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In my last post, I offered some tips on hiring a consultant to manage the ERP implementation process in your organization. Once you’re in the thick of it, though, what should you do to maintain the momentum and lead your team to success?
- Keep communication lines open. It’s a cliche, but for good reason: lack of communication among the many departments, managers and staff involved in an ERP implementation is frequently cited as one of the main reasons why such processes often fail. Change can be disruptive, if not traumatic, and being able to discuss issues and challenges without fear of reprisal is essential for employees to feel comfortable with the transition.
- Think outside the box. If you’re a small business poised on the cusp of growth, congratulations! If you’re launching an ERP implementation process in response to anticipated growth, tread carefully. Chances are, your business has traditionally relied on small, off-the-shelf business and accounting software to manage your inventory and operations. With an ERP, however, it’s not merely a software change but a major change in business practices as well. Consider hiring an outside consulting firm with expertise in your chosen ERP solution and who has worked with companies of similar size to yours to guide you and your staff through the process.
- Plan your training. Training doesn’t typically happen until just before the ERP goes live, so many businesses often make the mistake of leaving its planning to the last minute. Remember, however, that an ERP isn’t simply a different software program but rather a potentially tremendous change in your business practices. Thus, training will involve more than merely learning a new system. Your staff will be undergoing a shift in the way they think about and perform their individual jobs. The staff and consultants responsible for overseeing the details of your ERP implementation will want to keep in mind how the change will affect not only the entire organization but individual staff and departments as well so that they can design the appropriate training program and schedule accordingly.
- Eschew the big payoff and build on small successes instead. No matter how loyal and hard-working your troops, don’t make them wait till the day your new system goes live to celebrate the little victories along the way. Once you’ve definitively established, for example, that a particular module has significantly reduced the time it takes to process timesheets, let your staff know right away. Having concrete proof of an ERP’s benefits rather than just wielding vague statements about how it will “increase productivity” will serve as yet another reminder of the vision and goals behind the process.
- Most importantly, frequently remind everyone that the ERP implementation isn’t about software, it’s about systems. It’s imperative that everyone in your organization understand not only how each person will individually use the new program, but also how the entire company will be affected by it. The primary benefit of an ERP, of course, is its integration of all of your processes, from sales force automation to inventory management to accounting. Whereas mistakes in the past can often be corrected when transactions are passed from one department to another, the speed by which they will flow through your new ERP will more often result in a disastrous domino effect. Everyone must therefore understand how their individual actions within the system can affect others elsewhere in the company. Again, this will require a major change in the way they approach their jobs, and the sooner that you communicate this to them, the sooner they can prepare themselves for it and be ready for when you go live.
So, are you ready for the launch date yet? Think you’re in the clear once your ERP is in place? In a future post, I’ll discuss some things to consider before and after you officially launch your new system.
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Source by Ken Pearson
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