By now, Christmas is in full steam. There are Christmas tunes on the radio, every store has decked their halls in wreaths and bows and there are sales around every corner. While you may be in full on Christmas spirit, have you thought about if your employees are feeling the joy?
In the words of Buddy the Elf, do not be a “cotton-headed ninny muggings”
What a lot of organizations fail to realize is: your business is run by your people. You can have all the new technology there is to offer, but if your employees are not having a holy jolly time, then the software is worthless.
While most people avoid change, there are ways to have your employees jump on board the Polar Express to success! (cheesy I know, but go along with it) Change starts from the top and trickles down. There must be executive buy in for your project to work. If your C-Suite isn’t on board, then why should your end users be? As our 2016 ERP Report outlines, only a small percentage of project teams feel as though their process and organizational changes were easy. It is vital to understand that organizational change and training issues account for the number one reason(s) why ERP implementations take longer than expected. 17-percent of projects attribute their number one implementation challenge to their organization’s organizational change and training issues.
So what needs to happen?
For starters, organizational change needs to be thought of as a necessity instead of a nice-to-have. Organizational change management (OCM) is VITAL to the success of your project. OCM is typically the first thing to go when the budget starts getting too high, when it should be the highest priority in the entire project. Effective change management have tangible and quantifiable results on a business’ digital transformation.
OCM is NOT a one-size-fits all
Even though Santa is tailored for children, not all kids are going to like him. Same goes for OCM. You can’t use the same OCM strategy for a $30M / year corporation that you would for a $5M / year family ran business. The specifics that go into creating an organizational change strategy must be tailored for the company. Ideally, this would happen during the software evaluation and selection stage. This way, the executive team will better understand the organizational dynamics, sources of resistance to change and the pockets of resistance within the organization.
While it may not quite be Santa’s workshop, but your employees can be on board with change if you push them in the right direction.