My movie-themed blog series focuses on implementing and surviving change during the transition from one or multiple systems to an integrated ERP system. I hope that this blog helps you in your implementation.
The movie The Jewel of the Nile was the sequel to the movie Romancing the Stone, starring Michael Douglas and Kathleen Turner. This movie was released in 1985, and although it has been a while since its release, its themes still resonate with the implementation of an ERP system. Spoilers below if you haven’t seen this movie.
First, let me start by saying that in this movie, the jewel is a precious stone that the characters are trying to find. In the end, the jewel proves to be a man who influences and encourages his people. That, my friend, is the point I want to make on any implementation: it is about people.
I know you may think it’s about software, or productivity, or some other metric that your leadership team told you was the reason you are going through this implementation. They are wrong, and here’s why: People are affected when we change systems, processes, and the way we work. It doesn’t matter what industry you’re in or even what software or system you choose. The output of the implementation will ultimately impact the people using it in your organization and your customers’ employees.
Here are a few tips I have focused on during the implementation to ensure the focus is on the people.
Put your employees first – This may seem like a simple idea, but I have seen many companies overlook the most important principle. When you’re in an implementation and stakes are high and timelines are tight, we tend to put too much on our employees and expect them to not only do their “regular” job but also handle all the tasks of implementing a new system. Some of those tasks include gathering requirements, attending meetings, communicating, testing, creating new structures or policies, and validating business processes with business owners or the leadership team. This expectation will burn out your employees. There is nothing you can give them to make up for the time they will lose with their families, restoring their energy, or working on self-improvement. These employees will move on because they are underappreciated, overworked, or too fatigued to continue. Don’t drive your best people away from your company because you didn’t take the time to backfill their positions while they implement a new system and transform your company into the digital age. Or if you have assigned people only to the implementation project make sure they have support, and aren’t overloaded with all the responsibility for the implementations success.
Your customers may always be right, but they aren’t always ON.-From the Partner’s perspective, they are trying to help their customers get through the implementation successfully. Understanding that your customers want to be ever evolving and on the cutting edge of digital transformation can help you manage realistic expectations and save them from themselves during an implementation. You don’t have the capacity during the implementation to stay current on every new technology, and you shouldn’t have to worry that you will be behind the curve when you go live. Sometimes, knowing that you will be behind is more comforting than being overwhelmed trying to stay ON the cutting edge.
When new products hit the market, many people jump on them and want them to be included in the implementation, and the reality is that they should be…eventually. Timing those new bells and whistles after your go-live can help remove some of the pains of your implementation. Balance the risk in your implementation to being comfortably right where you are: versus ON the cutting edge.
Check yourself and your motivations- In the movie, the main characters think they are looking for a jewel so priceless that it will be worth millions of dollars. When they realize that the jewel is a man beloved by his people, they soon realize that protecting this man and ensuring his safe return to his people is more important. If you’re going through an implementation, you may think, “What is in it for me?” or “Why should I care about the people in my department and how they will feel going through this implementation?” The answer is simple- You need them. Your team of people in your organization is the ones who make the magic happen every single day. They deal with customers, they solve problems, and they provide a service or product to the outside world. Without the people in your organization, you wouldn’t need a system to manage the work or the products that you make. Remind yourself that there are people in the organization who can play a vital role in your project’s success. One person on a team can make a big difference and lead your team to victory. The reverse also applies, the loss of one person to an organization can also cripple your implementation, or your business.
Grab your soapbox and influence people– The “jewel” in the movie grabs a box and gives an encouraging speech to his people once he is back with them. The people were cheering just seeing him before he said a word. Leaders must be seen and engaged with the team. This is where you can make a difference. Encourage people. Ask them how they are doing. Find out what they fear. Promote the excitement of the implementation and focus on all the things the new system will IMPROVE and what people will GAIN by completing it. Too many times I have seen people focus on what they will LOSEinstead. If you won’t have it, why focus on it? Keep things positive and remind people that with “always improving technology,” those things they won’t get will be addressed as the system evolves. Be transparent. Send out surveys and manage user expectations. Influencing your organization to stay positive and support each other does more for the implementation and your business’s success.
Flattery will still get you nowhere. In one of the scenes in the movie, the villain flatters the main character, whose books he admires. She is focused on the compliments and not the context of why she is there, as a prisoner. Be honest with people. Tell them what you appreciate about their efforts and encourage their participation. If you only focus on telling people how great they are and not telling them why, how do you expect them to keep doing the behaviors that got your notice? Develop a culture of mentoring and gratitude. You will need these top performers, and they must multiply during the implementation. Please pass it on!
I hope these tips are helpful to you. If you are going through an implementation or just survived one, please comment and give some feedback on any items you experienced. I’m looking forward to talking with you.
