Many organizations view the implementation or upgrade of an ERP, CRM, PSA and other SaaS systems as an improvement of tools/resources. The ability to leverage these tools is vital to efficiency and strategic operations and thus should be engrained in the strategic plan of the business. In fact, in many cases the systems themselves are either a strategy or even a corporate objectives. Rather than simply thinking of these systems as a tool they should be factored into the strategic plan in the same manner as human capital.

Technology should be leveraged to accomplish the strategic goals of the organization, and in many cases is a strategy itself. The adoption/improvement of an ERP, CRM, PSA or other system should support the organization to accomplish its mission and be evident in the vision. While a true Vision really is something that may NEVER be obtainable, it should still be evident that systems and people support that Vision. For example if the Visions is, “To be the most innovative CPG organization in the universe”, the technology could support that vision without actually achieving it because it is overreaching. 

Implementing a new technology, or improving an existing one, can many times end in failure; however, this is not strictly due to bad project management. This is due to the fact that the technology is viewed as a tool and not an integral piece in the overall strategy/direction of the organization. If the project of implementing a new ERP, CRM, PSA, etc. is approached from a higher strategic level approach then the correct amount of importance will be given to the project throughout all phases.


More blogs from this author:

What can Not-ForProfit Boards learn from the For-Profit Sector?

Using technology to operate a non profit like a business new concept

Does your NFP have a true strategic plan that is aligned with its resources?

What can the private sector learn from the not for profit sector?


  • 2015-09-08 11:41:16
  • Robert Marchello
  • ERP, CRM, SaaS, Strategic Planning