Lean & Operational Excellence and Independent ERP Consultants

WHAT IS ORGANISATIONAL CHANGE MANAGEMENT?

Background 

• It is well known from ‘lessons learned’ exercises resulting from ERP projects that failing to deal adequately with the process and ‘soft’ (or people) issues can have a significant impact on achieving the targeted business benefits. The implementation of a new ERP system can cause significant fears and concerns for many employees and a successful implementation will need to address how to meet these potential sources of resistance to change.
• The implications are that a different approach is required to ensure that the organisation deals effectively with people issues – this approach is called Organisational Change Management (OCM). It is a structured approach to transitioning individuals, teams, and organisational units from the current state to a desired future state post the ERP implementation. Critically, it is the process of integrating the aspects of Technology, Process and People in order to achieve targeted business benefits from the change initiative.

BSM’s OCM Offerings

• OCM Strategy Formulation
•  Managing OCM implementation on an ERP project comprising the following elements: 
  • Managing Benefits Realisation
  • Managing Stakeholder Expectations
  • Managing Workforce Transition
  • Managing Project Communication
  • Managing Training Effectiveness
• Psychometric Assessment for ERP Project Team formation

The BSM approach to organisational change management aims to ensure that:

• The project business benefits are identified and to create mechanisms to ensure that they are successfully delivered.
• Key stakeholders are fully aligned with the project objectives and manage and harness the natural stakeholder resistance that is created in these types of projects.
• Communication and Stakeholder Engagement takes place at the right time, to the right people via the right medium prior to, during and subsequent to the project.
• The organisational implications of the change resulting from the project are fully considered, including for example training and individual and personal development needs.
• Appropriate consideration is given to the planning and management of the transition to new roles, responsibilities and organisational structures.