Research/Organizational Learning and Impacts of ERP ...


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Research/Organizational Learning and Impacts of ERP ...

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This is due to the change from an outdated legacy system to a modern ERP.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