Organizational Change Management (OCM) is a framework for managing the effects of changes in an organization. These changes can be related to new business processes, organizational structure, technology, or cultural changes. For ERP implementations, OCM leadership is the effort of aligning OCM with executive sponsors to proactively lead their organizations through these stages of change. This approach makes change management as equally important as project management when it comes to achieving and sustaining project success.
Sustaining Through Change
SAP is rising to the challenge of leading business success stories by integrating operations, technology and making the most of data. Today, SAP is creating on-ramps back to the information highways such that companies, in real time, have the information and are ready, willing and able to pass the competition with disruptive strategies and tactical plans to reach their goals.
SAP HANA: Using Data to Disrupt the Competition
The achievement of value should be at the forefront of implementation decisions. It is not customizations that cause ERP projects to fail, but the lack of defined value that should determine if the customization is needed. Value on an ERP project comes from improving capabilities and becoming more efficient. Taking the time to define the areas where the business should focus will ensure that the right capabilities are implemented for a better impact to the business. Read the full article, which outlines the six steps that provide a path for defining value and infusing value through in the implementation stages.
Unlocking Business Value with Your ERP Implementation
Collaboration is one of those values that most companies strive for as part of their culture and their ERP projects, but many fall short of in terms of achievement. Here are three things that will foster the right environment for collaboration on ERP projects:
1. Strong leadership from willing implementation partners
2. Open lines of clearly defined communication channels between partners
3. Defined roles and responsibilities for implementation partners
Fostering Partner Collaboration
Prosci's 2016 Best Practices in Change Management report finds that 95% of projects with excellent change management programs met or exceeded their project objectives. This means that these projects are "six times more likely to meet objectives than those with poor change management." Change is hard but organizations that prepare, manage, and reinforce the people-side of change find it more likely to achieve true project success. Read further and get an inside look at real-world project successes.
The Value of Change Management
There was a time when it was enough to say that a project had an executive sponsor. Every project was assigned a “sponsor” but some were sponsors in name only. If the sponsor on your ERP project approves the budget and then only appears for steering committee meetings, they are not a true sponsor. An engaged sponsor will:
- Set the tone and vision for project success
- Develop realistic scope and expectations
- Communicate with and empower the team
- Be accountable for the project and team success
ERP Success Factors: The Importance of Engaged Executive Sponsorship
For nearly 30 years, PeopleSoft applications have been an integral part of running and managing the administrative functions of the world’s largest companies, governments, and universities. It was a market leader based on its powerful framework and simplistic user-interface. The introduction of software-as-a-service (SAAS) and cloud-based applications brought fresh competition to the table that established a new baseline for flexible user experiences and simplistic views of updating and managing enhancements to applications. PeopleSoft fell behind and was overshadowed by this new “Cloud”.
How Dark is that "Cloud" Hanging Over PeopleSoft?
Collaboration is a key success factor for any business system implementation or initiative. This is particularly true when an organization is looking to gain more value from their data through a business intelligence (BI) program. Establishing a value-added partnership between IT and groups within the business plays a critical role in not only gaining the most value from the program but ultimately what the solution looks like.
Driving Value and Collaboration with a Business Intelligence Competency Center
It is not necessarily the integrator you choose that is important for ERP success, it’s the team that they bring to the project. ERP projects are complex and require all integration partners (customers, consultants, and vendors) to bring their best available resources to the implementation. Experience is important at all levels, from the executives to the team members. Each resource will have an impact to the overall success of the project.
ERP Success Factors: Choosing the Best Team