The pillars of change management
An ERP project generally has several stages, described in our implementation methodology. Each stage follows a clear method.
One of the cross-cutting stages of an ERP project is change management. It starts at the very beginning of the project. Its pillars are:
- Support
- Communication
- Training
To move from the situation before the project to the situation after the ERP goes live, you need to:
- Define the support strategy and keep the momentum of change going throughout the project
- Identify the major changes introduced by the new system and their impact on the organisation, processes, jobs and skills
- Strengthen users’ buy-in to the future solution and to new ways of working, and communicate in a targeted way about the project’s stakes and progress, depending on the audience, to encourage adoption
- Design a training programme that ensures users make the processes and tools their own and keeps, or even improves, their efficiency
Support
During the review of existing processes and definition of target processes, an impact analysis is carried out on all the changes the ERP launch will bring.
There are 4 types of impact:
- Updates to business procedures: this can be a minor change or a complete overhaul of processes. A network of process leaders can be set up; they will train people on the new processes.
- Adapting the business organisation: this can mean changes to some employees’ tasks, a change of position, or simply a change in the structure of the organisation. Job descriptions can be updated and roles clarified.
- Changes to or overhaul of information systems: with an ERP, some IT tools may be modified or simply decommissioned. Key users must be identified to master the new tool and act as a bridge for other employees.
- Skills development: a new skill to master, or an employee changing position, must be identified as the ERP arrives. Training must be individualised, as part of a detailed coaching plan.
Communication
Throughout the integration of a new ERP, a communication plan must be put in place and aligned with the project stages.
First, newsletters and an internal journal can be published at key moments. The aim is to give visibility on project progress and to highlight the organisational impacts.
Seminars and plenary sessions can also be organised to inform employees about the changes to come. They help people accept the new skills and build team spirit.
Satisfaction surveys are also useful after each stage of the project. They measure how much the different stakeholders are on board.
A close, day-to-day communication must also be established between the project team and the rest of the company. Including project moments in “five-minute meetings” is a must. It helps the tool get accepted.
Finally, communication also happens in project committees. Stakeholders stay mobilised, and it is the occasion to share the key points of the project.
Training
Training management has several objectives:
- Identify the new skills the ERP project requires, by category of stakeholder
- Identify the training modules to put in place to cover the skills the project brings
- Define the training paths to follow for each category of stakeholder
Following the impact analysis, and with the processes for each business area already listed, the population to train must be identified. Skills must be categorised.
For each required skill, define the training objectives, duration and format.
Clear training on the new business processes and on the new ERP will help employees grow, and will be a plus for the company’s future development.
With these 3 pillars in place, employees will find it easier to accept the ERP, the new organisation and the new processes, and the integration project can only be a success.
