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.
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.
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?
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.
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.
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.
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.
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.
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).