The VITA™ Advantage - Achieving True Business Flexibility
Reorganization & Restructuring - Overview
VITA™ – Advantage 2 - Business Process Management
VITA™ reorganization advantage #2: “Test drive” new structures for optimized performance
Agresso VITA gives business managers and users the ability to achieve true business flexibility, again via simple drag and drop actions in a graphical user interface (GUI). New hierarchy structures can be created and readily maintained to alter operations and costs. Fast and easy analysis can be applied to predict real impact or relative advantages. Again, account rules, business processes and reporting needs will be automatically moved in lockstep, due to the unique methodology of the VITA architecture.
In the simplest terms, in their day-to-day activities business managers have the tools to act as true business leaders. The technology deficiencies of other ERP solutions have neglected business managers and restricted opportunities for business innovation. Such traditional ERP systems mean that when a business manager has a great idea, he or she has to follow a process of creating detailed requirements to individually tie the data needs, the process needs and the reporting/analytic needs together, then has to request IT resources (internally or externally), wait for the new solution, test it, and implement it. Those days are over with Agresso VITA.
The cost of business change is easily measured by repeated change cycles, but what is even more valuable to organizations – particularly people-based, service organizations – is the capability to continuously adjust their business models to adapt to changing business and economic cycles. The operational success of Agresso organizations is limited only by their leaders’ imaginations!
VITA™ Reorganization advantage #3: The power of combining HR administration with talent management
The standard activities of human resources departments in forward thinking organizations have progressed from purely administering payroll and compensation to the more advanced areas of talent management and retention. Retaining and motivating key people has moved from a nice to have to a business necessity as much of the world’s business model moves from manufacturing centric to services centric. Successfully combining the two related but very different operational needs of HR administration and talent management offers great benefits for business organizations.
Recent industry data suggests that repeated business change can bring powerful people-retention benefits for those that embrace new thinking and try new opportunities for success – the type of leaders businesses strive to encourage and retain. In today’s business climate, leaders need to be agile enough to accept and easily accommodate change.
With VITA, organizations seeking to restructure, reorganize and/or re-assign their workforces have the ability to perform people-based change management seamlessly and easily with the same GUI drag and drop methodology. New reporting structures can be created quickly and easily. Workforces can be reorganized:
- by product/service capabilities;
- by geographic market opportunities; and/or
- with reporting/role matrices that link standard HR skills and experience information (for example, from CVs/résumés) with the newer talent management/retention applications that build personal growth models.
Companies can review questions such as:
- Should business offices or regional operations/geographies be expanded or cut back – based on BOTH business dynamics AND personnel strengths?
- Can routine workforce practices be streamlined, consolidated or eliminated via Best Practices or Lean principles…analysing what might be gained or lost?
- Might a simple organizational change lead to leadership and growth opportunities for an organization’s best performers?
Combining day-to-day administration with comprehensive talent management is powerful, and enabled easily via VITA. Business managers can easily formulate ideas, execute strategies and make changes accordingly, based on evolving market or organizational requirements. For example, a company may start off with staffing individual country offices separately, then as the business and/or skillsets evolve, identify opportunities centrally to change or improve workforce skills or structure across the organization in order to exploit emerging revenue streams. Longer term international initiatives could even incorporate new workforce modelling, expanding or consolidating similar operations and create real impact on both the top and bottom line performance.
These types of workforce changes are possible again and again, using easy-to-use business software trees and relations found throughout Agresso VITA that are familiar from standard Office applications.