Planning the best changes in an ERP implementation

////Planning the best changes in an ERP implementation

A Microsoft Dynamics implementation can be a harrowing process for many employees. For one, it can be very difficult for them to adjust to the new software, simply because they are so used to the current system and are resistant to change. Some will feel like their jobs are threatened because the new technology streamlines or automates certain processes. Others just like things the way they are. Change management becomes an important aspect of any new ERP installation as a result. How a business approaches this can be important as well, since it requires having a solid strategy that addresses worker concerns.

A counter-strategy for resistance
When it is time begin the ERP implementation process, it's a good idea for companies to start establishing a change management plan as they are selecting the software. Having a strategy in place will help businesses deal with most, if not all the contingencies that are inherent with working on an ERP solution. That especially includes people who may resist the new software for various reasons.

According to consultant firm Morgan Franklin, there are ways to establish a change management plan. The first thing is to determine what the end result of the ERP implementation is. The problem with most integration strategies is that businesses expect the change to be low-level. However, the software covers so many of the operations found in a manufacturing or other vertical that it fundamentally changes the business model. To make clear that the company is aware of the change, identifying the end result and establishing the future vision of the company can help employees understand why a transition is happening.

Once the future of the company is envisioned as a consequence of the ERP implementation, it should identify what changes will be made to the company's structure. This will include how roles will change among employees and what new tasks will be assigned to a given job. From there, it is possible to recognize areas where employees will resist the new software, according to Panorama Consulting. If they need to do a routine process differently, they will likely get concerned, if not hostile. This can also be seen by determining how ready the organization is for a new system. If it's in the middle of a long stretch of production, workers may be wary of any deviation in the current workflow. From these points of resistance, manufacturers should build a strategy that addresses them in a manner that respects employees.

Learn how to define your ERP strategy by downloading the white paper entitled "ERP in Manufacturing: Defining the ERP Strategy" from the DMS website today.