Transitioning to a new ERP solution starts with realizing the need for a new ERP solution.
A company with established processes starts noticing that it’s lagging behind in managing corporate activities and monitoring ongoing jobs with the current program. At this point, with help from external and internal consultants, correct ERP solution is chosen.
Externally; ERP companies, operation consultants and reference companies are consulted. However, the most important consultants for the health of the operation are internal users.
REMEMBER!!! ERP solutions are purchased by the owners but the people that will enter data into the software are what we call operators; such as crew, assistant specialists and sometimes specialists themselves. They experience, first hand, how hard it is to enter data and how much effort it requires. Unfortunately, they (or even their supervisors) aren’t asked for their input in the process of purchasing. The owners usually want to get the best report in the fastest time. But the correctness of the report depends on the correct data entry done by the lowest levels in the corporate structure.
Asking for input during the purchasing process should be done in moderation. As we all know, every company has their ‘Excel monsters’ 😊 Without them, nothing gets done. Only they know how to prepare that report. Their phones won’t stop ringing if they go on a leave. I think being needed constantly is the result of an unsystematic structure while they think it’s because they are invaluable. These kind of people assume that transitioning to a new ERP software means that their reports will be delivered automatically through the software therefore eliminating their essentiality. They usually try to sabotage the project. This is the origin of the term ‘user resistance’. In short, being directed completely by end users is just as wrong as ignoring their input.
Consulting the users for input doesn’t mean you should interview every potential user. ERP decision teams should be created even before the project begins. This team consists only of department managers. Managers, after receiving feedback from their teams, pitch in on which ERP should be chosen. Meaning they act as a bridge between the management and the users. They also get the chance to relay their expectations from the software.
Asking for end users’ opinion from the start reduces the resistance to a minimum since the ideas are coming from them.
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