When you’re rolling out a large-scale technology implementation—whether it be an ERP, HRIS or CRM—it’s not just an IT project. It’s a business-wide transformation that touches nearly every team, function and process. And because of that, it can’t be managed with a traditional resourcing approach.
These kinds of changes are different. They’re bigger, more complex and more disruptive. The old model, where change managers are brought in late or asked to carve out 20% of their time, doesn’t suffice with a change of this scale.
You need a team that can march alongside the program from the beginning to make sense of the impacts, ensure readiness and set the organization up for success. You need to build a resourcing model that’s responsive to the scale and shape of the change—one that flexes based on what’s actually required, not what’s convenient. Here’s how to get it right.
- Start early, embedding change management from the beginning
- Right-size resources for the scale of change
- Balance change management and training support
- Track readiness and adapt as needed
- Don’t treat go-live as the finish line
Learn more in the full article over on HR Executive.
