that these projects are "six times more likely to meet objectives than those with poor change management." Change is hard but organizations that prepare, manage, and reinforce the people-side of change find it more likely to achieve true project success. Read further and get an inside look at real-world project successes.
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