“The team displayed great teamwork and perseverance. We appreciate their dedication to provide us a detailed organizational change management program. We thank them for all their efforts.”
– IT Director
The customer is a diversified energy holding company in North America, comprising four subsidiary companies and specializing in power generation, distribution, and supply. It supplies electricity and gas to over five million customers and provides appliance repair, relocation and energy conservation programs. The company currently employs over 14,000 people.
The energy company had taken over the network operations, maintenance and backend IT provisioning activities of a leading electricity company in North America. Post the takeover, its existing ERP business processes were rolled out across the acquired entity to ensure streamlining of the electricity company's operations and IT support for the same.
This ERP roll-out posed several business and technical challenges. For example, erstwhile manual processes such as time entry and procurement were now required to be performed online. The non-availability of real-time data and suitable testing environment were the other challenges. Employees also had to deal with differences in work culture as they tried to adapt to the new ways of working.
TCS analyzed the impact of the ERP roll-out on the major functional units of the organization. Along with the ERP implementation, a change management solution was also put in place for the customer. In order to chart out this change management program, TCS focused on three critical aspects of change:
- Organizational Readiness
TCS assessed the organization's readiness for change based on its existing understanding of the program's scope and deliverables.
The communications process was cyclical, continuing through the ERP migration program. TCS set up the communications infrastructure swiftly and ensured ongoing review and improvement for effective communication.
TCS focused on delivering training that was relevant to jobs that users perform on a day-to-day basis. It developed a high level training strategy and a detailed training program based on an understanding of this scope.
The success of the organizational change management program was vital to the adoption of the ERP system, and thus the company's business continuity. Some immediate benefits registered by the client include:
- Better understanding of new business processes
The training enabled users to understand new processes and run regular business transactions efficiently.
- Easy adoption of the new system
Instructor-led sessions helped first time users grasp the
working of the ERP software and gain confidence in their respective functional areas.
- Greater acceptance
The organization was able to convey its commitment to individual and group success. By providing users with an opportunity to re-skill themselves, it helped reduce stress and anxiety over the organizational change.
- Effective business continuity
The system went live as scheduled with minimal disruptions to business operations. An analysis of then tickets raised by the users one month after go-live indicated that only three percent of all tickets were raised due to a knowledge gap.