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Service businesses face unique challenges when it comes to managing orders. Making some changes to the order management process could contribute to boosting productivity and providing clients with a better experience. However, implementing changes to the order management process requires careful planning.

Deal or No Deal - It's Down to Financials

The last stop on our business road map is purchasing your new business management software system for your business operations.

(Want to read the first four parts in this series? You’ll find the links at the bottom of the post.)

All four of the main drivers of your scope for change management – organizational culture, processes, people, and technology – can be encompassed into your financial budget. That is, financials are the final decision maker for a “go” or “no-go” sign off to purchasing a business management software system.

Choosing Your Tool of the Trade

You should never choose your business management software sytem vendor based on the brand. To get the software that will offer you the best return on investment while simultaneously creating a better work environment, you need to meticulously investigate what each provider has to offer.

A three-point checklist should drive your selection:

• culture
• processes
• people

Preparing the People for Change

We have tackled two of the five stops in our business roadmap of implementing a business management software system. (You can read part one here and part two here.) Organizational culture sets the pace on how you can smoothly insert technological and system changes to your business structure. There are also the operational processes that need to be accounted for so that when it comes time for migration, you will be assured that you’ve covered all bases.

The most critical unit that participates in the implementation of change in your business, however, is your people.

Reinventing Processes Made Easy

When setting up the requirements for the new and enhanced way of doing your businesses processes, it is important to ensure that all activities are accounted for and that all alignments will be addressed with corresponding action plans.

Once you’ve decided which functional areas of your business you will integrate into an enterprise resource planning system, you should proceed to detail your current operational procedures. Put it into writing so that you will capture the full scope of the technological changes you’re planning for the business.

Keeping What We Do Now – Just Bigger and Better

Whether you’re simply installing improvements to your business structure or going all out and reinventing the wheel, a variety of tools will be necessary. In addition, before launching a full-scale change management, you should consider two things: your business’s culture and your current operational processes.

A visual process flow is the visual representation of a complex task or process – with a series of illustrations, one can see how the task/process is broken down step by step. Visual process flows make it easier for people to describe to others or to visualize for themselves how the task/process is done.

Your company offers a niche service to the oil and gas industry, and as you grow, you’re noticing more and more delays – on your end – when it comes to booking business.

You’ve added more staff to make service calls in the field, but the work is reaching to locales farther and farther from your home office. Consequently, you find that you personally are handling most of their calls, since you need to see a copy of the client’s contract, or because you know where to find that last change order.

Contractors operating in multiple counties and/or jurisdictions in Alberta encounter more requirements for doing business than their counterparts working in only one county/jurisdiction. This is especially true when it comes to figuring payroll taxes.

Heavy construction occurring in the Alberta oil and gas fields can be characterized as challenging, given the sometimes harsh conditions and demands on both equipment and workers. Consequently, the trials of heavy construction project management are many.

As we’ve said, companies relying on spreadsheets, documents, or email threads to track things like equipment rentals, purchase orders, inventory shipments, and invoices are dealing with inaccurate, incomplete, and/or duplicated information. This is the cause of many problems, including loss of profits as a project gets stuck in downtime waiting for a part they didn’t know was out of stock.