Managing directors, You have to be committed, not just to the project, but a new way of corporate life.

Reason #2 Organisation fail to meet the cultural and personnel change challenge. Too many companies fail to change out old processes and people with old ideas for new ideas and new people (or promote project people)

This again has two elements to it.

1 – Basic change management. If you chose to embark on a large project its because you want to change the way you do things. Otherwise save the money and keep your old systems, if your old system is unsupported then just upgrade it, do not buy a large ERP, do not do a transformation. These projects will normally be some of the largest outlay your company will make. The assets will be the most valuable the companies will own. You should only commit to this if you believe that is what you need to take your business to the next level and be prepared to see it through to the logical end.

Some Free Advice
>If someone says they are not that close to the system it means you are carrying unneeded overhead. You implement ERP to eliminate these people. Make those savings.
> If you have an accountant, a tax specialist, a planner and they are good in their field of specialisation but are not able to use your ERP,  they are of limited use to you. What are you paying them for, they need to marry there professional skills with the vocational process ones or make that saving
> These projects have to be all encompassing, you are investing millions on new tech and/or processes. If processes do not effect top management why are you doing them.
> Just remember If you don’t want to change, do not embark on the project. It’s that simple, otherwise you will not achieve your aims.

2. Behavioral element of management. The harsh reality is that if a managing director (or similar) does not support the project, it will fail (irrespective of the work or output). If the senior management do not endorse and visibly ‘buy in’ to the project, then the lower level managers (whether they ‘buy in’ or not) need to also not ‘buy in’. They have to do this to preserve there position with there superior. This happens all the way down the management chain to the lowest level – No one wants to be seen to be out of step with the management and therefore no one supports the project properly, not because it was a success of failure. Its just corporate self preservation and dog eat dog.

Bottom line is no one should be able to say “I don’t follow the process”, “we’re different”, “I am not that close to the project”. Unless YOU let them !

Board Members remember the physiological and behavioral impacts that your specific behavior and support will have on the entire company. If you don’t change, then the company cannot, it wants to mirror you for approval remember that and use it.