Reviewing and aligning Human Resource strategies to embed the desired culture in all critical strategies associated with attraction, retention, recruitment, talent management, professional development and performance management. QL has worked with diverse industry sectors ranging from engineering, construction, IT, project management, oil and gas, mining, legal and public administration. We first presented the three vital aspects of organizational change management for ERP, specifically the three areas that change during an ERP project: technology, processes and people.
However, effective organizational change management for ERP, as we define and practice at Ultra, is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state.
With a simple analogy, managing change is like juggling three balls; we see that maintaining momentum and thereby the entire effort depends on keeping each ball moving.
The momentum for change (C) must be greater than the inherent resistance (R) to get traction for the change effort.
If a, b, or d ceases to exist (approaches zero), then the momentum for change (product) will lessen (approach zero) and resistance will stop the change effort. Our pragmatic approach to organizational change management for ERP is made up of eight steps divided into three core areas. Each of these eight steps – how they are defined and what is expected – are discussed within the webinar. Our co-presenters from ArcherPoint began with the principle that implementing a new ERP system is done to improve business results.
One of the important things to do first as an organization is to relay the honest message of what is bringing on this change and what the result will be for the individual. Are we helping them work more efficiently so we can focus on other exciting business areas? Keeping stakeholders engaged in the project requires a formal process where stakeholders communicate and document requirements as they see them, and know the acceptance criteria. Get sign off and approval from the appropriate stakeholders (in some organizations where previous projects have resulted in a ‘skewed view’ of success, this may mean going down to a deeper level to get sign off on the requirement).
Involve the most directly impacted level possible in testing and sign off – these are the people who will be using the tool and they deserve to have a say in how it’s used.
When it comes time for end-to-end testing, make the users the owners of collecting data, testing and reporting back.
Being negative just for the sake of being negative can be toxic, but being negative because there is a genuine project concern can be beneficial to the project. Technology can help make your change more palatable to your project team and gives visibility to everyone what is going on, and what is coming.
Successful ERP transformations must focus on all three vital aspects – people, processes, technology – to achieve business performance results. You can request and access this webinar, “Organizational Change Management: The Keystone to ERP Project Success” through Ultra’s On-Demand Webinars page, along with a variety of other webinar topics.
Sarah Hugo, Economic Analyst – Galle retreat - August, 2013 I wanted to write and thank you for the yoga course. Emma Haire, Guruve Ltd – Goa Teacher Training - January, 2012 I just wanted to say thank you for the excellent teaching on your yoga teacher training course. Shamita Ray, choreographer – London Teacher Training - September, 2011 I gained so much from the 500 hour training with Lara. Default cultures can often carry legacies from past leadership regimes which are no longer of positive service or include sabotaging beliefs and behaviours about how things need to be done, even if those beliefs are no longer true and the behaviours are outmoded.
So a key element of cultural change is to re-define the behavioural competencies of leaders at all levels with the support of a cultural change management consultant. The webinar featured our approach to organizational change management for ERP within the preparation phases and transition to a new ERP system.

Ultra has gone through hundreds of ERP selection and implementation projects, and we see it is common for companies to account for and plan around the changes needed in technology and business processes.
Because of this approach, it is with intent that ‘People’ are placed at the bottom of the pyramid. An ERP system will touch multiple functions across offices, departments, jobs, and even geographic locations.
Initiating and sustaining your change management effort requires continuous communication about why you are changing, where you are headed, and what are and who owns your next steps. The eight steps we have adapted from John Kotter’s “Eight Stage Process of Creating Major Change”, whereas the three core areas – current state, education, future state – align with the phases of our Business Process Improvement (BPI) services.
Yet the perception within an organization is often that there will be a loss or change of job roles. Those who are directly impacted should be directly involved in testing and sign-off, so they can see how the process change affects their day-to-day work. It’s a difficult balancing act to acknowledge the negativity while being sure that everything is valid. Project management teams, working with proven collaborative project management tools, work best when they all have access to the same information in real time. With extensive experience in integrated marketing, business development and change management, Rob brings a combination of disciplined analysis, strategy and creativity to Ultra.
All the benefits given are true as we deal in educational ERP software and are well aware of all the benefits given above. Doherty, Sattwa Cafe – QY Book review - July, 2013 Your words in your book speak to me as if I said them,coming from experience, coming from your heart. Although I found it challenging at the time, I look back and really appreciate how exact and precise your instructions were, particularly the adjustments. Even though I was already a qualified teacher, it was an amazing experience to take ‘time out’ to learn new skills and develop my practice. But growth comes at a price and can put a huge amount of pressure and strain on businesses, as they attempt to navigate and mitigate for the internal changes that are required.
Change management draws from human behavior, business goals, economic conditions, organization practices, and a host of other considerations.
In addition, we were joined by ArcherPoint, a Microsoft Dynamics Partner, to deliver their philosophy and practical methods on putting change management into practice during an ERP implementation.
This is reasonable since most ERP project preparation time and resources are spent on changing and adapting to new technology and, in turn, preparing for how processes are affected.
Our deep experience with guiding manufacturing and distribution companies through a project shows that organizational change management for ERP must be planned and conducted in unison with business process improvement. Working off of Excel spreadsheets, for example, will invariably lead to your project team losing sight of the overall goal for the project and start working on things with a lower priority.
For a transformation to be successful, the people component is the most critical piece for project success.
I taught two Iyengar teachers yesterday and they both said it was excellent, and I think a large part is thanks to you.
The asana classes were inventive and inspiring, and the lectures on history and philosophy of yoga were particularly fascinating. On the contrary, it is the people that are needed to bring life to technology and processes, and those will succeed only by way of how you manage the transition of your people.
Like juggling, it’s not just starting a change management effort, but being able to sustain it and keep your momentum that is the key to the entire effort.
It instils real confidence and trust – which allowed me to really push myself and aim higher.

I too am a yoga instructor, my primary inspiration is Krishnamacharya through Mark Whitwell.
I looked through others’ yoga videos on youtube last weekend and could not find anything I wanted to practise more than your intelligent, imaginative and intuitive sequences.
A real treat was having so many guest teachers and speakers – such as Matthew Clark who taught us Sanskrit, Edward Clark from Tripsichore, and Patrick Shlash who enlightened us on I Ching. Companies allocate, on average, only 5% of the overall system implementation budget to the change management effort. Our change management know-how works equally well in large nation-wide change efforts and in small company changes impacting only a local department. Your knowledge of the history and the scriptures totally contextualises the practice, brings a clarity to the path that we are trying to work towards and inspires.
In fact, if there was another course starting next week I’d be straight on the plane and get twice as much out of it second time round! Gartner recommends that companies allocate an average of 15% of the program budget to organizational change management, inclusive of training — but more, if changes are significant or the corporate culture is more change-averse.The survey also found system integrators have relatively weak change management capabilities.
Across the 169 implementations surveyed, companies were least satisfied with their system integrator’s organizational change management skills. Our well-integrated planning and team approach provides the foundation essential for a successful change. While my postures were suited to the participants of a general class, of course they followed on the same lines as yours, thanks to ayurveda. Change management came in last among a list of 19 aspects of service provider performance that participants rated.These findings re-affirm previous research that organizational change management accounts for 17% of the success of an IT project2.
Our team has also turned around situations where a change effort has started to fail, enabling the merger to continue successfully. Treat organizational change management as being of equal importance as the technical aspects of the implementation.Begin change management as early as possible. Assessing change impacts early allows the project team time to address issues, obtain buy-in from business sponsors and end-users, and de velop interventions that help the organization adapt to new processes and technologies, and adopt new behaviors.Consider hiring a firm specializing in change management. Your implementation partner may technically and functionally strong, but they may not have a strong change management capability. If your organization is averse to change, and the change impacts of the new system are significant, consider a firm that specializes in organizational change management to support this piece of the program.
He and his team partner with Fortune 500 and mid-market companies to deliver successful people and change strategies. I really like what you have acquired here, certainly like what you’re saying and the way in which you say it.
A 2011 Gartner survey found that companies under-invest in organizational change management. Companies allocate, on […]Reply to this pingback » Stress-Free Workforce Management Implementation – Is It Possible? The research indicated that among clients whose system implementations had failed or were at risk of failing, mishandling of the project’s organizational change effort was a key contributor to the failure.
Instead, Gartner recommends embedding organizational change management into the program structure as early as possible and treating it as being of equal importance as the technical aspects of the implementation.

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