FMT Systems has three key points of engagement:
First, we work with the C-level executive team to establish or redefine the vision while clarifying their direction. It is essential for the C-level management team to provide and convey sustained commitment and leadership throughout a project and to articulate a new direction that makes sense to the organization. We work with the C-team to provide a temporary framework for the organization until it achieves its new structure.
Second, FMT Systems works with targeted managers and subject matter experts to define current and needed businesses processes. At this point, we conduct a gap analysis that identifies problems areas so new streamlined business processes will integrate successfully with new enterprise applications.
Third, we work with project teams to design, develop and publish business process materials, and to ensure a successful knowledge transfer.
Clients' successes . . .
Transition Planning and Change Management
Definition: Defining new direction with corporate leadership and identifying the needs of key stakeholders.
Once corporate leaders define and identify action items, the revised plan, our approach, and process maps must be successfully communicated. By incorporating C-level leadership, key functional stakeholders, and employees throughout this process, they become more willing to engage in this course of action and embrace the changes.
Situation: A global consulting and staffing firm retained FMT Systems to assist their C-level management and senior directors with re-engineering their vision and strategy for the corporate intranet.
After a series of intense focus group sessions along with C-level and IT interviews, FMT worked with the corporate intranet stakeholders and the Intranet Services group to develop a vision and multi-year strategy for the next generation intranet. In addition, FMT consultants uncovered a number of cost reductions, efficiencies, and revenue enhancements. These were analyzed in terms of degree of immediacy and difficulty and eventually implemented.
Results: The focus group and interview analysis enabled the client to identify "quick wins" for the user community while planning for longer term and more difficult improvements. This approach communicated to the user community that they were "being heard" and that their concerns were being acted upon in a timely fashion. The project manager expressed,
"Everyone is really impressed with the work you guys did. We've already put some of your recommendations into effect."
Definition: Involves teaching the entire corporate community about the new ways in which the organization will conduct its business. Business process education includes not only the new policies and procedures, but also the "why" behind those changes.
Situation: A global computer manufacturing company in Cupertino decided to implement an ERP application suite. In doing so, they were faced with changing how they conducted their business. We were brought in to work with the project team to assist with re-engineering their business processes. We were also charged with helping the project team understand how business processes can be driven by technology, policies, and procedures.
Results: The effective transfer of process education knowledge throughout the ERP project team allowed the client to integrate the newly designed business processes along with the ERP application suite more efficiently. In 1995, very few people understood business process and how comprehensive its effect is on an enterprise.
The ERP project team kept saying, "This is amazing. You make it look so easy!"
Definition: Teaching the user community how an enterprise application can systemically affect jobs, departments, and processes. Training must integrate with the targeted users' business process understanding otherwise it will be an exercise in futility. Application training is more than "press this key" or "click the Insert button." As one of our clients is fond of saying,
"I don't care how simple the application is. If you don't understand the business process driving it, you can't use it effectively."
Situation: A mid-size capital equipment manufacturer contracted with FMT Systems to ensure that the application training delivered demonstrated clear integration with the new business processes.
Results: As a result, the users' post-implementation productivity increased by 13%. These results were very acceptable when compared to the industry norm of a 25% post-implementation productivity drop.
Post "Go Live" Support
Definition: Includes providing both expert analysis and advice on how to use the enterprise application efficiently and performance management support.
Situation: An emerging technology company was implementing several self-service Web applications and ran into challenges following the implementation. While some of the user community found the self-service applications easy to use, a larger portion of the users encountered difficulties. Post implementation, FMT Systems designed several brief "tips and tricks" seminars, job aids, and handouts to assist those users having problems with the Web applications.
Results: This resulted in savings of 15% for the client through more timely submission of purchasing and employee information documents and 10% productivity increase from the user community.
FMT consultants and trainers deliver presentations at a variety of regional events throughout North America.
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