Getting change right
ERP implementation is in no way a “fill in the blanks” process. It will vary for each company undergoing the implementation’s resulting process and responsibility changes, in part based upon the company’s current state at the time the new system implementation occurs.
Getting buy-in
- Avoid overlooking employees impacted by the deployment of the new ERP application including all:
- (1) financial, line and staff employees
- (2) employees dealing with changes to duties and responsibilities
- (3) employees receiving reporting with content or format impacts
- Involve all employes identified above in meetings including -
- (1) one on one
- (2) groups
- (3) web or podcast based tutorials
- (4) surveys
- Actively listen to and respond to employee concerns and when a recommended change is opposed by an employee, be sure to clearly communicate the reason why the change is recommended even though not agreed to.
- Target the message so it is clear to the entire user community. Make sure it is as clear to any impacted employee as to the ERP application’s power users. Make sure that the message clearly describes:
- (1) the technology underlying the change
- (2) the particular impact of that change on the employee whether it’s
- simply a change to the format of an existing report, or a major change to an employee’s area of responsiblity
- Employee involvement must be part of the entire project lifecycle starting with the requirement development through all post implementation testing.
Conclusion
To minimize the risk of losing the many benefits of the new ERP application by it’s becoming shelfware, it’s critical to the greatest extent possible that the people will be living with the consequences of its implementation embrace and not reject the resulting change.
Follow us!