Over the years, we have come to wonder why technology that was introduced for the purpose of helping people work better becomes an opportunity to terrorize them.
Originally, Enterprise Resource Planning software allowed for such adaptation as was necessary to acknowledge local management conditions. These adaptations multiplied and proved impossible to support; so, current systems claiming to be “best practice” come with rigid workflows built-in. In this environment, people using the system tend to maintain their own essential records – and software – just so they can function: and to some extent, this defeats the purpose of the system by having two stand-alone systems competing with each other. The authors of ERP programs, all well-meaning individuals and corporations to be sure, appear to forget that it is people who will implement and use the system: in order to do so, they need to learn about it, learn how to use it and learn how to integrate it to their work. This most often means “giving up” systems and applications that they have been working with for some years. In other works, ERP folks forget about the principles and practices of Change Management; less charitably, they may not care about them. This chaotic situation eventually settles down leaving a late, over-budget and under-performing system that completely satisfies no one. This is not a good thing…
We have also tripped across “the Big Lie”. The Big Lie consists of top management of organizations who have bought an ERP refusing to acknowledge the shortcomings of the new system and of the project that delivered it. The good folks trying to use the system grumble and complain without any ability to fix it nor to influence senior management opinion.
Committing to an ERP or any other kind of technology is very much like a marriage: “Marry in haste, repent at leisure”. Those organizations who have been seduced by highly skilled sales people have a lot to say about being stuck with:
· an ERP that is self-fulfilling rather than helpful;
· the purchase of additional modules that were not included in the original sale;
· the hiring of new people whose sole job is meeting the data demands of the system.
What are three things you can do?
1. For organizations considering any kind of system, ERP or otherwise, ensuring that the needs of the organization (AND THE CAPACITY OF ITS PEOPLE) are front and centre;
2. Acknowledging the design effort that is necessary to ensure that the chosen application connects exactly with the management processes and workflows that are at play within the organization; and
3. Requiring that a comprehensive Change Management process be included in the project scope to ensure that any technology is directly connected with the knowledge, skills and motivation of those who are intended to use it.
Organizations also need to be aware that they can and should “fire a system” if it isn’t working. Yes, a great deal of money goes down the drain; but trying to resurrect a dead horse for riding into a bright future can’t end well. If a system doesn’t work, dump it.
