Take back control
Today’s business environment changes faster than ever – products, technology, competition, society – it can all change in just a few days. To stay ahead, and not fall behind, you need to demand the same of your business.
When you see a need for change in your operations, you would want to be able to react on it fast. Gather your team, plan the execution and make it happen, quickly and independently within days and weeks, rather than months and years. This you can do with Microbizz.
Microbizz is designed to support and digitize your business operation processes and enable you to make changes fully on your own, throughout the company, within hours or days. With Microbizz you have a solution, that your organization understands, how to configure and work with.
Ready for the Perfect Storm?
Companies using Microbizz can implement changes quickly, on their own – while keeping or increasing productivity and quality. The strength of being able to make changes independently of external resources, is pace and control.
Companies depending on negotiating solutions with external experts who master their systems, will operate slower. They are simply limited by the experts’ understanding of their business as they try to communicate what possibilities are available in their overly complicated business management systems. Many ERP systems today are examples of that. In this way, companies running Microbizz can become the Perfect Storm for their competitors.
Take Back Control
The market for the development and use of business systems is changing. The old division of tasks between those who develop business systems, those who implement the systems and those who use them in everyday life is no longer up to date. The old way is too expensive, too bad and too slow.
In the traditional division of the tasks, the software house develops the business system, the consulting house introduces them and makes them work so that the companies can apply them. The basic problem is that everyone works for themselves. The software house focuses on selling software, the consulting house makes a living from selling hours, and customers simply need to focus on using the software so they can focus on their business.
It immediately seems like a logical distribution. But in practice, this means that the software is becoming more and more complicated, the consulting houses are selling more and more hours, and the time it takes to introduce new systems is getting longer and longer. It is therefore not unusual that it takes thousands of hours and can take years to introduce a new system. There is simply no time and resources for that today. In a world where the business environment can change in 6 months, one cannot spend years keeping up with development.
First it puts focus on the interaction between the consulting house and the company. Because when it is the consulting house who is the mastermind of how the system is used, it is also them who are needed when something needs to be changed. They are the only ones who can see what it takes to change something. Each time, they must be summoned and brought up to speed with the new situation. It takes months and focuses on the simple fact that companies are not masters of their own house. They are amputated in relation to being able to act on how they themselves must be able to meet the need for change.
Next, it focuses on the relationship between the software developer and the consulting house. Because if the consulting house can only make a living from selling hours because the software house puts itself on the license revenue, a dynamic is created where complicated software creates a livelihood for the consulting house.
In the traditional division of the tasks, the software house develops the business system, the consulting house introduces them and makes them work so that the companies can apply them. The basic problem is that everyone works for themselves. In practice, this means that the software is becoming more and more complicated, the consulting houses are selling more and more hours, and the time it takes to introduce new systems is getting longer and longer. It is therefore not unusual that it takes thousands of hours and can take years to introduce a new system.
Microbizz turns that whole dynamic upside down. Companies using Microbizz have regained control of their business. With Microbizz, the company is not amputated when something needs to be changed. They do not have to spend months inviting consultants to the house to first bring their understanding up to par so that something can change. The company can make the changes on their own! Microbizz is put together in a way that you can take stock of what needs to be changed and then implement the change quickly, efficiently and safely throughout the company. It provides productivity and the ability to change, with a higher degree of quality.
Companies depending on negotiating solutions with external experts who master their systems, will operate slower. They are simply limited by the experts’ understanding of their business as they try to communicate what possibilities are available in their overly complicated business management systems. Many ERP systems today are examples of that. In this way, companies running Microbizz can become the Perfect Storm for their competitors.
It is with some pride that we find that customers who master the use of Microbizz manage to double revenue and organization, without increasing their administration. Not many other business system providers can handle this. In fact, one has to look far for proven productivity results in companies that have undergone years of projects on introducing a new business system.
Companies using Microbizz have regained control of their business. With Microbizz, the company is not amputated when something needs to be changed. They do not have to spend months inviting consultants to the house to first bring their understanding up to par so that something can change. The company can make the changes on their own!
This significantly changes the consulting model's business model. They are no longer set in the world to be the company's external brain, they are set in the world to enable the company to be able to be independent. It also changes the dynamics between Ventu and the consulting houses. Because when the consulting house no longer has to live mainly on customer hours, Ventu can also not live alone to optimize their own license revenues. We are in the same boat, and everything that is done from the development of the Microbizz platform to its successful use in the field must be designed in context. Win win must be considered throughout the supply chain.