In a previous blog, we explored the differences in the Five Factors of ERP Success when dealing with an international client. This article offers further definition on the subject, and will go into detail specifically about International Change Management ERP.
To explore this topic, see above for a photo of the enthusiastic international change management ERP team we had the pleasure of working with at one of our clients in Asia. This team’s “passionate and change-ready” attitude made for a smooth and successful project.
How Location Affects Your Readiness for International Change Management ERP
International Change Management ERP projects require the consulting team to work with the client as needed. When looking at the aspects of the international change management ERP teams in various countries, we find there are similarities within certain geographical areas. In our experience, the “typical” US client is in the middle of the change readiness continuum, whereas clients in different countries are generally at different points on the continuum. The Chinese teams we have worked with are typically more ready for change than their US counterparts. In the case of other international change management ERP teams in different countries, we find they are less willing for change then their US counterparts.
Functional Silos vs. Silo Mentalities
There are common opportunities we are find across all international change management ERP clients who have locations in multiple countries. The biggest opportunity is when business processes travel across country boundaries, especially the company locations crosses through multiple time zones. In these cases, we see not a functional silo, but rather a silo mentality between countries. Work is “thrown over the wall” across the ocean. Processes are developed sub-optimally within each country, not considering the needs of their internal “customers” across the world. This behavior is the main catalyst behind international change management ERP.
How the Distance to Your Company’s Headquarters Can Affect Your Efficiency
Three very common opportunities are accentuated when the division/functional team does not reside in the country of the headquarters. There is more paper, less documentation of processes (more reliance on tribal knowledge), and less analytical information available. All of these lead to manual, inefficient processes which require more employees performing more clerical functions. In some cases, the local country will avoid the process altogether and not perform the task.
One of the biggest movements that needs to happen to change this situation is the ERP project team needs to develop the stake holder map, and actively plan for these potential issues working with international businesses.
To read more about International ERP in our previous blog post.