Change Management and Organizational Alignment in Oracle Cloud ERP Implementation
DOI:
https://doi.org/10.63282/3117-5481/AIJCST-V4I6P103Keywords:
Oracle Cloud ERP, Change Management, Organizational Alignment, ERP Implementation, Digital Transformation, User Adoption, Enterprise Systems, Business Process ReengineeringAbstract
Enterprise Resource Planning (ERP) systems are today a tactical pillar of any company that intends to integrate its operations with real-time decision-making and automation. Oracle Corporation Cloud ERP is one of the most recent ERP systems that are cloud-native (in other words, based in the cloud) and covers financial, procurement, project management, supply chain, and human capital management. Though technical abilities of Oracle cloud ERP are well documented empirical evidence continues to show that ERP failures have been largely blamed not on technical incompetency, but rather on to poor change management and mismatch of structures, processes, and culture between the organizations. This paper explores how change management and alignment of an organization is crucial towards the successful implementation of Oracle Cloud ERP systems. It highlights the fact that ERP implementation is not a simple software implementation project, but a radical rebranding of an organization shifting the way business works, positions, system of governance and hierarchies of decision making. These factors are likely to sabotage the ERP initiatives with resistance to change, no executive sponsorship, poor communication and mis-aligned organizational objectives leading to cost overruns, schedule overruns, and overly expectant gains. The paper reviews literature on ERP change management that was published and combines the classical theory of change and implementation frameworks of ERP systems. An integrated approach is suggested, which involves the use of stakeholder analysis, preparedness analysis, communication planning, training plans, and performance measurement. The study provides emphasis on the role of organizational alignment in strategy, structure, processes, and people as a moderating factor between the ERP adoption and the achieved business value. Findings presented in this paper support the above claim by showing that organisations that embrace change management activities through formal mechanisms have considerably high rates of ERP adoption, better user satisfaction and improved operational performance. Comparative percentage-based analysis shows an actual tangible effect of structured change management on the implementation success. The paper will conclude on presenting managerial implications and best practices of aligning organizational capabilities with Oracle Cloud ERP initiatives to enhance the chances of achieving sustainable transformation, and with timeless value realizations.
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