The paper 'Implementation of Enterprise Systems" 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 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 have used the old system, the 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 Australia 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 Gray, 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).
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