Transitioning to ERP: Organizational development and change
Summary of the case
The DuPoint Chemical Company is in the middle of changing its software implementation system by transferring to an enterprise resource planning (ERP) system. The DuPoint Chemical Company, being a large organization and the complexity of the scheme being massive, the organization took its project piece-meal dividing it into four consecutive terms starting with January 2004 and ending with August 2004. The change management and communications itself were conducted in three steps so as to ensure smooth incorporation of the system. The three steps involved appointing individuals to responsible positions; trips to each of the 15 major plants in order to communicate the importance of the project to plant personnel; and precautions to deal with potential negative implications of change.
Statement of the problem
Transition to ERP involves a tremendous amount of work, specifically since ERP is a software system that integrates internal and external information and concerns with the gamut...
Recommendations The first step in attaining best practices in ERP system performance begins not with technology or system integration at an enterprise scale, but with a re-orientation to the key processes that need to be automated to make selling strategies more effective (Chtioui, 2009). In fact best practices in ERP systems performance is more attuned to aligning ERP systems to the key strategic plans and initiatives of an organization first, then
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This will not only create a higher level of trust in the actual implementation, it will also set the foundation for more effective ongoing support for these users if they have any problems with the systems once they are installed. An effective change management strategy is as important, if not more important, than the technology upgrade and implementation plan itself (Gil, Tether, 2011). In implementing any it Project the concept
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