THIS ERP IMPLEMENTATION BROUGHT excellence TO THE SURFACE

A Fortune 200 company with almost 50,000 employees acquired another large-scale organization. They needed to streamline systems, processes, and information by implementing a centralized technology platform (ERP system) to create the greater consistency, efficiency, and speed needed to enable enhanced customer service and overall business growth. The process of reaching that destination involved a huge amount of complexity, change, and risk. However, in addition to the typical factors—including the stress of an acquisition itself, the massive scope of the implementation, the obstacles of learning a new system, and the challenge of changing deeply ingrained work habits in thousands of people—this initiative was further complicated by a headquarters relocation that increased turnover and affected the broader effort to reconcile organizational structures following the acquisition. The scope of the IT integration spanned every aspect of technology, including desktop computers, point-of-sale systems, websites, and ERP sub-systems.

Our client was well aware of the mighty challenge involved with the scale of their ERP implementation. They wanted to be sure that they would avoid having upset customers, negatively impacted revenue, and disgruntled employees. So, they engaged TiER1 to manage the people side of the changes required for a successful implementation.

Based on a collaborative partnership and blended working teams, the TiER1 solution included two years of change management, communication, and learning support. Highlights of the solution include launching a network of internal Power Users and Change Champions, documenting role-specific changes, creating change communications to meet the needs of multiple audiences, and designing and executing a full-scale instructor-led and eLearning program. This included 70 training courses spanning multiple business functions; 3,000 hours of training delivery; 350+ change impacts identified and mitigated; 25+ role discussion guides; a project website; organization-wide communications; road show sessions; as well as, hundreds of Power Users and engaged stakeholders.

On the first day of the ERP go live, employees took orders, made product, shipped product, invoiced customers, and processed payments. The supply chain was operating at standard levels within six days. Customers got the right products on time and revenues remained stable. Communications and preparedness repeatedly scored top marks in surveys, and TiER1 met each and every change readiness metric between project kickoff and go live. A tremendous amount of training was developed and delivered on time. And while most people don’t particularly enjoy systems training, the feedback was startlingly positive: More than 80 percent of trainees were satisfied with the training—and 100 percent felt that the training would make their jobs easier.

Our client knew this was one of the most significant changes they would experience as a business, and they needed to do it right. That’s why they engaged TiER1. Change like this isn’t easy, but it’s possible—and it can even be smooth and fun. If you’re thinking about a system implementation at your organization, let’s talk.