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Visual Storyteller
After Appraisal, company haven't shared updated offer letter (with new salary), it's been 2+ months now.
If I start searching for new job, will that HR ask about recent offer letter? Or only salary slips are enough?
P. S. Current company didn't share updated offer letter to any employee (in fear that employees will switch 😅) Accenture Tata Consultancy Capgemini Deloitte ZS Associates Fractal Tiger Analytics Deloitte USI
In West Philadelphia born and raised...
Additional Posts in Consulting
Any thoughts on Maven Wave now a days?
Not drinking alone today!
Rising Star
Finally found THE one, after over a year of searching and trying out at least 5 different ones!
A nice comfortable office chair.
https://ergochair.co/collections/chairs/products/ergonomics-mesh-chair-w-adjustable-headrest-and-armrest?variant=32511617597491
My criteria: mesh seat and back, arms, headrest
I tried cheap ones from Amazon. Expensive, second hand gaming chairs. Tried HM Aeron (second hand) and while I didn't like the bulk and the general design, I was sold on the mesh seating. I wanted to get the ErgoChair 2 from autonomous, but it doesn't have mesh seat.
AMA.
Sometimes the juice isn’t worth the squeeze
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Because they are INCREDIBLY complex, require real people to do REAL work (not theoretical / strategy), have a lot of cross-functional dependencies, and lots of dependencies on clients who struggle to keep pace and do not staff adequately.
OP - yes, sometimes.
Also, sometimes we have clients who are moving to SAP and have zero expertise in house.
Also, sometimes we have clients who have been running SAP for decades and don’t have near the experience one might think.
We don’t always beed “senior people to do the work”. Unfortunately, those with more experience tend to be less hands on and that is what I was previously eluding to. Implementation work is an entirely different animal that often times goes under appreciated for those without the experience.
Pro
I think clients under budget and the SIs under bid to win the work, then assume they can CR their way to the right scope. Client procurement orgs drive this behavior. I think IT procurement people should be measured by project outcomes/variability of original bid, not how much they got the SI to discount.
This too and those in charge of RFPs in corporations have no idea how complex the work being bid is. Vendors with no history of the corporations generally do not understand the complexities thus under bid and under resource the work.
Two reasons from my POV: (a) recreating old inefficient processes in the new technology and (b) really, really messy/bad data.
I’ll second that and add: SAP is a bloated, over priced and needlessly complex.
Rising Star
Under budgeting and too much offshoring
Check the good ol’ project management triangle, the client wants to change one constraint without affecting one of the others, not possible. There are other considerations but I have found that this basic framework still holds water.
https://en.wikipedia.org/wiki/Project_management_triangle
Sales pressure, competitive pricing pressure, understaffing, skills gap, differentiators like assets/accelerators that don’t really make a difference or only exist on paper, overpromising, lack of buying-in client business stakeholders especially going fit to standard/clean core, design changes well into SIT and some more.
SI is not the same as BI. Erp enables transformation but the client has to have the right partner to highlight the business implications for posting segment on the transactions vs not. Lots of clients hire a SI but dont bring on a BI and think that they will get the best in class results while the client fights over how to use a specific field or how they want to do Doc splitting and once they go live they are stuck in a laggard position.
Over customization.
I’ve been on a few that went live on time and a few that didn’t. The ones that went live on time were planned for ahead of time with major decisions and foundational design completed ahead of time and had very good support from the client with dedicated client leads and team members.
The ones that didn’t waited until project start to figure out anything and / or had poor buy-in from clients. Often to save money as others have said.
I’ve had some larger clients succeed this way because they truly had great cultures and people.
Because erp implementation isn’t transformation, it’s foundational to enable transformation at scale. You either have to have leadership alignment and do the work on the right outcomes/capabilities/ processes upfront or you have to fix those on the back end. Too often we eliminate all that work from scope because of cost and then clients are led to believe they’ll get enough from the tech alone. Leanest staff only knows the functions through how the tech works in the function, not true functional understanding