Managers need reports. Lots of it!
Enterprise solutions have dedicated module(s) which satisfy this need for reports. These implementations require a SIGNIFICANT cost to satisfy individual reporting needs. It will consume significant processing power to generate, and managers who want these reports will spend significant time going through the information (at least at the start).
BUT do we really need these reports?
Monitoring and Control, a key management function, requires you (the manager) to measure and act on key parameters of the business. You will need to know whether these parameters are within range, improving or deteriorating.
Reports should have this information!
BUT do they?
Unless sufficient and focused effort is spent in defining,
- What parameters to measure?
- Why should they be measured?
- How can they be measured?
- How often should they be measured?
most reports will have lot of data, but not what you can use for monitoring and controlling the business function.
WHY NOT the initial effort?
When report definitions are done, each manager tries to grab a piece of the information pie and mark their territory in the solution.
In the resulting struggle, they might not have sufficient time for a structured approach to define the above.
What a manager needs for his/her business unit may not be what the organization as a whole requires.
This is where the business owner/sponsor should take control of report definition and even go to the extent of defining the ‘One Metric That Matters’ and derive the reporting requirements around it.
It will consume more management effort and time initially, but will help to reduce report implementation costs, which will make the CFO happier, and reduce processing power, which will make the system admin happier.
Most importantly, these efforts will make sure managers get reports with the information needed for monitoring and controlling the business function.
The acid test is when the CEO asks for information about a key metric…. None of the managers should go around asking IT; “Where is my report?”
Senior Vice President – Software Development
From insights to thought-leadershipView More
The Omnichannel Dilemma
Omnichannel has been a buzzword across fashion retail for so long that the industry should have moved on to the next big idea by now. Increased digitization due the pandemic, coupled with other challenges of the post-covid retail climate, has resulted in the term omnichannel appearing consistently in retail studies and white papers.
On-site Customer Support: Eight Strategies for Exceeding Customer Expectations
Organizations often demand the on-site presence of techno-functional expertise for critical IT transformation projects. For certain projects, on-site support is not optional. For many, having expertise on-site ensures the implementation progresses as planned—and more importantly, experts foresee risks and mitigate them before they impede the project. The higher the complexity and the scale of the project, the higher the risk associated with the change.
Sustainability and Fashion: What’s the score?
Continuing our two-part blog we delve into how technology can be a key enabler and driver of helping fashion brands improve their sustainability and transparency efforts. It further details the concept of a sustainability score and how it can be incorporated into systems such as PLM to provide visibility and assist with a company's sustainability initiatives.
Sustainability in Fashion: A pandemical wake-up call
In this two-part blog post, we explore the pressures the fashion industry is facing today: supply chain transparency, sustainability, ethical manufacturing, and conscious consumers demanding eco-friendly clothing, and furthermore reveal what businesses can do to increase visibility and how technology can help alleviate some of these concerns.
Realizing HR functions in a virtual workplace
2020 has challenged us to change the way we work and engage. Read how Fortude has adapted and optimized its people practice collaboration, and service delivery methodology to face the new normal, in our latest blog post written by Oshana Dias, Global SVP - Human Resources, Fortude.