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Do you find yourself gazing wistfully at new and shiny ERP systems while desperately trying to navigate your current antiquated software? If so, Trevor Dunne suggests that it might be time to break up with your ERP and find something better Breaking up is hard to do, but breakups are an inevitable fact of life. Despite this, admitting that a relationship has run its course is never easy. However, if your organisation’s enterprise resource planning (ERP) system is holding you back or making your staff unhappy, it’s time to face reality. Here are five signs that your relationship with your ERP may be ending. Everything starts to grate on you Things you used to find forgivable or even quirky now have you tearing your hair out. Having to wait ages for an answer and dumb down every process or transaction so the system can handle it only puts pressure on you. You start to wonder whether the fault lies with the system, or with you. Regardless of whose fault it is, you are seeing more and more complaints from frustrated staff who have to complete too many manual or duplicate tasks across too many systems or tools, and struggle to get the information they need. These days, people want to work with the latest technology and will vote with their feet by leaving if they feel they are being left behind. It’s easy to get past the occasional minor problem – no system is perfect after all – but your relationship is on a downward trajectory when your ERP system’s user experience or functionality is lagging behind your business needs. You no longer feel a spark Do you remember when you first implemented your ERP software, and it was the centre of everything? If those days feel like a lifetime ago, and you now find yourself running processes outside the system (go on, how many Excel sheets are secretly running the business?), then it is a significant indication that the relationship is on the way out. While it’s perfectly healthy to resort to Excel for some reporting requirements, if you are using it for transactional purposes or to generate new data, it is a sign that your relationship with your ERP system might be fraying at the edges. Once you extract the data from the system and start changing it with Excel, you can never really go back. These old processes are less efficient and effective, and you’re keeping data to yourself where no one can report on it! This can only go one way. Why must we always drag up the past? Can’t we look to the future? Are the fights to get data never-ending and ultimately unresolved? While everyone will struggle at some stage or another, not every interaction you have with the system should end in a screaming match. You just know that other organisations are running prescriptive and predictive reporting—yet here you are, struggling to understand what’s already happened. Rather than pushing the system away slowly and painfully, a clean break is often the best and kindest route for all parties. There is no trust [in the data] whatsoever Rule number one of relationships: trust is EVERYTHING. If you have no trust in your ERP software and what it’s telling you, this is a big red flag. If the system is forcing you to pull together information from several spreadsheets to present a report—or even worse—if insufficient or incorrect data has led to embarrassment in front of senior colleagues, it will be a slow and painful decline. If you can’t believe what you’re being told and have to dig for the truth, moving on might be the best way forward. You’ve started to look at other systems… a lot It is normal for your eye to wander from time to time. Maybe you’ve started to look at bolt-on solutions, or you’ve started using separate tools to get your job done. However, if you find that this is not just an occasional dabble and that you’ve got a proliferation of tools, applications, reporting aids, data models, robotics, and point-to-point integrations, you need to question the suitability of what’s at the heart of your business. Are you actually committed? Moving on The needs of any organisation (and its people) change with time. As we mature, our needs evolve. These days, everyone’s expectations are higher, and what was good enough at one stage of our development may not now be sufficient for where we see our company going and how we intend to get there. Trevor Dunne is Partner and Head of Technology Consulting at Grant Thornton

Ellen Moeller, Head of Europe at Watershed, speaks with members of the FinBiz 2030 Climate Action team to explain how businesses can positively impact climate action. It may be shocking to discover that some large companies have bigger climate footprints than small cities. With the recent Corporate Sustainability Reporting Directive (CSRD) on the way and a drive to improve environmental, social and governance (ESG) functions within businesses, it is critical for companies like these to invest in an efficient climate change program. But where do companies that have such a significant impact start? A comprehensive analysis of where the emissions lie within the company will provide a good base for identifying opportunities to invest in the innovative technologies needed to hit the targets that will ensure companies are ready for imminent disclosure requirements. This article suggests what else businesses, large and small, can do to help address the impact their climate emissions have. The part businesses play The world cannot decarbonise without businesses playing their part immediately. The planet cannot wait for top-down regulation to come into effect, especially when companies can make an impact right now by reducing their emissions. This can include everything from business travel to procuring clean energy for buildings and engaging suppliers to ensure they have sustainable programs. Climate will be a critical revenue driver in some cases, and having a good climate program in place can create opportunities to win business. This does not come without its challenges for companies wishing to make a positive impact on the climate crisis, however. The main barriers right now are education and understanding. Education It can be very intimidating for businesses to embark on their climate journey, and owners and managers might feel like they are falling behind or don't know where to start. This is where third-party companies, such as Watershed—dedicated to helping businesses measure, reduce and report on their carbon emissions to build dedicated climate programs—can help navigate that journey. Stakeholders must be educated internally, whether they are executives, procurement or finance teams. To help, all of the teams and departments within the business must understand what they can do to reduce carbon emissions and how to go about setting targets. Terminology Another challenge for companies is navigating and understanding ESG-related terminology. One key area is the differentiation between net zero (gold standard) and carbon neutral, for example, and the importance of avoiding emissions as opposed to offsetting emissions. Also important to grasp are the various regulatory frameworks coming into effect and the acronyms associated with each. Individual contributions Individuals can also help alleviate climate risk. One of the most important steps individuals can take is making sure their companies have a climate program in place by becoming vocal advocates for change. In many cases, we have already seen that employees have been the ones to get companies to start thinking about climate. So, while companies have a huge part to play as a whole, there are also opportunities for employees to be real advocates for climate action and mobilise change within their organisations. Get started For companies that want to change, but aren't sure how to go about it, the simplest way to positively impact the climate crisis is to get started. Begin with the numbers: having data is the best and easiest way to have conversations internally. No business could reduce its emissions overnight, so get started early and engage multiple people within the organisation. This is a journey, not a sprint, but the goal is reachable with good communication and buy-in from all stakeholders across the organisation. Ellen Moeller is the Head of Europe at Watershed. The FinBiz2030 Irish Task Force is committed to facilitating the effort to unite and mobilise the Irish finance and business community to achieve the SDGs by 2030. Member Niamh McLernon, Aileen Noonan, and Derek Lowry conducted the interview.

Advancing digitalisation will remain a top business priority in 2023. Lana Briggs and Richard Franck explain what companies need to do to keep up with this growing trend. The shifts to digital-first consumerism and hybrid working have expanded the reach of new customers and markets to businesses not traditionally operating in this space. For many companies, remote and hybrid working has allowed them to tap into the skills and capabilities of employees from a wider geographic catchment, improving their workforce, employee experience, and job market competitiveness. Digitisation and automation of manual processes are also experiencing a renaissance. The dual goal of productivity improvement and cost-saving is often targeted, but error reduction and improved customer experience, as well as signalling and analysis, have improved how companies learn from their customer base, detect changing customer needs, and adapt to evolving market conditions. Future-proofing digitalisation efforts In 2023, we expect continued digital capability growth and maturity. As businesses become more adept at adopting and extracting value from digitisation, we will likely see a ramp-up of new innovations in customer engagement and business operations. There will be value for organisations in ensuring that the digital developments implemented during the pandemic remain fit for purpose. While adding digital capability has been the main focus in recent years, customer needs, user experience and cost-effectiveness must take centre stage if digitalisation efforts are to be future-proofed. A key challenge will be maintaining the speed and agility of pandemic-pushed digitalisation programmes while also “right-sizing” the level of governance and controls that assure, not inhibit, these programmes. Securing budget for digitalisation programmes In the case of an economic slowdown, budgets will be tighter for many organisations, and cost reduction will become more central to the transformation agenda. A solid business case that justifies the cost to deliver against potential benefits to secure sufficient funding for digitalisation programmes will be a must. This means being clear on how to “spend to save” and not just “spend and hope to save”. There is no doubt that digitalisation can be an essential cost reduction lever while at the same time positively impacting the end customer. Teams looking for a transformation budget need to be clever, engaging and evidence-based in telling the story to ensure digitalisation programmes do not stall. Using digitalisation to maintain competitiveness Many start-ups and challenger businesses entering the Irish market have had robust digital offerings and low-cost operating models in recent years. They are built on new, agile technology platforms, giving them a competitive advantage as they can innovate faster than larger, more established businesses with complex operating models and legacy systems. Their onboarding processes are also typically more straightforward; customers can sign up in just a few steps from the comfort of their homes, making it much easier for them to vote with their feet. Additionally, it is easier for new global players to enter the Irish market in an increasingly digital world. In 2023, Irish organisations should be poised to continue to face new external competition.  Human connectedness at the centre of customer experience Based on the 2022 KPMG Customer Experience Excellence research, Irish consumers still value human interactions at critical points. Even the most digitally ambitious organisations should leave the door open for customers to speak to a human when it matters most. While digital channels should always be designed with accessibility for all customer groups in mind, for some, it may not be an option and access to traditional channels for these customers will remain imperative. Businesses should also be cognisant that digital literacy varies across demographics. If they want their digitalisation efforts to succeed, they must spend time on employee and customer awareness and invest in education to ensure no one is left behind. In 2023 and beyond, digital and human channels will play an important role, so these channels must be connected. Organisations must build their channels on systems that allow data to flow in real time. Achieving this connectivity will help organisations deliver a frictionless and continuous customer experience. Rethinking to deliver a competitive digital experience As well as connecting channels, a business must ensure that end-to-end operation is connected. For example, a brilliant app or website will be hindered by a trailing fulfilment function caused by disconnected capabilities. Everything that happens in a business is part of a process, so being clear on how these processes span functions, each function’s contribution to a process, and how processes support customer journeys is a fundamental part of creating a flexible enterprise. This will require organisations to rethink their processes, systems, data capabilities, team structures and partner/supplier ecosystems to deliver a competitive digital experience in 2023 and beyond. The importance of digital resilience and data security As we move closer to the data economy and customers share more personal data in exchange for highly personalised experiences, the emphasis on data security and privacy continues to increase. As more global data privacy regulations are introduced, businesses that adhere to these laws, uphold stringent data protection measures, and use customer data will earn customer trust and grow quickly. Central to this is balancing benefits for the company to sell more with benefits to the customer. Our research shows that customers are more likely to trust organisations that pair privacy and security with a valuable personalised service. Therefore, consideration of digital resilience, data utilisation and security will be more important than ever in digitalisation programmes in the future. Lana Briggs is Customer Experience Lead at KPMG Richard Franck is Cloud & Digital Technologies Lead at KPMG 

After the uncertainties of the last few years, we’ve learned to approach a new year with caution. However, Graham Reid has given us six reasons to be hopeful about Ireland’s economy in 2023 As we look into the new year, Ireland's economy is relatively well-positioned to deal with the turbulent economic conditions that are persevering from 2022. Strong multinational and technology sectors, robust employment levels, a highly skilled workforce and consistently favourable exchequer returns will give policymakers greater flexibility to respond to the challenges that may lie ahead. Here are six things we expect to see in the economy in 2023. 1. Lower spending levels due to sustained inflation Rising costs across the Irish and global economies are eroding consumer and business confidence. Consumer sentiment in Ireland tumbled in the latter half of 2022, and EY's Future Consumer Index found that 52 percent of global consumers are spending less on non-essential goods. Rising consumer and business prices are expected to persist into 2023, which is likely to further reduce real disposable incomes, increase interest rates, lower consumer demand, impact business performance and increase costs for investment and capital programmes for both business and Government. These effects will slow activity levels and feed into lower economic growth in 2023. 2. Ireland to remain resilient Although not immune from the turbulence in the global economy, as a small and open economy, Ireland should be somewhat better placed to deal with a downturn due to a strong combination of factors, including the presence of multinationals, continued inward investment, robust Irish businesses and government investment. Ireland's sectoral focus on pharma, food, technology and finance and the presence of overseas investment and companies has been a success story of the last two decades. Although the risks are well documented, it has significantly boosted Ireland's exchequer position. Most importantly, Ireland has a vibrant and growing indigenous business sector that includes large domestic and outbound multinationals and a thriving and expanding entrepreneurial cadre. These businesses are essential to the economy's vitality, providing critical employment and economic activity, fostering entrepreneurship, providing jobs and diversifying our export markets post-Brexit. Ireland has the benefit of a highly educated and skilled workforce and is now the sole English-speaking, common-law country within the European Union (EU). 3. Policy focus on energy costs and security of supply As energy costs spiralled throughout 2022, the affordability and reliability of supply issues dominated the political agenda. The war in Ukraine and rapidly rising energy prices brought the over-reliance on other geographies, and single sources of energy to the fore as countries acted swiftly to expand locations and diversify supply. The government's role in subsidising costs also came into question as it was deemed necessary to provide households with energy credits to tackle higher bills. The topic of supply diversification, energy price caps, and the effects of such interventions will span into 2023 and beyond. 4. Investment in critical infrastructure to retain competitiveness Maintaining competitiveness is essential for Ireland's continued growth story, particularly in attracting investment and talent. For businesses to continue to invest and prosper in Ireland, they will need to attract top global talent to work, particularly when there is a tight labour market and record employment levels. A buoyant, functioning housing market where people can find suitable accommodation is essential for companies. We know that housing availability can significantly impact our global competitiveness. This year will see continued investment in improving infrastructure capacity in housing and ensuring adequate supporting infrastructure such as water and energy to accommodate our expanding population. Getting this right will facilitate further economic and population growth while supporting business investment and entrepreneurship. 5. Disrupted transition to net zero The transition to a green economy has been disrupted due to the ongoing energy and cost of living crises. Businesses and consumers are refocusing on costs, and there is less appetite to spend more on greener alternatives. However, policy measures to encourage climate-friendly activities and behaviours, such as carbon taxes, become more controversial if they are seen to feed further price increases. New EU regulations such as the Corporate Sustainability Reporting Directive (CSRD) will emphasise transparent corporate reporting and set a higher standard on environmental, social and governance (ESG) practices. Government policy in 2023 will have to carefully balance the need for decisive action on climate action and the mounting costs pressures on households. 6. Accelerated digitalisation agenda Digitalisation is a global trend we can expect to gather further pace in 2023. We will see more data-centricity, tech transformations and the rise in the use of artificial intelligence to solve business issues, manage costs, help with sustainability challenges and deliver long-term value. The Irish Government's National Digital Strategy (NDS), launched in 2022, aims to "drive a step-change in the digitalisation of businesses, in particular, SMEs, to sustain Ireland's attractiveness as a location for leading digital enterprises." Taking advantage of the presence of a strong tech sector in Ireland, and becoming a leader in digitalisation and innovation, will put us on a solid global footing for continued investment and economic growth in the years ahead. Graham Reid is Partner and Head of Markets at EY Ireland.

With Generation Z now established in the workplace, companies need to be savvy when creating an accommodating workplace without forgetting the previous generations' needs. Paul O'Donnell explains how to do just that Are you Generation Z, Generation Y, Generation X, or the rarer breed of baby boomer? With retirement ages drifting and young graduates streaming into the jobs market, a truly diverse workplace will include workers from all generations. Born between 1996 and 2007, Generation Z are not a niche cohort – they make up over a fifth of the population and are the fastest-growing electoral and consumer group – but as relative newcomers to the workforce, they may play a different role as part of their respective teams. In 2022, the Irish recruitment firm HRM released its 2022 'Understanding the Misunderstanding – Intergenerational Insight Report'. The report highlights how age-related stereotypes could mean that workers are somewhat pigeonholed and often assigned specific tasks based on their age and perceived behaviours. As this misunderstanding can negatively impact employee satisfaction and fulfilment – as well as the bottom line – a strategic approach to creating a working environment that meets the needs of all workers is vital. Reading between the lines, the report highlights the inherent challenges in building a genuinely intergenerational workplace and why employers must be cognisant of these to unlock and tap into the talent of all age groups. Priorities As illustrated by the survey findings, each generation has priorities regarding their chosen employer and future career path. It was clear that Generation Z workers have different views on work/life balance, and their preferred communication style is markedly different to that of their colleagues. It has been well-documented that Generation Z, on the whole, tends to be well-educated. They have also witnessed the significant disruption of a global pandemic as they began their working lives and have come of age as the realities of the climate crisis begin to bite. Thus, it is perhaps unsurprising that the report indicates that Generation Z sees themselves as quite different from other generations. On the ground, this can cause issues. An astounding third of Generation Z participants think differing perspectives held by different generations caused difficulties at work regularly. However, the diverse needs of each generation of workers are not necessarily competing. For example, the report found that Generation Z prefers an employer that supports their health and well-being. In contrast, baby boomers were far more concerned about the organisation's financial viability. Yet, employees from all generations benefit from an employer focused on both the bottom line and the health and well-being of its employees. According to a 2021 LinkedIn survey on learning and development, Generation Z is keen to upskill and learn on the job, as their longer-term goals may include an entrepreneurial endeavour. This commitment to lifelong learning should be considered when building people strategies that include ongoing training, rewards or recognition programmes, and career path trajectory. We also learned that for Generation Z, a collaborative culture is the number one factor when choosing a workplace. We know that firms with rigid hierarchical structures are the most likely to struggle to adapt to Generation Z's workplace needs. However, the reality is that traditional hierarchical structures and incremental career growth based on tenure are now outdated concepts. Yet, while an organisation may seek to re-orient its historical structure to accommodate Generation Z as they continue to stream into the workforce, this must be balanced against a duty of care to the other generations of workers. In this regard, the pace of organisational and technological change in the last two decades certainly presents both opportunities and challenges. As digital natives, Generation Z will invariably find digital up-skilling and role development easier – or at least more straightforward. And according to Kantar Global, the smartphone tends to be Generation Z's preferred method of communication. As hybrid workplace models become embedded, ensuring effective communication and savvily employing technology to enable this is a given. However, the pace of change can pose some problems, which must also be considered when creating and developing learning strategies for up-skilling and role development. Blending the generations' needs When blending the right mix of generations, employers must not lose sight of the bigger picture: they must be aware of the differing priorities of each, but this cannot be to the detriment of any one age group. By recognising the needs and wants of each employee cohort, they can exploit the possible synergies that a diverse workforce is capable of. The hunger and drive displayed by Generation Z will always be a welcome addition to a team, but the talent, skills, and experience of other generational cohorts are indispensable. Can a company culture please everyone all of the time? Of course not. But by re-orienteering critical elements of the organisation's culture to satisfy Generation Z, they risk alienating the other generational cohorts – who still comprise the majority of the workforce.  The HRM report clearly illustrates that the key to maintaining good intergenerational relationships is recognising differences and discussing them. As with most workplace challenges, clean and open communication – face-to-face, via email, or even over WhatsApp – is key. Paul O'Donnell is CEO at HRM Search Partners.

With the gender pay gap legislation in full swing, now is the time to invest and empower women in the workplace. Dawn Leane explains how There are numerous ways in which organisations can support the development of female talent. In approaching this piece, I asked myself, 'what is the main challenge that female coaching clients report?' The answer appears deceptively simple, so simple that it is often overlooked: communication—specifically, communication in two areas: articulating expectations and delivering unequivocal feedback. As advice goes, it's not particularly innovative or exciting, but it is fundamental. After all, how can anyone live up to expectations if they don't know what they are? Early promotions are usually based on the ability to perform tasks to a high standard, manage a function, coordinate and plan. Frequently, a promotion is preceded by the 'tap on the shoulder' indicating that an application is actively encouraged. However, at a senior level, there is a whole set of essential behaviours, attitudes and competencies that are not explicitly stated anywhere. Of course, this also applies to men. However, they have a more significant advantage when understanding many of these behavioural norms and unwritten rules. Accordingly, professional women are far more likely to find themselves disadvantaged when navigating the corporate environment. I often share the example of a client who was identified as having high potential, yet her career had stalled. She was performing well and getting all the right signals, but nobody had discussed her next move with her. Ultimately, she initiated the conversation with her manager, who asked what took her so long. She was being judged for her lack of self-advocacy – yet, nobody had told her this was an expectation. The double-bind—a set of double-standards women are subjected to in the workplace—is a significant factor in communication. To succeed, women must display the traits commonly associated with effective leadership, such as assertiveness. However, when women behave assertively, they often suffer consequences that their male counterparts don't experience. A significant long-term impact is associated with the double bind – it can prevent women from receiving the crucial feedback they need to progress. According to research conducted by McKinsey and LeanIn.Org in 2016, managers (men and women) are more likely to be concerned about appearing harsh or provoking an emotional response when delivering developmental feedback to women and so dilute the feedback or talk around the issue. The consequence of this hesitancy is that women are less likely to receive the critical feedback needed to succeed. Year after year, the McKinsey and LeanIn.Org Women in the Workplace report illustrates how women lose ground at every step on the corporate ladder. As a result, there are too few women to promote to senior leadership positions in representative numbers. In addition, women are increasingly leaving organisations that make it difficult for them to advance. When discussing career development with female employees, managers should consider the following: Don't assume that the organisation's culture is understood equally by all; Clearly articulate the behaviours that the organisation values and rewards; Don't be afraid to set performance objectives that may be difficult to quantify, such as networking; Create space for dialogue, asking questions such as 'what information would be helpful right now?'; and If tempted to dilute difficult feedback, ask yourself, 'what would I value if I were in this person's position?' Information is power. Presenting female employees with clear rules of engagement and detailed feedback levels the playing field. Once that is achieved, women will do the rest! Dawn Leane is Founder of Leane Empower.