A crossover into MS Dynamics AX

This article is a personal and subjective story on what to expect when switching from other ERP systems into AX. My specific experience is with some smaller scale project-centric ERP systems and might be different from experiences of other users/consultants.

After working with AX for a couple of months and after attending a boot camp training on AX in Fargo, ND I thought it was time to reflect on the overall differences between AX and other ERP systems that I have been working with over time.

First of all I have to state that all of the ERP systems I have been working with were smaller than AX, both in functionality, breadth and complexity so I will sometimes compare apples and oranges here but this is part of the experience as well.

Targeted markets

Dynamics AX is Microsoft’s ERP flagship and is positioned with the likes of SAP and Oracle. And that’s the market, Microsoft is targeting: medium to large size businesses with multiple locations, multiple legal entities, dealing with multiple currencies and governments.

This in itself differentiates AX from previous ERP that I worked with. Most of them claimed to be multi-company and multi-currency but they really were not. The software packages were initially written for a specific vertical for small to mid-sized businesses and they grew with the companies that initially bought it. So all the features feel like they were tagged onto the solution and never really as integral part of it. AX on the other hand was designed from the ground up to handle these environments and transactions. So I found it especially easy to handle these things in AX whereas in other ERP solutions you had to jump through several hoops to get it working for the client.

2012 Canadian BI Maturity Results from IDC

Next week, Ideaca will once again be travelling across the country to bring IT Directors, CIOs and the like, all together for another one of our National Executive Series Events!

Presenters Richard Hines from Ideaca in the West, and Brian Lee from Ideaca in the East, will be bringing you the latest results in Canadian BI Maturity Research. Be the first in line to benchmark your company against the Canadian landscape.

Canadian companies from coast to coast participated in a survey conducted by IDC designed to extract information on where organizations sit currently, and how they should move forward on the BI Maturity model.

When you’re investing in BI, what research are you falling back on to make your decision? We’ve got all the answers you need to help you make the right ones.

Register NOW to attend a complimentary breakfast session in a city near you to hear the results before they are released to the rest of the country.
 
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Ideaca Renews Multiple Microsoft Gold Competencies in the Microsoft Partner Network

We have renewed our gold competencies in Business Intelligence (BI), Enterprise Resource Planning (ERP), Portals and Collaboration and Customer Relationship Management (CRM) as well as silver competencies in Virtualization, Web Development, Application Integration and Data Platform.

"These Microsoft competencies showcase our expertise and commitment in today’s technology market and demonstrates our deep knowledge of Microsoft and its products,” said Mike Alkier, Managing Partner, Ideaca.  “Our plan is to accelerate our customers’ success by serving as advisors for their business technology needs.”

“By achieving a portfolio of competencies, partners demonstrate deep expertise and consistent capability on the latest Microsoft technology,” said Jon Roskill, corporate vice president, Worldwide Partner Group at Microsoft Corp. “These partners show true commitment to meeting customer technology needs today and into the future.”

Check out the full story here.
 

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Corporate Mobile Application Strategy

In the March/April edition of Exchange Magazine, Ideaca's Brad Blaskavitch wrote an article around creating a Corporate Mobile Application Strategy for your business.

In this article Brad outlines five essential technology components for a successful mobile strategy:

1. Mobile Devices: Smartphones and new generation tablets are more powerful and capable than ever before, and keep evolving at a rapid rate. Their power allows for more advanced applications. The ability to store data when network connectivity is lost, has been critical to corporate mobile application initiatives.

2. Mobile Applications & Platforms: Previously, organizations delayed investment in mobility for fear of tying themselves to a single hardware vendor, causing paralysis. Today's mobile computing platforms and development tools have advanced to the point that device OS/manufacturer is no longer significantly relevant. Mobile applications can be developed once to run on Android, Apple iOS and Blackberry.

3. Network/Carrier Infrastructure: Wireless telecom companies have made tremendous investments to improve the speeds of data transfer and expand their geographic coverage. We have seen the transition from 2G to 4G networks. These improvements allow mobile applications to have more capability and perform at acceptable speeds.

4. Corporate Technology: Many companies have invested heavily in corporate systems and line of business applications to improve operational efficiencies in administrative functions, systems such as Enterprise Resource Planning, Financial, Customer Relationship Management and Business Intelligence. Organizations now have the key internal infrastructure to support a true corporate mobility strategy and extend these capabilities to their mobile workers in an integrated solution.

5. Cloud Computing: While many will argue that it isn't a core requirement, cloud computing has allowed many organizations to scale their technology footprint without incurring the significant capital costs of a more traditional on-premise hardware strategy. The ability to scale up or down the computing power of an organization, eliminating hardware and IT resource constraints, has freed up capital and IT resources to focus on value add solutions to increasing the organizations competitiveness.

For the rest of the article, click the link below to check it out on page 32-33. http://www.exchangemagazine.com/currentissue/ExchangeVol29No4/

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