Overview
A leading global steel and iron manufacturing company set out to implement a single-instance ERP system across all its locations. This was no small task, especially for a company with deeply embedded collaborative practices, highly autonomous business units, and a history of failed ERP attempts.
Challenges of Complexity
The phased approach to implementation needed to deliver technology, rebuild trust, and ensure broad adoption across business lines. Business Unit Presidents were used to customizing their tools and processes, and divisions operated significantly independently. Adding to the complexity, the organization’s culture of continuous improvement meant resources were already stretched, and skepticism from a previous ERP rollout still lingered.
The LaMarsh Perspective
LaMarsh Global partnered with the organization and its consulting system integrator to shape the program’s strategy and structure. Working with the client’s Program Manager and Business Lead, we helped define governance, clarify decision-making roles, and develop a comprehensive change management approach from the ground up.
A critical part of our approach was conducting a Leadership Learning Series with the corporate executive team, which included division leaders and manufacturing plant presidents. We trained project team members in our Managed Change™ methodology, performed initiation and readiness assessments across all locations, and supported the development of current and future state designs.
We designated two change leads at each site to partner directly with LaMarsh Global to ensure consistency and ownership. Together, we created a robust change capability across IT and business teams, ensuring each location had the support and insight needed to sustain the transformation.
The Results
Over three years, the effort yielded strong results. The first site went live with what was described as a “non-event”—processes ran smoothly from day one, with risk mitigated and 100% of KPIs met on time. The second wave, which included sites in the U.S., China, and the U.K., encountered some technical bumps, but these were quickly addressed thanks to prepared leadership and change teams. That wave met 95% of its KPIs within the designated timeframe.
The third and final location was on track for its March 2020 implementation, with readiness assessments showing low resistance, high acceptance, and fully engaged leadership.
The organization emerged with a new ERP system and a lasting capability to manage change rooted in shared ownership, trained leaders, and a tested methodology.
👉 Ready to turn a high-risk rollout into a high-confidence success? Join our next Managed Change™ Workshop or contact us to learn how we can support your transformation.
