Presented By T. J. Crayne Panelists Wayne Stillwagon, Executive VP, Miller’s Supplies At Work Steve Gordon, President, Independence Business Supply Robert Wist, President, Wist Office Products SYSTEM SWITCH – BEST PRACTICES

New System Analogies A new system installation is like – a 9 month root canal – open heart surgery while the patient is still alive... And working – Changing the engine in a car – while going 90 MPH – and changing the shocks and tires

Should I switch systems? Picking a vendor Implementation best practices TOPICS

Should I Switch Systems? Planning – Requirements gathering – Internal audit of all processes and policies – Evaluation team composed of stakeholders – Evaluate hiring outside experienced neutral consultant

Should I Switch Systems? Driving forces of change – Obsolete system – Sunset – Missing functionality – Validate and due diligence Does current system already address concerns?

Picking a Vendor Properly vet vendors – Don’t look for a new system operating like the old system – Request references – Find your own references – Does the vendor understand your business channel

Picking a Vendor Legacy versus new technology Tenure – reputation Capitalized Dependencies on other technology and vendors Cloud enabled

Picking a Vendor Feature set – New system CANNOT contain all functionality of legacy Track usage and review the list of most used functionality – Understand current functionality – audit and document – Understand proposed functionality Automation, manual steps, faster, efficiency – Understand and evaluate output – reporting and capabilities What are customer touch points?

Implementation Best Practices - Setup Resources – Estimating time and resources – Have the right people on the job Stakeholders in all decision making processes People actively engaged have an investment in success

Implementation Best Practices - Setup Priority Setting – Reduce multi-tasking – Date sensitivity – Critical paths – Rigorous issue resolution process

Implementation Best Practices - Setup Invest in Training and Change Management – Training and communication is key – Everyone hates change – Must flow from executive team – Training and testing insure comfort of key players – Otherwise you have an expensive version of Excel

Implementation Best Practices - Setup Don’t take the kitchen sink approach – New system CANNOT duplicate functionality of legacy system – Understand new system capabilities and strengths Embrace the strengths and leverage – Understand your system strategy – Focus on optimizing value of new system

Implementation Best Practices Management must be involved from the beginning – Change management – Over communication – Build a team of equity partners

Implementation Best Practices Detailed project plans – Plan the work, work the plan – Must be dynamic – Detailed responsibility - accountability

Implementation Best Practices Function focused project teams – Weekly meetings with measurable goals – Log and track Minutes Decisions made Decisions to be made Obstacles Problems Risks

Implementation Best Practices Demand accountability – At all levels – not just the team Training is the most crucial factor Test, then test again, then test once more

Implementation Best Practices Recognize and celebrate major milestones – Troops need recognition – Helps in the communication process – Recognize the over-achievers – Increase visibility of the project to the company

Implementation Best Practices Communicate – then communicate again and again – Internal and external – Small stuff matters – Identify touch points and where there is risk – Give employees as much information as possible about the new system in order to better service your customers

Implementation Best Practices Maintenance strategy moving forward – Identify and allocate resource needs – Don’t become obsolete – Commit future resources to keep up-to-date – Avoid another implementation!

QUESTIONS OR COMMENTS?