ERP Implementation and Change Management, really?

Hey there, fellow consultants! Today, I want to share a story that might sound familiar to many of you. It's about Sarah, a seasoned ERP consultant who thought she had seen it all – until she encountered a project that changed her perspective on change management forever.

Sarah had been implementing ERP systems for over a decade. She prided herself on her technical expertise and ability to get systems up and running efficiently. However, she often found herself frustrated when clients struggled to adopt the new systems or when projects faced resistance from employees.

One day, Sarah was assigned to lead an ERP implementation for a medium-sized manufacturing company. As usual, she dove headfirst into the technical aspects, mapping out processes and configuring the system. But this time, something was different. The client had insisted on incorporating change management principles into the project plan.

At first, Sarah was skeptical. "Change management? Really?" she thought. "Isn't that just another buzzword that'll add unnecessary hours and cost to the project?" But the client was adamant, so Sarah reluctantly agreed to give it a shot.

Little did she know, this decision would transform her approach to ERP implementations forever.

As the project kicked off, Sarah worked alongside a change management specialist named Mike. He introduced her to the ACMP (Association of Change Management Professionals) principles and showed her how to apply them practically in the context of their ERP project.

Here's how they incorporated change management throughout the project lifecycle:

Identifying Stakeholders and Assessing Impact: Mike helped Sarah map out all the stakeholders affected by the ERP implementation. They conducted interviews and surveys to understand the impact of the change on different departments and roles. This exercise revealed potential resistance points that Sarah had never considered before.
Creating a Communication Plan: Together, they developed a comprehensive communication strategy. Instead of just announcing the new system, they crafted messages that addressed the "What's in it for me?" for each stakeholder group. Regular updates, town halls, and Q&A sessions kept everyone informed and engaged.
Developing Training Programs: Rather than the usual one-size-fits-all approach, they designed role-specific training programs. They also identified "super users" within each department who could provide ongoing support to their colleagues.
Managing Resistance: When they encountered pushback from certain departments, Mike showed Sarah how to address concerns proactively. They organized workshops to involve resistant groups in the solution design, turning potential opponents into advocates.
Measuring and Reinforcing Change: They set up key performance indicators to track adoption rates and system usage. Celebrating quick wins and sharing success stories became a regular part of the project routine.

As the implementation progressed, Sarah was amazed at the difference these change management practices made. User adoption rates soared, and the usual post-go-live chaos was significantly reduced. The client was thrilled with the smooth transition and the rapid realization of benefits from the new system.

But here's the kicker – the project didn't take longer or cost more. In fact, by anticipating and addressing potential issues early on, they avoided many of the costly delays and fixes that Sarah had come to expect in her previous implementations.

The experience was eye-opening for Sarah. She realized that change management wasn't just another modern term or a profitability killer. It was a powerful tool that, when applied correctly, could dramatically improve the success of ERP implementations.

From that day forward, Sarah became an advocate for integrating change management into all her ERP projects. She found that clients were more satisfied, projects ran smoother, and she even started winning more bids by highlighting her change management approach.

So, to all my fellow consultants out there – whether you're in ERP, project management, or any other field – I encourage you to embrace change management. It's not just about adding work hours; it's about ensuring the success of your projects and the satisfaction of your clients. Give it a try, and you might just find, like Sarah did, that it transforms your consulting practice for the better.

Remember, successful ERP implementation is not just about the technology – it's about the people using it. And that's where change management truly shines.

If you interested in learning more and applying change management, contact us!