As consultants or software developers we have every interest in doing something that is “in the image and resemblance” of the customer.
Usually this model of personalized developments is invoiced at the time that he worked, not to the results obtained or to the company objectives.
The disadvantage of this approach is that it takes a long time, it costs a lot and in the end you don’t know if you got what you wanted.
On the other hand, it is difficult to build a healthy application from all points of view, you need a specialized team, to be paid and you have the financial management of the invoiced situation with respect to paid salaries.
A statistics from the past years show that Romanian has increased by 25% year after year (the statistics were made for 5 years), but what was really interesting was that at national level it remained constantly. This meant that more and more technological organizations were heading to the market outside, where they can request prices at 40-150E, which is more difficult to do at national level.
This profit surplus determined some of the IT organizations to create products that were trying to solve all the problems, trying to be “adapted according to the customer’s requirements”. I put in the quotes because in recent years this phrase with “We are a Dynamic and Young Team” I really don’t say anything, they have become a wooden language.
Of course, if the customer’s requirements are not delivered, you will not be paid 🙂
“My software does it on the other and … ok, well, but coffee?”
Several years ago it was a discussion on the advantages of a particular software among the fans of that software and then someone said “Okay, but does it coffee?”. And then someone even was able to connect it to an espresso coffee machine and when he returned home he was able to prepare coffee via an e -mail. At that time it was not “Internet of Things” in which the Espressions come directly with a programmable computer to connect to the Internet, so it was a performance.
It is fun in a dry sense, but it also contains a truth: it is difficult to be for everyone.
In fact, it was a maximum that said that trying to thank them is the recipe for bankruptcy.
In the most developed markets, we are talking about dozens of several software programs used in decades organizations. Probably because organizations have a longer history or probably because they are much larger than the Romanian ones and must have systems, in order to obtain results.
There the uipath rpa- The automation of Office Robotic Works Insert in Excel or other Erp desktop systems that have long been inherited and have not been changed to invest in them.
But it seems that we have the mentality to find or create a single software to bring together all the main features.
I noticed it to the middle SMEs, when they try to buy a certain ERP and hope that after investing thousands or tens of thousands of euros, the internal problem of the lack of procedures will be solved to be aligned with the company’s objectives.
After that I noticed that the next phase arrives in which, after working with that system, some deficiencies are observed that are mainly in the communication area with other systems and as such the work/extraction/data processing becomes a full -time job.
Of course, now we could come and put on RPA, that it is a delicate bandage, but if those systems communicate directly with other systems, there would be no need for these data entry robots.
The RPA can be useful in other areas, where it is necessary to recognize certain schemes and in which people move more slowly (for example in detecting certain movements in a video surveillance system, as many people participated in Exchange 1 the day in the factory), but here we are already talking too developed and with few target companies in Romania.
The extension of that system just purchased involves several thousand euros, which means the cost of its development (salaries + a certain profit margin).
Although the cost of these programs is high, profitability is not always so high, it is complicated to manage complex projects that require certain key people to be replaced.
And therefore probably a corporate decision by software suppliers is to “move from the side, horizontal” and approach other markets.
That is, if you had a sharing management program, now add the salary, management, billing and accounting mode and do it an ERP.
Or if you have had a program that manages the documents, add also a timing and a conversion from images to documents and many other things that are spent are amortized at some point when people will buy enough software.
So practically it is possible to create a software that will try to make them all or a little bit of each.
After all, this software – is made at national level or by an international giant, or is called ERP or CRM or something else, it is just an instrument, such as an umbrella.
The umbrella has its usefulness, but let’s not go with the umbrella all the time and everywhere. There are solutions and solutions.
We realized that it is much easier to solve the immediate problems that are the missing pieces.
For example, in working with the accountants, I did not ask them to change their accounting program because they did not allow automatic import/export of the data, but I worked on processes that could have been improved to have better visibility on what have seen cases of study here.
And if we were in the position of software producers, it would have been very difficult for us to change the program with 10 years for something very similar to do other things, but not necessarily those they need or enough to deserve the transition.
After reaching the saturation phase of the use of a main program, the understanding that other programs are needed and the cycle is resumed.
Subsequently, the larger organizations appear while we make synchronizations between them or how to replace them all with a company that “makes them all and prepares the coffee”.
These computer systems have some life and are tools that help us grow our business.
We opted for the cloud variants, because we discovered that only in this way can we prototype certain solutions for our customers, which will be convenient and includes training and know-how by package. If they remained only with the technical solution, without the customer support/service part, there were small possibilities of having an internal adoption in the absence of direction decisions to impose this adoption.
But we didn’t think it was good to go to all directions and we remained on 4 main verticals:
- Manage activities and measure teamwork, in order to trace the procedures that lead to the desired objectives
- Manage the relationship with customers through a CRM which also includes the marketing and sales part and customer service under the same roof or using the previous metaphor-is 3 umbrellas
- Centralization of these data or those relevant to the business level in the information panels, to find out which decisions to take
- Development of the software for the missing areas, for example in the area of data connectors (see example with Smartbill here)
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