Issues involving staff and internal processes and procedures, rather than technology problems, have been found by Oracle Corp to be among the most important challenges facing companies implementing e-business and virtual workplace solutions.
Glenn Lottering, CRM business development manager at Oracle SA, says this situation has motivated the formation of a business relationship between Oracle and Workforce and organisational specialists, Productivity Development - a company involved in leadership change and development in South Africa for more than 30 years.
The two companies will jointly address and manage the internal changes necessary for new technology implementation within Oracle customer organisations.
"As a company which practices what we preach, we have created what is probably the largest virtual workplace in the world," says Lottering.
"In delivering e-business and CRM solutions to the marketplace, Oracle`s technology is moving companies towards a virtual workplace model which can create additional, human resource related, hurdles that need to be overcome if the project is to succeed."
Oracle has used certain Productivity Development leadership systems itself and, according to Lottering, decided Productivity had the right expertise in the virtual workplace -especially on the human side of the business - to contribute to the overall success of e-business implementations.
"When companies look at implementing our solutions, we want to make sure they don`t simply address the technology slant. There are other equally important issues to consider," he says.
Productivity Development has found that while many South African companies are planning to move to a virtual workplace business model, few have redesigned their work, jobs or payment processes to accommodate these changes.
In fact, most South African companies, according to Danie Maritz, managing director of Productivity Development, are still organised internally on 1980 business practices such as MRP.
"In connecting people and technology in the virtual workplace, companies are still entrenched in old-generation practices and principles," he says.
"They are structured for old business cycles - particularly as far as processes and remuneration are concerned - yet want to move into a twenty first century e-business environment."
Maritz says companies preparing for the transition to the virtual workplace have to expect continuous change.
"Individuals have to work differently and be remunerated differently. They must be prepared to develop new core skills and competencies and find new ways of adding value to the work processes," he continues.
"In consulting with companies on how best to address these challenges, we have developed the concept of 'electronic brainstorming` which substantially speeds up the process of strategic planning -a key benefit in technology implementation not only in terms of costs, but also time to market.
"While we understand that technology is key in the virtual workplace, you can`t ignore the human element and the culture of an organisation. It is people who drive knowledge and people who drive technology. You have to take a holistic approach to ensure success," concludes Maritz.
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