ISG helps a university health system establish an organizational change management (OCM) program and design the governance structure for a system-wide enterprise resource planning (ERP) and human-resources (HR) software implementation.
A large, diverse university healthcare organization was in the middle of a university-wide ERP/HR system implementation. However, several executives and other leaders weren’t aligned on the systems selected, the transformational roadmap, or their level of participation and decision-making.
This environment challenged the success of the university’s strategy to consolidate reporting systems and financial management across academic, medical services, medical education and administrative functions. The university-system president engaged ISG to recommend and implement a governance structure for the program and an OCM strategy to drive transformational change over the multi-year implementation.
Imagining IT Differently
ISG applied leadership-alignment tools and methods to first understand the diverse interests of all stakeholders among the large and small academic entities and then among other health-system constituents. Then, the ISG team worked with the health system’s chief information officer, chief financial officer, president, provost and other top leaders to establish a governance structure that included various levels of decision-making to address the new systems’ impacts on stakeholders across the entire university and health system. ISG established a transformational roadmap for organizational adoption of the new ERP/HR systems. This included enabling several of the company’s own new OCM teams with a mix of OCM professionals and others who had limited OCM experience. ISG provided guidance, tools, templates and leadership to engage, create communications campaigns and establish the learning strategy to train stakeholders around the new technology implementations.
Future Made Possible
Leaders were able to align on difficult issues of consolidating and eliminating processes, changing roles, developing new skills and accommodating unique requirements around the new systems.
Training and communications were provided for the rollout of the new systemwide governance structure.
The new governance structure enables university leaders to address the many other concerns and issues arising during the multi-year implementation.
Organizational change management (OCM) capabilities have been developed within the organization to sustain system adoption and to measure and report progress.
The transformational roadmap continues to provide guidance and milestone metrics for gauging progress, addressing new issues and governing the transition across the system.