An ERP (Enterprise Resource Planning) transformation is a significant undertaking that can revolutionise an organization’s operations, enhance efficiency, and drive competitive advantage.
Therefore, an ERP transformation involves more than just implementing a new software; it’s about reshaping operating models, processes, ways-of-working, and even culture. True change – and moreover the benefits – are only fully realised when people change the way they act.
Based on my own experiences five people-driven change elements support significantly different stakeholders not just adapt but excel amidst change.
- Strategic Alignment and Common Ground: The first step towards a successful transformation lies in strategic alignment. Business and program leadership must converge to establish a common ground, an environment of unity and shared objectives. This forms the basis for target-based leadership and impactful communication, setting the tone for the journey ahead.
- Cross-Functional Collaboration: The essence of a holistic transformation is encapsulated in cross-functional collaboration. The program has pivotal role in facilitating the planning and engagement across various departments, weaving a tapestry of diverse skills and perspectives that ensure viable solutions and expert engagement throughout the ERP program.
- Change Concretisation and Activity Planning: Line managers play a crucial role in making ERP changes tangible and aligned with existing processes and workflows. By allocating sufficient resources to support the transformation, they bridge the gap between the planned changes and everyday work.
- Change Approach: The program change team is responsible on developing a comprehensive stakeholder engagement plan including communications and training. To ensure impactful activities change team needs to follow closely change progression and target the effort on stakeholders requiring most support.
- Rooting the Changes: The final stride in this journey is rooting the changes firmly into the organizational fabric. One thing is to incorporate people-driven change perspective as part of the roll-out strategies and intensive care design principles. In the end only the perseverance of line managers who are equipped to anchor transformations effectively will determine if the benefits are realised.
In conclusion, an ERP transformation is always primarily a change in work, operating methods and decision making – in some cases the whole business – and only secondarily a change in technology. To be able to succeed, program management together with line organisations’ key stakeholders need to focus on how to engage people and make them change the way they think and act on a daily basis.
This requires more than just communications and training during the late phases on implementation. Comprehensive approach to change management intertwines strategic alignment with meticulous planning and cross-functional collaboration —ensuring that every stakeholder not only navigates through change but is able to fast track proficiency and excel in change.
