In the journey of technological evolution, we come across an intriguing word for many: ERP. This acronym refers to Enterprise Resource Planning Systems, which has become a crucial business necessity.
Looking back, since the dawn of time, when technology began to invade our businesses, both ERP and implementation models have evolved and have had many different names along the way, such as:
> Maintenance phase
> Post-implementation phase
> Support Phase
> Technical assistance phase
> Continuous support phase
> Stabilization phase
> Evolution phase
> Deployment phase
And a long "etc" of names that tried to reflect what happens when an organization implements a business management system.
Where do ERPs come from?
Along the way, there were many failed projects, large investments in modifying systems, and house of cards that crumbled with it. Money was invested in defining magical new business processes that were going to be terribly profitable or creating Frankenstein software that adapted to each of the company's users.
Fortunately, over time we have identified the real driver of success, the people in the organization at all levels, both those who are responsible for getting the changes adopted and those who are responsible for adopting the changes to make the organization better.
What role do users play?
Human beings have many virtues, but reluctance to change is not. Any modification implies resistance, stress and uneasiness on the part of those involved. We will have on the work table "fear of the new", "I no longer have the control I had", "as it was, it was fine", "my way of doing things is better", "I have to make more effort to understand the new program" blah blah blah....
And herein lies one of the keys to success in ERP implementation projects: the positive adoption of change by people. The impact of this process on organizations is profound and deserves a more extensive discussion at another time.
Is it really essential, and shouldn't my ERP do everything on its own with the cost involved?
It is important to have a technology adopted by the company and that implies having users familiar with the new ERP. Once the learning curve has been overcome, if the software has been implemented correctly, it will improve the quality of the work performed by each of the users and will provide new valuable information for decision making.
Let's keep in mind that an ERP helps to formalize or change the business processes of a company. Usually this type of technological projects are accompanied by a series of process changes in the organization taking advantage of this moment of change.
The incorporation of a new business management software and the achievement of the objectives associated with the project does not only depend on the expenditure of technical resources by the supplier and the organization. It is not only a matter of economic resources and brute force. The organization's professionals are the key to the success of an ERP implementation project. If they want, a third part of the project is done.
How can we approach an adoption?
The first thing to understand is that the adoption phase is divided into 2 key moments: a transversal phase that begins with the design of the ERP solution, which is the main protagonist, and another quite critical one that is attributed to the moment of deployment of the ERP solution in the organization.
It is important to note that an expert technology partner in implementation, an ERP helps to formalize or modify business processes. These technological projects are often accompanied by organizational changes, taking advantage of this opportunity for transformation.
Attention should be paid to user concerns such as:
"Why change the program if the one we had was working perfectly?", "Nobody knows my job better than me, why is someone external coming to change it?", "Ufff...I don't have time for this", "Who decided to change this? They could have told us sooner.", "I don't plan to put in any more hours to get this up and running", "Will I lose my data from the previous program?"
Actions to improve ERP adoption:
> The ERP implementation project must be properly communicated to the entire organization. Not only in the project team or company management but to all employees. A motivational "WOW" effect of interest for the organization must be achieved.
> Users must be introduced to the ERP implementation project from the very beginning.
> Users must have a clear work plan, with simple, progressive objectives and time for them.
> "Speed control" not too fast, not too slow... this is key to the adoption of the new system.
> Identification of levers and drivers of key users that can catalyze the ERP implementation project.
> Representation of the business processes faithfully within the ERP.
> The training and time required for users to become familiar with the tool and the new processes.
> Accompaniment throughout the implementation process and with great emphasis on the deployment phase of the ERP in the real life of the organization.
There are a wide variety of actions and issues to take into account, but the most important thing is to have a partner, service provider or collaborator that will accompany us in the best way throughout this process.