When we're talking about the fundamentals of change management, there are three components to it: training management, communication management, and change management, itself. From this perspective, change management consists of two different elements. There's change management related to the ERP implementation and there's organizational change management, which relates to changes in jobs positions and those kinds of items. Both of them are equally critical, so when we just focus on the ERP change management, we're missing the business transformation requirements that are necessary to move your organization from present to future. All aspects of change management are absolutely critical.
One of the more important aspects of that is the change champion program. Our change champion program is an internal group of leaders who come onto the project and become part of the project team. They're responsible for change assessments and ensuring that feedback loop is always getting back to the PMO. At RPI, we integrate our change management throughout the implementation process and our solutioning to ensure that at every checkpoint, we're constantly getting that feedback. The change champions are internal users who are providing that information to the team because at the end of the day, Joe and I can go in to any organization and tell you what you should do, but I'm probably going to listen to Joe more than I'm going to listen to someone from the outside because we have an established work relationship.
Even more so, RPI has our pillars and set of values just like you at your organization. It's a lot easier with that peer-to-peer conversation to have much more honesty and openness. That's why we have our change champion program as part of our integrated change management solution to ensure that kind of communication is happening transparently to prevent unexpected scenarios from popping up.
The change champion program affects all levels within the organization, from the executive sponsors down to the operational transactional personnel. It's designed to help bring along those folks that are more change resistant and it provides the peer to peer relatedness, and it provides the foundation for any change management program to be successful.
It makes it less scary when your friend is going through it and they're telling you it's going to be okay and you can call them up and maybe have some candy with them at the end of the day when you're running payroll. But it makes it a lot more tolerable.
