MUFI Rating & Risk – Infor Lawson
MUFI: Maintainability, Usability, Functionality, Implement ability
Vendor: Infor (Select For Vendor Profile)
Info is another ERP software vendor, which has grown through mergers and acquisitions. Infor is the 3rd largest ERP software vendor in the world. Infor acquired the ERP software vendor Lawson in 2011. Infor actually has the following ERP products.
Infor10 ERP Enterprise, Lawson M3 ERP Enterprise, Infor10 ERP Business, Infor10 ERP Express, Infor10 ERP Process Business. And these are just the major ERP systems. Infor lists the following ERP systems on their website.
- Info LN
- Infor LX
- Infor M3
- Infor SyteLine
- Infor System21
- Infor VISUAL
- Infor XA
- Infor Adage
- Infor SunSystems
- Infor Lawson
- Infor Distribution A+
- Infor Distribution FACTS
- Infor Distribution SX.e
However, we have decided to focus on the Lawson ERP system as this is the flagship ERP for Infor.
Infor Lawson has the best user interface of any of the older generation ERP systems. Infor Lawson uses a very inventive interface design where icons along the top provide navigation between the major areas of the application.
The application also has a very useful search bar along the top, along with a search modifier. Infor Lawson has the first application we have reviewed that has updates and alerts that really work well. They are listed per category along with the right side of the user interface.
This is another view on the alerts – this allows the user to hover over the appropriate icon and see the list of vendors that are on hold.
Infor Lawson has copied the Chatter functionality in Salesforce, which allows comment threads to be saved and accessed. Infor Lawson has done a very nice job with this functionality.
Infor Lawson is an interesting alternative for large ERP buyers. Infor Lawson has the highest ERP worker productivity of any of the ERP applications, which are sold to large buyers. While most of the other large company ERP applications are increasingly dated, Infor Lawson is a borderline ERP system, which is simply a combined financial system with a strong human resources module. That is not necessarily a bad thing, as it is better to go into ERP procurement understanding that buying a single system, which would do everything, was never a feasible strategy. Infor sales will attempt to counter this argument by pointing to its multiple offerings which can be connected to Infor Lawson – however these are all acquired applications, and each one of these applications would need to be evaluated on their own merits. Attempting to allow Infor to perform your solution architecture by pitching all Infor products is a bad strategy.
However, that fact that Infor Lawson combined a finance system with a strong HR system is why Lawson was traditionally strong in service industries such as finance and healthcare. Buyers that fall into this category may want to give Infor Lawson a look, however, if no real supply chain management requirements exist, FinancialForce along with either its consulting service application an HR application would be another possible alternative.
It is certainly true that service industries do not require ERP suites, and in fact even for manufacturers ERP systems are not actually necessary as the rise of excellent stand-alone financial applications provides the flexibility to create flexible solution architectures. For more on this topic see our Solution Architecture Packages.
All scores out of a possible 10.
Vendor and Application Risk
Software Decisions Risk Defined: (See This Link for Our Categorization of Risk)
Infor Lawson is one of the better ERP systems in this category, and it is in many ways a well-designed system that just happens to be short on some functionality. However, Infor’s consulting is not strong, and few consulting companies specialize in Infor Lawson, although they can certainly be found.
Likelihood of Implementation Success
This accounts for both the application and vendor-specific risk. In our formula, the total implementation risk is application + vendor + buyer risk. The buyer specific risk could increase or decrease this overall likelihood and adjust the values that you see below.
Risk Management Approach
Managing an Infor Lawson implementation means managing the risks related to getting consultants assigned to the project, and secondly to deal with rather limited functionality. This can quickly become a problem if the buyer takes statements made by Infor sales to heart and hold’s the implementation team’s feet to the fire to make all of them come true. And this, by the way, can easily happen, because as we explain in our Honest Vendor Rating of Info, Infor generally has a low accuracy level to the information it provides during the sales process.
Finished With Your Analysis?
Brightwork MRP & S&OP Explorer for Tuning
Tuning ERP and External Planning Systems with Brightwork Explorer
MRP and supply planning systems require tuning in order to get the most out of them. Brightwork MRP & S&OP Explorer provides this tuning, which is free to use in the beginning until is sees “serious usage,” and is free for students and academics. See by clicking the image below:
Software Selection Book
Enterprise Software Selection: How to Pinpoint the Perfect Software Solution Using Multiple Sources of Information
What the Book Covers
Essential reading for success in your next software selection and implementation.
Software selection is the most important task in a software implementation project, as it is your best (if not only) opportunity to make sure that the right software—the software that matches the business requirements—is being implemented. Choosing the software that is the best fit clears the way for a successful implementation, yet software selection is often fraught with issues and many companies do not end up with the best software for their needs. However, the process can be greatly simplified by addressing the information sources that influence software selection. This book can be used for any enterprise software selection, including ERP software selection.
This book is a how-to guide for improving the software selection process and is formulated around the idea that—much like purchasing decisions for consumer products—the end user and those with the domain expertise must be included. In addition to providing hints for refining the software selection process, this book delves into the often-overlooked topic of how consulting and IT analyst firms influence the purchasing decision, and gives the reader an insider’s understanding of the enterprise software market.
By reading this book you will:
- Learn how to apply a scientific approach to the software selection process.
- Interpret vendor-supplied information to your best advantage. This is generally left out of books on software selection. However, consulting companies and IT analysts like Gartner have very specific biases. Gartner is paid directly by software vendors — a fact they make every attempt not to disclose while consulting companies only recommend software for vendors that give them the consulting business. Consulting companies all have an enormous financial bias that prevents them from offering honest advice — and this is part of their business model.
- Understand what motivates a software vendor.
- Learn how the institutional structure and biases of consulting firms affect the advice they give you, and understand how to properly interpret information from consulting companies.
- Make vendor demos work to your benefit.
- Know the right questions to ask on topics such as integration with existing software, cloud versus on-premise vendors, and client references.
- Differentiate what is important to know about software for improved “implement-ability” versus what the vendor thinks is important for improved “sell-ability.”
- Better manage your software selection projects to ensure smoother implementations.
- Chapter 1: Introduction to Software Selection
- Chapter 2: Understanding the Enterprise Software Market
- Chapter 3: Software Sell-ability versus Implement-ability
- Chapter 4: How to Use Consulting Advice on Software Selection
- Chapter 5: How to Use the Reports of Analyst Firms Like Gartner
- Chapter 6: How to Use Information Provided by Vendors
- Chapter 7: How to Manage the Software Selection Process