Large, multi-state workforce overcomes barriers to change and adopts new technology, resulting in improved communication systems, efficiencies, and profitability.
Client:
The Challenge:
Having successfully restructured its market approach and offices, the geographically-dispersed client implemented a company-wide Enterprise Resource Planning (ERP) initiative. The goal of this initiative was to update and improve systems and processes, enhance efficiencies, optimize competitiveness and improve profitability.
The most complex internal initiative ever undertaken by the company, the project presented a significant change management challenge. Most dauntingly, the change required hundreds of employees in multiple offices that had operated under disparate processes to adopt the new common software. Complicating the challenge further was the fact that the Client’s communications and training systems were not adequate to support the rollout. For these and other reasons, resistance to the change was significant throughout the company.
The Approach:
To inform the change management strategy design, Clarus first led a diagnostic phase that included extensive interviews with internal stakeholders representing all affected departments and each of the Client’s geographic locations. This process uncovered concerns, issues, and potential obstacles to user acceptance of the new system, allowing Clarus and the Client to devote attention to root problems, rather than addressing “symptoms.”
Working closely with the software vendor and the internal design team, as well as senior leadership of the company, Clarus identified resources to support the creation, delivery, and sustained integration of the new software. Clarus also crafted a comprehensive communications strategy with detailed recommendations on messages, delivery methods, and timetables to support the ERP rollout and associated learning curve.
The forward-thinking change management strategy developed by Clarus included a system for ongoing input and feedback that allows user requirement and interface issues to be addressed early in the training process. Additionally, Clarus created and implemented a training program, along with a “train the trainer” model, that addressed all needs for role-based training, coordination of internal and external training providers and materials, creation of a timeline to implement training, identification and preparation of trainers, and evaluation of the training process.
The Result:
The ERP rollout was a success, with users exhibiting far less anxiety and resistance to change than the company had anticipated. The Client continues to garner top industry rankings, in part because of its commitment to efficiency and organizational optimization through company-wide initiatives like ERP.
Clarus’ “train-the-trainer” approach enabled the Client to take ownership of the training process, helping to increase user “buy-in” at all levels. The Client continues to realize cost savings and an improved overall project ROI thanks to Clarus’ focus on the utilization of internal resources and capacity.
As a result of its success in helping the Client manage large-scale organizational change through the development and implementation of new communication and training strategies, Clarus was re-engaged to assist the company on issues related to leadership and diversity.
