Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Above all else, senior management must show belief in and a strong commitment to the change as well for it to succeed (Aladwani, 2001). Best practices in this area are achieved when companies rely on transformational or Coach-based leadership relative to transactional or authoritarian-based means
(Ash, Burn, 2003). The greater the belief those most affected by the ERP implementation see the new system as a compliment to what they are doing, the lower the resistance to change. Senior management must take on a leadership role for this to happen however.
Lessons Learned
Based on the lessons learned from successful and unsuccessful ERP implementations, the key success factors of enabling top management leadership to take a role in defining risks and rewards of the new implementation is critical (Aladwani, 2001). Second, the ERP implementation must be "owned" by those most affected by fit for the change management program to be effective over time. This...
Trust is ultimately the most successful catalyst there is in enabling successful change management programs for ERP systems (Kemp, Low, 2008).
References
Aladwani, a.M. (2001). Change management strategies for successful ERP implementation. Business Process Management Journal, 7(3), 266-275.
Ash, C.G., & Burn, J.M. (2003). A strategic framework for the management of ERP enabled e-business change. European Journal of Operational Research, 146(2), 374-387.
Carton, F., Adam, F., & Sammon, D. (2008). Project management: A case study of a successful ERP implementation. International Journal of Managing Projects in Business, 1(1), 106-124.
Kemp, M.J., & Low, G.C. (2008). ERP innovation implementation model incorporating change management. Business Process Management Journal, 14(2), 228-242.
Change Management in Public Organizations Change management involves an organization moving through adjustments to bring it into a different point in its development (Anderson & Anderson, 2001). Companies are almost always changing and growing, but when change management is involved these changes are calculated and they take place in a planned way. The goal is to move the company forward so that it can continue to grow and develop with the
Change Management Plan for Cincom Systems Cincom Systems is one of the leading enterprise software companies in the U.S. serving aerospace and defense, industrial, and high tech electronics manufacturers. The company's founder and CEO continues to operate the five divisions of the company privately, with only a handful of insiders knowing the real financial condition of the company. During the recessions of the 1990s, the company management decided to forego annual
Change Management and Resistance My company changed the client management system. There is no formal system for managing client information. Employees will now be required to use one client management system. We need to implement the plan and will create a change management plan. Identify the potential sources of resistance to change and develop strategies to manage resistance to change. We need to choose the appropriate channels to communicate the change
All items their old system could not handle. Critical Success Factors: According to Bingi, Sharma, and Godla (1999) Implementing an ERP causes massive change that needs to be carefully managed to reap the benefits of an ERP solution. Critical issues that must be carefully considered to ensure successful implementation include commitment from top management, reengineering of the existing processes, integration of the ERP with other business information systems, selection and management of
(GAO, 2008) These criteria are stated to "inform many other elements of the positions, including roles and responsibilities, job qualifications, reporting relationships, and decision-making structure and processes." (Dejewski, 2007) Three types of COO/CMO positions were identified as follows: (1) the existing deputy position could carry out the integration and business transformation role. This type of COO/CMO might be appropriate in a relatively stable or small organization; (2) a senior-level executive who reports to
Change Management Leading Change Interview Paper Leading Change Interview Obstacles and barriers to change Building change agenda Were goals met? Measuring results Key learning Leading Change Interview Change management addresses the issue of managing change within an organization. Organizations adopt different methods to implement and introduce change that relates to organizational structure, processes, or individual transactions within the company. The Human Resource (HR) department is usually tasked with this responsibility in large enterprises. However, the executives within a company