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to a Shared Services model will be leaving behind familiar systems that have been highly customised to meet their organisation ’ s perceived needs .
MOST LEGACY SYSTEMS BEING USED IN THE PUBLIC SECTOR TODAY ARE ALREADY AGEING AND OUT-OF-DATE .
However , even without the Shared Services Strategy , most legacy systems being used in the public sector today are already ageing and out-of-date . Many organisations still don ’ t have a clear pathway to the cloud for their backoffice systems . Existing systems need to be replaced to keep pace with technological advancements and to benefit from next-generation , modular cloud ERP platforms , processing capabilities , automation and cybersecurity safeguards . Some vendors may compare moving to a new ERP system to a simple upgrade . In truth , completely new systems and processes will need to be put in place , data will need to be migrated and the user experience will change , for the better .
Because of this , it may be easier and more costeffective for organisations to move to a new technology vendor to support the transformation programme , rather than remain with an old provider that doesn ’ t provide the right level of technical capabilities , services or support .
2 . Focus on value over price
In the past , traditional public sector procurement methods have been primarily based on a very simple evaluation criteria : Allocate a high percentage of marks to the lowest price .
This approach has historically not delivered the best outcome for customers , resulting in delayed projects or solutions that don ’ t meet the full scope of the requirements .
These ill-conceived projects then must be managed through change control , leaving behind a trail of higher costs and at best strained and at worst completely broken relations between the customer , ERP provider and system integrator , in the courts and for all to see in the public domain .
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