Undergoing an enterprise resource planning (ERP) implementation deployment can be full of highs and lows as your company anticipates the changes that will occur in your existing workflow. The key to handling your staffs' expectations is effective planning, precise job related training, timely mock live experience, anticipation management and scheduled follow-ups. Effective ERP Implementation Planning Your upcoming implementation should include customized ERP templates catered to your industry and staff skill level. Utilize these templates to understand how your workflow will be impacted and how to be proactive with the impending changes. Work on customized feasible solutions instead of dwelling on what is changing.
Having recently learnt that an American firm won a huge contract to deliver change management in the Caribbean, Marcia Granger of Megamorphose looks at the key elements of change management that organisations can implement themselves. When top management plans extensively for strategic changes in an organisation, the main challenge is how to handle the transition from the old way to the new way. When this happens, the new goal, system, organisation or project is simply presented as a direction or a decision to the working teams or departments. What happens here is that, when a team has not been consulted, this comes as a shock. The change is announced and implementation is then left to the group.
Vision is a critical part of a successful transformation effort, because it is the goal or aspiration that a company or organization strives toward. Wikipedia lists the following characteristics of a good vision statement, and they are especially critical at the onset of a change effort: * Clarity and lack of ambiguity * Vivid and clear picture * Description of a bright future * Memorable and engaging wording * Realistic aspirations * Alignment with organizational values and culture Wouldn't that be a great statement to rally around? This statement is really a picture-in-words and is used to communicate to all stakeholders, including stockholders/owners, banks or creditors, employees, suppliers and the boardroom.
I have become fascinated as to why there are so few women in top decision making roles in all sectors - I have come to several of my own conclusions and would welcome comments. Having worked mainly with men for the last 30 years I am comfortable in a male dominated working environments. I believe I understand it and can adapt easily to work with it. My 7 Golden Rules all relate to succeeding in such an environment as a female. But my research has lead me to believe that men and women are motivated generally by different things in the workplace. In my experience men are much more tuned into salary and rewards and seem more inclined to suffer a role or working environment in which they are unhappy.
The business environment post-financial crisis is a war and business managers who adopt the approach of the ancient warrior leaders will be the most likely to prevail. It's a real battle for survival out there. They don't actually kill anyone anymore, but apart from that, everything else is the same. Centuries ago, a leader's place was up-front - leading the way into battle astride their horse or in the front chariot. We can all imagine Alexander the Great, Genghis Khan or William Wallace inspiring their warriors to victory against all odds. Then, leadership changed and the Generals started commanding from the back where they could be better analysts and strategists (and they were, of course, less likely to be killed!
How do you know if your project can benefit from people change management (PCM)? How do you know if your organization is ready to leverage these best practices successfully? When we discuss a project with a prospective client we are interested in a few preliminary key issues. They are directional and are intended to undercover expectations and readiness. They shape the unique solution proposal. 1. What prompted you to consider leveraging PCM? What is your / your organization's experience with PCM? (None, Failed, Front-end only, Follow thru?) What would you like to be different? Have you considered doing nothing? Doing this internally? 2. Tell me about this initiative: a.
Your enterprise resource planning (ERP) implementation training should be all-inclusive. This is the one of the most crucial elements of your deployment and it should not be skimmed over. Your staff will be learning how to run your business on a new platform and this will greatly affect your success after your implementation is done. Train the trainer (TTT) Train the trainer involves training the super-users at your locations. These super-users then go to your various locations to train your staff. This is great if your super-users are good at training and conveying concepts to learners. If not, leave this type of training to the experts suggested by your implementation software vendor.
Businesses usually fail for one of three reasons: - Poor Leadership - Poor Processes - Poor Service But behind each of these reasons lies the same root cause - people. People typically resist change, especially if they have been working within a comfort zone - a zone that they have been in for some time. If your employees do not accept the need for change and are unwilling to change any transformation project that you undertake is likely to fail. In fact I'd almost guarantee that it will fail. Unfortunately - most do fail, simply because the people are left out of the equation. To bring people out of their comfort zones you must lower their inbuilt defense mechanisms by introducing gradual changes, using non threatening situations and most importantly bringing them with you.
After studying the reasons why change efforts fail, John Kotter wrote a seminal article in the Harvard Business Review, March-April 1995 entitled "Leading Change: Why Transformation Efforts Fail." In this article and subsequent book, he highlights 8 key reasons for this failure. Establish a sense of urgency Form a powerful guiding coalition Create a Vision Communicate that Vision Empower others to act on the Vision Plan for and create short-term wins Consolidate improvements and keep the momentum for change moving Institutionalize the new approaches This is the first of articles were we will discuss each or these points as it relates to Lean Six Sigma transformation.
Of all the components of change you need to understand and take care of, the reaction of staff and other stakeholders is paramount. Win the hearts and minds of your people and the change is likely to succeed. As you no doubt already know, it is resistance to change that buries most initiatives, often at enormous cost to the organization (and the health of the management trying to implement it). So what is it that creates so much resistance from the stakeholders? One of the biggest culprits is "unconscious" programming. We are all programmed differently. Our unconscious mind records every aspect of our lives and learning. It stores emotions, beliefs and values.