Overview
Discussion - Technology as a Catalyst: ERP vs. Process Redesign
Technology alone doesn’t solve process problems—it amplifies whatever system it supports. A well-designed ERP can streamline operations and boost competitive advantage, but if implemented on top of flawed processes, it may only automate dysfunction.
This week, analyze the relationship between technology and process design.
Compare two scenarios:
- Scenario A: A company invests in a robust ERP system (like SAP) without first redesigning their underlying processes.
- Scenario B: A company redesigns its processes using Lean or Six Sigma before implementing ERP technology.
- Which approach is more likely to deliver long-term performance gains—and why?
- From a strategic perspective, how should leaders evaluate the ROI of technology investments like ERP? What factors beyond cost and efficiency should be considered?
- Share a real-world example (from your experience or research) of a successful or failed tech implementation. What lessons can be drawn about aligning technology with business strategy and continuous improvement?
💡 Avoid just listing ERP benefits—focus on sequencing, change management, and how technology can become a strategic enabler (or obstacle) depending on how it's deployed.
Team Assignment - Keda’s SAP Implementation
Harvard Business Publishing Case Study: Keda’s SAP Implementation
After reviewing this week’s case study, please answer the following deliverables in 800 – 1200 words (no more than 4-5 pages):
It will be beneficial for you to re-visit this week's video "What is SAP? Why do we need ERP" and our "Maximizing the Return on Investment Using ERP Applications" reading. (Both are located in our Week 5 Module).
- What challenges has Keda encountered to influence the implementation of SAP?
- What benefits has Keda experienced since “Go Live” with the new SAP ERP system?
- Describe the importance of planning when taking on a new ERP implementation? How does an effective Implementation team mitigate risks associated with an ERP transition?
- Define “Computerization” and detail how Keda has used it to strategically and competitively position their organization?
- What recommendations do you have to an organization in Keda’s position that may be hesitant of implementing a new ERP system due to associated risks (Costs, Operations Interruptions, change Management and etc…)?