The Avista ERP transformation project goes through several phases: Discovery, Prepare, Explore, Realize, Deploy, Run, and Hypercare. At the time this project was being discussed, Avista was in the Explore phase. Most of the preliminary requirements needed to begin the transformation had already been completed. The two earlier phases, Discovery and Prepare, mainly focus on understanding and evaluating business needs, assembling teams, and setting up the infrastructure and project plans necessary for implementation.
The Explore phase focuses on defining requirements, conducting fit-gap analyses, and hosting workshops that train responsible track and business leads on the changes that will come with the new ERP system. These workshops are divided into workstreams such as Work and Asset Management, Customer Service, HR, Supply Chain, and Procurement. Outside vendors and partner consultants guide employees through the upcoming changes within each workstream. The insights discussed in this post come from a workshop meeting focused on training and onboarding within the new SAP platform.
One of the most important takeaways from the meeting was not necessarily the technical details of the ERP system, but rather the concerns expressed by the HR department. HR raised concerns about how employees would be trained and prepared to use platforms that are significantly different from the systems currently being used across the company. They emphasized that many employees are already worried about the process changes that will come with the ERP implementation and that there is a strong possibility of resistance to change.
These concerns align closely with what vendors and consultants have also emphasized throughout the project. ERP systems, by nature, require extensive change management, continuous support, and long-term training efforts even after deployment. Implementing an ERP system is not simply about installing new software; it requires organizations to reshape workflows, retrain employees, and continuously support users as they adapt to new systems and expectations.
This also raises concerns about financial and organizational stamina. For a company like Avista, which values long-term employment and employee retention, balancing operational efficiency with employee satisfaction can be difficult during large-scale transformations. The time, resources, and financial investment required for training and support may temporarily reduce the efficiency gains that ERP systems are intended to create. Employees who are not properly supported may struggle to adapt, leading to frustration, resistance, and decreased productivity.
In conclusion, the ERP transformation project highlights that technology alone does not guarantee organizational improvement. While ERP systems can provide long-term benefits through integration and process optimization, their success heavily depends on an organization’s ability to manage change effectively. If a company does not have the resources, patience, and commitment necessary to provide ongoing training, support, and change management, the costs of implementation may outweigh the benefits. In many cases, an ERP system may not be worth the investment if the organization is unable to properly support the people expected to use it
Comments
Post a Comment