Overcoming resistance to new systems, such as ERP implementations, requires a proactive and empathetic approach. Clearly communicate the "why" behind the change, highlighting the benefits for both the team and the organization. Encourage open dialogue and address concerns transparently. Remember, successful adoption hinges on user buy-in, so make your team feel like they're part of the process. I've found that celebrating early wins, no matter how small, can build momentum and create a positive atmosphere around the change.

Team resistance in ERP integration is avoided by involving the relevant members at different implementation and operational stages like ERP requirements definition, ERP vendor selection, training, testing and support.

Challenges in ERP integration often stem from two factors: Skill & Intent. When skill is lacking, training or manpower support becomes essential. Assisting employees with executing tasks or providing templates, even like pre-written letters for seniors, can address gaps. Surprisingly, manpower aids where we do most of tasks/assistance have worked better for us. When intent is the issue, employees may feel the system offers no personal benefit. Try three things (a) Educating them on how ERP simplifies work can shift this perspective. (b) Try assimilation - Talk about many other things than work. (c) Firm authority often ensures compliance. We often seek help here with higher authorities. Same framework we follow. May this help.

To overcome resistance during new system implementations, I emphasize clear and transparent communication. Regularly updating the team on progress and benefits of the ERP system fosters trust. I also identify and involve change champions within the team who can influence peers positively. Addressing concerns early, offering hands-on support, and demonstrating quick wins in the system’s use helps build confidence. Ultimately, fostering a culture of collaboration and emphasizing the long-term advantages can reduce resistance effectively.

Resistance often arises from the perception that change only brings complications, with no tangible benefits. Showing how the system will make everyday tasks easier, improve efficiency and contribute to individual and collective goals can significantly reduce resistance. Another approach that can be valuable is to identify and train “ERP ambassadors” within the team - respected employees who can lead by example, demonstrating enthusiasm and confidence in the system. These ambassadors can help reduce resistance by encouraging buy-in from others.

He visto que los equipos que no usan ERP son igual de resistentes que aquellos que deben cambiar de un ERP a otro. Lo importante es dar a conocer los beneficios en los procesos a cada involucrado, no de manera general. Tomar grupos de ventas por ejemplo, y darles a conocer las mejoras y el mejor seguimiento que puede hacerse de los clientes. Esto repetirlo con cada equipo de trabajo para mejorar su aceptación.

Para revertir dicha resistencia es importante transmitir los beneficios del ERP y su integración exitosa. Llevar a la mesa "casos de éxito reales" que permita tomar nota de las lecciones aprendidas. Muy importante el involucramiento de toda la organización en el proceso, consecuentemente la comunicación a todo nivel durante el desarrollo del proyecto es fundamental.

Lembro-me como fosse hoje, 37 lojas, 296 colaboradores. Medo de mudanças, preocupação com a intimidação e sua complexidade. Uma única reunião e já entendemos os pontos de resistência. Solução: Treinamento de toda a equipe para a integração do novo ERP(Enterprise Resource Planning). Para não afetar o dia a dia de cada loja, um colaborador por turma, 6 por turma e 8 turmas por dia. Equipe de suporte (8 colaboradores) a mil, acompanhando tudo! Uma semana, migração realizada e todos integrados ao novo ERP. Parabéns ao treinamento contínuo e focado no suporte às pessoas.

Show them what it will look like - a demo, screenshots or get one of the vendors other clients to come in and talk to them with photos of their team using it. Helping people see it in action can prompt them to think about how it will make their lives better.

Bei Teamwiderständen während einer ERP-Integration setze ich auf gezieltes Change-, Kommunikations- und Stakeholder-Management: CM: Widerstände analysieren, Ursachen adressieren und durch Schulungen sowie klare Zielkommunikation Akzeptanz fördern. Transparente Kommunikation: Frühzeitige, regelmäßige Updates, die den Mehrwert des ERP-Systems für alle Beteiligten verständlich machen. SM: Schlüsselfiguren einbinden, um als Multiplikatoren im Team zu wirken, und Feedback gezielt einholen, um Widerstände abzubauen. Einbindung und Mitgestaltung: Mitarbeitende in Entscheidungsprozesse einbinden, um Ownership und Vertrauen zu schaffen. Diese Ansätze helfen, den Übergang reibungsloser zu gestalten und die Akzeptanz nachhaltig zu steigern.