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Digital Game Changer with an uncanny ability for disruptive innovation by uncovering next-generation technology, unlocking growth, and unleashing the power of RPA and AI. Proven track record of leading digital transformations, overhauling ERP systems, and managing globally distributed teams. Expertise in ERP, process re-engineering, EPM, digital transformation, RPA, and AI. ๐๐ฑ๐ฉ๐๐ซ๐ข๐๐ง๐๐: โข ERP Head, Middle East Broadcasting Center (MBC Group) โข ERP Head at EO โข Digital Transformation Sr. Manager, KPMG โข Digital Transformation Manager, CGI โข ERP and Technology Consultant, Abbott/Albertsons/Family Dollar ๐๐๐๐จ๐ฆ๐ฉ๐ฅ๐ข๐ฌ๐ก๐ฆ๐๐ง๐ญ๐ฌ: โข Successfully overhauled the ERP, business applications strategy, and digital architecture at MBC Group, transforming the organization into a global media technology solutions company. โข Migrated 38 legal entities to a new ERP system across different countries in 2 years. โข Integrated more than 25 enterprise applications. โข Moved all enterprise applications infrastructure to the cloud. โข Saved nearly $20M in cost and delivered efficiency without any compromise on the project timeline or scope. โข Led globally distributed teams and a multi-cultural workforce over the years to deliver high-availability software solutions for a global customer base. โข Built and sustained high-performance teams with a special emphasis on excellence, process compliance, continuous improvement, innovation, and value creation. ๐๐ฑ๐ฉ๐๐ซ๐ญ๐ข๐ฌ๐: โข ERP Implementation โข EPM Implementation โข Cloud Infrastructure Implementation โข Digital Transformation โข Business Intelligence โข Process Re-engineering โข RPA Implementation โข AI Enablement on top of ERP โข Team Leadership โข Change Management โข Innovation โข Value Creation ๐๐ก๐จ๐ฎ๐ ๐ก๐ญ ๐๐๐๐๐๐ซ๐ฌ๐ก๐ข๐ฉ: โข Speaker at industry conferences โข Writer on LinkedIn โข Serves on customer advisory boards and vendor executive councils Always open to new learning and collaboration. I welcome hearing best practices from other leading digital leaders and ideas from anyone with one (ask me about joining a hackathon).
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How to increase your impact as an ERP consultant: - Listen more - Communicate more - Document more - Challenge assumptions more - Bridge gaps more - Test more - Train more - Adapt more - Simplify more - Prioritize more ERP consulting isnโt just about systemsโitโs about people, processes, and clarity. What else do you think an ERP consultant should do more of?
Most ERP consultants I see donโt focus on what truly drives a successful implementation: Understanding business realities Aligning expectations with feasibility Guiding teams through the real adoption challenges Too much system configuration. Not enough stakeholder navigation. ERP success isnโt just about knowing the softwareโitโs about bridging the gap between technology and people. Whatโs your take? Have you seen ERP projects struggle due to a lack of business alignment rather than technical expertise?
Traditional ERP requirement gathering can derail implementation success. Too many companies: - Collect endless wish lists from every department - Focus on replicating old processes instead of improving them - Delay implementation with excessive documentation cycles Here's what I've learned from successful ERP projects: - Business outcomes matter more than feature lists - Early prototyping exposes real needs faster than interviews - User adoption depends on simplicity, not complexity The most dangerous assumption? That more requirements lead to a better system! Remember: You can't document your way to ERP success. You have to validate, test, and iterate your way there. #ERP #DigitalTransformation #BusinessStrategy
๐'๐๐ฒ ๐ป๐ฒ๐๐ฒ๐ฟ ๐ฟ๐ฒ๐ด๐ฟ๐ฒ๐๐๐ฒ๐ฑ: - Defining clear roles and responsibilities early - Standardizing workflows early - Cleaning up data before migration - Setting clear boundaries on scope changes - Investing time in end-user training - Conducting thorough testing before go-live - Documenting key decisions along the way - Prioritizing critical integrations first - Aligning stakeholders before major milestones - Addressing user concerns before they become roadblocks Protect your ERP project timeline like it's your most valuable assetโbecause it is.
Driving ERP Success: Itโs About Mindsets, Not Just Software! In the world of ERP, the technology might be impressive, but itโs the human element that determines success. While new software solutions are essential, true transformation happens when business users embrace the change, not just the system. A strong implementation team is crucial, but ERP success depends just as much on an engaged and capable business user community. Hereโs why: โ Adoption Over Installation โ Even the best ERP wonโt deliver results if users donโt understand how to use it effectively. Training, hands-on experience, and ongoing support make all the difference. โ Process Over Tools โ ERP isnโt just about automation; itโs about improving business processes. Users who truly grasp the system can optimize workflows rather than just following steps mechanically. โ Ownership Over Resistance โ When business users feel empowered, they donโt see ERP as an imposed toolโthey take ownership, suggest improvements, and drive continuous enhancement. The bottom line? Success isnโt just about launching an ERP systemโitโs about building a knowledgeable, engaged, and proactive user community that interacts effectively with it.
Stumbled upon this visual today that perfectly captures what exceptional ERP consulting is all about. A figure carving their own path where none existed before. Too often in the ERP world, we become prisoners of preset configurations and standard functionalities. "Sorry, the system doesn't support that" becomes our default response. But here's the truth: The most valuable consultants aren't just system experts - they're solution architects. When standard processes don't fit business needs, we shouldn't just shrug and walk away. Instead, we should: - Design creative workarounds that maintain system integrity - Leverage custom developments when they truly add value - Think beyond module boundaries to create integrated solutions - Challenge assumptions about "system limitations" Your client's business challenges don't care about system constraints. They need solutions. And sometimes, those solutions require us to pave new paths. Remember: You're not just implementing software. You're architecting business transformation. Don't let perceived limitations block innovation.
Is your business unknowingly wasting resources due to mismatched ERP and HR systems? Many organizations unknowingly face hidden costs when their ERP and HR applications donโt work in sync. From managing payroll to handling compliance, when systems operate separately, it often results in: - ๐๐ถ๐๐ท๐ผ๐ถ๐ป๐๐ฒ๐ฑ ๐ฑ๐ฎ๐๐ฎ - making decision slower and less accurate. - ๐๐ป๐ฐ๐ฟ๐ฒ๐ฎ๐๐ฒ๐ฑ ๐ผ๐ฝ๐ฒ๐ฟ๐ฎ๐๐ถ๐ผ๐ป๐ฎ๐น ๐ฐ๐ผ๐๐๐ - manual interventions are time-consuming. - ๐๐ถ๐ด๐ต๐ฒ๐ฟ ๐ฐ๐ผ๐บ๐ฝ๐น๐ถ๐ฎ๐ป๐ฐ๐ฒ ๐ฟ๐ถ๐๐ธ๐ - crucial information can slip through the cracks. Whatโs the solution? Businesses that integrate their ERP and HR systems enjoy smoother workflows, data-driven insights, and significantly reduced costs. With real-time data syncing between HR and finance, these companies optimize workforce planning and make smarter financial decisions. Seamless integration means better collaboration, more accurate reporting, and a future-ready business. Itโs not just about IT infrastructure โ itโs about boosting productivity, protecting against risks, and staying competitive. Donโt let inefficiencies hold your business back! #BusinessTransformation #ERPHRIntegration #DigitalEfficiency #CostReduction #SmartDecisions
Unlocking the full potential of ERP systems requires more than just technical know-howโit demands strategic insight and adaptability. As the digital transformation landscape evolves, so do the challenges and opportunities within ERP implementation. It's crucial to adopt a mindset that embraces change and constantly seeks out innovative solutions. Have you recently navigated any major shifts in your ERP strategy? I'd love to hear about your experiences and insights on staying ahead in this dynamic field! Share your thoughts below.
I came across this image, and it immediately made me think about ERP implementations. Too often, organizations delay go-live in pursuit of the "perfect" systemโcustomizing endlessly, trying to account for every edge case, and aiming for a flawless launch. But in reality, perfection is an illusion. Instead, successful ERP projects prioritize ๐ฐ๐ผ๐ป๐๐ถ๐ป๐๐ผ๐๐ ๐ถ๐บ๐ฝ๐ฟ๐ผ๐๐ฒ๐บ๐ฒ๐ป๐: โ Deploying a solid core system first โ Iterating based on real-world usage โ Adapting to business needs as they evolve Waiting for perfection often means ๐ป๐ฒ๐๐ฒ๐ฟ ๐น๐ฎ๐๐ป๐ฐ๐ต๐ถ๐ป๐ด ๐ฎ๐ ๐ฎ๐น๐นโor launching so late that the system is already outdated. A phased rollout, early training, and ongoing refinement will always outperform a delayed, over-engineered implementation. What do you think? Have you seen ERP projects stall due to the pursuit of perfection?
Most companies could get the most out of their ERP by fixing their processes instead of blaming the system every day for a few years. When an ERP underperforms, the first instinct is to assume itโs a system issue. But in most cases, the real problem lies in outdated, inefficient, or overly complex processes that werenโt adapted to fit the system. โ A well-structured process makes any ERP more effective. โ A broken process will remain brokenโno matter how advanced the system is. Companies that succeed with ERP donโt just focus on the technology. They optimize their processes, enforce data discipline, and drive real change. So, before blaming the ERP, ask: Is it the system... or the way weโre using it?
ERP failures donโt define your future. The best ERP consultants? They know how to turn setbacks into expertise. You can't control unexpected system issues. But you can control: - How you analyze what went wrong - How you adapt during challenges - How you prevent the same mistakes next time The hardest work isnโt avoiding ERP failures. Itโs choosing to face them with clarity. And using them to help others navigate what you once did. Thatโs what separates average consultants from trusted advisors. Thatโs what turns challenges into mastery.
ERP implementation is 10% technology, 40% process alignment, and 50% navigating human nature. Most ERP failures arenโt about the softwareโtheyโre about adoption. You can have the best system in the world, but if processes are unclear and the transition feels overwhelming, resistance is inevitable. Technology sets the foundation. Process alignment ensures efficiency. Navigating human nature determines success. The problem? Traditional change management focuses on training, communication, and leadership buy-in. But people donโt resist changeโthey resist uncertainty and disruption. If you want real adoption, donโt just manage change. ๐ ๐ถ๐ป๐ถ๐บ๐ถ๐๐ฒ ๐ณ๐ฟ๐ถ๐ฐ๐๐ถ๐ผ๐ป, ๐ฟ๐ฒ๐ฑ๐๐ฐ๐ฒ ๐ฑ๐ฒ๐ฐ๐ถ๐๐ถ๐ผ๐ป ๐ณ๐ฎ๐๐ถ๐ด๐๐ฒ, ๐ฎ๐ป๐ฑ ๐บ๐ฎ๐ธ๐ฒ ๐๐ต๐ฒ ๐ป๐ฒ๐ ๐๐๐๐๐ฒ๐บ ๐ณ๐ฒ๐ฒ๐น ๐น๐ถ๐ธ๐ฒ ๐๐ต๐ฒ ๐ฝ๐ฎ๐๐ต ๐ผ๐ณ ๐น๐ฒ๐ฎ๐๐ ๐ฟ๐ฒ๐๐ถ๐๐๐ฎ๐ป๐ฐ๐ฒ. Whatโs your take? Have you seen ERP projects fail not because of resistance, but because the transition felt too complex to adopt?
Stages of an ERP Consultant ๐๐ฒ๐ด๐ถ๐ป๐ป๐ฒ๐ฟ: Knows the system. ๐๐ป๐๐ฒ๐ฟ๐บ๐ฒ๐ฑ๐ถ๐ฎ๐๐ฒ: Knows the business processes. ๐๐ฑ๐๐ฎ๐ป๐ฐ๐ฒ๐ฑ: Knows how to align stakeholders. ๐ ๐ฎ๐๐๐ฒ๐ฟ: Knows that ERP success is more about managing people than managing technology. Where do you see yourself on this scale?
ERP consulting is 20% technical expertise, 30% problem-solving, and 50% expectation management. A consultantโs job isnโt just about knowing the systemโitโs about: Understanding business challenges. Finding practical solutions. Aligning stakeholders with reality. Most ERP projects donโt fail due to bad software; they fail due to misaligned expectations. Have you seen an ERP project struggle because what was promised didnโt match what was delivered?
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