change management erp implementation case study

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Change management for ERP implementation: a case study

In our experience, technology-related change management is only successful with an understanding that the process is much more than just swapping out legacy software or tweaking a few IT solutions.

ERP change management in action

As an example, we recently teamed with a $100 million global medical testing equipment manufacturer that was looking to restart a failed ERP selection and implementation project . The company was grappling with this failed project for more than eight years - one of the lengthiest “failures” we’ve seen!

Get more change management advice with this 11-step guide to ERP implementation success

The original software selection was performed without an agreed to future state which was a key misstep. Also lacking was consistent direction to the project team about the goals of the project – was it to simply duplicate existing processes or drive best practices to a desired “future state?”

Multiple factors combined to slow down and eventually halt the ERP project, including lack of coordinated team activities which resulted in siloed decision making. Project staffing was also a contributing issue. The core project team did not have the proper allocation of time or resources to work effectively.

In search of change management 'easy wins'

After hundreds of projects we’ve experienced, the bottom line is that change management is not just a phase. Instead, change management must be woven into the fabric of methodology, and built into project plan and team culture throughout every phase of a technology project. It’s key to be continuously aware of change promoters, adopters, influencers, and resistors as they transition from current to the future state.

That said, one of the best and most effective strategies is to take the time to establish a project charter. A project charter is the ERP team’s concise statement of core goals, objectives and intent. A charter serves as the “map” for everything that comes next.

The charter outlines the compelling business case for change, and answers the question: “We are doing this project because of….” Everyone must be aligned and intimately familiar with the business case and the vision of the project.  Unfortunately, this fundamental and foundational step is often missed.  

Change management pitfalls

An ERP selection and implementation project usually involves some shifting of roles or reallocation of work. Some users will find they have more to do under the new ERP system. Others will find their responsibilities decreased. Both of those situations can be unsettling to staff.  

 A potential pitfall is when leadership misdirects the project emphasis on technology, such as infrastructure, data, features/functions and other technological considerations, without considering the full scope of change – people, process and technology...

To overcome this blind spot, it’s imperative to consistently communicate the “Why” of the project with ongoing education to build the foundation to help manage change.     

Take the needed time to establish the project team, the resources, the process and organizational commitment to ensure that staff can function as 'change agents' within the company as opposed to those that block or resist. change

Change management warning signs

Turning to the example of the $100 million global medical testing equipment manufacturer, the early warning sign was a lack of a Future State vision.

All the key stakeholders involved in the failed project, which limped along for eight years, never achieved consistent alignment as to the vision, goals, or the desired Future State vision which should have define future business processes, a future system context, and a long-range transformation plan.

What’s the secret?

To emphasize the point made here, implementing or upgrading an ERP system is a good opportunity for an organization to create lasting business change within an organization. That’s why ERP and change management is so important.

In the work we’ve done with hundreds of manufacturers and distributors, we see ERP change management as more than simply selecting and implementing an ERP system.

We do not view change management as a phase. Instead, change management must be woven into the fabric of a project, and built into the project plan and team culture throughout every phase.

We are continuously aware of change promoters, adopters, influencers, and resistors as they transition from current to the future state. The secret – if there is one- is to put into place methods to engage, educate and involve all stakeholders.

Further insights into real-world examples of successful change management and enterprise technology transformation can be found at  Ultra Consultants.

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ERP Change Management

"> what is change management in erp implementation.

Enterprise Resource Planning (ERP) systems are the backbone of large organizations. They orchestrate complex processes across critical departments, from finance to supply chain management. Unfortunately, many ERP systems are outdated, hampering the ability to reduce costs and drive revenue. 

Financial and IT executives are heavily involved in selecting and integrating new ERPs—but that’s only half the battle. Leaders often forget the role that change management plays in ERP lifecycles.

Technology changes begin with process changes. ERP change management is a structured approach that empowers employees to embrace the process changes and new systems faster and more efficiently. The result is that individuals, teams, and organizations move from the current state to your desired future state and then use the updated ERP systems in their daily work. 

Prosci Unified Value Proposition

"> Why Enterprises Need ERP Change Management

ERPs are expensive, complex systems ingrained in your organization’s digital infrastructure. That means your workforce has built strong habits surrounding legacy systems across various business functions. The interconnected nature of ERPs and high employee resistance to change create an environment where progress is slow and efficient change is difficult.  For example, not having enough staff for the project is a major reason why costs exceed the budget, which happens for 38.4% of organizations. This highlights just how crucial it is to manage changes effectively. According to leading ERP vendor Oracle, companies face a number of key challenges during ERP adoption and implementation:

• Project management and planning – ERP implementations involve multiple phases, from discovery and planning to testing, deployment and post-launch analysis. Many organizations underestimate the time and resources necessary for this change.
• Data integration and quality – Duplicate data sources represent a logistical and administrative challenge, while moving data can represent as much as 15% of the total ERP cost.
• Cost and timeline overruns – ERPs are notorious for expanding budgets and lagging milestones. Few companies have the internal resources to plan for and drive this level of organizational change. (only 49.7% of projects meet their original timelines, and the median project duration extends to 15.5 months)
• Effective change management – Switching to a new software is par for the course. Driving adoption and overcoming resistance to change among key stakeholders adds another layer of complexity. A study from Panorama Consulting Group shows — executives who invest in a change management methodology are 33% more likely to achieve “good” or “excellent” outcomes from their transition than those who don’t. 

These are all symptoms of underinvestment in proven change management methodologies. This highlights a major point that CIOs and CFOs must be aware of prior to the change : Building change capacity using a specific methodology significantly increases the chances of a successful ERP implementation. 

Impact of Use of a Methodology on Overall Change Management Effectiveness

Meet Prosci's ERP Experts

Our team of Prosci advisors and instructors has seen the positive impact of change management across a variety of enterprise contexts. They know how the Prosci Methodology helps overcome resistance, empower change agents, and drive ERP adoption.

Change Management for ERP Implementation Case Study

How eisneramper executed a complex erp rollout and built lasting change capability.

Hear firsthand from EisnerAmper's change leaders on how they executed an integrated change management strategy for a complex ERP transformation touching 3,300+ employees. During this panel discussion, the program director, change lead, and CFO give an inside look into their 18-month journey of sunsetting legacy platforms and rolling out four new integrated systems including SAP.

Key Steps in EisnerAmper's Change Management Journey:

• Integrating change management and project management – The team leveraged outputs of project milestones like solution design workshops to inform impact assessments and change plans.
• Bridging the Knowledge to Ability gap with user acceptance testing (UAT) – UAT and training were conducted in partnership between project management and change management to ready employees.
• Defining success metrics that matter – The team identified customized metrics to track adoption and usage indicators tailored to each impacted group rather than a one-size-fits-all model.
• Securing buy in and preparing for resistance – In-person roadshows across 16 office locations proved invaluable for securing leadership commitment while addressing employee concerns.
• Supporting with a strategic communication approach – A multichannel communications strategy catered to varied preferences for consuming information and building desire for change.

The Prosci Methodology: A Holistic Approach to ERP Change Management

Prosci has more than two decades of experience helping organizations across industries drive successful change, from undertaking large-scale digital transformation to implementing new initiatives. In that time, Prosci built an arsenal of tools for driving enterprise change, culminating in the Prosci Methodology . 

The Prosci Methodology is a structured yet flexible approach to managing the people side of change. It consists of two key components that lay the foundation for successful long-term change: 

• ADKAR Model – a model for guiding individuals through the five building blocks necessary to achieve successful change: Awareness, Desire, Knowledge, Ability and Reinforcement
• Prosci 3-Phase Process – a dynamic framework for driving change at the organizational level through three key phases: Phase 1 – Prepare Approach, Phase 2 – Manage Change, and Phase 3 – Sustain Outcomes

Successful ERP implementation requires substantial buy-in across the organization. However, the actions of specific stakeholders across IT, Finance, and HR are critical. That’s why you need a holistic approach to ERP change management that connects the micro to the macro. 

How Prosci Drives ERP Adoption Across Enterprise Contexts   

Prosci works with large-scale enterprises across industries, helping them successfully navigate complex transitions. Over the past 30 years, Prosci has helped companies from large multinationals to critical utility companies. Here’s how the Prosci Methodology improves ERP adoption: 

Avangrid Kicks Off Initiative With ERP Change Management

Avangrid, a diversified energy and utility company with 7,000 employees, faced the challenge of becoming more agile to respond to the evolving utility industry. Recognizing the need for change management as a strategic initiative, they partnered with Prosci to build an enterprise-wide change management capability and support their ERP implementation.

Key Steps in Avangrid’s Change Management Journey:

• Establishing a change management office – Avangrid created a change management office, selecting Prosci for its practical application and scalability.
• Earning change management certification – Team members completed the Prosci Change Management Certification, with a focus on building a change management network of certified professionals across all business areas.
• Implementing a change management program – This program included a series of interactive webinars designed to educate employees on changes in the enterprise.
• Developing an enterprise change management strategy – This involved applying change management to various projects, including a global SAP implementation impacting 4,100 employees.
• Conducting a maturity model audit – Avangrid used the Prosci Change Management Maturity Model to gauge and improve their maturity level from Level 1 to Level 3 on a 5-point scale, with a longer-term goal of Level 5.
• Expanding change management across the organization – The success in high-impact initiatives prompted Avangrid’s parent company to invest in the Prosci Methodology, further expanding change management capabilities.

Avangrid achieved significant progress quickly, successfully applying change management to large-scale projects. The SAP implementation was a notable success, with only 10% of employees requiring refresher training. The organization's maturity in change management grew, and the demand for change management certifications increased, accelerating their path to enterprise change management competency.

The success of Avangrid’s change management initiatives has solidified their process for applying change management to projects and has set a precedent for future organizational changes. The focus on building change management capabilities has positioned Avangrid as a leader in managing enterprise-wide changes effectively.

Multinational Food Corporation's SAP Implementation 

A US-based multinational food corporation faced the challenge of updating its systems infrastructure to support an ambitious growth plan. This involved a new SAP implementation aimed at consolidating six legacy systems into one, streamlining payments, reducing errors, and providing more detailed data for better business decisions. The project, impacting 500 users across various departments, required a significant mindset shift and was complicated by an acquisition mid-flight.

Key Steps in the SAP Implementation:

• Starting with why – The goal was to improve efficiency and decision-making capabilities through a unified system.
• Identifying impacted processes – Understanding the processes affected by the new SAP system was crucial for targeted change management.
• Engaging stakeholders – The change lead engaged in direct conversations with impacted individuals, especially those resistant to the new system, transforming them into supporters and trainers.
• Integrating change and project management – The change team worked closely with the project team, ensuring alignment and effective collaboration.
• Metrics and measurement – Tools like the Prosci Change Triangle (PCT) Model and Best Practices Audit from Prosci tracked project health and adherence to best practices.
• Building a change agent network – A network of 40 change agents facilitated the change process and served as a feedback loop.

The SAP implementation was successfully launched on time, achieving its objectives despite the mid-project acquisition. The project exceeded expectations by eliminating legacy systems, streamlining payment processes, and providing granular data for improved decision-making. It also automated and streamlined previously manual processes.

The success of this SAP implementation served as a benchmark for future projects, demonstrating the lasting impact of Prosci's change management approach in complex ERP implementations. The focus on the people side of change was key to exceeding project goals and setting a new standard for organizational change initiatives.

Sunflower Electric Power Corporation's ERP Change Management Success

Sunflower Electric's journey with Prosci showcases the transformative power of effective change management. Faced with the challenge of implementing a new ERP system, Sunflower Electric partnered with Prosci to navigate this complex change. The key to their success was addressing the people side of change as much as the technical side.

Key Steps in Sunflower Electric’s ERP transformation:

• Starting with why – Understanding the purpose behind the ERP implementation was crucial. For Sunflower Electric, it was about improving efficiencies and gaining a better organizational view.
• Identifying impacted processes – By identifying which processes were impacted by the new ERP system, Sunflower Electric could focus on the areas needing the most attention.
• Connecting change to business results – Using Prosci's 4 P's (Project, Purpose, Particulars and People), the connection between the ERP project and organizational benefits was made clear.
• Assessing and managing risks – Evaluating and addressing risks was essential, especially considering the organization's previous experiences with ERP implementations.
• Engaging stakeholders – Through stakeholder meetings and surveys, Sunflower Electric engaged employees, building awareness and desire for the ERP change.
• Integrating change management and project management – Despite joining the project late, change management was seamlessly integrated, ensuring alignment with project goals.

The results at Sunflower Electric were remarkable. The change management strategy led to increased awareness and desire for the new ERP system among employees. Impacted people found the training materials helpful, and the overall project was deemed a success, leading to a broader rollout of the Prosci Methodology and ADKAR Model across the organization.

Success at Sunflower Electric didn't end with the ERP implementation. The project served as a catalyst for building holistic change management capabilities within the organization, demonstrating the lasting value of Prosci's approach.

Make Your ERP Implementation a Success With Prosci

The return you recoup on your new ERP Implementation is highly dependent on your ability to successfully navigate change. Contact Prosci today and transform your organization’s capacity for change with our advisory services. 

3 Successful ERP Implementation Case Studies

What do a maker of grooming products for men, a fast-growing moving business and a specialized shipping logistics provider have in common? All three had intractable challenges that were addressed by an enterprise resource planning (ERP) system.

In all cases, their journeys started with ERP implementations. Once up and running, these disparate companies got the results they needed: more sales without adding new employees, faster and more accurate payroll processing and the ability to deliver tens of thousands of orders per day without delays or errors, respectively.

What Is an ERP Implementation?

An ERP implementation is the process of installing enterprise resource planning (ERP) software, and then making sure your team is making the most of the technology. The process includes three main phases:

• Installing onsite software and/or contracting with a SaaS provider. Often, companies seek help from the vendor or an implementation partner specializing in ERP, the vertical industry or specialized use cases.
• Migrating data from your previous system or systems into the new ERP.
• Training the finance team to use the new software. That process may include knowledge transfer from employees who previously used the system or formal education from your implementation partner.

The success rate ERP implementations is improving thanks to a focus on user experience, specifically simpler interfaces, more configuration flexibility, mobile functionality and increased automation. In fact, IDC’s 2021 SaaSPath Survey showed that "ease of use" is the most important vendor selection criteria for those purchasing finance applications.

Best practices to ensure success include organizing a strong implementation team of leaders from all areas of your company, from sales to accounting to operations. Ask them: What problems would we like this new system to resolve?

When choosing the ERP, it’s important to ensure it can easily integrate with other financial systems, and those of your key partners, and that you can be up and running in a reasonable timeframe, preferably 90 days or less. Finally, make sure your finance policies and procedures are aligned to make the most of the new system.

Key Takeaways

An ERP implementation is a process: ERP vendors and reviewers alike recommend carefully evaluating ERP vendors and/or partners before beginning, as well as taking things one step at a time, setting expectations with realistic planning timeframes and a comprehensive checklist mapped to your company’s goals for the system.

Let’s look at three companies that found success with their ERP implementation projects, and their key lessons learned.

ERP Case Study #1: Fulton & Roark

Fulton & Roark , a retailer of men’s grooming products, is an example of a successful ERP implementation.

Prior to upgrading to full-featured ERP, the North Carolina-based business tracked its inventory in a spreadsheet and its financial data in desktop accounting software, Sage Live. When the company began doubling sales year-over-year, leadership felt its current processes weren’t keeping up. Spreadsheets couldn’t account for changing inventory costs, and the accounting software didn’t have the workflows necessary to record the cost of goods sold (COGS) , an important financial metric.

As a result, the Fulton & Roark team did double data entry — manually.

To centralize all work in one place, the company’s co-founders implemented NetSuite ERP . After a three-week implementation process, changes were immediate, according to team members. Finally, the Fulton & Roark team was able to:

• Catch and correct bookkeeping mistakes related to inventory.
• Stop working with external accountants, growing both unit and dollar volumes significantly with no extra headcount.
• Increase sales roughly 50% year-over-year without increasing headcount.
• Get a more accurate picture of margins and inventory, which helped grow its ecommerce operation.
• ERP implementations don’t have to drag on — Fulton & Roark’s team was up and working in about 20 days.
• The company’s story also emphasizes a major success factor: Getting management committed to an ERP project. In this case, the co-founders initiated the project, which consultants say often spurs employee adoption.

ERP Case Study #2: N&N Moving Supplies

N&N Moving Supplies, a family-run distributor of moving equipment and supplies, successfully implemented an ERP system after expanding from one location in Georgia to three locations in multiple states and more than quadrupling its workforce.

Running on QuickBooks and a third-party payroll provider, it was nearly impossible to keep accurate time records and reconcile payroll with general ledger accounts. So, N&N turned to ERP to manage its accounting and payroll processes. During the implementation process for NetSuite ERP, N&N worked with a NetSuite partner, NOVAtime, to add a time-clock solution to the main system.

With this in place, N&N was able to:

• Reduce payroll processing time by 84%.
• Balance accounts faster.
• Improve the accuracy of hours and vacation time counts.
• See labor-cost trends across its three locations.
• Give employees access to personalized ERP dashboards on iPads at each of its sites.
• N&N’s case study nods to another major implementation success factor: managing employee morale. ERP projects often fail when execs and other employees don’t feel a sense of buy-in. By providing personalized dashboards — and ideally explaining their benefits to employees before the implementation — N&N avoided this pitfall.
• The case study also shows that a third-party partner can be helpful in tailoring the ERP system to precisely fit your company’s needs.

ERP Case Study #3: Green Rabbit

Once upon a time, two friends launched a candy wholesale business. Then, they ran into a problem: shipping melt-prone chocolate bars during summer months. After the pals designed a heat-sensitive supply chain, other food companies turned to them for help. The duo rebranded as Green Rabbit, a supply chain logistics provider specializing in fast delivery of perishable goods.

That shift in strategy tested the company’s current processes, which relied on QuickBooks, Excel and email. Green Rabbit’s multiple databases couldn’t communicate with one another, making real-time data analysis impossible. The warehouse was often waiting on help from the IT team, too.

Green Rabbit chose NetSuite ERP, and the NetSuite professional services team got the company up and running on the system in three months.

Green Rabbit now:

• Helps customers ship candy, snacks and more across the country in 24 hours from one of three different warehouses, without inventory errors.
• Delivers tens of thousands of orders per day, without delays.
• Gets guaranteed error-free data from its ERP system, instead of risking errors from manually entered data.
• Could triple its order volume, if desired, without impact to its systems.
• When implemented correctly, ERP makes it easier to manage a complicated supply chain, as Green Rabbit’s case study shows.
• ERP is pivotal to growth. Green Rabbit implemented ERP after it grew substantially and because it anticipated further expansion.

Many growing companies like those profiled here ask: “What is the business case for ERP?”

Besides the takeaways from our case studies, it boils down to agility. When finance teams stop peering at dozens of spreadsheets and paper records, they can get strategic. By helping executive and business colleagues visualize data, growing firms can forecast future trends and adapt quickly to beat competitors.

ERP Success Factors

ERP systems can revolutionize businesses and ease their paths to growth, but successful applications of them share some common traits. The first is employee adoption and morale, which requires encouraging buy-in by presenting the ERP in a way in which it will directly benefit the end users. Providing dashboards and solutions tailored to each business makes this easier to do — and tagging in a third-party partner to help with a tailored implementation is an effective way to accomplish this. Also important is planning and executing the implementation efficiently , while having realistic expectations for the timeline.

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What Are the Challenges of ERP?

Implementing an ERP can mean overcoming obstacles. Two of the most commonly cited ERP challenges are:

Choosing the right vendor. Obviously, choosing an ERP system that doesn’t fit your company’s needs will likely result in a failed implementation. Many advisers recommend evaluating around five vendors before choosing which ERP to purchase.

Companies should choose a vendor that has experience with your company’s vertical, type (product or service) and size; can provide a hands-on demo; understands the tax laws and regulations that apply to your business; and is sure to be in business in five years.

• Getting employees to support the change. As mentioned, teams may resist the transition to ERP if you don’t show them why the new system will be helpful to them. Explain how ERP will make each team’s everyday tasks easier before the implementation begins and ensure plenty of time for training during the process.

Why Do ERP Implementations Fail?

ERP implementations can fail without proper risk management. In other words, leaders need to anticipate what might derail the project, then plan.

In one often-cited case, for example, a multinational distributor’s implementation epically failed, resulting in major shipping delays and lost sales. It turns out the company had operational issues before the implementation even began, as it had just acquired another company and was having trouble integrating the new subsidiary’s operations into its own. Company leadership should have managed that risk by identifying and fixing those operational issues before the ERP implementation began.

ERP implementation is a process. It requires lots of planning to ensure success. However, your company isn’t the first to go through it. Consider case studies of successful implementations, choose the right partner and your business will enjoy the benefits of the system, quickly.

If you’re considering an ERP implementation, schedule a consultation with NetSuite .

ERP Implementation Plan: Methodology and Process

Enterprise resources planning (ERP) solutions are designed to support an organization in just about every aspect of business operations by centralizing data and through automation. These platforms control internal…

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3 ERP Implementation Case Studies

Mark Jackley | Content Strategist | January 2023

In This Article

Why Do ERP Implementations Fail?

Keys to successful erp implementation projects, your erp implementation starts by choosing the right system, erp implementation case study faqs.

Enterprise resource planning (ERP) software connects the most important functions of businesses—including financials and asset management, supply chain management, customer relationship management (CRM), and human resources. That’s why an ERP implementation is such a big deal. The payoff can be substantial: A single system to connect and standardize data in real-time gives teams across the business a shared view of performance—and one source of truth to improve decision-making and planning.

However, ERP implementations have potential pitfalls. If your project team fails to create a vision to guide the project, instill a spirit of teamwork among everyone involved, and communicate its objectives to employees, you might not solve your business challenges and get the results you need.

The following three case studies spotlight companies that did things right. By borrowing from their playbooks, your business can also enjoy the benefits of a successful ERP implementation.

1. A clear vision: Discover Financial Services moves to cloud ERP

In 2019, Discover Financial Services, the third-largest credit card brand in the United States, was running seven highly customized on-premises ERP systems. Their IT landscape was complex and lacked standardization, which resulted in slow and sometimes inaccurate reporting. Moreover, the accounting team and their counterparts in financial analysis and planning needed more scalable systems to support their growing workloads. After evaluating several vendors, Discover chose to simplify its environment by consolidating systems on Oracle Fusion Cloud ERP, integrated with Oracle Fusion Cloud Enterprise Performance Management (EPM).

The project team had a clear vision: The ERP implementation was more than an IT upgrade. It was an opportunity to create and sustain business value companywide, generating “more data and higher quality,” says Michelle Green, vice president, business technology: strategy, transformation, and governance. “Ultimately, the functionality and automation help us make more effective enterprisewide decisions.”

This vision helped Discover complete the ERP implementation on time and on budget, despite working remotely during the COVID-19 pandemic. “There are two things I look for in an implementation,” says Green. “The first is when people say the implementation was a nonevent. The second is when people start giving unsolicited feedback that they’re loving the systems. On day 15, post go-live, we heard both.”

The modernized ERP platform has paid off. With faster access to financial information, Discover employees companywide can more effectively manage expenses . Lines of business enjoy more accurate planning projections and cost analysis. With standardized functionality replacing customization, employees spend less time deciphering technology and more time achieving results. And with quarterly cloud functionality updates delivered automatically, Discover can continue to enhance its processes and ways of working.

2. Teamwork and trust: ERP helps Hormel Foods unify the business

With a long history of making strategic acquisitions, Hormel Foods owns more than 50 iconic brands, such as Dinty Moore, Planters Peanuts, SPAM, and Skippy Peanut Butter. But at one time, it also owned a patchwork of different IT systems.

“We had various systems for various companies that did not interface well together,” says Jim Sheehan, executive vice president and chief financial officer, Hormel Foods. “They did not provide us with a clear view of the company's performance, were difficult to maintain, and honestly, had become a burden to our competitiveness.”

In some cases, the human capital management (HCM) and ERP applications hadn’t been upgraded in more than 15 years. Some systems depended on a single person—“whoever remained who understood the code it was written on,” Sheehan says. Adding to the complexity, Hormel Foods had customized many of its applications to meet the needs of individual brands.

To simplify business processes and improve data quality, Hormel worked with KPMG to implement Oracle Cloud ERP, part of the Oracle Cloud Applications suite that now also supports Hormel’s supply chain management, enterprise performance management, and human resources.

“We had to rely on teamwork,” says Assistant Controller Eldon Quam. “We had Oracle, KPMG, and Hormel Foods people all working together. If you weren’t familiar with the group, you wouldn’t have known the difference between a Hormel Foods person and someone who worked for another company.”

When the ERP system went live, Hormel gained a unified system to standardize business processes, data, and decision-making. “We have visibility into every business from the same point of view,” Sheehan says.

Hormel Foods also has a forecasting model to pinpoint growth opportunities across its many brands. “In the past, we looked at things brand by brand,” says Jana Haynes, vice president and controller. “That’s still important to do, but now that we’re on a centralized platform, we’re able to notice things that weren’t apparent before.”

With procurement in all countries except China and Brazil now on the same platform, it’s easier to analyze vendors as well. For instance, the company discovered that some of its brands paid more than others for the same item. Hormel can also pinpoint the number of vendors that are the sole source of items its brands rely on. Knowing this allows the company to explore alternative sources and be ready should a vendor prove unable to meet demand.

With the entire company running on one ERP system, every brand does financial reporting in the same way. “Whether it’s their cash flow, their income statement, or their balance sheet items,” Sheehan says. In other words, all that teamwork enhanced their ability to operate as one team.

3. Employee buy-in: Taylor Corporation rallies support for digital transformation

A diversified global company that operates printing, data, and marketing businesses, Taylor Corporation embarked on a four-to-five-year effort to implement an ERP solution and modernize its back office, moving financial, supply chain, and manufacturing applications to Oracle Cloud. When all phases of the ERP implementation are completed, Taylor estimates it will see between $20 to $30 million in total cost savings.

CEO Charlie Whitaker has made it his personal mission to see the program succeed. On a kickoff video conference early in the implementation, Whitaker rallied the company’s 10,000 employees, urging them to see the program as key to Taylor’s growth and prosperity. He also led steering-committee meetings and working sessions with project team members.

“If you talk with Charlie, it's not an option to participate. It’s a requirement: Don’t debate it, participate in it, which I think is a fantastic message,” says Jenn Warpinski, Taylor’s vice president of enterprise transformation.

Several Taylor managers who were initially skeptical now are leading the way in bringing their colleagues around. “They’re now jumping in, and they’re doing the talking, they’re doing the change management,” Warpinski says.

Workforce support is necessary to succeed with such a transformational project. Indeed, the scope was significant: Taylor needed to consolidate data and business processes across 85 different systems, some of them no longer supported by vendors. Taylor wanted to make timely and informed financial and supplier decisions, automate manual processes that were costly and time consuming, and make it easier for customers to operate across the company’s business units.

For example, one of Taylor’s five multisubsidiary enterprise groups had customer information sitting in 16 different systems. That made it difficult for the group to cross-sell products across business lines. (Taylor units sell everything from printed wedding invitations to digital marketing services.)

Before phase one of the implementation—a global rollout of cloud financials completed in January 2022—it would take Taylor’s finance teams a couple of weeks to assemble a consolidated view of outstanding accounts receivable across the company. That data is now available for executives to act on in real time.

Now that Taylor is also live on cloud procurement applications, it can negotiate better volume discounts with approved indirect suppliers, while end users can get approvals and execute orders for supplies with just a couple of clicks.

One leading cause is failing to practice contingency planning. At the outset, implementation teams should identify likely causes of delays or cost overruns and plan accordingly. For instance, are there existing vulnerabilities in your company’s business model that need to be fixed before launching the project?

Unrealistic expectations are another reason for failure. If your timetable shrinks but your list of deliverables doesn’t, the ERP implementation could be doomed from the start, or at the very least become chaotic and expensive.

Some careful whiteboarding can help you avoid these potential problems. You can enjoy a successful ERP implementation with the right ERP provider, executive support, and a willingness to learn from other businesses’ successes and mistakes and a willingness to learn from other businesses’ successes and mistakes, you can enjoy a successful ERP implementation.

Besides crafting a vision, working as one team, and enlisting the support and patience of employees at all levels, other factors can lead to a successful ERP implementation. First, you’ll need to clearly define the project’s scope, objectives, and budget. A project team with the right expertise is another must. So are having plans for migrating data to the new system as well as a realistic timeframe for going live. A detailed change management plan that includes user training and education, such as the one Taylor created, is perhaps most critical to success.

Another ERP success factor: The system you implement should be easy for people to use. After all, simplifying the IT landscape and the user experience is a critical objective of any ERP system. If your implementation unfolds in stages, you can conduct periodic surveys to see if employees think the system is user friendly.

Your Complete Guide to Modern ERP

Discover what defines a modern ERP solution and how cloud ERP drives business agility and innovation.

Even if you devise a flawless implementation plan, it won’t yield great results if you choose the wrong ERP system. Look for a solution that can not only integrate disparate data and business processes but can also integrate with existing systems and applications your business will continue to run. Additionally, you’ll want capabilities that are purpose-built for functions, such as cash management or procurement, giving you faster and more accurate information to improve decision-making. It’s also smart to choose a system that can both monetize and measure business value as you plan new products and set pricing strategies.

Of course, your project management team should thoroughly assess ERP vendors. It’s important to listen carefully to what they can actually deliver, looking beyond basic features and capabilities. For example, what is their support offering like? What kind of training do they provide? What does the future look like—is the vendor truly invested in the emerging technologies you’ll need to compete? You’ll also want to hear what industry analysts, such as Gartner, say about cloud ERP solutions, including Oracle Fusion Cloud ERP.

Lastly, consider what else an ERP system can offer your company. Oracle’s solution, for example, includes built-in risk management tools that use AI and machine learning to strengthen financial controls. It also can integrate with your customer relationship management (CRM) system, so your front- and back-office teams can seamlessly share data.

What are the top challenges of ERP implementations?

Three of the most common challenges are:

• Defining a vision of what the ERP system needs to do and how to manage the implementation—who should lead it and set priorities
• Engendering trust and teamwork between the project team, your ERP provider, and your consulting partner
• Communicating with employees about how the implementation will benefit them, freeing up time from mundane tasks to do more interesting work

See how Oracle Cloud ERP gives you the agility to adopt new business models and processes quickly, helping you reduce costs, sharpen forecasts, and innovate faster.

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Home / Insights / 7 steps to effective change management for your ERP transformation

7 steps to effective change management for your ERP transformation

Embarking on an Enterprise Resource Planning (ERP) transformation is an exciting yet complex journey for any organisation. Implementing an ERP solution requires significant changes in workflows, processes, and mindsets, making effective change management a critical component of success. In this blog, we delve into the key considerations and strategies for managing change during an ERP transformation, ensuring a smooth transition and maximising the benefits of this powerful tool.  

7 steps to successful change management   

Create a Strong Change Leadership Team:

Building a visible change leadership team is crucial for driving and sustaining change during the ERP transformation. This team should comprise individuals with strong leadership qualities, influence, and a deep understanding of the organisation’s culture. Their role is to communicate the importance of the ERP solution, create an inspirational narrative, address concerns, champion the change and build excitement across the user community. Their presence and involvement will instil confidence and foster engagement among employees.

Establish a Clear Change Management Strategy:

A well-defined change management strategy is the foundation for a successful ERP transformation. Start by clearly articulating the vision and goals of the project, emphasising the benefits it will bring to the organisation. It is more than the implementation or upgrade of a system. Develop a comprehensive plan that outlines the key activities, milestones, and communication channels for managing change throughout the implementation process. Assign roles and responsibilities to individuals who will lead and support the change management efforts. The right balance of energy, focus and time on the solution versus the change elements needs to be established from the start.

Engage and Communicate with Stakeholders:

Effective engagement is the cornerstone of successful change management. Engage stakeholders at all levels, from top management to end-users, throughout the ERP transformation journey. Create a clear and compelling communication plan that sticks to the narrative, emphasises the benefits of the ERP solution, addresses concerns, and provides regular updates on the progress of the implementation. Encourage two-way communication channels, such as town hall meetings, focus groups, and feedback mechanisms, to ensure that everyone feels heard and involved.

Involve Employees from the Start:

Involving employees from the early stages of the ERP transformation is crucial for their buy-in, active participation and co-creation of the solution. Seek input and feedback from employees regarding pain points, challenges, and opportunities for improvement. Engage them in the selection process of the ERP solution, making them feel invested in the decision-making process. Provide comprehensive training and support, ensuring that employees understand the new processes, their roles, and the benefits the ERP solution will bring to their work.

Address Resistance and Concerns:

Change often triggers resistance and concerns among employees. Proactively address these challenges by creating a safe and open environment for dialogue. Encourage employees to voice their concerns and provide honest answers and reassurance. Identify change agents within the organisation who can help address resistance and act as advocates for the ERP transformation. Develop strategies to address specific concerns, such as additional training, mentorship programs, or incentives to alleviate fears and encourage adoption.

Provide Ongoing Training and Support:

Continuous training and support are vital to ensure that employees can effectively use the ERP solution. Offer comprehensive training programs tailored to different user groups, considering their roles and responsibilities within the system. Provide access to training materials, tutorials, and job aids to support learning and reinforce new processes. Establish a dedicated support team or help desk to promptly address questions and issues that may arise during the transition period and beyond.

Celebrate Milestones and Successes:

Recognise and celebrate milestones and successes throughout the ERP transformation journey. Acknowledge the hard work and dedication of employees, teams, and departments involved. Highlight success stories and showcase the positive impact the ERP solution is bringing to the organisation. This not only boosts morale but also reinforces the belief that the changes are worthwhile, and that the organisation is on the path to achieving its goals.

Managing change effectively is vital to the success of an ERP transformation. By establishing a clear change management strategy, engaging stakeholders, involving employees, addressing resistance, providing ongoing training and support, and celebrating milestones, organisations can navigate the wave of change and ensure a smooth and successful implementation of the ERP solution. With a well-executed change management approach, the organisation can embrace the benefits of the ERP transformation and drive sustainable growth and success.  

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• Aug 15, 2021

Case Study: ERP Implementation and Change Management

A global client implemented of a highly customized and effective ERP implementation and upgraded their systems with the support of a strong Change Management program to ensure sustainable success.

The team developed, led, and helped execute the Change Management program related to the Oracle R12 Projects Module’s implementation and upgrade. Also, the team worked alongside the Client’s internal project manager and a system integration firm to ensure the re-implementation’s sustainable success. With a strong focus on securing employee emotional engagement, the team recommended an Organized Governance Framework for supporting business policies:

The Framework identified the owner for each policy.

Delivered a detailed end -user Impact Assessment related to the oracle projects re-implementation, which outlined the approach, purpose, and benefits, and detailed user feedback, assessment summary and findings and recommendations.

Developed a Change management Adoption Plan recommending specific change management activities for implementation

For each recommended activity, identified specific deliverables, attributes, key considerations, timing, and role responsible delivered a Communication Plan identifying communication title, message objects, sender, recipient, and distribution date, in addition to designing various adoption and technical communication to support cut-over and go-live activities.

Designed and developed Oracle Projects Properties Overview Training.

Facilitated cross -functional sessions involving Properties / Real Estate, Finance, Accounting, and Information Systems.

Facilitated discussions and workshops around practice and policy development.

Developed and recommended a deployment and adoption approach for each business policy, including identifying key stakeholders, developing key messaging, defining project plan, and planning communications.

Drafted internal communications related to policy changes, scope and goals.

Documented new global policy as it related to the project cost management process model.

Created specific policy communications, Quick References Guides, and a recommended adoption plan.

Provided a Project Management Business Policy Library, which detailed policies to support the Oracle re-implementation.

Change Management was the key to the benefit realization of the re-implementation. The team achieved agreement and acceptance from multiple stakeholders, including the CFO, COO, SVP Finance, CIO, CAO, on the new policies and procedures to align with the best practices and the new system capabilities.

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Why Change Management is a Crucial Part of ERP Implementation?

ERP implementation involves significant changes in an organization's processes, technologies, and culture, and change management helps to navigate these changes effectively.

This article covers the following:

Introduction to Change Management in ERP Implementation

The role of change management in successful erp implementation, key benefits of change management in erp implementation, managing organizational change during erp implementation.

• Strategies for effectively managing organizational change
• How to utilize change management to streamline workflows and increase efficiency?

Communication and Training in ERP Change Management

Change management best practices for erp implementation, case studies.

• How can Deskera assist you?

Implementing an Enterprise Resource Planning (ERP) system is a complex undertaking that has the potential to significantly transform an organization's operations, improve efficiency, and drive growth.

However, the success of an ERP implementation is not solely dependent on technical aspects; it requires careful attention to the human side of change.

Change management can be defined as a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. In the context of ERP implementation, change management focuses on facilitating the smooth adoption of the new system, mitigating resistance, and ensuring that employees are equipped to embrace and utilize the system effectively.

To ensure a successful ERP implementation, organizations must recognize the crucial role of change management. In this blog, we will explore the importance of change management in ERP implementation and discuss effective strategies for managing change throughout the process.

Change management is the systematic approach to preparing, supporting, and guiding individuals and teams through organizational change. In the context of ERP implementation, change management focuses on addressing the human side of the transition, ensuring that employees are prepared, motivated, and empowered to embrace the changes brought about by the new system.

Here are a few benefits of change management in ERP implementation.

User Adoption

Change management helps organizations achieve higher user adoption rates by actively involving employees in the change process. By addressing concerns, providing training, and soliciting feedback, change management promotes acceptance and buy-in from end users, leading to a smoother transition and increased system utilization.

Minimizing Resistance and Disruption

ERP implementations can be disruptive and met with resistance from employees who are accustomed to existing processes. Change management identifies potential sources of resistance and develops strategies to mitigate them, ensuring a more seamless transition and minimizing disruption to business operations.

Managing Expectations

Change management facilitates effective communication and manages stakeholders' expectations throughout the ERP implementation journey. By providing timely and accurate information, organizations can address uncertainties and build trust among employees, resulting in a more positive and supportive environment during the transition.

Maximizing Benefits Realization

ERP systems offer numerous benefits, including streamlined processes, improved data visibility, and enhanced decision-making. Change management ensures that employees understand these benefits and are equipped with the necessary skills and knowledge to leverage the system's capabilities, maximizing the return on investment

Implementing an Enterprise Resource Planning (ERP) system can be a significant undertaking for any organization. While ERP systems bring numerous benefits, they also require careful planning and effective management of organizational change.

Successfully navigating this process is crucial to ensure a smooth transition and maximize the potential benefits of the new system. In this blog post, we will provide a detailed guide on managing organizational change during ERP implementation, helping you minimize resistance and optimize the success of your project.

Start with a Comprehensive Change Management Strategy:

Before diving into the technical aspects of ERP implementation, it is essential to develop a comprehensive change management strategy. This strategy should outline the goals, objectives, and timeline for the project, as well as identify the key stakeholders and their roles in the change process. Additionally, it should include a communication plan to ensure open and transparent communication with employees at all levels of the organization.

Create Awareness and Build a Case for Change

One of the most critical steps in managing organizational change is creating awareness among employees about the need for change and building a compelling case for it.

Clearly communicate the reasons for implementing the ERP system, emphasizing the benefits it will bring to the organization as a whole and to individual employees. Address any concerns or resistance upfront, and emphasize the importance of everyone's involvement in the success of the project.

Foster Leadership Support and Sponsorship:

Strong leadership support is essential for driving change and maintaining employee engagement throughout the ERP implementation process. Identify key leaders within the organization who will champion the project and act as sponsors. These leaders should actively promote the benefits of the ERP system, communicate the vision, and address any issues or concerns raised by employees.

Establish a Cross-Functional Change Management Team

Form a dedicated cross-functional change management team responsible for overseeing the ERP implementation process. This team should include representatives from different departments and levels within the organization.

Their role will be to coordinate and facilitate communication, training, and support throughout the project. By involving employees from various areas, you can ensure that the team understands and addresses the specific needs and concerns of different user groups.

Conduct a Thorough Impact Analysis

Before implementing the ERP system, conduct a thorough impact analysis to assess how the new system will affect different departments, processes, and individuals within the organization.

Identify potential areas of resistance or disruption and develop strategies to address them proactively. This analysis will help you tailor your change management approach to mitigate any negative effects and ensure a smooth transition.

Develop and Deliver Targeted Training Programs:

Training is crucial to equip employees with the necessary skills and knowledge to use the ERP system effectively. Develop targeted training programs based on job roles and responsibilities, ensuring that each employee receives the appropriate level of training. Provide hands-on training, simulations, and continuous support to help employees adapt to the new system and overcome any challenges they may encounter.

Encourage Employee Engagement and Involvement:

Engage employees throughout the ERP implementation process by involving them in decision-making, seeking their input, and encouraging their participation. Regularly communicate updates on the project's progress, address concerns, and provide opportunities for feedback. This approach will empower employees, create a sense of ownership, and foster a positive attitude toward change.

Monitor and Evaluate Progress

Implement a robust monitoring and evaluation system to track the progress of the ERP implementation and measure the impact of the change on the organization. Regularly review and assess key performance indicators, such as user adoption rates, productivity levels, and customer satisfaction. Use this data to make adjustments, address any lingering issues, and continuously improve the implementation process.

Provide Ongoing Support and Continuous Improvement:

Even after the ERP system is implemented, continue to provide ongoing support and encourage continuous improvement. Offer post-implementation training, user support, and regular system updates to ensure that employees remain engaged and fully utilize the capabilities of the ERP system. Actively seek feedback from users and make adjustments as needed to optimize system performance and meet evolving business needs.

Successfully managing organizational change during ERP implementation requires careful planning, effective communication, and strong leadership. By following the steps outlined in this guide, you can minimize resistance, engage employees, and maximize the benefits of the new system.

Remember, change is a journey, and with a well-executed change management strategy, your organization can navigate this journey successfully and achieve long-term success with your ERP system

Strategies for Effectively Managing Organizational Change

Here are a few strategies to help you manage the organizational change in your business with change management.  

Create a Compelling Vision

A clear and compelling vision is the foundation for effective change management. Leaders must articulate a compelling reason for the change, explaining how it aligns with the organization's mission and values. This vision should inspire and motivate employees, helping them understand the benefits of change and the consequences of maintaining the status quo.

Communicate Openly and Frequently

Effective communication is essential during times of change. Leaders should provide regular updates to employees, addressing their concerns and keeping them informed about the progress and impact of the change initiative. Transparency builds trust and reduces uncertainty, which can help alleviate resistance and foster a more supportive environment.

Build a Strong Change Management Team

Change management requires a dedicated team with the right skills and expertise. Identify individuals who are passionate about driving change and enlist them to lead and support the initiative.

This team should include representatives from different departments and levels within the organization to ensure a comprehensive understanding of the impact and requirements of the change.

Develop a Change Management Plan

A well-structured change management plan outlines the necessary steps and activities to implement the change successfully. It should include clear objectives, a timeline, resource allocation, and strategies for addressing potential risks and challenges. The plan should be flexible enough to accommodate adjustments while providing a roadmap for the change process.

Identify and Address Resistance

Change often triggers resistance from employees who may fear the unknown or perceive the change as a threat. Proactively identify potential sources of resistance and develop strategies to address them. Involve employees in the change process by soliciting their input, providing training and support, and addressing their concerns with empathy and understanding.

Empower and Engage Employees

Employees who feel empowered and engaged are more likely to embrace change. Provide opportunities for them to participate in decision-making, share their ideas, and contribute to the change initiative.

Encourage collaboration, offer training and development programs to enhance skills, and recognize and reward employees for their efforts and achievements during the change process.

Support and Training

Change often requires employees to acquire new skills or adapt existing ones. Offer comprehensive training programs to ensure employees have the knowledge and tools they need to succeed in the changing environment. Provide ongoing support, coaching, and mentoring to help employees navigate the transition and address any challenges they may encounter.

Monitor Progress and Adjust

Regularly monitor the progress of the change initiative and gather feedback from employees. Evaluate whether the desired outcomes are being achieved and identify any areas that require adjustments or additional support. This continuous assessment allows leaders to make informed decisions and refine the change strategy as needed.

Celebrate Successes

Recognize and celebrate milestones and achievements throughout the change journey. Acknowledge the efforts and contributions of individuals and teams who have embraced the change and made a positive impact. Celebrating successes not only boosts morale but also reinforces the value of change and encourages a culture of continuous improvement.

Effectively managing organizational change is essential for the long-term success of any organization. By following these strategies, leaders can create a supportive environment, minimize resistance, and maximize employee engagement and productivity during times of change.

Remember that change is a journey, and by fostering open communication, empowering employees, and adapting strategies as needed, organizations can navigate change successfully and emerge stronger and more resilient.

How to Utilize Change Management to Streamline Workflows and Increase Efficiency?

One effective approach to managing and implementing change is through change management. By strategically employing change management principles and practices, organizations can streamline their workflows, enhance productivity, and increase overall efficiency. In this blog post, we will explore the concept of change management and its benefits in optimizing workflows.

Understanding Change Management

Change management is a structured approach to transitioning individuals, teams, and organizations from the current state to a desired future state. It involves planning, communicating, and implementing changes effectively to minimize resistance and maximize adoption.

When applied to streamlining workflows, change management helps organizations identify areas for improvement, design and implement process changes, and ensure a smooth transition for employees.

Identifying the Need for Change

The first step in utilizing change management to streamline workflows is identifying the need for change. This can be done by conducting a thorough assessment of current workflows, including analyzing existing processes, identifying bottlenecks, and gathering feedback from employees. By involving all stakeholders in the assessment process, organizations can gain valuable insights into areas that require improvement.

Setting Clear Goals and Objectives

Once the need for change has been identified, it is crucial to set clear goals and objectives. These goals should be specific, measurable, achievable, relevant, and time-bound (SMART).

For example, a goal could be to reduce the time it takes to complete a specific task by 20% within the next three months. Clear goals provide a sense of direction and enable organizations to measure progress and success accurately.

Planning and Designing the Change

Change management emphasizes the importance of careful planning and designing of the change process. This involves creating a detailed roadmap that outlines the steps required to implement the desired changes.

Key considerations at this stage include resource allocation, timeline development, and identification of potential risks and challenges. By planning ahead, organizations can mitigate potential roadblocks and ensure a smooth transition.

Engaging and Communicating with Stakeholders

Successful change management relies on effective communication and engagement with stakeholders. Employees must be involved and informed throughout the change process to foster a sense of ownership and minimize resistance.

Transparent and open communication channels should be established to address questions, and concerns, and provide regular updates on the progress of the change initiatives. Involving employees in decision-making processes and seeking their input can significantly increase their buy-in and support.

Training and Skill Development

Streamlining workflows often requires employees to acquire new skills or adapt to changes in their roles and responsibilities. Change management recognizes the importance of providing training and development opportunities to support employees during the transition.

By investing in training programs, organizations can equip their workforce with the necessary knowledge and skills to effectively operate within the new workflow structure. Training should be tailored to meet individual needs, ensuring that employees feel supported and empowered throughout the change process.

Monitoring and Evaluating Progress

Change management is an iterative process that requires continuous monitoring and evaluation. Regular assessment of the implemented changes allows organizations to identify areas of improvement, address emerging challenges, and make necessary adjustments.

Metrics and key performance indicators (KPIs) should be established to measure the impact of the streamlined workflows on efficiency and productivity. By monitoring progress, organizations can ensure that the desired outcomes are being achieved and make informed decisions for further enhancements.

In a dynamic business landscape, organizations must embrace change to remain competitive and drive efficiency. Utilizing change management principles and practices provides a structured framework for streamlining workflows and increasing efficiency.

By identifying the need for change, setting clear goals, planning and designing the change process, engaging stakeholders, providing training and support, and continuously monitoring progress, organizations can successfully navigate and implement workflow improvements.

Effective change management fosters a culture of adaptability, empowers employees, and positions organizations for long-term success in an ever-changing business environment.

To ensure a smooth transition and maximize the benefits of ERP adoption, effective communication, and comprehensive training are crucial. In this blog post, we will delve into the importance of communication and training in ERP change management, highlighting key strategies and best practices to achieve success.

Understanding the Significance of Communication

Clear and consistent communication lies at the heart of successful ERP change management. It helps build awareness, manage expectations, and foster a sense of ownership and collaboration among stakeholders. Here are essential components to consider:

Stakeholder Identification: Identify key stakeholders, including executives, department heads, end-users, and IT personnel. Understanding their needs, concerns, and expectations is essential for tailoring communication messages effectively.

Communication Channels: Utilize a mix of communication channels such as emails, newsletters, intranet portals, town hall meetings, and team huddles. Choose channels based on the message's urgency, target audience, and desired level of interactivity.

Project Roadmap: Clearly outline the project roadmap, highlighting key milestones, timelines, and deliverables. This helps stakeholders visualize the implementation journey and understand the changes that lie ahead.

Two-way Communication: Encourage open dialogue and feedback from stakeholders at all levels. Create opportunities for questions, suggestions, and concerns, fostering a culture of transparency and collaboration.

Developing a Comprehensive Training Program:

Training is the backbone of successful ERP change management. It equips employees with the knowledge and skills needed to adapt to the new system. Consider the following aspects when designing your training program:

Needs Assessment: Conduct a thorough needs assessment to identify the specific training requirements of different user groups. Determine the skill gaps and customize training modules accordingly.

Training Methodologies: Employ a blend of training methodologies, such as classroom sessions, e-learning modules, workshops, hands-on exercises, and job aids. Cater to diverse learning styles and ensure a holistic learning experience.

Train-the-Trainer Approach: Train a select group of power users or superusers who can serve as internal trainers and provide ongoing support to end-users. This helps build internal expertise and ensures a continuous learning process.

Role-based Training: Tailor training programs are based on the roles and responsibilities of different user groups. Provide targeted training modules to address specific job functions and workflows, ensuring relevance and applicability.

Ongoing Support: Establish a robust support system post-implementation, including help desks, user forums, and knowledge bases. Encourage users to seek assistance and provide timely resolutions to their queries or issues.

Reinforcing Communication and Training Strategies:

To reinforce the effectiveness of communication and training efforts, consider the following additional practices:

Change Champions: Identify change champions or ambassadors within each department or team. These individuals can serve as advocates, helping disseminate information, address concerns, and promote user adoption.

Real-life Scenarios: Incorporate real-life scenarios and case studies during training sessions. This allows users to relate the new system to their daily work processes and understand its practical applications.

Continuous Evaluation: Regularly assess the effectiveness of communication and training initiatives. Gather feedback, conduct surveys, and analyze user performance to identify areas of improvement and refine the program accordingly.

Celebrate Milestones: Celebrate small wins and milestones throughout the implementation process. Recognize and reward individuals or teams who embrace the change and contribute to the ERP's successful adoption.

Change management plays a crucial role in ensuring a smooth transition, user adoption, and maximizing the benefits of the new ERP system. In this blog, we will explore the best practices for change management during ERP implementation, enabling organizations to navigate the change process successfully.

Start with a Solid Change Management Strategy

A well-defined change management strategy serves as a roadmap for successful ERP implementation. The strategy should include a clear vision, objectives, and a comprehensive plan for managing the people side of the change. It should address communication, training, stakeholder engagement, and resistance management.

Establish Strong Leadership and Sponsorship

Effective change management requires strong leadership and sponsorship from top management. Leaders should actively communicate the need for change, advocate for the ERP system, and lead by example. Their visible support and involvement instill confidence and encourage employees to embrace the change.

Communicate Early and Frequently

Transparent and consistent communication is critical during ERP implementation. Communicate the reasons for the change, the benefits it will bring, and how it aligns with the organization's goals.

Establish various communication channels such as town hall meetings, newsletters, intranet portals, and dedicated communication teams to keep employees informed at every stage of the implementation.

Conduct a Comprehensive Impact Analysis

Before implementing the ERP system, conduct a thorough impact analysis to understand how the change will affect different departments and individuals within the organization.

Identify potential challenges, risks, and areas of resistance. This analysis will help tailor change management efforts and address the specific needs and concerns of various stakeholders.

Involve and Empower Employees

Involving employees in the ERP implementation process increases their ownership and commitment to the change. Engage employees through focus groups, workshops, and cross-functional teams to gather their input, insights, and suggestions. Empower them by providing training, resources, and opportunities to develop new skills required to work with the ERP system.

Provide Comprehensive Training

Effective training is vital for successful ERP adoption. Develop a training plan that encompasses both technical and process-related aspects of the ERP system. Offer a mix of classroom training, e-learning modules, hands-on practice, and user manuals. Tailor training programs to different user groups based on their roles and responsibilities.

Anticipate and Address Resistance

Resistance to change is natural, but it can hinder ERP implementation progress. Proactively identify potential sources of resistance and develop strategies to address them. Provide a platform for employees to voice their concerns and address them empathetically. Offer ongoing support and reinforcement during the transition to alleviate resistance and facilitate acceptance.

Establish key performance indicators (KPIs) to measure the success of ERP implementation and change management efforts. Regularly monitor and evaluate progress against these KPIs. Use feedback mechanisms such as surveys, focus groups, and user forums to gather insights and make necessary adjustments to the change management approach.

Celebrate Success and Continuous Improvement:

Acknowledge and celebrate milestones and successes achieved during the ERP implementation journey. Recognize individuals and teams for their efforts and achievements. Additionally, embrace a culture of continuous improvement, encouraging feedback, and incorporating lessons learned into future change initiatives.

Change management is instrumental in ensuring a successful ERP implementation. By following these best practices, organizations can effectively manage the people side of the change, enhance user adoption, and achieve the intended benefits of their ERP system.

A well-executed change management strategy, supported by strong leadership, open communication, employee involvement, and ongoing evaluation, sets the stage for a smooth transition and paves the way for long-term organizational success

Enterprise Resource Planning (ERP) systems play a crucial role in streamlining business processes and enhancing overall operational efficiency. However, implementing an ERP system involves significant organizational change, which can be challenging without proper change management strategies.

Case Study: Nestlé

Nestlé, a global food and beverage company, embarked on a massive ERP implementation across its worldwide operations. Recognizing the need for effective change management, Nestlé focused on involving employees at all levels.

They established cross-functional teams to facilitate collaboration and communication throughout the implementation process. Nestlé also invested in comprehensive training programs to equip employees with the necessary skills to navigate the ERP system.

By involving employees from the outset and addressing their concerns, Nestlé successfully managed resistance to change and ensured a smooth transition to the new ERP system.

Key takeaways:

• Involving employees at all levels and establishing cross-functional teams promotes collaboration and communication.
• Comprehensive training programs are crucial to prepare employees for the changes brought by the ERP system.
• Addressing employee concerns and managing resistance to change is vital for successful implementation.

Case Study: Whirlpool

Whirlpool, a leading home appliance manufacturer, faced the challenge of implementing an ERP system across its global operations. To overcome resistance to change and foster employee buy-in, Whirlpool focused on effective communication and engagement.

They held regular town hall meetings, workshops, and training sessions to keep employees informed and involved. Additionally, Whirlpool implemented a pilot program in select facilities, allowing employees to experience the benefits of the ERP system firsthand.

By emphasizing open communication and involving employees in the decision-making process, Whirlpool successfully managed the change and achieved widespread adoption of the ERP system.

• Regular communication and engagement activities help keep employees informed and involved.
• Implementing pilot programs allows employees to experience the benefits of the ERP system and builds buy-in.
• Involving employees in decision-making processes fosters a sense of ownership and commitment.

Case Study: Procter & Gamble

Procter & Gamble (P&G), a multinational consumer goods company, embarked on a global ERP implementation to standardize processes and enhance efficiency. P&G recognized the importance of change management and developed a comprehensive change management strategy.

They focused on creating a culture of change by aligning the organization's values and goals with the ERP implementation. P&G also established a dedicated change management team responsible for addressing employee concerns and providing support throughout the process.

By emphasizing the benefits of the ERP system and maintaining open lines of communication, P&G successfully managed the change and achieved significant improvements in operational efficiency.

Key takeaways

• Creating a culture of change by aligning organizational values and goals with the ERP implementation promotes adoption.
• Establishing a dedicated change management team helps address employee concerns and provide support.
• Emphasizing the benefits of the ERP system and maintaining open communication channels are crucial for successful change management.

Change management is a critical component of successful ERP implementations. The case studies discussed above demonstrate that effective change management strategies, such as involving employees at all levels, fostering open communication, providing comprehensive training, and addressing concerns, are essential for achieving successful ERP adoption.

By learning from these real-life examples, organizations can navigate the complexities of change and maximize the benefits of ERP systems in their own implementations.

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Deskera ERP and MRP system can help you:

• Manage production plans
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• Generate detailed reports
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Change management case study

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An organization was implementing a replacement of an old legacy system. This system supported a call center where about 400 order takers entered orders that they received from customers over the phone.

During the planning for the project, no major changes were defined for the call center. The organization decided not to include the order takers in the implementation project directly. Instead, it worked with a group of business analysts who were anchored in the IT department. Earlier system changes had negatively affected order taker performance measures and, as a result, individual cash commissions. Because of those earlier experiences, everyone expected the order takers to offer lots of resistance to any kind of system or process change. Therefore, project management thought that it would be easier to wait until late in the project to include that group of users.

When the project was barely into the build phase, rumors about the new system started to spread from other departments to the order taker teams. The Sales department VP brought a couple of order takers into an improvised demo. The demo went poorly, partly because the demo data was unrelatable and partly because the department VP performed the demo after little or no preparation or practice. The unintended outcome was affirmation of the order takers' impression that the order taking process in the new system would be slower and involve more effort than in the legacy system.

The concerns and rumors almost turned into a revolt. Several key senior supervisors and team leads openly talked about going to a nearby competitor. This competitor was actively using these rumors to approach team members.

At this point, the project sponsor brought in a change manager. The change manager suggested two workstreams. The first stream consisted of the traditional assessments and planning across the organization. Then, given the late stage and the damage that had already been done, a second stream was immediately started to address the call center problem head-on.

The change manager immediately arranged sessions where the company president addressed the whole company, including the call center. They explained why it was critically important for the company to implement a new system and how this system would ensure a significant competitive advantage in the market. The president outlined a bright future for the company, with many other changes than just the system, including new product lines and modern workplace options. During these sessions, individuals in the call center also had a chance to voice their concerns that were related to the earlier changes.

A work group that represented all levels in the call center was set up, and a senior supervisor who was highly regarded and respected by their peers was reassigned as a liaison between the business analysts and the call center. Measures were defined for efficiency, and a plan was made for ensuring that commissions were calculated fairly during the transitional phase. The order takers were able to define some pain points in the legacy system, primarily related to alternative products. All these activities were communicated clearly and repeatedly.

There were still individuals who resisted, especially in the call center supervisor team. Although some general excitement was generated, it seemed as if this small group could turn individuals back against the changes.

The change manager asked a consultant from the implementing partner to arrange for a voluntary round of practice sessions and a contest for the order takers. They wanted to see who could take the most simulated orders in the new system. This time, a test setup that had real data was used. The president supported the contest, and donated not only a weekend at the corporate lodge for the winner and their family but also a symbolic cash prize for the winner and the two runners-up.

The outcome was stunning. More than 50 order takers signed up. After only a few hours of practice, the order takers who took part were largely able to match the legacy system in effectiveness, thanks especially to order copying functionality that didn't exist in the old system. During the practice sessions, the order takers noticed that they could search for products by using both internal and external stock keeping units (SKUs) and product names. They also noticed that the system could prompt them with suggestions for alternative products, whereas the old system required that they look up products in a binder.

In the face of these results, the small group of supervisors who had been resisting lost their argument. A few did eventually leave the company, but an increase in efficiency quickly balanced that loss. The connection between the call center and the IT department continued and eventually brought on more momentous changes, now driven by suggestions from the call center.

The traditional change management workstream also provided results. Sessions to define outcomes and measures found large differences in expectations, a high level of complexity and risk, and a low level of transformation maturity.

Directly after the assessments and discussions, department VPs and senior managers replaced the business representatives who were originally assigned to the project team, to ensure proper representation and decision-making efficiency.

The project sponsor realized the complexity and risk, and also the company's poor readiness. Therefore, they brought in a management consultant who specialized in the areas of warehouse management and supply chain management to help the project team.

Overall, the project was a remarkable success.

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International Journal of Managing Projects in Business

ISSN : 1753-8378

Article publication date: 25 January 2008

The success rate of enterprise resource planning (ERP) implementations is not high in view of the sums invested by organisations in these applications. It has often been indicated that a combination of inadequate preparedness and inappropriate project management have been responsible for the low‐success rate of ERP implementations. The purpose of this paper is to present a case study of a successful ERP implementation.

Design/methodology/approach

In this paper, the authors use a case study of a very successful roll out of an ERP application in the Irish subsidiary of a UK multinational to investigate the validity of one of the most commonly cited project management frameworks, the project management body of knowledge (PMBOK), to ERP projects. Discussing each category of the framework in turn, the case data to illustrate where the PMBOK framework is a good fit or needs refining for ERP projects is used.

It is found that, by and large, PMBOK, because it is a very broad framework, can shed light on most of the key aspects of an ERP project. However, the specificities of this type of project require a different emphasis on some of the factors, as discussed in the authors conclusions. The case analysis also raised some interesting insights into how companies evaluate the success of such highly complex change management initiatives.

Research limitations/implications

This research work will need to be extended to cover other case studies of ERP implementation across other industries and organisational contexts; for example in less tightly regulated industries and smaller organisations.

Practical implications

This discussion will be of great value to ERP project managers who are in the early stages of a project and need to understand and anticipate the areas which will require specific attention on their part, based on their knowledge of the specific circumstances within their organisational context.

Originality/value

This paper presents an investigation into the project management strategy adopted in the Pharma Inc. case and illustrates the mechanics of a successful ERP project implementation, categorised using the PMBOK framework.

• Manufacturing resource planning
• Project management

Carton, F. , Adam, F. and Sammon, D. (2008), "Project management: a case study of a successful ERP implementation", International Journal of Managing Projects in Business , Vol. 1 No. 1, pp. 106-124. https://doi.org/10.1108/17538370810846441

Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited

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Successful SAP ERP modernization programs begin with clear organizational alignment on wanted outcomes and expected business value, end-to-end scope and roadmap. This alignment is critical to enterprises that run their core operations on SAP ECC for years. It helps them determine where to start their modernization initiatives and how to prioritize, organize and plan to see the value of this investment.  

To build this strategic plan, enterprises need a fact base that enables them to move forward with critical SAP S/4HANA-enabled transformation decisions across people, process, enterprise architecture and next-gen technology. 

With hundreds of successful implementations of S/4HANA programs that involved both SAP ERP applications and infrastructure modernization, IBM® has a well-defined approach that is called Rapid Discovery. This approach helps determine the what, why and how for SAP ERP modernization and is infrastructure agnostic. Whether you are running SAP ERP on AIX, IBM i, Linux® or Windows, the approach remains the same. IBM’s team of cross-functional experts uses innovative tools and frameworks to build a transformative foundation composed of six essential ingredients: 

• Enterprise Capability Model —Agreement on the business process hierarchy that defines the scope of the ERP implementation while also defining business requirements in the to-be business processes 
• Governance Model— Clear structure, framework and operating model for program oversight and implementation including key roles, responsibilities and decision authority 
• Business Value —Financial case for change in transformation that quantifies the tangible benefits of the program and compares them to the costs of implementation 
• Implementation Roadmap— Clear articulation of key architectural decisions, scope of services, data strategy and implementation roadmap for transformation 
• Executive Alignment— Alignment of executives across the business on the purpose, priorities, path forward, responsibilities and business benefits of transformation 
• Sustainability Framework —Alignment of sustainable goals into the overall ERP strategy to allow for single source of truth data access for regulatory requirements 

As part of Rapid Discovery, we also help clients work through issues that are related to the following enablers: 

• Modern Enterprise Architecture —Design the future-state enterprise architecture, including strategic direction for application rationalization and RISE or non-RISE cloud strategy. 
• Data and Analytics —Determine the current-state realities of data readiness and develop an optimized data and analytics strategy to support and utilize the move to SAP S/4HANA. 
• Security and Controls— Define the security and controls architecture after reviewing the current maturity levels. 
• Change management —Uncover and understand the organizational change management opportunities and impacts related to ERP transformation and develop a high-level approach to unlock user adoption and value realization. 

This well-defined discovery process for SAP ERP modernization helps you assess your current SAP ERP landscape, define your to-be state and align on business case, operating model and a modern enterprise architecture. If you would like to learn more, join us for the webinar , “Build the foundation for SAP ERP modernization with rapid discovery assessment” where we take a detailed analysis of this process. 

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As we look to the future, these SAP case studies remind us that no dream is too big and no transformation too daunting. With the right partner and the right technology, businesses can achieve remarkable results and pave the way for a brighter, more efficient future.    

Many SAP Case studies Culminating into Many Award-winning Glories  

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Thus, after 75+ successful SAP ERP go-lives in 2024, Uneecops achieved remarkable recognitions in the SAP ecosystem. SAP Platinum Partner Uneecops once again clinched the coveted ‘APJ Partner of the Year 2023’ award at the SAP Partner Summit 2024, Singapore. This marks an impressive seventh consecutive win for the company.  

Along with the history-etched achievement, Uneecops also secured the ‘Partner of the Year, India (2023)’ award, further amplifying its outstanding contributions to the SAP ecosystem. These accolades are a testament to Uneecops’ commitment to excellence and innovation, inspiring businesses worldwide to follow their digital transformation dreams. 

The secret that makes Uneecops deliver successful projects to win customer love…  

Our employees. Our stakeholders. Our quest to transform. Our passion for technology.   

We are able to carve our niche and write more and more SAP success stories because of our people and processes. And in 2024, it showed – as Uneecops achieved the prestigious Great Place to Work® (GPTW) India certification 2024-2025 in our first attempt. 

As we win big each passing year, what makes us most content when we see our client’s happiness as they ditch their excel sheets and switch to automation. The go-live celebrations and joy on our client’s faces are our drive to constantly and relentlessly bring future-proof change.  

Tomorrow is the future. Uneecops is committed to building true L.I.V.E. enterprises of tomorrow.    

Uneecops envisions 2025 and beyond as a tech balance – where business AI is seamlessly integrated, but with human ingenuity – where SAP, CRM, analytics, and cloud technologies converge to power businesses that are both successful and transformative.  

With a focus on innovation and a dedication to excellence, Uneecops is leading the way towards a future where possibilities are limitless, and success knows no bounds. Follow your digital transformation dreams with us! 

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Change Management Strategies in ERP Implementations: A Case Study

While considered as the backbone of organizations, Enterprise Resource Planning (ERP) systems tend to face resistance from potential users. Managing such resistance is imperative to the success of the implementation project. After surveying the literature landscape on change management strategies in ERP software system implementations, we employ Aladwani’s conceptual model to codify the activities followed by a public organization in the implementation of its SAP ERP system. We found that the change management activities the organization employed neatly fit the think-feel-do framework proposed by Aladwani’s model. We also present contextual factors that may explain this fit, thus adding to the scant empirical data on the application and potential robustness of this model.

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Ra'ed Masa'deh

This research aims to explore the critical success factors in change management strategy in order to guarantee a successful implementation of an organisation's Enterprise Resource Planning (ERP) system. A comprehensive literature was reviewed. The findings indicate that successful change management strategy consists three phases: preparing to change, implementation of change, and measuring the impact on user. In the preparing to change phase, organizational leadership should prepare to change organisation culture and structure must be managed by watching individuals, organization and culture. Then, in the implementation of change phase, organizations must apply the following factors: project leadership/team effectiveness factors, end-user communication factor, culture factor, end-user training/involvement factors and development factor. Finally, in measuring the impact on user phase, organizations must measure the impact of change strategy factors on the end-user, also organizat...

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Paul Hawking

In the lead up to large-scale change bought about by enterprise system implementations, there are multiple complex influences at play that impact perceptions that the organisation might not be ready for the change effort. These influences manifest in uncertainty, ambiguity in roles and responsibilities and in many cases, information overload. Organisational change management (OCM) is often considered to be one of the most important success factors for enterprise system implementations and has even be referred to as a critical success factor. In this paper a definition of OCM will be proposed and outcomes of an investigation into the effectiveness of integrating OCM when implementing enterprise resource planning projects will be discussed. For the purposes of this investigation large scale enterprise resource planning systems were chosen as the software of choice to study. These systems by virtue of their complexity and implementation costs often cause long reaching impacts on the organization. Often to the point where organizations can wait for long periods of time to obtain any real benefit realisation. In this study 208 European organisations responded to a survey. Findings in brief indicated that experts who applied CM in their projects evaluated their projects as more successful than projects without CM.

susan Foster

IP Innovative Publication Pvt. Ltd. , Somnath Roy

Introduction: While ERP has proved its worth in organizations, its implementation remains a difficult exercise. Change management (CM) is one of the most widely accepted critical success factors for ERP Implementation. This paper aims to identify the techniques and tactics that could be specifically used to successfully execute a CM program. Methods: A qualitative descriptive methodology is employed to explore the specific CM practices that can be used in an ERP implementation and try to identify potential techniques. The aim is to get inputs from a number of knowledgeable respondents through semi-structured interviews as to what different techniques and strategies were used in the ERP implementation exercises (that they were involved in) to ensure successful CM. Results: The identified techniques were grouped under the following loosely adhering themes: High Level activities in CM, ERP System Deployment Practices, Project Organization Practices and Organizational CM Practices. Emphasis has been given on techniques that contribute to success in CM endeavours. The techniques have been looked up in the existing literature and elaborated. Conclusion: This study attempts to delve deeper into the idea of CM and what it involves in the context of ERP implementation. This will help practitioners to better grasp the different aspects of CM process and be useful in more efficient control of the same. This is not a complete handbook of all the techniques available, but seeks to achieve some kind of unanimity over how CM should actually be handled during ERP implementation.

Kenza Fikri

Enterprise Resource Planning (ERP) is a useful tool that builds strong capabilities, improves performance, supports better decision making, and provides competitive advantage for businesses. ERP aims to help the management by setting better business practices and equipping them with the right information to take timely decision. In any new technology implementation, one of the issues that need to be addressed is the resistance to change. Many implementations have failed due to strong resistance from the end users. Thus, the main purpose of this paper is to test the impact of resistance to change on ERP's implementation success and how change management initiatives acts in the capacity of a moderating role. Using data collected from 69 manufacturing organizations through a mail survey, it was found that resistance to change is negatively related to achievement of predetermined goals

IAEME PUBLICATION

IAEME Publication

Change is not just inevitable it is rapid, frequent and full of complexity. Today's business environment is characterized by something called as VUCA (Volatile, Uncertain, Complex and Ambiguous). Those who don't change perish. Change is required not for growth alone, it is needed even to survive. Those who stay glued to their old, orthodox, traditional and conventional approaches either will stay mediocre or will be thrown out of the race. Resistance to change is an important management topic and has been researched in depth by academicians across the globe. The general observation as it is well known is that people by and large don't like change. ERP is one of the highly popular change management tool that has been used by companies across the globe to integrate and rationalize their processes. The legacy systems suffered from limitations. They were functioning in a stand-alone, silo mode. However, this type of working created serious problems of coordination, duplication, delays and dissatisfaction. Hence ERP emerged as a solution to seamlessly integrate things so as to make the processes smoother, quicker, leaner and robust. The data collection, storage and processing capabilities of ERP are huge and can benefit the organization not only in terms of descriptive and prescriptive analysis but can also provide ground for predictive analysis. This article discusses the concepts of change management, resistance to change and then explores the role of ERP as a catalyst of change.

Journal of Computer Science IJCSIS

Recent advancement in information technology and business development, the business organizations turned towards the adoption of advanced information technology systems for their organizational setup. Progression of technologies in business environment has been observed in many organizations by the initiation of enterprise resource planning (ERP) system implementation. ERP is business integrated information system software that attracts the attention of business organizations in order to improve their business processes and achieve the company’s goals. Almost all the ERP system implementation is based on change management system, where the traditional/ legacy system is completely replaced with the new and advance system. This paper will discuss the change management strategies and processes for the success of ERP system implementation. The paper has proposed a model, change management strategies and processes for the successful ERP system implementation that will strengthen the scope of the title of this paper. Call for Papers: https://sites.google.com/site/ijcsis/

Planning Implementation and Evaluation

Enterprise Resource Planning (ERP) systems have become an essential information systems infrastructure for large organisations. Organisations are now looking for ways to leverage their ERP investment by introducing new functionality; however, no matter how many implementations these companies have undertaken the same people issues still provide barriers. This research looks at the change management practices of Australian companies and identifies the main success factors and barriers associated with implementing change management strategies. The chapter presents the results of a survey of 35 major Australian organisations that have implemented an ERP system. Many of these organisations have long histories of ERP usage and multiple ERP implementations and upgrades. The main findings indicate that the respondents considered change management crucial to successful ERP implementations, yet their organisations did not perform change management very well. The main success factor to change...

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Enhancing Urban Drainage Infrastructure Through Implementation of Low Impact Development Techniques

• Published: 06 May 2024

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• Mitthan Lal Kansal   ORCID: orcid.org/0000-0002-4757-1084 1 &
• Deepak Singh Bisht 2  

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The global phenomenon of urban flooding has become a pressing issue for cities worldwide. Conventional strategies to alleviate flooding, such as augmenting the capacity of drainage systems, are incompatible with the principle of sustainable development. In this regard, Low Impact Development (LID) techniques have emerged as a promising and sustainable approach to manage storm water. The objectives of the present study are to determine the enhancement in functional and structural resilience of an UDS after implementation of LIDs and Life Cycle Cost (LCC) analysis of implementation of LIDs. To showcase the role of LIDs in enhancing drainage system resilience, a case study was conducted in Gurugram, India, a city frequently impacted by flooding. The LID Performance Index is designed to measure the improvement in functional resilience and decrease in the number of vulnerable locations aims to quantify the enhancement in structural resilience. The LCC analysis is carried out to determine the Benefit–Cost Ratio (BCR) of implementing the LID. The study determined the optimal percentage of LIDs to incorporate into the urban drainage system through the creation of various scenarios that considered the impacts of urbanization, climate change, and the cost of implementing LIDs. Results indicated that a system incorporating 10% of LIDs (S1) with a Benefit–Cost ratio of 2.05 was the most suitable scenario for the case area. For the scenario S1 the functional resilience is enhanced by 21% and number of vulnerable locations decreases by 8.7%. The study also identifies the barriers to the implementation of LIDs in developing countries like India, categorizing them into planning, implementation, and maintenance stage barriers. Ultimately, the study provides a comprehensive understanding of nature-based solutions for the effective management of urban drainage infrastructure, offering valuable insights for urban planners, design engineers, and policy makers to protect cities from flood hazards.

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Osheen, Kansal, M.L. & Bisht, D.S. Enhancing Urban Drainage Infrastructure Through Implementation of Low Impact Development Techniques. Water Resour Manage (2024). https://doi.org/10.1007/s11269-024-03877-x

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