Implementing an ERP (enterprise resource planning) system can be a hugely complex and challenging process. It involves integrating various core business functions into a single software system, to connect up elements such as finance, manufacturing, sales, marketing, procurement, HR, and the list goes on.

As change professionals, one of the most common challenges that we see in this process is resistance to change, as employees prefer familiar processes or are fatigued from repeated change, along with decreased productivity, usually through lack of adequate training and integration as employees struggle to use the new system effectively.

You’ll notice that these stumbling blocks are rooted in the behaviours and emotions of people. To drive successful ERP transformation, particularly on a global scale, getting people on board with the change is vital. In my view, the key way to do this is by connecting people and getting to grips with the true team and regional dynamics within an organisation, and these are my reasons why…

Building bridges across borders

In today’s interconnected world, establishing connections is paramount, particularly during a global ERP transformation. By connecting individuals across different regions and cultures within an organisation, we create a network of trust and collaboration. These global connections become the bridges that unite teams, departments, and entire operations across countries. Through open communication channels, we ensure that the diverse perspectives, concerns and aspirations of employees worldwide are acknowledged and integrated into the transformation process.

Unveiling hidden realities

Implementing a global ERP system can often be met with scepticism: “Not another system change,” or “We’ve tried this before.” It’s crucial to look beyond surface-level attitudes and delve into the underlying reasons. By uncovering what’s truly happening within various regions of the organisation, we gain valuable insights into unspoken challenges, cultural nuances and expectations that may hinder progress. With this knowledge, we can tailor our ERP strategies to address these issues directly, making the transition smoother and more sustainable globally.

Inspiring ownership

People are more likely to embrace change when they feel involved and empowered, regardless of their location. By connecting with employees worldwide and understanding their needs, aspirations, and concerns, we can instil a sense of ownership in the ERP transformation process. When individuals feel their opinions matter, they become more invested, taking responsibility for their roles in driving positive outcomes across the globe.

Accelerating transformation through influencers

In any organisation, there are informal networks and influencers whose opinions carry significant weight, transcending geographical boundaries. By connecting with these key players and understanding their perspectives, we can leverage their support to gain momentum. These influencers become advocates, propelling the ERP transformation forward and inspiring others worldwide to follow suit.

Navigating global obstacles

Implementing a global ERP system is rarely a linear path. Unexpected challenges and roadblocks are inevitable, especially across different countries and cultures. When we possess the ability to connect with people across various departments, hierarchies and regions, we gain a broader view of the organisation’s dynamics. This insight equips us to anticipate obstacles, navigate through complexities, and adapt our strategies as needed to keep the transformation moving in the desired direction.

Navigating the complexities of a global ERP transformation requires more than just technical solutions, it demands a deep understanding of the people involved. By establishing these key connections, we can build bridges, unveil hidden realities, inspire ownership, leverage influencers, anticipate global obstacles and ultimately create a far more effective transformation journey.

If you’d like to explore how you can put these elements into practice in your own ERP implementation, then we’d love to hear from you.

By Mick Brian, Head of Change & Transformation at CMC