Bonjour,

Implementing an ERP system is a risky endeavor for various reasons. In this last installment on risk management, we’ll address a key element: people.

Not trying to be a cynic, but if it weren’t for people, implementing would be much easier. Deploying an ERP system is really difficult because we are impacting most functions of the organization and, therefore, most people in the company.

We are naturally resistant to change, and this resistance increases tenfold when the change is imposed upon us. Or at least perceived as imposed.

The real risk is not people per se, but how we manage change. Inducing intrinsic motivation in your project team will help keep everyone aligned and engaged. Reassuring employees and preparing them for what is coming will facilitate the transition from your old system to your new solution.

Change Management relies heavily on communication. George Bernard Shaw said: “The single biggest problem in communication is the illusion that it has taken place.” Bidirectional and regular communication between the project team and the rest of the organization should be the cornerstone of your Change Management strategy.

Your employees can become your most valuable asset in your ERP deployment. With appropriate training, communication, and support, they can, as a team, become self-sufficient and empower your organization by taking ownership of your data and business processes.

Please don’t hesitate to write if you have questions or comments.

Cordially,

Sylvain.