• Krista Schaber-Chan

Behaviour Reinforcement: A Key Success Factor for Successful ERP or Business Change Implementations

Change is happening all the time.  For many it can be a transformative process that is ongoing for a long duration and sometimes it is quick and immediate but may have long lasting impacts. In project or business terms a successful change means that employees are able to adapt to and work effectively with the new technology or in the new environment, and the change is now embedded in the organization as business as usual.

If the change is not monitored and reinforcement on a regular and ongoing basis there will be a preference to revert to the ‘old way’ and the change will not deliver the intended business value.

There are six primary reasons why the reinforcement of changes, after a project ends, does not happen or is not done well:

  1. Lack of proper Sponsorship or Governance post-Launch

  2. Leadership and Management are not properly armed; They lack skillset or information to drive behaviour change

  3. Uncertainty of roles, owners, or what is to be Reinforced – i.e. Silo’d business functions regardless of enterprise implementation

  4. Poorly understood business benefits and business case

  5. Project expertise – including the Sponsor – is heavily focused on project delivery rather than ongoing business operations