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Published: 26 May 2023



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  • 強固な基盤となるアプリケーション・コアがない企業は、近代化すべきビジネス機能の優先順位付けに苦労している。そうした企業は、正確なリアルタイム・データに基づく意思決定を下せないため、フラストレーションを抱えている。

  • ステークホルダーの目的と優先事項が異なるため、機能の優先順位について協力して合意を形成することが難しい。

  • モノリシック (一枚岩的) なERP実装が妥当ではなくなったため、価値の最適化を目的としたビジネス主導のアプローチによって機能を段階的に近代化すべきだが、それは容易ではない



  • ERPの変革に当たって財務優先のアプローチを取ることで、業績に関するインサイトの提供を迅速化し、精度を上げる。ビジネスの現況を評価するために不可欠な社内の財務ERPデータを連携させる。

  • ビジネスの主要な評価項目に基づいて多様なステークホルダーを結集できるようにすることで、インパクトを高め、賛同を得る。こうした評価項目を基に追加で導入する機能を選択し、ビジネス価値につなげる

  • ERP機能を段階的に組み合わせ、徐々に近代化を行う。継続的なパフォーマンス評価測定結果に基づいて定義された、企業に最高の価値をもたらす機能の強化を段階的に進める。

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Koji Motoyoshi

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