Managing accountability in an ERP implementation

////Managing accountability in an ERP implementation

When integrating an ERP solution into a business model or even upgrading to a new system, companies have to take care to make sure that as little goes wrong as possible. That means ensuring that the results and benefits associated with the new system are realized effectively. It gives stakeholders such as employees and investors the ability to trust the company on implementing the new service with the promise that it will yield better results. But in the event that something goes wrong, or the results are not optimal, responsibility must be assessed as well. Managing accountability can be extremely important, for it incentivizes the transition to be as seamless as possible.

Laying out the stakes
Before establishing the plans, it is a necessity for companies to explain the reasons why a new ERP system should be implemented, as recommended by Panorama Consulting. There are obvious benefits that management will be able to see by switching to a new system, but that may not be obvious to people on the work floor. If they don’t see what incentives there are to improving from the current legacy systems, they may resist integration or require constant supervision over the course of and after the installation. When the stakes are made clear to all levels of the business, it’s far easier for them to work with the business partner to make sure the transition is successful.

The key concern when beginning an implementation of a new ERP solution such as Microsoft Dynamics NAV is giving everyone a specific role, according to the ERP Software Blog. That can mean working closely with the business partner who has been contracted to help the company transition to ensure that they understand what they’re supposed to do. But it also means giving employees, management and executives at all levels of the implementation a duty in order to make the switch work. This is especially the case when using an all-new system that replaces the legacy systems, but it can also refer to an upgrade from a Navison solution to Dynamics NAV.

That can mean delegating roles and input into a matrix that is outlined based on the company’s organizational structure. For example, the factory floor staff may wish to have input on how the training plans are written, and in return are expected to adjust the software to current equipment. Such roles must be delegated based on the phases of the implementation project, with some staff members being involved in multiple phases to ensure the best results.

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