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Bento Graphics was comissioned with the development of the coroprate identity design and website design, additionally MS Word & PowerPoint Templates and a business card kit. Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Management Package allows agents to easily manage employee performance metrics as well as trends.
Witness and Impact 360 are each trademarks (registered or otherwise) of Witness Systems, Inc. As we have outlined in our 2013 Organizational Change Management and Business Process Management Report, organizational change management is one of the key contributors to ERP implementation success and failure. To make matters worse, most ERP consultants either don’t understand organizational change management or don’t have the appropriate toolsets to help them through their implementations. Learn more by watching our on-demand webinar, An Effective Organizational Change Management Approach. After 15 years of ERP consulting at large firms including PricewaterhouseCoopers and SchlumbergerSema, Eric realized the need for an independent consulting firm that really understands ERP. Sign up for our newsletter to have the latest ERP thought leadership delivered to your inbox every Wednesday morning.
In fact, of the top ten reasons for ERP project failure, a majority are either directly or indirectly related to organizational change management. Any ERP implementation involves a great deal of change, and most employees struggle with those changes.


Many organizations and ERP consultants simply ignore organizational change management altogether. Our consulting teams are commonly talking executives and project sponsors off this ledge, even though it can be difficult to persuade most executives that this approach isn’t nearly as easy as it sounds. Speaking of executives, this one drives executives crazy more than other change philosophy. While this more incremental approach to change can be effective in long-term projects with several phases of deployment, the reality is that most organizations try to implement in as little time as possible, which makes this one unrealistic in many cases.
He began his career as an ERP organizational change management consultant and eventually broadened his background to include implementation project management and software selection.
Even employees that are not users of the new system are greatly affected by changes to business processes, business nomenclature and other variations that may seem innocuous, but can send operations into a tailspin after go-live.
They have plenty of seemingly good excuses to overlook this need, such as, “Our people hate the current system, so we won’t have any trouble getting them to change.” This is usually true – that is, until the specifics and the magnitude of the changes become more apparent during implementation.
Most organizations and their ERP consultants understand that training is important, but they don’t understand that it is just one of many components of an effective organizational change management plan. Employees may put up a front that they are embracing the change, but it’s the more subtle and covert forms of resistance that are more damaging – and undetectable to most executives.
They don’t view this as having anything to do with their new ERP system, so they typically will resist it greatly. This approach rarely works well as a core strategy, so it’s important to have some structure and deliberate planning behind organizational change management.
The most effective organizational change strategies combine all of the above approaches (except point #1), rather than focusing on any one of them by itself. Eric’s background includes extensive ERP software selection, ERP organizational change and ERP implementation project management experience.


This is one reason why, according to our 2014 ERP Report, that just over half of ERP implementations experience some sort of operational disruption at the time of go-live.
While employee resistance to change is usually extreme by this point, it’s typically too late to whip together an effective plan to mitigate the change since it wasn’t on anyone’s radars until this point.
The dangerous part of this philosophy is that those guilty of this approach think they are doing what’s right, so they don’t know what they don’t know. Although there is some merit to this approach and plenty of change consultants that can help in this area, it is a very myopic view of change. Effective ERP implementations take less myopic views than the common approaches and provide more comprehensive and inclusive methods of change. Throughout his career, Eric has helped dozens of high-profile and global companies with their ERP selections and implementations, including Kodak, Samsonite, Coors, Duke Energy and Lucent Technologies. By the time they realize that training isn’t enough to get the organizational alignment they need, they are just a few short weeks from go-live, which is far too late to make any lasting change to the organization.
In addition, this “feel good” approach to change management may have some impact on an organization, but it is not necessarily focused on the cultural and organizational changes required for a successful ERP implementation. In addition to his extensive ERP experience, Eric has also helped clients with business process reengineering, merger and acquisition integration, strategic planning and Six Sigma initiatives.



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