The paper 'The Long and Winding Road of Enterprise System Implementation" is a perfect example of a business assignment. Even though the implementation of ES in many CorpeX subsidiaries was successful, it encountered a lot of challenges in executing the same CorpeX system in Company Y that is based in the New Zealand (Grainger and McKay, 2015). It faced technical, social, cultural, and political challenges in the ES implementation in Company Y, which led to the failure of the system. The failure was caused by both the CorpeX implementation team and Company Y’ s employees who did not welcome the new system.
The answers to question one, therefore, discuss the challenges of ES implementation in Company Y and professional recommendations. Challenges Resistance The major challenge that faced the implementation of the ES in Company Y was resistance from its employees who did not welcome the new system (Grainger and McKay, 2015). Employees were used the old system, bespoke legacy system, which they thought was more efficient and was easy to work with. They had heard rumors about the challenges of ES implementation and they developed the perception that it is cumbersome, difficult to work with, and it involves a lot of work.
In addition, the bad blood between the Australians and New Zealanders made Company Y’ s employees not to welcome the new system. New Zealand employees in the company were suspicious of Australians advising them on how they can manage their business affairs (Grainger and McKay, 2015). Therefore, there was a poor working relationship between the implementation team from Australian and Company Y’ s staff. Consequently, employees in the acquired firm never accepted the implementation of the new system in the company, which led to its failure due to lack of cooperation. Lack of Cooperation Lack of cooperation between Company Y’ s IT Manager and the implementation team from Australia, David Butcher and Trevor Grey, was a challenge during the implementation of the CorpeX ES.
There was poor communication and coordination between the IT Manager and the implementation team from Australia, as the latter was based in Australia during the ES execution (Grainger and McKay, 2015). This was a major challenge during the data extraction, as the structuring of the data in the legacy system was different from that of the new ES system.
At the same time, Sadler, the IT manager had no technical know-how on the new system and therefore could not adequately solve the data extraction problem. Butcher and Grey were not physically present on the ground, as they had other responsibilities in their respective positions in the Australian company. Therefore, they could not help in solving the problem of data incompatibility between the two systems. Poor Leadership In addition, there was also a lack of a substantive leader to guide the project implementation.
Barker who later became the project manager did not effectively guide the implementation of the project due to the negative attitude he had about Company Y’ s employees (Grainger and McKay, 2015). He believed that the employees were not ready to implement the new system, which made him be authoritative in giving directions. He was ordering the implementation process, which did not go well with Company Y’ s workers who were involved in implementation. Barker was directly comparing the ES implementation in Australia with that of New Zealand without recognizing the differences.
As a result, he overlooked the complexities of ES in Company Y. Company Y’ s top management, also, did not fully support the execution of the new system. Therefore, there was a lack of managerial commitment towards the implementation of the ES in Company Y.
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