Lexicon Systems, LLC Blog

lex'•i•con: the vocabulary of a branch of knowledge. Thoughts on environment, health & safety (EHS), sustainability and information technology to support them.


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Green Quadrant® Environmental Management Software names market leaders

Verdantix  named IHS, Enablon and SAP as the leaders in the enterprise environmental management software market in its report, Green Quadrant® Environmental Management Software (Global) 2012. Enviance, Locus Technologies and BSI group are in the second tier.

Verdantix defines environmental management software as

enterprise-scale software that enables firms to capture, analyse and report data, and manage performance across their assets on environmental indicators such as air, green house gases, water, waste and toxic chemicals.

The U.K.-based research firm used their proprietary methodology to evaluate the capabilities of 12 firms in 19 areas. Other findings of note:

  • Overall spending on environmental management software will increase over the next three years in 60% of companies with revenues of $1 billion or more.
  • Spending on sustainability will increase in 2012 vs. 2012 in nearly 60% of companies surveyed.
  • Greenhouse gas, hazardous waste and water top the list of customer’s monitoring requirements.
  • Automated task management, notifications and workflows are important.
  • Customers want to integrate/interface other data sources with their environmental management system.
  • Customers prefer to buy from large environmental/sustainability software firms.
  • Two-thirds prefer that the software firm or an engineering/sustainability consultant implement the software.

For more information, see the full report.

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Tech toys in the executive suite

Among the tech gadgets in executive suites, tablets rank third (78%) behind smartphones (84.8%) and laptop computers (82.6%). About 33% use mobile apps and 33% use the Cloud. Execs prefer iOS and Blackberry smartphones for personal use, though they have employees use Android and Blackberry devices more often (69%) than iPhones (54%). Source: CEO.com.

iPad ownership by CEOs and small business owners quadrupled in the last year (CEO.com)

Count me in! I use all of the top three technologies. As the proud owner of a 4th Generation iPad, I find it easy to use. Of course, having an iPhone and being familiar with iOs helps, though I find a new world of opportunities with the larger, iPad retina screen. The tablet format allows me to visualize much more data than I can using the same apps on my iPhone. Reading email and browsing the Internet are a pleasure. I can read documents, presentations, books and .PDFs with ease. The 10-hour battery life is a real plus.

Ultimately, my tablet will replace a somewhat heavy notebook computer for certain purposes. I am testing different  office and productivity apps and will see where this leads… the consumerization of  business continues.

You can view an infographic on CEO gadgets topic here.


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Increasing the probability of software implementation success

Last week I attended a Webinar that focused on the leading environment, health & safety (EHS) software companies. During the Q&A period, an attendee commented that, while the software may lead the market, the firms that implement the software may not be up to snuff. This results in problematic implementations and unhappy clients.

At a business lunch the next day, a colleague asked why some EHS consulting firms are less successful than others when it comes to implementation. I replied that implementation success is not about the software alone. No matter how feature-packed, intuitive and functional the software package, it takes more than software-savvy subject matter experts and EHS-savvy software engineers for a truly successful implementation. The implementation team requires proven methodology, good project management and social skills, and the ability to foster user acceptance.

  • proven methodology is important throughout the entire software life cycle–from concept through business needs analysis and software evaluation and selection to  design, system configuration, rollout and support. Proven methodology helps to reduce the margin of error and ultimately saves the  client time.
  • project management skills are important in planning, budgeting and tracking, and critical in managing “scope creep.” Project management skills are critical in areas such as IT risk management and identifying and recommending solutions to issues as they arise.
  • social skills are important since enterprise-scale IT projects involve different stakeholders with competing agendas. Members of the implementation team must be able to communicate with people at many levels and in various functions within the client organization. Some of the members must excel in facilitation skills, particularly when the group must reach a fact-based consensus. They must be able to work without showing bias towards certain stakeholders or software packages.
  • user acceptance often will “make or break” an implementation. Fostering user acceptance requires organizational change management expertise, something often overlooked during large IT projects. Organizational change management activities should occur throughout the software life cycle, and include much more than training. Read more about organizational change management here.

If you contemplate starting an IT initiative in the EHS arena, or to manage other subject matter, make sure that you have a professional leading the effort. Hands-on experience in the above areas can increase the probability of success in software implementations. Of course, these are a select few of all of the skills required. Read more about IT program management here.