Customer Story - Transforming Business Operations: A Comprehensive ERP Implementation Journey
After experiencing challenges with a previous ERP implementation, a manufacturing company in Milwaukee rethought its strategy for a new ERP rollout. They focused on enhancing business capabilities during their digital transformation. By using a phased approach, they successfully implemented and expanded the transformation across all departments. This resulted in a stronger partnership between business and IT. They assembled a cross-functional team that included business process experts and support staff skilled in technology, change management, and communication. This approach improved user readiness and ensured strong support and commitment from executives.
Call For Help:
- In 2017, the client experienced a failed ERP implementation, prompting them to recognize the necessity of a different approach for the next implementation. The company was determined not to risk any aspect of the process, especially since "communication" has consistently scored low in employee engagement surveys.
- This led to the demand for a dedicated and skilled communications and change management capability to support the large, multi-phase ERP implementation. The goal was to position the Information Technology (IT) Department as a business partner delivering solutions, rather than simply serving as a service desk.
- A comprehensive and strategic change communications program was needed, segmented by business area, and subjects, with a focus on user adoption and readiness. Finally, there was a need for a professional with business acumen, a deep understanding of ERP user experience, and expertise in guiding digital transformations from both a communications and marketing perspective.
FarWell Advisor Support:
- Farwell’s Communications Lead worked closely with business leads to create value and built a robust change communications and governance framework.
- To enhance adoption and readiness, communications were integrated within the project team, led by an ERP-user and change management expert. This ensured smooth information flow from the project level to stakeholders and the business, facilitated by their designated sponsors.
- Campaign-style communications were used for significant changes, allowing the change management team to focus on supporting business areas and leveraging communications on top of their activities.
- A phased, segmented change communications plan was developed, aligned with ERP milestones and customized for each business area and topic.
Results:
- Qualitative Outcomes:
- Consistent Executive Sponsorship: Consistent messaging helped teams prioritize system learning and change adoption.
- Enhanced IT Credibility: IT is now recognized as a credible business partner delivering effective solutions.
- Improved Alignment and Ownership: There is greater cross-functional alignment with clearer ownership of change activities across departments.
- User Readiness Boost: As the ERP rollout progressed, user readiness and confidence improved, reducing resistance and misinformation.
- Change Readiness & Engagement:
- Improved Readiness Score: Baseline (prior to training) 3.1 and improved to 4.7 (out of 5).
- Increased Leadership Engagement: Senior leaders maintained momentum by attending all testing milestones and creating a “Go-Live” countdown video.
- Elevated User Awareness: Users received excellent support through comprehensive training resources, accessible support channels, and multiple points of contact with experts familiar with the overall solution provided.
- Go-Live Performance:
- Effective Risk Management: No critical-path risks were escalated or unresolved at go-live; business alignment and workarounds were effective.
- Successful Business Continuity: The business returned to “business as usual” in record time for an implementation of this scale.
