Sage Software Survey

Business organisations are emerging from the recession with business processes and work flow cycles that are hindering their ability to make the most of the tentative economic recovery” so says a computing survey of over 150 IT decision makers in a report sponsored by Sage Software

Over 62% of respondents cited communication issues between sales and finance departments and a further 61%of interviewees said that inaccurate forecasting information led to difficulties in long-term business decisions.

A similar report by Exact Synergy Software found that a lack of transparency of business processes is making it difficult for UK finance and management professionals to identify their most profitable business areas. Despite this hampering current performance, firms remain confident that they will see growth in the region of 5-10 per cent over the coming 12 months.

Are these findings a reflection of businesses, protecting themselves in tighter times by retaining their cash and accepting those inefficiencies as a trade-off against risk? Or is it that the Management Team are actually unaware of these issues?

Someone within these organisations is flagging it as an issue and yet it’s not being translated into action; why is that?

I raise the question because I believe that IT and MIS strategy is something that is understood and actively managed by both the smaller business and the much larger organisation where IT and MIS are actually represented in the Board Room. The gap is in the middle ground, the medium-sized business where ownership and domain expertise are absent from the organisation structure and that vacuum is filled with either an “IT person” or an IT support Contract.

Are these findings true within your organisation? Drop me a line if you’d like a full copy of the reports or discuss any of the issues raised.

About Michael Carr

Specialising in Strategy, Systems and Organisational Design I've had a varied and rewarding career and been fortunate to work for some superb companies such as Courtaulds, Unipart International, Akzo Nobel and more recently Jaguar Landrover, all luminaries of a solid, disciplined and a conservative, though never lacking in innovation, approach to business management and development. Augmenting my career with studying for my MBA at Warwick in the early 90's has given me a balanced and I believe rich resource set to draw upon in my Consultancy Practice. My Clients have been good to me, tolerating my idiosyncrasies, giving me enough rope to go along the journey that I was taking them and hopefully in return I've been able to repay them by raising the bar and their business performance, giving them the results and achievements they were looking for. I really enjoy my work and love the challenge - isn't that what it's all about?
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