Drama-Free ERP:Overcoming Common Challengesof ERP System ImplementationIn this e-book, The Copley Consulting Group addresses common challenges seen in our 25 years deploying sys-tems for manufacturers big and small. You’ll come to understand the moving pieces that contribute to a suc-cessful ERP implementation and walk away with a game plan for managing them all.

The Copley Consulting Group

Focus Your Vision1. First, think big.2. Demystify the cloud.3. Be transparent.

Make a Plan4. Expect the best, plan for the worst.5. Time it right.

Prepare for Launch6. Face the fear factor.7. Ease employee concerns.

Contents

Focus Your VisionDefine your goals, addressearly concerns and secure

leadership buy-in.

1. First, think big.Why project leadership must comebefore project management.

As you’re planning for ERP deployment, your discussions and con-cerns likely revolve around project management. While Gantt charts, roadmaps and timelines are all necessary components of a well-man-aged ERP implementation, a project of this scale requires something even bigger, and something often overlooked in the rush to get started: project leadership.

Before getting too deep into the details, take the following steps to ensure a clear view of the project’s big-picture goal, the milestones along the way and the leadership support needed to get there.

Define your vision.Because an ERP system has the power to connect multiple departments andintegrate your operations, it’s not uncommon for it to take on a sort of “silver bullet” quality during the early stages. An administrator may be dreaming of a real-time dashboard of department happenings, while on-the- floor managers foresee a new system that inherently reverses the logistical problems of the old. Your ERP system may very well hold the power to accomplish these things, but before settling on an implementation partner and sketching out a scope state-ment, it’s important to reign in expectations and define your goals for theproject.

Consider your corporate strategy, your industry and your specific business objec-tives. How can the system drive your bottom line, deliver value to your customers or help your business grow? Do your research and set realistic expectations for what you want to accomplish with the software. These are the promises your project will need to live up to in order to garner immediate support, maintain momentum and be viewed as a success long term.

Set – and celebrate – milestones.Once you’ve got your sights set on the end goal for your project, take the time to plot out how you will get there. This will likely be an exercise you work through with your implementation partner, but once your progress benchmarks have been defined, they should not be monitored within a vacuum. As you move down your implementation checklist, keep your employees informed of notable accomplishments. Explain each milestone and provide some context around its importance in the scope of the project as well as your business’ daily operations.

The acknowledgment of these small successes will allow employees to feel like they are a part of the initiative and help build trust in the system prior to user adoption.

Find your champion.It’s not impossible for ERP implementations to succeed with base-level leader-ship support. In these instances, executives may understand the overarching goals for the system and sign the checks as they come through the mail. But we’ve seen that the odds for success are much better with an active and vocal leader championing the project.

This doesn’t mean that a C-suite executive needs to relinquish his or her office and camp out in the IT department for the foreseeable future. But, ideally, you will have a leader at this level who is informed not only of your project’s purpose but also its progress. This should be someone who has the power to influence your organizational stakeholders, from board members to new hires. By taking on the role of champion, he or she can set a positive tone, communicate consistent-ly across the organization and create a sense of importance for the project. With this kind of momentum being generated at the top, you are more likely to power through unforeseen obstacles and win over the support of skeptical employees leading up to deployment.

A standard ERP deployment can take many weeks. There are technical require-ments, scheduling conflicts and operational changes to consider. But as you tackle these details, make sure your project doesn’t veer off course. Revisit your vision statement. Celebrate your milestones. And when things are going well, enlist your project champion to shout it from the rooftops.

With this kind of momentum being generated at the top, you are morelikely to power through unforeseen obstacles and win over the support

of skeptical employees leading up to deployment.

2. Demystify the cloud.Bust persistent misconceptionsof cloud-based ERP.

According to a recent Forbes article, the popularity of cloud computing is exceeding the predictions of many industry analysts and advisory firms, boosting optimism about the future of the technology. International Data Corporate (IDC) now predicts that cloud-based technology will make up at least half of IT spending by 2018 and will account for 60% to 70% of all Software, Services, and Technology Spending by 2020.

But it’s not just advisory firms who recognize the upward mobility of the cloud. Nearly three-quarters of Tech Chief Financial Officers (CFOs) expect cloud computing to have the most measurable impact on their business in 2017. Adoption has even seen an increase among mid-tier and small and medium businesses. And yet, when it comes to trading an on-premise system for a cloud-based ERP, reservations remain among some small and mid-size manufacturers. Below are some common areas of concern and how modern cloud-based ERP systems are upending persistentmisconceptions.

SecurityFear of the unknown may be at the heart of suspicions regarding cloud security. Many manufacturers have long relied upon and trusted their own IT infrastruc-tures, but in many cases the cloud is equal to, if not greater than, the security of an on-premise system. Cloud-based ERP systems make it easy to guard against viruses, malware and breaches with tighter security protocols and continuous threat assessments, including in-stream packet scanning and multi-layer firewall testing. Not only that, but rather than installing security software one server/loca-tion at a time, this heightened layer of security is reliably rolled out to all custom-ers all at once – and without interruption.

ReliabilityNo system is foolproof. So, when outages from Amazon and Microsoft make headlines, it’s not surprising that it stirs up concern over the reliability of cloud technology. But just because cloud interruptions can happen doesn’t mean they are the norm – or that storing your ERP server in an on-site IT closet guarantees less downtime. But what if those servers aren’t appropriately backed up or fail? That’s the dangerous type of downtime that can be difficult to bounce back from.

Minimized downtime is the value proposition and lifeblood of ERP system ven-dors, so their businesses are built upon continuously validated, geographically dispersed and fully replicated disaster recovery capabilities. On top of this, version-less software upgrades happen in the background of cloud-based systems, eliminating the outages and operational disruptions that can accompany on-premise system updates.

CostMaintenance of an on-premise system comes at a cost – and it’s not just totals at the bottom of software and hardware bills. Even the savviest of IT departments will need to maintain their on-premise system with additional servers, some-times-costly licenses and an intricate web of networking technologies. On top of these hard costs, there are the man-hours that go into purchasing, troubleshoot-ing and managing in-house technologies.

Cloud-based ERP system vendors offer a Software-as-a-Service (SaaS) model, where companies pay a monthly subscription fee that can be expensed as an operating cost, freeing up capital and resources for other mission-critical needs. This not only minimizes upfront investment but eliminates ongoing IT costs associated with maintaining equipment, software and dedicated staff for an on-premise solution.

The result? A cloud-based ERP system that will more than pay for itself through more predictable cash flow management, heightened security measures and strengthened reliability, time and time again.

Minimized downtime is the value proposition and lifeblood of ERP systemvendors, so their businesses are built upon continuously validated,

geographically dispersed and fully replicated disaster recovery capabilities.

Define your goals, addressearly concerns and secure

leadership buy-in.

3. Be transparent.Communication is a critical component ofchange management, from pitch to launch.

Although it’s not a reality any business wants to face as they enter into an ERP deployment, it’s a fact that not all ERP implementations are successful. In fact, according to Gartner Research, as many as 55% to 75% of ERP implementations fail to meet their objectives.

While post-launch issues can range from technical to logistical, we’ve seen that one of the biggest – and most overlooked – components of ERP success is effectively managing change within your organization. In this section, we talk through four phases of change management that are critical to a drama-free ERP implementation.

Make the case for change.A common misstep made by companies eager to adopt ERP is to dive in before their organization is truly ready. The last thing you want to do is blindside your workforce with a new system that disrupts their standard operating procedures. Change management needs to begin before a change even occurs – and it needs to start at the top.

Talk with your company’s C suite to understand whether you have leadership buy-in, and if you sense hesitation, be prepared to make your case. Map out your post-ERP vision to help key stakeholders understand the benefits of a new system. Take the time to explain the consequences of failing to make the change. And be clear about what you will need in terms of budget and resources tobe successful.

By presenting your case at an early stage, you make leadership a part of the decision-making process and demonstrate their stake in your success. Not only that, you’ll mobilize a team of high-level advocates to express their support even before project kickoff.

Face the resistance.In order to overcome resistance to change, you must first understand it. Even if your company has never implemented an ERP system before, institutional history may reveal some lessons about how big changes are received in your corporate climate.

If your workforce has been averse to change in the past, or if you company has

As you’re planning for ERP deployment, your discussions and con-cerns likely revolve around project management. While Gantt charts, roadmaps and timelines are all necessary components of a well-man-aged ERP implementation, a project of this scale requires something even bigger, and something often overlooked in the rush to get started: project leadership.

Before getting too deep into the details, take the following steps to ensure a clear view of the project’s big-picture goal, the milestones along the way and the leadership support needed to get there.

Define your vision.Because an ERP system has the power to connect multiple departments andintegrate your operations, it’s not uncommon for it to take on a sort of “silver bullet” quality during the early stages. An administrator may be dreaming of a real-time dashboard of department happenings, while on-the- floor managers foresee a new system that inherently reverses the logistical problems of the old. Your ERP system may very well hold the power to accomplish these things, but before settling on an implementation partner and sketching out a scope state-ment, it’s important to reign in expectations and define your goals for theproject.

Consider your corporate strategy, your industry and your specific business objec-tives. How can the system drive your bottom line, deliver value to your customers or help your business grow? Do your research and set realistic expectations for what you want to accomplish with the software. These are the promises your project will need to live up to in order to garner immediate support, maintain momentum and be viewed as a success long term.

Set – and celebrate – milestones.Once you’ve got your sights set on the end goal for your project, take the time to plot out how you will get there. This will likely be an exercise you work through with your implementation partner, but once your progress benchmarks have been defined, they should not be monitored within a vacuum. As you move down your implementation checklist, keep your employees informed of notable accomplishments. Explain each milestone and provide some context around its importance in the scope of the project as well as your business’ daily operations.

undergone a lot of big changes recently, then a tactful introduction to the initia-tive will be especially critical. Conduct an organizational readiness assessment to gauge employee interest and concern. Think through how your ERP system can fit into your current culture, not the other way around. Consider employees’ top objections, and tackle them head on in a company-wide presentation orproject dashboard.

By creating a change management and communication plan that covers these bases, you’ll be in a much better position to minimize project resistance through-out ERP development and beyond.

Be proactive.Before unleashing the wonder of ERP on your workforce, take the time to fully understand how the system will impact the daily working life of your employees.

Stay a step ahead of your deployment by thinking through whether processes will need to change and how individual roles will be affected. If you don’t know the answers to these questions, then talk to the people who do. Bring together a network of department heads to discuss how they see ERP aligning or conflicting with their current procedures.

By opening this communication channel early, you give key influencers a vested interest in the project’s success. You also give them the opportunity to bring anticipated issues to the table quietly before they can blow up – and the power to act quickly with an appropriate, team-backed solution.

Be reactive.Of course, a critical component of ERP success is a comprehensive and thought-fully designed training program. But a winning user adoption strategy goes beyond one-way knowledge sharing. It’s a two-way conversation that continues long after your go-live date.

Recognize the skills and dedication of your super users –and the strides made by your not-so-super users.

This means proactively providing self-guided materials, such as an ERP vocabu-lary list and implementation handbook, for users to refer to – but also recogniz-ing that these resources won’t answer all their questions. Be prepared to trouble-shoot employee issues by setting up a clear point of contact for each depart-ment, be it an internal super user or an external support resource. Keep standing meetings with your ERP team so you can collectively respond to post-launch challenges with consistent and timely direction.

And finally, don’t just mobilize and communicate when there is a fire to be put out. Call out ERP-related achievements. Measure key performance indicators to demonstrate organizational progress. Recognize the skills and dedication of your super users – and the strides made by your not-so- super users. Only by driving home the benefits of the system and the successes it has inspired will ERP become a celebrated and fully integrated component of your company culture.

According to a recent Forbes article, the popularity of cloud computing is exceeding the predictions of many industry analysts and advisory firms, boosting optimism about the future of the technology. International Data Corporate (IDC) now predicts that cloud-based technology will make up at least half of IT spending by 2018 and will account for 60% to 70% of all Software, Services, and Technology Spending by 2020.

But it’s not just advisory firms who recognize the upward mobility of the cloud. Nearly three-quarters of Tech Chief Financial Officers (CFOs) expect cloud computing to have the most measurable impact on their business in 2017. Adoption has even seen an increase among mid-tier and small and medium businesses. And yet, when it comes to trading an on-premise system for a cloud-based ERP, reservations remain among some small and mid-size manufacturers. Below are some common areas of concern and how modern cloud-based ERP systems are upending persistentmisconceptions.

SecurityFear of the unknown may be at the heart of suspicions regarding cloud security. Many manufacturers have long relied upon and trusted their own IT infrastruc-tures, but in many cases the cloud is equal to, if not greater than, the security of an on-premise system. Cloud-based ERP systems make it easy to guard against viruses, malware and breaches with tighter security protocols and continuous threat assessments, including in-stream packet scanning and multi-layer firewall testing. Not only that, but rather than installing security software one server/loca-tion at a time, this heightened layer of security is reliably rolled out to all custom-ers all at once – and without interruption.

ReliabilityNo system is foolproof. So, when outages from Amazon and Microsoft make headlines, it’s not surprising that it stirs up concern over the reliability of cloud technology. But just because cloud interruptions can happen doesn’t mean they are the norm – or that storing your ERP server in an on-site IT closet guarantees less downtime. But what if those servers aren’t appropriately backed up or fail? That’s the dangerous type of downtime that can be difficult to bounce back from.

Make a PlanFormulate a realistic implementation

process so your implementation team canstay on task, on budget, and on time.

Minimized downtime is the value proposition and lifeblood of ERP system ven-dors, so their businesses are built upon continuously validated, geographically dispersed and fully replicated disaster recovery capabilities. On top of this, version-less software upgrades happen in the background of cloud-based systems, eliminating the outages and operational disruptions that can accompany on-premise system updates.

CostMaintenance of an on-premise system comes at a cost – and it’s not just totals at the bottom of software and hardware bills. Even the savviest of IT departments will need to maintain their on-premise system with additional servers, some-times-costly licenses and an intricate web of networking technologies. On top of these hard costs, there are the man-hours that go into purchasing, troubleshoot-ing and managing in-house technologies.

Cloud-based ERP system vendors offer a Software-as-a-Service (SaaS) model, where companies pay a monthly subscription fee that can be expensed as an operating cost, freeing up capital and resources for other mission-critical needs. This not only minimizes upfront investment but eliminates ongoing IT costs associated with maintaining equipment, software and dedicated staff for an on-premise solution.

The result? A cloud-based ERP system that will more than pay for itself through more predictable cash flow management, heightened security measures and strengthened reliability, time and time again.

4. Expect the best, plan for the worst.Calculate numbers you know you can stick to.

ERP implementation requires a tremendous amount of organized action from everyone involved. And as any project manager will tell you, the success of one task is often dependent on the successof another.

While no one likes to walk into a project of this scale with a negative outlook, it doesn’t hurt to remember the mantra “Expect the best, plan for the worst” when planning your deployment. Temper your best-case scenario with a dash of caution with these tried-and- true approaches to defining your budget, schedule and scope.

BudgetThere is no denying that ERP systems are a substantial investment. The number you finally settle on – and get approved – for your budget will be one that sticks in the minds of your stakeholders. That’s why when it comes to budgetary plan-ning, your focus should be on the total cost of the project. The individual line items will likely be glazed over by those at the top, so build in needed slack where you can. Although your goal is budget approval, resist the urge to under-estimate costs and overstate benefits. And be conservative in your promises related to return on investment. If your project-funding request is denied and you need to downgrade your budget, make sure you reset project expectations as well. This is no time for assumptions; project scope and objectives may need to explicitly change in order to accommodate economy.

ScheduleNo one likes to miss a deadline, but all too often ERP project managers find themselves in a position of cutting corners to achieve a go-live date that was unrealistic to begin with. How can this be avoided? The core project manage-ment team should sketch out a detailed schedule – and then, before it’s finalized, share that schedule with those who will be executing it. This is an oft-overlooked reality check. Not only will this help to proactively recognize missing tasks and time gaps, but it will ensure you have buy-in prior to project kick-off. A team who has helped develop and approve the schedule will feel much more driven to stick to it when the going gets tough.

This is no time for assumptions; project scope and objectives may need to explicitly change in order to accommodate economy.

Although it’s not a reality any business wants to face as they enter into an ERP deployment, it’s a fact that not all ERP implementations are successful. In fact, according to Gartner Research, as many as 55% to 75% of ERP implementations fail to meet their objectives.

While post-launch issues can range from technical to logistical, we’ve seen that one of the biggest – and most overlooked – components of ERP success is effectively managing change within your organization. In this section, we talk through four phases of change management that are critical to a drama-free ERP implementation.

Make the case for change.A common misstep made by companies eager to adopt ERP is to dive in before their organization is truly ready. The last thing you want to do is blindside your workforce with a new system that disrupts their standard operating procedures. Change management needs to begin before a change even occurs – and it needs to start at the top.

Talk with your company’s C suite to understand whether you have leadership buy-in, and if you sense hesitation, be prepared to make your case. Map out your post-ERP vision to help key stakeholders understand the benefits of a new system. Take the time to explain the consequences of failing to make the change. And be clear about what you will need in terms of budget and resources tobe successful.

By presenting your case at an early stage, you make leadership a part of the decision-making process and demonstrate their stake in your success. Not only that, you’ll mobilize a team of high-level advocates to express their support even before project kickoff.

Face the resistance.In order to overcome resistance to change, you must first understand it. Even if your company has never implemented an ERP system before, institutional history may reveal some lessons about how big changes are received in your corporate climate.

If your workforce has been averse to change in the past, or if you company has

ScopeWhen it comes to blowing budget or schedule, one of the most common culprits is scope creep. Fortunately, there are steps you can take to prevent and mitigate future changes to project scope. It is important to fully assess and vet your scope document out of the gate: follow each point downstream to anticipate required resources, contingencies and challenges, and adjust as needed. Consider work-ing with a deployment plan pre-packaged by your implementation partner that has been built on standard methods and best practices. If you do move forward with a customized scope document, be wary of making changes once you are mid-project. Once a single change is accommodated, political pressures could increase, making it difficult to say no to others and opening the door for project derailment. Audit your scope document early and keep pace with your mile-stones so you can stay focused on agreed upon objectives rather than introduc-ing new ones.

Replacing your organization’s core operational software involves a lot of moving parts and many variables you can’t completely control. What you can control is how you plan for and manage the inevitable moments of chaos. Make room in the schedule and budget for contingencies. Define a solid and realistic scope. And by all means, stick to your guns. Only with a commitment to firm project management standards can your ERP team stay on task, on time and on budget.

5. Time it right.How to forecast a realistic project timeline.

One of the most nerve-wracking moments in planning your ERP implementation is defining your go-live date. It is the ultimate dead-line and the mark from which all other milestones will be planned. But how do you go about circling the right date on a calendar that’s one to two years into the future?

Here are some tips for plotting a realistic timeline for ERP implemen-tation and defining appropriate milestones along the way.

Learn from your peers.As you embark on your ERP journey, you might have a senior leader at the com-pany telling you it would be really nice to have the project wrapped up by the end of the year or prior to your next summer vacation. Or maybe you’ve heard an anecdote from a software sales rep about how a client was able to get up and running in just 6 months.

When it comes to an organizational change this substantial, there is no place for arbitrary deadlines. ERP implementations generally take between one and two years, and when done successfully, include carefully calculated milestones lead-ing up to their go-live date. In order to formulate a realistic rollout plan, it is imperative that you choose an implementation partner who has worked with other organizations of your size and industry. Experience matters. With this raw data from previous implementations, your partner will be well-positioned to use predictive analysis to formulate a plan that is both feasible and comfortable for your organization.

Don’t be so technical.If you’re looking through your ERP project plan and seeing that most tasks are assigned to your implementation partner or IT department, then you might be in some trouble.

In order to formulate a realistic rollout plan, it is imperative thatyou choose an implementation partner who has worked with

other organizations of your size and industry.

Many vendors will try to sell you on the fact that ERP systems are a cure-all for suboptimal business processes. But ERP has never been and will never be a “set it and forget it” kind of software.

Before getting started, consult with all your ERP stakeholders to ensure your plan accounts for activities like business process redesign, multi-format training sessions, organizational change management, and other mandatory non-techni-cal milestones that must be met prior to launch. This will allow your non-techni-cal implementation tasks to keep pace with software progress, minimizing the need for last-minute customizations and keeping you on track for a realistic and timely deployment.

Plan for bumps before you hit them.As discussed in other sections of this ebook, ERP implementation is an organi-zational change that requires planning and management. While software might be able to plot out the technical steps leading up to go-live, automatic mile-stone mapping, pre-configurations and other software efficiencies can’t make up for the unique organizational setbacks that might occur. It’s important that you take a deeper dive during the timeline review process. Consider the distinct facets of your organization that may contribute to delays or difficulties. Are there are other company-wide initiatives that may distract away from your focus during this time? Maybe certain departments will need to drastically rethink their SOPs in light of the rollout, or you foresee possible supply chain complica-tions that will need to be worked out. Whatever the case may be, these poten-tial disruptions should be factored in to your final timeline so your worst-case scenario is already accounted for.

Let’s face it: a lot can happen over the course of a year-plus, and much of it will be out of your control. But by leveraging your partner’s past experience and thinking honestly and critically about the potential of future setbacks in your ERP implementation, you’ll be in a much better position to make a promise that you can confidently keep months down the line.

Formulate a realistic implementationprocess so your implementation team can

stay on task, on budget, and on time.

Prepare for LaunchAs you gear up for go live, don’t forget the

human side of ERP implementation.

6. Face the fear factor.Acknowledge natural human reactionsto ERP-related change.

For those who have never gone through it, ERP implementation might be seen as a large-scale IT project. But those who’ve lived to tell the tale know that it’s much more than that: it’s a major change in how you do business. Change will always be accompanied by some anxiety. Even if our current situation isn’t ideal, we know what to expect and how to operate within its parameters. But when faced with a shift in those circumstances, however likely the potential for positive change, there will always be people who fear what’s to come. The ways in which this fear manifests during ERP rollout – namely in the form of resistance – can lead to delays, or even failure. Here are three steps for proactively addressing fear before it can negatively impact your ERP deployment.

Bring your fears to the table.However rational or irrational, there will be employees who are afraid of what lies on the other side of ERP implementation. They may fear losing control or power. They may be concerned they will no longer be able to perform their core func-tions or that those functions will change in unforeseen ways. They may worry that there are simply not enough hours in the day to get the job done.

Those who fear implementation may actively resist the process by remaining silent during problem-solving sessions or vocalizing negative attitudes at every opportunity. Others may simply not show up.

You can get ahead of this issue by inviting your team members to share their concerns. This can be accomplished through a transparent workshop approach during planning discussions, or through an anonymous questionnaire that allows space for employees to articulate their apprehension.

By acknowledging these feelings and bringing them out in the open, you can transform fear into a motivator rather than a threat – which brings us to our next step.

Unmask the unknown.Once you have a handle on what the primary fears of your workforce are, you will be in a better position to assuage them. One way to approach this is to gather a core team representing all key company functions to discuss current procedures.

Outline all the steps in the current process and give everyone an opportunity to share the perceived shortcomings, to voice what’s gone wrong and to speak out on what needs to change.

This will put your employees in a more receptive mindset when you discuss how the ERP solution aims to improve upon current processes. Your goal here is to convey that the project’s driving forces align with their own. You want to paint a picture of what life with your new ERP system will look like – and to talk through the issues they fear may arise in getting there. As for the deployment process, tell them who will be involved, how long it will take, how much it will cost, and how roles and expectations will change.

By eliminating the factor of the unknown, you can create an atmosphere where feelings of fear can be replaced with those of hope and excitement.

Draw up your contingency plan.Of course, as a business leader, you might have your own fears in being this transparent with your employees. If you share the hopes riding on your new ERP system, you run the risk of making promises you can’t keep.

That’s why a backup plan is so important.

Take a look through that list of fears from your employees to give yourself a reality check. Are people worried they won’t have enough time to do their jobs while dedicating attention to system rollout? Then, consider a pool of temporary employees who can help support their workload in a pinch.

Are folks downstream in the process worried about how deployment will affect customer deliverables? Then, think about adding some extra time to the accep-tance testing phase to act as a buffer.

Remember: fear, however unsettling, serves a purpose. Hearing your employees’ concerns can be a good reminder of what needs to be accounted for to avoid your worst-case scenario. Rather than allowing fear to be an internal dialogue or a private conversation between cubicle walls, invite it into the room. Then, work together with your employees to ensure those fears don’t become a reality.

Hearing your employees’ concerns can be a good reminderof what needs to be accounted for to avoid your worst-case scenario.

One of the most nerve-wracking moments in planning your ERP implementation is defining your go-live date. It is the ultimate dead-line and the mark from which all other milestones will be planned. But how do you go about circling the right date on a calendar that’s one to two years into the future?

Here are some tips for plotting a realistic timeline for ERP implemen-tation and defining appropriate milestones along the way.

Learn from your peers.As you embark on your ERP journey, you might have a senior leader at the com-pany telling you it would be really nice to have the project wrapped up by the end of the year or prior to your next summer vacation. Or maybe you’ve heard an anecdote from a software sales rep about how a client was able to get up and running in just 6 months.

When it comes to an organizational change this substantial, there is no place for arbitrary deadlines. ERP implementations generally take between one and two years, and when done successfully, include carefully calculated milestones lead-ing up to their go-live date. In order to formulate a realistic rollout plan, it is imperative that you choose an implementation partner who has worked with other organizations of your size and industry. Experience matters. With this raw data from previous implementations, your partner will be well-positioned to use predictive analysis to formulate a plan that is both feasible and comfortable for your organization.

Don’t be so technical.If you’re looking through your ERP project plan and seeing that most tasks are assigned to your implementation partner or IT department, then you might be in some trouble.

7. Ease employee concerns.How to address workforce anxietyat launch – and beyond.

As your launch date approaches, and even in the weeks that follow, there may be members of your workforce who are “waiting for the other shoe to drop.” Your employees are smart enough to know that an ERP system is going to rock their professional world in new and profound ways. What they aren’t sure of is how it will impact their role and status at the company. At the end of the day, an ERP system is only as good as its application. To maximize productivity and value, be cognizant of ongoing anxieties your workforce may be facing. By addressing them directly, you’ll be better positioned to foster harmony between your new system and its users.

Job loss concerns.It’s a time-worn, albeit understandable, concern that when computers get involved, the need for human input will be diminished. This leads many employ-ees to think that once processes become more automated, there is bound to be downsizing. If you are certain this is not part of the plan at your company, then it’s important to quell employees’ concerns of job loss. This will abate resistance and encourage them to see process improvements as a boon rather than a threat. In addition, it will mitigate the health risks associated with fear of job insecurity, including depression.

Fear of becoming redundant or invaluable.Even if employees feel assured that they will not lose their jobs, they may fear that their value at the company will be reduced. After all, if they’ve spent their time following a carefully crafted manual process, then seeing it swapped out for an automated protocol could be unsettling. Instead, employers must shift the focus to how learning modern, ERP-driven methods will benefit not only the company but also the employee. If they are willing to embrace computerized processes and learn the ins and outs of a system being adopted by most busi-nesses in their field, this can only advance their career long term. New, sought-af-ter skills may lead to a higher position or increased salary along their career path.

Disdain for “Big Brother”

Often, the idea that a computer is going to dictate and track mission-critical processes is not a welcome one for employees. For many, their way of doing business is something they’ve honed over many years. Moving from a method they’ve “owned” to a standard, shared business process can be difficult to swallow. In other cases, employees may have enjoyed showcasing their exper-tise and soft skills in troubleshooting spontaneous issues – issues that may now be resolved through automation. Again, it’s important to emphasize the value of the employee’s deep-seeded knowledge of their job function and to demon-strate that although a new software is being adopted, their institutional exper-tise is not being undermined.

The moral of the story: after your go-live date has come and gone, do your best to keep your employees’ lingering anxieties in check. Just as they are waiting for the other shoe to drop, so should you be wary of the impact of workforce resistance post-launch. Remember, you’ll need all hands on deck in order for your ERP-enabled operations to become the well-oiled machine you’ve been dreaming of for your organization.

It’s important to emphasize the value of the employee’sdeep-seeded knowledge of their job function and to demonstrate

that although a new software is being adopted, theirinstitutional expertise is not being undermined.

About The Copley Consulting Group

The Copley Consulting Group has delivered implementation success to more than 400 enterprises. From Fortune 1000 companies to start-up operations, Copley has provided education, training and technical services melded with a focus on Best Practices for over 25 years. As one of Infor’s premier Gold Level Channel Partners, Copley has assembled a team of dedicated professionals committed to increasing the productivity and profitability to our customers.

For more information about Infor CloudsuiteIndustrial (SyteLineTM) system implementations, contacta Copley Consultant at 855.884.5305.

The Copley Consulting Groupwww.copleycg.comPhone: 855.884.5305