Case Study: Manage Organizational Change for an ERP Implementation

Client: Global Advertising Firm

Function: Finance Department

Project: Manage Organizational Change for an ERP Implementation

Overall Project Mission

A global advertising agency looked to successfully implement an enterprise Financial system while ensuring process efficiency and enabling further fiscal responsibility across The Agency. To fulfill this goal, the organization implemented a customized ERP, used by other agencies in their family, branded as “Ricochet”. Ricochet was to be integrated with a comprehensive web-based front end and workflow engine. These two systems will manage a number of key agency processes, including but not limited too – projects, estimates, buying, billing, and all general ledger functions. The implementation required changes to the agencies processes, requires consistent project & change management and new ways of working. Ultimately, the system and processes would streamline the Agency’s work and management / oversight of all projects. The approach was to implement in four primary stages with the first being requirements gathering and data collection.

The Challenge

The first stage of the implementation would directly affect the way the agency thought of their customers and the work they do for those customers (projects). The Agency would need to adopt a more structured and comprehensive process by which they – among other things – capture details of a project, how they estimate that work, and how they report time – all while enabling deeper reporting at the Agency and holding company level. On top of these macro level process changes, all critical agency systems are being changed at the same time.

Many in the organization were weary of so much change in so little time, running concurrently. This concern made the change management program that much more critical to the success of the implementation. In order to achieve success, Intellilink crafted a systematic and practical approach to train the entire staff while easing adoption of the multiple layers of organizational and process change.

The Program

A Change Management program was launched to help ensure the success of the implementation effort. The program addressed communications and training needs for the agency with the help of various stakeholders. The stakeholders included the organization’s senior leadership, champions and experts, project team members, and users – all would have to buy into the program to make it a success.

Data Collection

The team worked with The Agency to collect information on key agency processes, the structure of their client/customer relationships, how they handle agency investment, and what roles and responsibilities were needed to enable those processes. Next, the team identified the changes from the current state to the future state to determine methods to mitigate the barriers to change. The team determined mitigation strategies, developed a project lifecycle to guide the change and prepare key users and other staff to operate effectively.

Communications & Training Planning

The team then developed a detailed communications and training plan that defined key changes, how those changes would be implemented, key messages, target audiences, information sources, communications channels, delivery timing, etc. This approach was vetted and put into action with the support of The Agency.

Communications & Training Execution

Communications channels included the use of an intranet/portal, emails, posters, and newsletter articles announcing the new system(s) and it benefits. In addition, specific communications and presentations were developed to provide a starting point for management and champions/experts.

For Training, the team used a combination of online tutorials, 50+ hands on training sessions, remote access training, and process reviews/demo’s to canvas the organization. In addition, the team developed a job aide inventory including reference materials, one-page cheat sheets, process diagrams, and user procedures. The training materials coupled with the job-aides provided a sustainable, leave behind change management model that would enable the organization in the future. All materials are easily accessible via links on The Agencies intranet.

Support & Transition

The team helped with immediate post go-live support, additional hands-on post go-live training, and crafted post go-live communications (FAQs, procedural steps, etc) to aid in the process and new system(s) adoption. The rollout was a success and the model held up as a standard for the Agency.