In my last blog I introduced you to the “resistance-gnomes” – those very human voices that cry out in plaintive (or angry) voices at the smallest suggestion of change. Recognizing their humanity, however, does not mean giving them license to hinder your ERP implementation activities or even slow them down. As Harold Wilson, former Prime Minister of the UK, once remarked: “He who rejects change is the architect of decay.”
I would like to add to that thought: “He who rejects change management is not doing his (or her) company any favours!” The last several decades have seen many ERP implementation failures due in part to a lack of employee buy-in. You might remember the commotion over the implementation-related bankruptcy of US$ 5 Billion pharma company FoxMeyer Drugs, which experienced considerable employee sabotage, including damaged inventory and unfilled orders.
A few days ago, while travelling home, I decided to pop into a well-known UK supermarket to pick up some essentials. As I walked into the supermarket I spotted a huge sign at the end of every aisle that read: ‘From 8pm until 12am this evening this store will only accept cash payments. This is due to a software update that will not only make your shopping experience better but improve our reliability to you our customers. We apologies for any inconvenience.’
In 1965, Dr. Gordon Moore, the co-founder of Intel, made the following observation - the number of transistors per integrated circuit was doubling every year, with a correlative doubling of processor speed. In 1975 he refined his observation to describe a two-year cycle.