The Seventh Deadly Sin of ERP Implementation
#7: Neglecting Change Management
Poor change management is perhaps the most avoidable cause of project problems and failure. Resistance to change, even positive change, is normal and expected human behavior – and plans must be made to minimize its impact.
It’s important to understand that change management is not a discrete phase of the project. Instead, it should be woven throughout the project, embedded in the methodology and infused in the project team culture.
Ultimately, the key to effective change management is communicating project scope, rollout strategy and schedule, and, most important, clearly and persuasively articulating the case for change. Then repeat and reinforce this messaging to ensure all levels of your organization stay focused on the benefits that will come with the future state – and not on the disruptions and uncomfortable changes that come with ERP implementation.
Analyze the impact of every change, and communicate often. Ensure every person at every level of the company understands why it is vital to remake processes and implement an ERP solution.
The 7 Deadly Sins of ERP Implementation
Some mistakes are just bad strategic or financial decisions. Some are the inevitable consequence of situational or organizational factors. Some, however, are the result of process-oriented or people-centric choices – and are easily avoided. These are The Seven Deadly Sins of ERP Implementation.