Research/Organizational Learning and Impacts of ERP ...
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Research/Organizational Learning and Impacts of ERP ... Research/Organizational Learning and Impacts of ERP ... Presentation Transcript

  • MIS 262 – Velianitis Phil Devereux and James Pratt
    • Most (70%+) ERP rollouts fail, why?
    • ERP Systems have become increasingly integrated an encompass more end users.
    • A need for well-managed integrations between different systems and cooperating businesses.
    • Increases the need for organizational learning.
    • There is no perfect handbook for organizational learning due to company differences.
    • Learning theory states that people learn new skills through structures called “schemas.”
    • Employees are required to learn a large amount of information in a short amount of time.
    • This is due to the change from an outdated legacy system to a modern ERP.
    • As the ERP system increases in complexity, the amount of end user training must increase.
    • A company must develop and IT learning strategy that supports the overall goals of the business.
    • Layered view of Training & Learning Strategies.
    SIGMIS conference on Computer Personnel Research, 2003
    • In 1999 the average US Company trained more of its employees than ever before, IT comprised 9% of the total organizational spending on training. (Symposium on Applied Computing, 2009)
    • Training is seen as the largest organizational learning aspect in relation to an ERP implementation.
    • There are three groups which must be trained for any ERP implementation to be successful:
      • Technical Support Organization (TSO)
      • Management
      • End User
    • An organization must select a TSO as the starting team to any ERP implementation.
    • The TSO groups are the subject matter experts from various departments throughout the organization.
    • Management must also be trained in the business aspects of an ERP.
    • The final training team is the end-user, these are the people whom will be using the ERP on a daily basis.
    • One of the major downfalls of implementing an ERP system is the lack of evidence associated with whether the ERP system is cost effective for your business.
    • A business must properly identify the organizational impacts of implementing an ERP from a financial standpoint.
    • ERP systems are still in the growth stage of the maturity model and therefore still uncertain as to long term benefits.
    • Another major organizational impact that stems from ERP implementation is customer side quality, i.e. customer end user.
    • Does the organization tailor to customers who are closely tied to your business process?
    • This must be taken into account, as no company would want to lose customers over quality issues related to an ERP implementation.
    • We have developed a three step process in training your end-user in order to account for quality and customer focus.
      • Step 1: Define and Emphasize Ownership
      • Step 2: Develop Training Material
      • Step 3: Test, Implement and Train
    • An ERP implementation is a grueling undertaking that is laden with risk and sometimes un-calculable rewards.
    • Despite this, more and more companies decide that this risk is worth it as outdated legacy systems continue to become a thing of the past.
    • These risks can be minimized by increasing organizational learning through the use of a proper end user training program.