ArcherPoint Dynamics NAV Developer Digest – vol 45
The ArcherPoint technical staff—made up of developers, project managers, and consultants – is constantly communicating internally, with the goal of sharing helpful information with one another.
As they run into issues and questions, find the answers, and make new discoveries, they post them companywide on Yammer for everyone’s benefit. We in Marketing watch these interactions and never cease to be amazed by the creativity, dedication, and brainpower we’re so fortunate to have in this group—so we thought, wouldn’t it be great to share them with the rest of the Microsoft Dynamics NAV Community? So, the ArcherPoint Microsoft Dynamics NAV Developer Digest was born. Each week, we present a collection of thoughts and findings from the ArcherPoint staff. We hope these insights will benefit you, too.
Michael Heydasch on subforms not returning the correct record:
ISSUE: A subform is not returning the correct highlighted record when a function on the subform is called from the main form. For example, record B is highlighted in the subform, but when you call a subform function from the main form, the record upon which the action is taken is record A, not record B. SOLUTION from Jon Long: Add a comment tag (or any code) to the OnAfterGetCurrRecord trigger on the subpage. This worked perfectly. Thanks Jon!
Faithie Robertson shared this list on increasing ROI with business process improvements:
Improving business performance should be everyone’s goal within any organization. This article offers a list of places to look for automating and improving processes that can significantly affect a company’s performance. And many of these are possible with good ERP software – like Dynamics NAV!
Dan Sass shared an article on corporate culture:
This article offers an argument against the popular notion of corporate culture as it is used in publications and executive boardrooms. I found this article interesting and definitely worth the read, although I am not sure I agree completely with the author’s thesis. For instance, I (Robert, not Dan) think every society has a “culture” that is shared by many, but that culture is either not adopted by all within the society or that there are some in the society who will behave in a way that supports that culture as a way to survive. In any event, given the popular notion of “corporate culture” in business these days, this piece made me think.
From the article:
“The problem with the term “culture” is that it tends to essentialize groups: it simplistically represents a particular group of people as a unified whole that share simple common values, ideas, practices, and beliefs. But the fact is, such groups really don’t exist. Within any group characterized as having a culture, there are numerous contested opinions, beliefs, and behaviors. People may align themselves to behave in a way that seems as though they buy into expressed corporate values and “culture,” but this is just as likely to be a product of self-preservation as it is of actually believing in those values or identifying with some sloganized organizational culture.”
Some humor for the weekend, thanks Kyle Hardin: