Erp And Its Benefits

By Author: Alex K
Total Articles: 1
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Data need only be entered or updated once, reducing errors, time and labor for reports, analysis, planning and program management. Ultimately, time and resources are shifted to innovating,
problem solving and direct service to customers rather than inputting, processing, organizing, verifying and related “busy work” that burns through time and money.
1. Focus on how IT can reshape work and public sector strategies
Problem. The knowledge required to succeed with IT is complex and rapidly changing. Given the large size of many agencies and the checks and balances established to foster debate and deliberation, governments tend to become inwardly focused and fail to keep pace with the innovation required in the Information Age.
What to avoid. Don’t delegate all responsibility for technology to technologists, or focus on internal operations to the exclusion of externally oriented service improvements and building essential political support.
What to do. Learn how digital processing and communications are revolutionizing the work-place and the nature of work, ideally through becoming directly involved ...
... in IT projects and working with computer
applications as part of your personal routine.
2. Use IT for strategic innovation, not simply tactical automation
Problem. The enormous potential benefits of IT are often compromised if it is used merely to entrench old work processes and organizations rather than to fundamentally redesign them.
What to avoid. Don’t focus on incremental improvements to the exclusion of more aggressive innovation.
What to do. Push for some strategic ten-fold improvements, and not merely for 10 percent. Foster and protect experimentation. Design an e-government strategy with wide opportunities for “anytime, anyplace” service. Explore service integration across program and organizational boundaries.
Develop rich and flexible technology-based options for self-service.
3. Utilize best practices in implementing IT initiatives
Problem. The failure rate of IT initiatives has often been daunting, even though the most difficult problems have been political rather than technological.
What to avoid. Don’t approach IT as primarily a technology problem, and don’t delegate IT projects
predominantly to technology specialists.
What to do. Recognize that technology implementations are usually change-management problems. Place general managers and politically capable leaders in charge of most major IT initiatives. You need leaders who can authoritatively deal with organizational conflict and budget issues.
4. Improve budgeting and financing for promising IT initiatives
Problem. By focusing on incremental annual changes to existing programs, government budgeting makes it hard to invest in IT initiatives that offer high value but also require long-term, cross-agency innovation.
What to avoid. Don’t rely too heavily on funding IT through the traditional tax-levy budget.
What to do. Analyze economic and budgetary trends to identify sources of financing appropriate for an increasingly electronic economy. Your analysis should explore the principle of letting the direct users of services pay when they are the ones that capture the benefits (i.e., user charges for service elements not inherently public in nature). Also, explore budget reforms to give greater emphasis to multiyear, cross-boundary service integration and innovation (via capital funds, revolving funds, shared-risk investments with the private sector, etc.).

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