Are Your Executives Engaged In Your Potential ERP Initiative?

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As software continues on its mission to meet the demands of an ever-changing world, business leaders are cognizant that digital transformation is not a question of if but when. A recent survey of 2,216 executives by PricewaterhouseCoopers said that 80 percent of respondents believe identifying opportunities to digitize the company is critical to its future success, with the onus on developing a digital IQ in every corner of the organization.

What is clear is that any potential digital initiative, such as the integration of enterprise resource planning software or any number of business efficiency tools must be supported from the top down. ERP software, for example, will have a significant effect on how a company operates, especially if that organization is transitioning to a more cloud-based work environment.

Executives Must Understand A Digital Ecosystem

In the last 10 years, the idea of an enterprise-wide digital IQ has become more prevalent. PwC defines this business tool as "the measurement of an organization's abilities to harness and profit from technology," an indicator of success which encompasses both internal systems and the company's engagement with customers.

Two years ago, a similar survey by PwC said that 67 percent of respondents thought that their companies had strong digital IQ. Logic would seemingly dictate that this number will continue to rise as more digital investments are made, but it appears not to be the case. In 2016, for example, that figure had dropped to around 52 percent among executives and decision-makers, with the 2017 report noting that the definition of what a digital transformation involves varies from company to company.

"The days of a purely on-site workforce are long gone."

In addition, the connected society has accelerated the need for those at the top to understand the importance of the digital ecosystem. The days of a purely on-site workforce are long gone, replaced by a mobile and remote employee base, made up of individuals who can tap into the company's systems at any time. At the same time, the effectiveness of these integrated systems is predicated on how engaged executives are in both the initial implementation and subsequent integration phase.

A successful ERP integration will increase the availability of information, improve productivity, reduce direct operating or labor costs and allow for more interaction between internal teams and external customers. Organizations that have a dedicated chief information officer, for instance, will be more likely to support the initiative from the top down, which will allow vendors (with the support of an IT team, naturally) to deliver the business goals required for success.

Planning For Success

Decision-makers have to make sure that every level of the organization knows what the digital roadmap will be and, importantly, ensure that the technology initiative is leveraged in such a way that it becomes both seamless and scalable. In other words, an executive team must rethink how the the company defines and delivers digital experiences, creating a culture of tech innovation and adoption that can bolster the balance sheet.

One caveat to take into account is that decision-makers may be under the impression that their involvement ends when they sign the check. However, this is often not the case. Buying-in to a digital initiative is merely the first step. More often than not, the transformation will require the company to expand and improve the aforementioned digital IQ via executive decisions that will have a trickle-down effect on the rest of the workforce. And that is where the fun begins.

Accent Software has been deploying ERP solutions for over 15 years. As a certified Microsoft Business Solutions partner, we provide a range of vendor-vetted Microsoft Dynamics NAV implementation services that allow companies to streamline backend systems, increase productivity and maintain a healthy bottom line.

Learn more about Accent Software today!

Key scheduling features every ERP should have

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The Manufacturing Enterprise Solutions Association in 2006 connected with more than 130 manufacturing stakeholders at organizations across the country and asked these production professionals to cite the key performance indicators they use most in their operations. More than 70 percent of respondents attested to utilizing "on-time-delivery-to-customer-request" and "on-time-delivery-to-commit" metrics – two performance measures dependent on effective scheduling.

These figures encapsulate the priorities of modern manufacturing organizations, most of which carefully plan production activities to meet the ever-growing demands of the post-Amazon customer. When adopting new enterprise resource planning technology, these firms must therefore pinpoint vendors that offer solutions equipped with ample scheduling components. What might these be? Here are some of the key scheduling features every ERP solution should have:

Special project management
Market segmentation continues to intensify. Every day, new groups and subgroups of consumers form, forcing manufacturers to take on smaller, more unique jobs. Consequently, many ERP software providers are rolling out products that take this development into account by facilitating one-off project design and management, according to TechTarget. These scheduling modules allow production stakeholders to allocate the required resources toward orders for niche customers and schedule these specialized jobs to move forward, even as larger projects take place in the background. Special project management tools also come equipped with partitioned accounting tools so chief financial officers and other accounting personnel can easily track the costs that come along with one-off assignments.

Finite and infinite scheduling
Manufacturers leverage two central scheduling methodologies: finite and infinite. The first strategy, sometimes called finite capacity scheduling, involves developing production workflows that reflect the amount of work that can be completed depending on preestablished timelines and the availability of finite resources, such as shop-floor equipment with mechanical limitations, TechTarget reported. Operational stakeholders utilizing this methodology often leverage decision support modules within ERP software to create ideal finite scheduling strategies. The second approach entails scheduling work based on the inventory of infinite resources such as staff, according to IT Toolbox. Theoretically, production leaders could schedule personnel to work around the clock, making physical employees an ever-available commodity. 

The best ERP solutions offer scheduling features that can address both of these models and build production calendars based on both finite and infinite resources. Most organizations develop schedules that include a mix of both asset types and should therefore be able to depend on their backend technology to understand the difference between the two and schedule productions workloads accordingly.

Purchasing and procurement
No matter the amount of man or machine power a manufacturer may possess, no work gets completed unless there are physical raw materials on hand. Of course, these components do not just materialize out of thin air – procurement professionals must work with external suppliers to get essential products through the door and onto the line in time to meet existing ship dates. Specialized ERP scheduling modules often buttress this bit of logistical strategy, giving procurement teams the power to coordinate supplier schedules with internal production targets, according to IT Toolbox. And, in most cases, these features also support internal resource issuance processes, ensuring that operational leaders use available materials effectively so as not to create compound scheduling issues.

Manufacturing firms navigating the ERP market would be wise to focus on systems that offer these key scheduling features. Here at Accent Software, we deploy ERP solutions that come equipped with such central components. As a certified Microsoft Business Solutions partner, we provide vendor-vetted Microsoft Dynamics NAV implementation services, giving industrial businesses the power to streamline their backend systems, boost productivity and bolster their bottom lines. Reach out to learn more about how our offerings can revolutionize your enterprise, from the back office to the shop floor. 

Why automated job costing is more important than ever

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The global market for industrial control and factory automation is expected to surpass the $155 billion mark by the end of 2017 and move upward to more than $239 billion by 2023, according to research from MarketsandMarkets. Why is this sector experiencing so much growth? Manufacturers everywhere are actively embracing the core tenet of Industry 4.0: automation. An estimated 1.8 million industrial robots are in operation in factories around the world, according to the International Federation for Robotics. Analysts for the organization believe this figure will increase to more than 3 million within the next three years, as cutting-edge corporations here and abroad adopt automated workflows designed to bolster productivity.

Of course, robots do not drive progress in isolation. Businesses must automate ancillary industrial activities and processes to match the world-class efficiency these machines are capable of achieving. As a result, many firms are adopting advanced software meant to streamline everyday enterprise practices, including job costing. Manufacturers of all sizes use this methodology to right-size their operations and forecast the production expenses that come with each and every order, TechTarget reported. Manufacturing organizations on the path to adopting large-scale automated technology like robotic production equipment or simply exploring initial options should consider installing advanced software that automates the job costing process. These solutions not only represent the first phase in the journey toward complete industrial automation but also facilitate short-term operational benefits that can catalyze short-term gains. Here are some of the more immediate advantages that come with adopting automated job costing software:

Easing the administrative burden
Companies with traditional job costing operations rely on human-driven workflows. Employees drive these processes, which normally involve multiple steps, starting with job identification, according to BizFluent. During this phase, job costing personnel identify an upcoming order. With this baseline data in hand, they then determine the direct costs associated with the job – a figure that includes material, manpower and other variables. They then assess indirect expenses using an established allocation rate, and then calculate a final cost, along with a revenue projection. This process can take considerable time, especially when it involves manual practices.

Automated job costing software offers a streamlined, computer-driven workflow that emphasizes speed. Instead of navigating multiple systems or working out job costs manually, operational personnel can easily access the integrated financial data they need to offer sound job cost projections.

Improving accuracy
Accuracy is, of course, essential when it comes to job costing. Manufacturers must go into every project with reliable figures or risk drastically overspending. The manual processes do not facilitate the kind of fiscal precision required to effectively determine job costs, as they are human-driven and thus susceptible to human error. Automated job costing software takes this risk out of the equation, allowing industrial firms to assess project expenses with confidence via integrated, powerful accounting modules. 

Reducing costs
Businesses that adopt automated job costing software and manage to achieve the benefits described above normally also experience operating cost decreases. With their administrative burdens reduced, workers can reallocate their energy toward activities that grow revenue and away from non-value-adding practices, which can cost $2,400 per activity per year. Of course, increased job costing accuracy lays the groundwork for additional cost savings, as operational personnel can churn out reliable projections that offer correct materials, production and staffing figures. 

With the pace of manufacturing automation quickening, it is essential that firms in the industrial space do all they can to optimize their workflows, including those related to seemingly unremarkable tasks such as job costing.   

Is your manufacturing organization interested in putting into place software that supports these improvements? Connect with Accent Software today. As a certified Microsoft Business Solutions partner, we provide vendor-vetted Microsoft Dynamics NAV implementation services, giving industrial businesses the power to streamline their backend systems, boost productivity and bolster their bottom lines. Reach out to learn more about how our offerings can revolutionize your enterprise, from the back office to the shop floor.  

Strategies for avoiding an ERP user engagement disaster

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Numerous pitfalls can materialize during the enterprise resource planning implementation process. From flagging executive engagement and support to outright vendor dysfunction, myriad risks have the potential to arise. However, few of these hazards can prove as disastrous as user apathy or resistance. When employees fail to embrace new ERP solutions or actively avoid them post-implementation, the likelihood of project failure rises significantly. In 2016, more than one-quarter of the organizations that embarked on ERP implementations ultimately failed, according to research from Panorama Consulting. It is likely that these outcomes directly correlated to flawed change management techniques, especially those related to end users.

Businesses can void project failure due to lacking employee engagement by implementing user-friendly planning processes and workflows that empower end users and pave the way for long-term ERP success. Here are some of the most effective strategies for accomplishing this lofty yet important goal:

Focus on communication
Like most large-scale enterprise projects, ERP implementation unfolds from the top down as executive leaders offer funding and support, and carefully-chosen cross-functional operational teams execute on the ground floor. This arrangement creates an internal barrier between employees heavily involved in implementation activities and others focused on everyday business concerns. While perfectly logical, this natural division of labor can lead to communication issues that can fester over time and eventually lay the groundwork for employee resistance, according to TechTarget.

Implementation teams can overcome these problems and stave off user engagement disasters by developing and deploying detailed communication plans that keep workers not involved in ERP activities in the loop. These project groups must consistently reach out to their colleagues and offer updates on their progress, as well as field any questions or listen to any suggestions eventual end users might have. In the end, open communication channels help bolster engagement throughout the ERP implementation process and reduce the likelihood of project-killing internal resistance.

Provide effective training
ERP implementation catalyzes organization-wide transformation. As a result, workers must drastically reconfigure their workflows to accommodate system usage. For employees – especially those who have been entrenched in the business for some time – handling such a sea change is no easy task. These individuals need support from ERP project teams in order to embrace new processes and leverage them to generate gains in efficiency and productivity. Should this help never materialize, most are perfectly comfortable returning to their previous workflows and leaving new ERP technology untouched.

Businesses can avoid this unique brand of user engagement failure by providing training resources and working with employees to understand and grapple with change, according to Deloitte. In addition to developing detailed instructional guides for navigating new technology and facilitating real-time support options, project teams should map out how ERP implementation affects each and every role within the organization. This exercise places the topic of user engagement front and center, and provides a guide for all activities centered on this important subject.

Add an element of fun
While exciting, ERP implementation is rarely fun, especially for nervous end users dealing with project-related disruptions and the prospect of completely changing how they work on a daily basis. However, the internal teams tasked with installing new ERP platforms can add an element of whimsy to the process to raise spirits and prevent building workplace pressure from combusting into full-blown user revolt, ERP Focus reported. How? Many organizations embrace gameified employee engagement tactics that not only facilitate fun but also contribute to implementation efforts. For instance, many roll out pre-launch system-continuity challenges where users attempt to test the limits of new ERP technology. This kind of activity allows workers to blow off steam and offers usable feedback that project teams can use to improve the end product.

Strategies such as these can help enterprises navigating the ERP implementation journey avoid user engagement disaster and implement solutions that generate healthy return on investment. Here at Accent Software, we develop ERP products that do just that. As a certified Microsoft Business Solutions partner, we provide vendor-vetted services and solutions, rolling out transformative ERP installations capable of boosting productivity and bolstering bottom lines. Connect with Accent Software to learn more about our offerings.  

The evolution of Microsoft Dynamics NAV

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Last month, Microsoft announced the arrival of its new-and-improved Microsoft Dynamics NAV platform during the Directions North America conference in Orlando, according to ZDNet. This updated iteration, codenamed "Tenerife," represents another step in the evolution of a powerful product that continues to move forward with the marketplace.

The roots of NAV
In 1984, Technical University of Denmark students Jesper Balser, Peter Bang and Torben Wind developed and released PC Plus, an application that allowed organizations to track accounting and warehousing operations, according to ERP Software Blog. The three software developers built out the solution over the next three years and in 1987 launched NAV, which became the first enterprise resource planning solution to leverage client-server functionality. IBM went on to invest in the application, launching a proprietary platform called IBM-Navigator.

Balser, Bang and Wind eventually launched their own company, called Navision, and began distributing their solution independently, developing an enterprise user base that stretched across Denmark. In 1990, the trio debuted an updated version based on the AL language. This digital dialect gave users and implementation partners the power to customize NAV installations via more than 1500 modular components.

American businesses started implementing NAV in 1994 using a disk operating system. Within a few years, the product became ubiquitous in the states. Adoption accelerated with the release of the third iteration of NAV, which featured cutting-edge data storage and management tools that supported databases that could hold accounting, distribution and manufacturing information. During the late 1990s, Navision rolled out Microsoft integration capabilities in an effort to court the growing number of enterprise Windows users.

In May 2002, Microsoft acquired Navision for an estimated $1.3 billion, CRN reported. The Redwood, Washington-based firm integrated the Danish software provider into its Business Solutions division.

NAV under Microsoft
Soon after its acquisition of Navision, Microsoft launched an internal ERP product development initiative called "Project Green," according to Redmond Channel Partner. In September 2005, the technology giant announced that it intended to split the all-in-one solution developed under "Project Green" into multiple products designed for small-to-medium-sized businesses bearing the Dynamics moniker, including Microsoft Dynamics NAV.

"We have designed the next generation of our business solutions, which we're calling Dynamics, around 50 of the most common roles in a midsize company," then Microsoft CEO Steve Ballmer told the publication. "These solutions expose and connect the specific activities, processes and reports people need for real jobs inside a company, whether they're the president, the finance manager, the warehouse worker or the support clerk."

In the years since, Microsoft has updated the product numerous times, expanding its functionality to match the needs of ever-evolving organizations. Now, an estimated 110,000 companies worldwide rely on Dynamics NAV, according to ERP Software Blog.

In July 2016, Microsoft announced that it would bundle Dynamics NAV with its customer relationship management solution to form the cloud-based application suite Dynamics 365, ZDNet reported. The company also opted to include an ERP accounting add-on, developed under the codename "Project Madeira," with the Software-as-a-Service package. Last month at the Directions North America conference, Microsoft offered more fleshed-out release plans and publicized the "Tenerife" update, which will ultimately replace Dynamics NAV within the new Dynamics 365 suite, according to MSDynamicsWorld.

The solution comes with a number of exciting new updates, most notably, a representational state transfer application programming interface component that gives enterprise users the power to integrate their ERP implementations with Microsoft Graph and Azure Active Directory, as well as other third-party applications. These components constitute the latest evolution of Dynamics NAV, which continues to power businesses across the globe.

Here at Accent Software, we provide world-class Dynamics NAV implementation services for companies of all size. As a certified Microsoft Business Solutions partner, we offer vendor-vetted services, installing transformative solutions capable of boosting productivity and bolstering bottom lines. Connect with Accent Software to learn more about our offerings.

ERP technology: The key to lean manufacturing operations

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In the years following the Second World War, Japanese industrialists Kiichiro Toyoda and Taiichi Ohno of Toyota Motors looked on from afar as Henry Ford's once dominant automotive empire wilted beneath the weight of increasingly complex production machinery, according to the Lean Enterprise Institute. The American innovator had invested in more powerful equipment and expansive workflows in an effort to cut costs. He had ultimately succeeded but sacrificed efficiency along the way. Throughput times and inventory were building. Worse yet, the newer shop-floor assets offered little flexibility from a fabrication perspective, which presented a very real problem for Ford, who was now navigating a maturing market populated by consumers looking for variety. The novelty of the barebones automobile had worn off – buyers wanted the bells and whistles.

Toyoda and Ohno saw an immense opportunity. They reasoned that by designing processes that prioritized workflow efficiency and organization over mechanical strength, they could roll out new automobiles at an accelerated pace while maintaining high quality standards and facilitating the operational scalability needed to succeed in the modern marketplace. This strategy, later deemed lean manufacturing, transformed Toyota into the one of the largest, most successful corporations in the world. Today, the organization owns more than 15 percent of the automotive market share, putting it second only to its American rival General Motors, The Wall Street Journal reported.

Other follow suit

According to Manufacturing Global, numerous firms have followed in the footsteps of Toyota, including Nike, John Deere and, the inspiration for Toyoda's and Ohno's efforts, Ford. In 2014, analysts for the Aberdeen Group surveyed more than 170 industrial leaders across multiple sectors and found that 60 percent had discrete or documented lean processes in place.

The lean methodology is well on its way to becoming the industry-standard approach to mass production and replication. Businesses on the outside looking in should start developing adoption plans and implement the backend technology needed to support the scaled-down, versatile workflows that characterize this strategy. Enterprise resource planning technology should be at the top of every implementer's list, as these platforms are key to effective lean manufacturing operations. How?

The lean manufacturing methodology promotes efficiency above all else. The lean manufacturing methodology promotes efficiency above all else. 

ERPs facilitate waste reduction
Waste is the ultimate enemy of lean manufacturing operations. ERP solutions help reduce misspent resources through data-based forecasting, according to the consulting group WIPFLi. Shop floor personnel can use production insights to right-size their resource allocations based on demand, reducing the likelihood of costly waste. Businesses can use the same methodology when it comes to staffing by equipping managers with ERP access and allowing them to assign shifts with pinpoint precision.

ERPs support efficiency
Traditional paper-based processes do not jibe with lean manufacturing strategies, which are designed to emphasize efficiency at all levels of the operation. ERP solutions give organizations the ability to digitize outmoded workflows and embrace more nimble administrative methods, Industry Week reported. With such web-based automated processes in place, production and shipping teams can quickly and easily access customer orders, and ultimately get quality products out the door under deadline.

ERPs promote transparency
Of all the core ideas that define the lean manufacturing methodology, few carry as much weight as the notion of continual improvement. True lean adherents implement expansive workflow refinement programs that run non-stop.

ERP platforms can provide the framework for such initiatives via transparency-enabling data-mining features. Shop floor stakeholders can easily log into ERP portals to view production data and look for areas that require remediation. This capability alone makes the technology a great tool for any manufacturer considering embracing the innovative ideas that Toyoda and Ohno formulated decades ago.

Is your manufacturing firm interested in making the move to lean processes? Connect with Accent Software. As a Microsoft Gold Partner, we offer vendor-vetted Dynamics 365 implementation services. Contact us today to learn more.

How ERP solutions help solve modern inventory challenges

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Inventory management is no easy task nowadays. Changing consumer trends and shrinking delivery windows complicate warehouse operations, stretching traditional fulfillment workflows to their limits and, in some cases, catalyzing complete dysfunction. Businesses can avoid both of these costly outcomes by implementing enterprise resource planning solutions. These platforms facilitate optimal operational visibility and give warehouse staff the power to effectively address key inventory challenges that materialize when legacy processes meet the modern marketplace. Here are some of the common inventory management issues ERP platforms can help solve:

Inventory inaccuracy
Today, enterprises must achieve a delicate stocking balance. They need enough product to meet demand but not so much that items take up space for extended periods of time and drain resources. Sadly, many organizations fail in this regard, according to Industry Week. Some of these firms run out of product when demand nears its peak, while others maintain larger-than-required stocks that decrease cash flow. ERP solutions can easily prevent both of these outcomes, lending operations staff the visibility they need to manage stock and create seasonal forecasts for future use.

Ineffective performance measurement
Businesses must emphasize continuous improvement to remain competitive, as consumers are more demanding than ever. Unfortunately, most legacy warehouse management processes do not support the data collection workflows needed to track metrics like customer satisfaction and warehouse efficiency, according to Entrepreneur. Without this information in hand, operational stakeholders cannot see baseline performance measures and develop effective improvement strategies, should they be required. ERP platforms solve this problem, giving organizations the power to collect data of all kinds, from customer feedback to raw order intake and shipping numbers.

ERP platforms can solve key inventory management challenges.ERP platforms can solve key inventory management challenges.

Antiquated backend tools
Established backend systems like Microsoft Excel continue to see widespread use across enterprises in myriad industries – and for good reason. These tools have proven themselves reliable, buttressing critical internal workflows for decades. However, the golden era for these once-reliable legacy assets is coming to a close due to the rise of industrial automation. Spending on cutting-edge automated technology such as robotic production equipment continues to grow, according to the International Data Corporation. At the same time, businesses are streamlining backend processes to match these advanced fixtures, as human-driven administrative and data-entry workflows are no longer viable.

While most companies are not yet in the position to fully embrace automation, they can prepare for the future and bolster efficiency by swapping spreadsheet-generation software for ERP platforms, according to TechTarget. These solutions allow shipping and receiving leaders to automate data collection and entry processes. This makes it easier to transition to fully automated workflows down the line while improving operations in the short term.

Vendor relationship problems
Collaborating effectively with vendors is now more important than ever. Apart from monolithic entities like Amazon, businesses cannot capably run their operations without external assistance. As a result, maintaining good relationships with third-party collaborators is absolutely essential. However, many firms struggle in this area due to the presence of ineffective internal processes or simple incompetence. This creates immense risk, as vendors could simply pull out of existing contracts to focus on more reliable, profitable and sustainable clients. 

ERP solutions can address this issue, providing streamlined communication channels that make it easier to stay in sync with vital business partners, according to IT Toolbox.  

Does your organization need assistance solving some of these common inventory challenges? Connect with Accent Software today. As a Microsoft Business Solutions Partner, we have been providing vendor-vetted Dynamics NAV ERP implementation services for over 15 years. Contact us to schedule a consultation and see what our seasoned implementation specialists can do for your business.

Key ERP security risks and what you can do about them

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Enterprise resource planning systems are ubiquitous across myriad industries. Why? Business can compete in the modern marketplace without these essential platforms. For this very reason, an estimated 81 percent of organizations have implemented ERP systems or are in the process of doing so, according to research from Panorama Consulting Solutions. Of course, these solutions, like all software, are susceptible to intrusion. Even on-premises setups tucked away in server rooms are under attack from a growing group of hackers and cybercriminals. 

These outside actors orchestrated more than 42,000 digital strikes last year, infiltrating mission-critical applications to siphon off sensitive data or wreak havoc within internal networks, according to analysts for Verizon Wireless. An ERP platform is an ideal target for hackers, as it contains both company and customer data and drives the backend machinery that makes business possible. That is why more than 60 percent of information technology specialists rank these systems above accounting or human capital management software, ERP Scan and Information Security found. Unfortunately, few companies act as if this is the case where data security is concerned. Only 44 percent order IT to perform monthly ERP security checks, according to ERP Scan and Information Security. And, a startling 14 percent never search their ERP solutions for vulnerabilities.

This state of affairs poses serious problems for organizations, as cybercriminals gain strength and bring about new data security risks, IT Toolbox reported.

"Hackers have shifted their focus from individuals to enterprises," Alexander Polyakov, chief technology officer for ERP Scan, told the publication. "We can expect an increasing number of targeted attacks, including ones against ERP systems. There are a lot of resources on the Internet providing all the required information on the ERP's architectures for attackers to customize their techniques."

To truly bolster their digital defenses and properly protect their ERP platforms, firms must first understand the threat environment. 

The rise of ransomware
This attack vector has experienced a meteoric rise in recent years, according to Verizon. The wireless carrier found it to be the 22nd most-used category of malware in 2014. This past year, it climbed to the fifth spot. Why are hackers embracing this particular virus? Ransomware makes it easy to collect money from unsuspecting victims. In most cases, this kind of nefarious program is delivered via an email client, where a user accidentally access it. The malware locks the computer and displays a ransom message demanding payment in exchange for system access.

A vast majority of victims pay the requested amount. For instance, more than 70 percent of the enterprises that suffered malware attacks in 2016 ended up paying their attackers, according to research from IBM. Half of these companies paid more than $10,000, while 25 percent paid between $20,000 and $40,000.

Unfortunately, ransomware continues to grow in complexity. The early versions that appeared on the internet in 2005 simply locked mouse and keyboard functionality, Wired reported. Newer versions come equipped with automated encryption components that seal off file access using a unique security key only the hacker knows. This makes it nearly impossible to bypass the malware without paying the ransom. Of course, companies are probably wondering how the threat of ransomware affects ERP platforms.

Once in the company network, this malware stops all connected systems in their tracks – including ERP solutions, according to IT Toolbox. Businesses with mobile-ready ERPs are at an even greater risk of suffering from ransomware attacks, as corruptible email clients share the same space as end-point ERP portals.

Businesses must protect their ERP solutions from cyberattacks.Businesses must protect their ERP solutions from cyberattacks.

Insiders do damage
Verizon recorded more than 7,700 of instances of privileged user misuse last year, 81 percent of which involved employees. In most cases, these individuals sought insider secrets they could sell on the black market, while others, roughly 17 percent, were simply snooping around in internal networks. This is an immense problem, no matter the motivation of the perpetrators. Seemingly harmless system snoopers can create legal liabilities, while more nefarious internal actors can steal sensitive trade secrets or purloin company funds via payroll fraud. 

Sadly, most companies are not prepared to deal with insider threats. In fact, an estimated 49 percent do not have user role management workflows in place, meaning system access is granted with little consideration for how misuse might affect the organization, according to research from Raytheon Cyber. Additionally, of the businesses that do have these processes in place, more than one-third leave it up to business units to determine what level of access employees receive. Only a quarter assign this duty to the area of the enterprise equipped to handle it: the information technology department.

ERP systems are, of course, vulnerable to this threat, as disgruntled workers or those looking for financial gain can easily leverage their credentials to misuse such platforms.

The password conundrum
Despite the consistent, widespread focus on password security, these key security phrases continue to pose problems for enterprise software users and their employers. To put it simply, employees are not trying hard enough when it comes to drafting effective passwords, according to research from Splash Data. Earlier this year, the password management company evaluated more than 5 million stolen corporate credentials leaked for public use in 2016. The password "123456" accounted for 4 percent of the entries and a startling 10 percent of the users employed credentials appearing on Splash Data's Worst Password list, which includes anemic phrases such as "password," "qwerty" and "login."

The data also revealed another troubling password trend: simplified word variations. In addition to the passwords above, many users employed easy-to-guess variations like "1234567" and "passw0rd."

"Making minor modifications to an easily guessable password does not make it secure, and hackers will take advantage of these tendencies," Morgan Slain, CEO for Splash Data, explained in an interview with Dark Reading.

Cybercriminals have indeed exploited this and other credential-related user tendencies. In fact, 81 percent of hacking-related breaches that occurred last year involved stolen login credentials, according to Verizon. This security risk certainly applies to ERP platforms, as most employ password protected portals.

Addressing the risks
With these and many other data security threats in play, organizations must bolster their ERP security strategies and employ policies that actually work.

When it comes to tackling ransomware, employee education is the most effective tool, ERP Focus reported. System users must have the knowledge required to spot suspicious messages and other web-enabled content that could carry the malware. Additionally, IT teams should address malicious websites, which constitute the second most common entry point for malware. Apart from this extra training, organizations can implement anti-virus software and build out robust back up and business continuity strategies ready for use in the event that ransomware does find a way into the internal network and cause problems.

"When it comes to tackling ransomware, employee education is the most effective tool."

Addressing unauthorized system access necessitates internal restructuring. The IT department – and, ideally internal data security specialists – should have full control over the credentialing process, as this business division is best equipped to evaluate the potential for insider abuse. Most ERP platforms come equipped with role management features, meaning few technical changes will be required. However, adopting user behavior monitoring software is a wise choice, according to ERP Scan. These platforms can lend IT teams system-specific visibility and allow them to identify malicious behavior.

There are limitless solutions to the password problem. For instance, credential crafting methodologies such as Diceware give users the ability to create powerful passwords without wracking their brains for easy-to-memorize phrases, The Intercept Reported. Of course, the organization itself must get involved as well. Establishing basic data security training programs helps, as does official company policies designed to encourage sound password usage. ERP Focus suggested instituting mandatory, company-wide password-change policies.

These strategies can help companies with ERP platforms fight back against the hackers and cybercriminals taking aim at their online assets. However, those managing older legacy systems might consider trading in these platforms for newer, easier-to-protect alternatives. Is your organization in this unfortunate position? Connect with Accent Software. As a Microsoft businesses solutions partner, we offer the Dynamics NAV/ERP platform, which is backed by top-of-the-line security from Microsoft. Learn more about our offerings today.

4 ERP planning and design strategies for project success

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Most organizations enter the ERP implementation process with the understanding that deploying such a system requires considerable time and resources. In fact, the average ERP project unfolds over 16 months and costs $1.3 million, according to research from Panorama Consulting Solutions. Despite this awareness, many undercut their initiatives during the initial planning and design stages, embracing problematic workflows that carry long-term, negative repercussions.

With this in mind, adopters must navigate the opening phases of the ERP implementation journey with great care and deploy procedural methodologies that facilitate the roll out of an effective, return on investment-rich system. Here are some tried-and-true ERP planning and design strategies in use today:

Obtain organization-wide support
Employees engaged with backend support systems and other hidden enterprise machinery easily understand the merits of an ERP. However, those in non-technical departments may not. In reality, most workers resist operational changes of any kind. Last year, Deloitte connected with ERP project leaders across myriad industries and asked them to identify the biggest roadblocks to implementation. More than 80 percent cited resistance to change as the top barrier. This is not some minor problem to be solved via top-down directive. No matter what business leaders say, employees will use whatever workflows support productivity. Most are more than willing to create workarounds to surpass technology they view as cumbersome or ineffectual.

ERP project teams must address this potential problem at the outset. How? Actively connecting with workers and explaining the benefits of the ERP is a good start, according to Deloitte. Stakeholders should help everyday employees understand the business case for the new system and communicate how said solution will fit into everyday activities. The latter variable is especially important, as end users will want to know how the platform will affect the day-to-day.

Of course, project leaders should also spend considerable time making a similar case to the executive team, CIO reported. C-level support is absolutely critical, for organizational leaders are responsible for freeing up the resources required for implementation. Plus, these high-ranking personnel can use their clout to further reinforce the importance of the project within the business and encourage widespread use. Stakeholders can win over executives by presenting detailed implementation plans and budget information. Additionally, it is wise to update business leaders throughout the lifetime of the project to keep them engaged and on board.

ERP adopters should focus on strong system planning and design.ERP adopters should focus on strong system planning and design.

Create a realistic budget
ERP implementation is expensive. While the average project cost has fallen in recent years, most enterprises still shell out millions to adopt ERP platforms. Although these expenses even out in the long run as the business grows with the new backend system in place, companies must still pay considerable amounts up front. Unfortunately, many adopters attempt to control costs by embracing overly conservative budgets that do not comport with the reality of ERP implementation. That is why a significant portion experience cost overruns. Last year, for example, an estimated 74 percent of companies with active ERP projects in place watched as actual spend surpassed projections, according to Panorama Consulting Solutions.

Businesses adopting ERP platforms can avoid this mess by researching average project costs and creating detailed implementation plans that cover everything from system design to employee training. This way, stakeholders and their C-level supporters can have an accurate, clear picture of the road ahead and set aside the right amount, as opposed to the figure that feels good.

Pick an experienced partner
ERP solution providers offer all sorts of proprietary platforms stuffed with flashy, seemingly essential product features. This state of affairs can create problems during the system evaluation phase, as project team members get overly invested in software demonstrations and push for vendors based solely on what unfolded on the screen before them. This is not the ideal methodology for selecting an implementation partner.

Instead, project teams should sit down and develop a list of must-have platform features that correlate to larger business goals, Manufacturing Business Technology reported. This pragmatic approach will lend those on the ERP evaluation group clarity and help them see past the gimmicks that fill most product demos. In addition to finding vendors that offer the right ERP components, adopters must also focus on working with partners that have demonstrable industry experience. Simply selecting good software is not enough. Project teams must pinpoint vendors that can integrate their solutions into industry-specific production environments.

Design something that works
When it comes down to designing an effective system, project teams tend to focus on larger backend components that power mission-critical ERP processes. These fixtures are, of course, immensely important but it is often better to take a more holistic approach to product design so as to roll out a system that not only possess great computational power but also works within the context of the business, according to ERP Software Blog.

In addition to pinpointing critical components and linking them to overarching business targets, project teams should spend considerable time contemplating usability concerns. Can employees easily incorporate system usage into their work days? Will the ERP data entry process bolster productivity or hinder it? These are incredibly important factors. Additionally, technical experts from the information technology department must evaluate the system and its infrastructure to ensure it integrates well with the existing company network. Operational leaders should conduct similarly intense functional reviews to understand how the ERP might affect production workflows.

Using this approach, project teams can work with vendors to create ERP platforms that suit the business and function flawlessly.

ERP implementation comes with considerable risks. However, businesses can mitigate these dangers by embracing pragmatic solution planning and design processes like the ones mentioned above. 

Is your organization prepared to embark on the ERP implementation journey and in need of a trusted software provider? Connect with Accent Software. As a Microsoft business solutions partner, we offer the Dynamics NAV/ERP platform, an ideal choice for enterprises of all sizes. Contact us today to earn more about our software and service offerings. 

How to earn executive support for an ERP change

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Information technology teams can easily identify an enterprise resource planning system nearing its expiration date. However, business leaders are less inclined to declare an expensive piece of company infrastructure dead. Last year, implementers spent an average of $1.3 million per ERP project, according to research from Panorama Consulting Solutions. With this much sunk capital on the books, it can be difficult for those in the executive suite to walk away and green-light the search for another solution.

Of course, most internal IT specialists understand that an unsustainable system can result in maintenance overruns and lost opportunity costs that far outweigh initial implementation expenses. With this inevitable situation in store, technology teams must push past initial C-level resistance, craft a strong case for change and ultimately gain the executive support needed for an ERP upgrade. Here are some tried-and-true techniques for achieving this goal:

Begin with directors and managers
The process of gaining executive by-in often begins with a trip to the corner office. However, in this case, IT workers and others searching for change should start with mid-level management, according to ERP Focus. These individuals actually engage with the ERP platform on an operational level, allowing them to offer demonstrable insight into how the system affects day-to-day business processes. If the ERP is falling apart, they can speak to how its diminishing features are weighing on the bottom line. Plus, the simple fact that these individuals, many of whom would normally be opposed to disruption, are advocating for change will get the attention of business leaders.

In addition to simply recruiting managers and directors for support, project leaders should also request any key performance data they might have on platform efficacy, as these figures will further bolster the case for change.

Offer multiple options, including alternatives
For IT teams watching once-functioning systems crumble before their eyes, it can be easy to look past simple improvements and move on to robust platform replacement initiatives. However, many executives bristle at this kind of single-solution scenario – they want options, Panorama Consulting Solutions found. With this in mind, project stakeholders should not only gather supporting information for an ERP swap, but also look into alternatives.

"Technology teams must push past C-level resistance and gain the support needed for an ERP upgrade."

System upgrades and business process improvements are the most common options. If replacement is truly the better choice, this should show through in the research. Of course, this evaluation could also yield a different conclusion.

Select a strong project leader
While planning and preparation can certainly make it easier to convince change-weary executives that an ERP swap is warranted, project teams must also organize internally to present a united front and broadcast a cohesive message. This usually involves assigning roles, starting with the most important position: project leader. Enthusiasm is not the only requirement for individuals assuming this role. First off, ERP project leaders must be able to multitask and possess the soft skills required to facilitate a collaborative environment, according to IT Toolbox. More importantly, these employees should have institutional knowledge and political chops to navigate the organization and cull support in the C-suite.

Additionally, team leaders with effective communication skills are especially useful in early planning sessions involving executives, as they can easily discuss the project and answer any questions – even the tough ones.

IT stakeholders and others in the business who believe an ERP upgrade is necessary can use these strategies to take their concerns to the C-suite and ultimately win support. Of course, once the project receives a stamp of approval, the solution planning and vendor selection phases come next. Enterprises across the country connect with Accent Software when this time comes. Why? As a Microsoft businesses solutions partner, we offer the Dynamics NAV platform, the perfect ERP solution for enterprises of all sizes. Learn more about our offerings today.