The global business environment is now making this change more certain as the environment is becoming more volatile; the need for operational excellence because of variety of forces including technology, economy, society, regulatory forces, competition, individually and collectively.
The changes in the business environment has become too constant that it has become imperative for the going concern nature of the organization to adopt the change in all the ways possible - but this changes is easier said than done. Since it involves affecting all dimensions of the organization including the most important recourse i.e. the stakeholders. This change brings in different meanings for and different reactions from these stakeholders - the human resource of the company.
The implementation of new information systems revamps the entire operating environment of the organization; therefore, there is a need for organizational development, managing resistance throughout the company, managing the fear that prevails in people because of changing technology, building and reinforcing trust amongst all members and participants, and managing the stress - mental and physical (Suzzana & David, 2008).
Organizational Development - the process of implementing the new system, does not involve an abrupt or an overnight replacement of the system; careful and full-fledged planning with effective communication with stakeholders is needed for the proper and effective implementation of the system. The rapid change adaptation is very much a function of the extent to which the employees are involved in the selection and implementation of the new system. This acceptance of change is also affected by the cultural factors, some cultures are risk takers and are more inclined towards easy adoption of change; others are risk averse and thus prone to follow the status quo to avoid any potential mishap.
Tackling Resistance throughout the organization - As mentioned cultural factors come into play, the ease and familiarity with long standing traditional organizational work processes brings a level of resistance, when the newly implemented systems require stepping out of those traditionally established boundaries; adding to the fact is the fear of losing something that is important to the people - such as designation, authority etc. This resistance has to be effectively managed by encouraging team work and cooperation and coordination amongst the employee groups and ensuring. This is usual of cultures where there is distrust, fear of failure, threat to values and moreover, where people are afraid of interference and transparency to the systems and processes that they are responsible for.
Technology fear - the implementation of a new technology based information system brings fear, especially in older and experienced employees who have lessened ability to learn and adopt new system, and higher comfort built up with the existing system. The new systems bring in stress because of the level of complexity associated with the new technology.
Other Critical Success Factors
In 2000, Esteves and Pastor identified several critical success factors in the implementation of a successful enterprise resource planning system - the system aimed at bringing transparency, operational excellence and organization wide integration of all processes and systems being