A Communication Disconnect
Only 10% of organizational change knowledge gets to the bottom of an organization. But, 65% of an organization needs to be on board for effective organizational change (Elise Olding, “Communicating for Effective Organizational Change”, Gartner Symposium IT/xpo 2013, Barcelona). This means the importance of communication optimization on ERP success is critical.
Two ERP Organizational Change Communication Facts
Two things are certain based on sound study. First, research states that optimized communication is found to be an ERP critical success factor. Second, there is often a gap between research and applied research (i.e. practice). As ERP practitioner professionals, of course, we will all say that communication is king. But, solid professional research suggests that when it comes to ERP organizational change, there is a need for routine and quality reflection in practice. Learn more, “What is the Value of Applied Research to Practitioners“.
The Evidence is Abundant and Clear
To name a few: Antoniadis, Tsiakiris, and Tsopoglot (2015) state that a critical success factor is the ability of effective communication within and across all organizational stakeholders. Kim, Lee, and Gosain (2013) explain that lack of communication among functional units, stakeholders, internal project teams, consulting teams are critical contributions to failure. Rouhani, Zare Ravasan (2012) describes how improved organizational-wide communication is critical. Finney (2011) examined the ERP implementation process from the perspective of different stakeholder groups and communication effectiveness. Sarker and Lee (2003) indicate that open and honest communication is one of the main and necessary precursors for ERP organizational change success. And lastly, Al-Mashari (2018) shares that communication strategy is critical to selling ERP organizational change.
Organizational Reflection on Communication Strategy and Optimization
ERP organizational change and/or full ERP utilization is often a significant endeavor. And, often to realize ERP success, organizational communication may have to adjust as well in order to achieve your goals. This is a significant point often overlooked in many ERP organizational change efforts.
Organizational communication is undeniably critical to any organizational change effort. But yet, not every organizational communication structure is conducive to successful ERP organizational change.
Summary
For ERP practitioners, what organizational communication research offers can be a very powerful knowledge and tool. And, I personally think that this is where many organizations and practitioners “miss the boat” on the value of communication optimization. If your ERP organizational change plan doesn’t account for potential communication gaps, don’t you think it should? If you don’t think it should, isn’t the organization essentially acknowledging that there is not equal value in stakeholder ownership, commitment, feedback, and communication? What is your plan to address effective and efficient bi-directional communication among your organizational strata in your ERP project?
Over the next 8 blogs/posts, we will share out some quick ideas, notes, or points for reflection in terms of optimizing communication for the benefit of successful ERP organizational change. How do you know it is effective communication? Do you (and can you) measure it? Is there actually a formal and effective process? Do you have concrete actionable items in your project plan in which to address communication specifically?
Here is a fun and informational video on organizational communication:
“This video was developed by Matthew Koschmann, a professor in the Department of Communication at the University of Colorado Boulder. The purpose is to introduce and explain the field of organizational communication for students and those outside the communication discipline.”: https://youtu.be/e5oXygLGMuY
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