Every day in the business world new factors arise which force us to make changes, but it is up to us that we can resist these changes, how we adapt.
On the other hand, that change management does not guarantee that the people affected by the change will have the preparation, training and motivation, so that they do not have sequels of the procedure that is carried out.
For a change to occur, it is necessary for the company to want it, generating a sense of urgency before this need for change, the first step of the selection lies in the document in detail the critical requirements that meet the ERP, should examine the opportunities That Son and be exploited, but must be supported by the directors, according to "Kotter" by more than 70% of them. The change must have fundamental values, we must have clear vision of where these changes are directed.
When we set the structure for change, we must constantly check the barriers that exist. To minimize the risks of failure, each member must be linked to some type of measurement related to the project. The team leader, for his part, also sends a result type. Removing obstacles can empower the people you need to expel your vision and can help you move forward in change. A way to motivate the creators of a short term and not just a long term goal. Every little achievement that the sea possible, with little room for failure.
Although "Kotter" indicates that a large percentage of projects fail to show an early victory, so it should be understood that these focus on a short term is not the real change, just the beginning. Now understanding this, we must make change be constituted in the culture of the company, the core of the organization, that everything that has been done has been visible in the organization.
In conclusion rather than choosing a good ERP, success is achieved in our ease of adaptation and acceptance of changes with new technologies.
