财务ERP：首席财务官如何支持有效的变革管理

How CFOs ShouldChampion Changefor ERP Success Overview Poor ERP implementations represent key business risks that reduce employeeperformance and create severe operational disruptions for customers and suppliers.CFOs should take personal responsibility for driving an adaptable change managementstrategy to maximize ROI and set up their ERP for success. Key findings •CFOs fail to tie their ERP objectives to corporate strategy, leading to millions of dollarsspent on a program misaligned to the organization’s current and future needs.•In an environment of multiple ERP release schedules and planned updates within acloud ERP, new system functionality continuously impacts employees at various timesthroughout the year, driving frustration and increasing change fatigue.•A lack of flexible training opportunities, especially in a remote environment, leadsto confused staff, dysfunctional processes and massive ERP failures that can putbusiness operations at risk.•Failure to communicate the impact and timing of the ERP on existing processesleaves key people within and outside the organization unprepared for the change,potentially disrupting and straining business relationships. Recommendations CFOs looking to champion an adaptable and continuous approach to change managementthat maximizes value from ERP implementation and finance technology should: •Link ERP objectives to the business strategy by identifying business KPIs andcapabilities that the ERP should enable and drive enterprisewide accountabilitythroughout all finance functions.•Measure change readiness and tailor change management plans by conducting animpact assessment of the new processes and analyzing a heat map of proposedchanges by user group across ERP releases.•Enforce training rigor by offering ERP technical and process education, providingflexible training opportunities, and measuring the success of training delivery.•Build a cross-functional internal and external communications strategy by ensuringboth employees and external partners (customers, suppliers, shareholders) are awareof and involved in planning the change. Strategic planning assumption(s) •By 2026,40% of finance processes will need to change annually due to frequentcloud ERP updates.•By 2028,organizations that employ a targeted ERP change managementapproach will increase the chance of successful ERP implementation by 35%. Introduction The magnitude of disruption enterprise resource planning (ERP) implementationcauses is not new to CFOs. However, very few can say they have successfully plannedfor and guided their organizations through this change. Over 90% of executives whohave gone through an ERP implementation acknowledge they did not do enough tomanage the organizational turmoil or are unsure how to minimize the distress duringand after implementation. The top two drivers of value leakage in failed implementations are low user adoptionand misaligned business needs, both driven by ineffective change managementstrategy (see Figure 1). Failure to define and execute a change management plan at theonset reduces the expected return from the ERP, which in turn drives strained relationsinternally within the organization and externally with customers and suppliers. The challenges around ERP change management have been further magnified with themigration to cloud and the way ERPs are getting deployed. With cloud ERP, CFOsshould be ready to change their business processes to fit the ERP rather than customizethe ERP to fit their existing processes. Cloud ERP also provides system updates everyfew months. The ERP vendor controls the pace of updates, with most providing at leasttwo significant releases each year and patches that can occur monthly or even weekly.Unlike a traditional ERP “big bang” rollout, CFOs must be prepared and plan for a series ofincremental ERP projects, each delivering unique business functionality that can span afew years. These simultaneous and often overlapping initiatives frequently trigger a rise inchange fatigue, as over 45% of employees report that resistance to change impedes theirorganizations from achieving their transformation goals. Many CFOs still rely on one-off, standardized approaches for their ERP change management.They struggle to build an adaptable and continuous change management strategy formaximizing success in their ERP program. This research describes four actions CFOs shouldtake to lead their organization through the change. Analysis Link ERP objectives to the business strategy Define business KPIs tied to ERP objectives CFOs should take a business-strategy-first approach when defining the ERP value story.Traditionally, ERP was measured by the cost reduction, operating efficiency, standardizationand centralization it generated. Instead, CFOs should start by partnering with their businesspeers to link their ERP objectives to the business strategy and focus the ERP value storyon the business capability that the ERP will enable. An effective w