Are we done yet?
The ERP is implemented, the system is up, and the first period of stabilization are beyond us. Employee surveys indicate that acceptance of the new processes is high, skills and knowledge have been successfully transferred. Is the role of Change Managment concluded?
The answer lies in the definition of a successful implementation. Probably, many would agree that the best way to define a successful implementation is whether the ERP system has achieved the expected business results. We could start an entire section related to KPI and return on investment for ERP, which would be outside the purpose of this blog. However, this observation becomes relevant as we discuss those unfortunate scenarios in which the ERP has achieved its business purposes only partially, or minimally. If the business benefit is not fully achieved, there could be multiple causes. In a classic fishbone analysis, causes can be grouped in several clusters (Materials, Tools, Process, Environment, People).
Role of OCM After Implementation
I think that Organizational Change Management professional have a role after the ERP system is fully implemented, in identifying and removing barriers specific to the PEOPLE factor that may be preventing the organization from obtaining the expected ERP business benefits. For example, Change Management professionals could:
- Analyze human performance possible barriers related to the ERP implementation: did the change stick? Are there additional skills/motivation/environment barriers that prevent the desired performance?
- Identify interventions to make human performance improvement not only permanent but also relevant for business objectives. Tools like competency models based on top performers, roles & responsibilities definition, job architecture, performance management, development planning, reward practices can be used to enhance performance at desired level.
Making Change Stick
In the end, the best way to “make change stick” is that the organization achieves the business results the ERP system was expected to deliver. While many influencing factors are clearly outside change management scope, it is certainly the role of OCM professionals to establish a link between people performance and ultimate business goals, beyond acceptance.