|
We begin our 2012 newsletter
on a note of pride by extending our heartiest congratulations to our
esteemed clients on going live with ERP; and, smoothly stepping into, by
far, the most critical phase of ERP implementation – User Adoption.
We call it most critical as it involves maximum participation
from the most critical component of a successful system implementation –
The User. A system can be programmed
to the new, but the user has to be deprogrammed from the old!
World-over, it has been recorded that ERP systems worth lakhs, regardless of how sophisticated they were,
failed due to weak user adoption strategies. Met with resistance to changes
in their comfort zones, users either worked simultaneously on both systems
or, worse, went back to using the old system completely citing common
arguments like:
I am habituated to right-hand wheel.
I feel safe in the old system.
I do not want to learn a new system at this age.
I find nothing wrong in the current system.
Most importantly, the current system is equally effective, I think.
Then why should I change?
Luckily though, at Intech,
we armed to face such resistance and prepare our clients for the common
pitfalls with solutions that are imbibed with well-established norms of
Change Management. Here are few:
1. Top
management must drive the show
Employees take clue from top leadership.
If leaders demonstrate significance of adoption in action, employees will
follow. If a CEO has approved formal purchase order system but allows
verbal order booking, will sales executives comply?
2. Coercion
without reasoning can be disastrous
User adoption cannot be forced. If as a
CEO you believe that your word is final and will be followed blindly beware
that such action can become counterproductive.
3. Training
the mind is key
While ERP providers plan key support
trainings, the management as well as these trainers should be ready with
training modules to deal with underlying psychological fears influencing
users.
4. The ERP
guy is your ally
Top management must work closely with the
ERP team to identify the change in processes that are going to take place.
5. The
“Anticipate Change” Exercise
Working style changes that will happen
should be anticipated and identified by the top management along with
employees. They should work towards a plan in adopting the changes via
discussions, formal policy announcements and formal updates of roles and
responsibilities.
Reportedly, the biggest reason of ERP
failure in over 70% organizations worldwide is poor user adoption
technique. Leaves us thinking what the 30%, who succeeded, did differently?
Apart from Inclusive Scoping, Planned & Achievable Timelines,
Meticulous understanding of Business Processes, Clear Role &
Responsibility Definition, Training and smooth Transition Planning, they
did not forget to manage change!
|
