BPR through ERP: Avoiding change management pitfalls

Abstract ERP-led BPR implementation often leads to fundamental changes within an organization's structure, culture and management process. Literature cites that a fragmented approach to change management practices is the major reason for BPR failures. The purpose of this paper is to look at the change management process in companies where BPR was implemented through ERP, and thereby obtain some insight into the dynamics of this change process. Many ERP implementers are finding themselves in a position to re-engineer their existing processes to fit the software they are implementing. The paper uses a case study approach that investigates six change management issues at three diverse companies where ERP-led BPR was implemented. The paper shows that through close attention to the change management principles the ERP implementers must integrate the changes with company strategic objectives, and through detailed planning and workforce cultural changes navigate the new system.

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