Spark revolution, not war! Before starting to shake things up in a company, it is important to make employees understand the benefits of digital transformation that accompany the deployment of an ERP. The implementation of such software in an organization requires a change management process that is well thought out so that the entire company can move in the same direction.
In order to deal with any resistance you may encounter, your company's choice of ERP and deployment plan has to be strategic. Here are some tips on how to manage change calmly and effectively in your organization.
An ERP That Improves Structure,
But Also Adapts to Your Processes and Employees
History has shown that the most significant revolutions have not been the most radical. As we have seen, ERP plays a major role in a company's digital transformation.
However, the integration of management software must under no circumstances create a radical break in the organization. Like any newcomer to a team, it is up to the ERP to integrate well into the company's dynamics before gradually adding value. An ERP service provider is capable of facilitating this integration.
So, before implementing an integrated management software package in your organization, it is essential to "market" the project. You must inform employees that changes to internal processes are to be expected and that they will be involved in their redesign. Information and involvement are the keys to success.
If you do not communicate and carry out your ERP project alone, there is a good chance that you will be the only one using it... ERP can sometimes be perceived as a "Big Brother" who will be able to control everything the employee does, or as a robot who will replace them and cause job loss... This isn't the impression you want.
To get off to a good start, the ERP must first fulfill its mission as a data centralizer and exchange facilitator. Employees must keep the image of the ERP as a practical tool made to optimize their performance and not as a bad omen sign that will disrupt their current workflows. This is why part of a smooth integration involves including employees in the dynamics of organizational transformation.
An ERP That Smoothly Accompanies The Radical Changes Created by Digitization
In order to respond to employee resistance to change in the face of digital transformation, the restraints holding them back must be addressed. At this level, communication should focus more so on management issues and less on technical explanations around the implementation of IT solutions. The employee must feel involved. And to get involved, you have to be motivated!
To find a motivational argument that will raise awareness among your teams, you can use the Valence / Instrumentality / Expectation framework of Victor Vroom (1964). Of course, you'll have to adjust it to fit your context.
For example, having an ERP will allow the sales team to have visibility and traceability of their actions. This will allow them to properly evaluate their chances of success in their projects (Expectation).
Then, with the CRM being integrated into the ERP, they will have an effective solution to keep them constantly updated with prospect follow-up and provide relevant data on the people to contact, ultimately, maximizing their chances of closing sales.
Their sales success will enable them to increase their commissions (Instrumentality). In addition, the features offered by an ERP will give employees more value in their work (Valencia), by automating menial and time-consuming tasks.
Although digitization somewhat implies delegating part of the company's management to software, the employee must remain at the heart of digital transformation concerns. Management and employees are not just witnesses to the transformation, they are the main actors. By integrating new technologies and new market requirements, businesses are reinventing themselves; literally transforming the company.
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