Ultra recently worked with a $100 million company in the consumer products industry. The company manufactures and distributes products that are sold to retail chains and distributors in the sporting goods and hardware industries. Over the last decade, the company's business model has shifted from solely manufacturing to a combination of
This is the third blog in our Transformation Journey series, which will discuss the 8 steps necessary to form a continuous improvement team. This team is in place to manage the process and immerse the group in an environment conducive to implementing improvements in your company’s environment and culture. In the last blog on the business planning
A previous blog post took a careful look at the importance of establishing a comprehensive and structured approach as part of an ERP implementation change management. The post made the case that it’s critical to integrate and align the people, processes, structures and culture to the project objectives and business strategy to ensure a
Anyone who has been involved in an ERP implementation project will attest to the fact that they are very difficult projects that are often late and over budget. Why is that? At Ultra we see a number of reasons: Lack of executive support and alignment Unrealistic expectations Wrong people on the project Ineffective project management and
We recently had the chance to share our thoughts about ERP and Change Management with the industry website SocialERP.com. In our guest post entitled 5 Key Considerations about ERP and Change Management, we offer key issues to keep in mind when implementing ERP for lasting business change within an organization. As we note in the post, we see
As I shared in a previous post, the Ultra team is in the midst of partnering with a US-based metals component supplier. The manufacturer operates 10 facilities strategically located near their customers, serving steel service centers, automotive and truck, construction and agricultural equipment, machinery and appliance OEMs. Through the
Why Change? Recently we began working with a $100 million consumer products company. The company manufactures and distributes products that are sold to retail chains and distributors in the sporting goods and hardware industries. Over the last decade their business model has shifted from solely manufacturing to a combination of manufacturing
On Thursday May 10th I attended the 13th annual Technology Executive Network (TEN) Conference in Rosemont, IL. In attendance at the conference were over 50 CIOs from the Chicagoland area. The focus of the conference centered on the evolving role of the CIO and the need to combine business savvy with the ability to successfully manage change.