This is the first in a series of three posts about using Gamification to reduce negative impacts during an SAP solution implementation process.
Enterprise resource planning (ERP) solutions bring about major changes for organisations. However, the implementation phase for a new solution, especially SAP tools, due to their robustness, can generate distorted perceptions about possible negative impacts. “The transition from a series of legacy systems and processes to a unified and integrated management system requires precautions,” says Bruno Medina, head of Gamification at MJV.
The administration of this process can be much easier when one works with change management, a structured approach designed to help and support companies, teams and people during a process of changing from one context to another. “The main objective in a change management process is to enable everything to happen serenely and integrated with work environments and realities, mitigating cultural clashes,” he explains.
Bruno, who has coordinated various projects applying the Gamification methodology (using game mechanics in different contexts in order to enhance participation and generate engagement and commitment among potential users), says that it is necessary to understand the team’s behavioural profiles before starting a change management process, and to identify people’s initial reactions during the start of implementation work.
In this series of posts, we will look at three moments in change management that may be worked on through Gamification: identification of the team’s feelings, their behavioural profile and, finally, the benefits that a Gamification project offers a company.
Change and feelings
Here are three different types of feelings that professionals often demonstrate with regard to change:
Some professionals do not recognise how their everyday work will change as a result of the new system. They haven’t yet realised that it isn’t just a change of technology. Apathetic professionals need to be shown reality; they need to grasp the seriousness of the change.
Overly optimistic professionals believe that the new system will solve everything in their lives. They need to engage from the start to perceive that the business rules and activities will also be altered, and they will therefore continue to face challenges.
This is perhaps the most series of cases, when professionals adopt a negative stance towards implementation and do not recognise the benefits or values of the new system. This may occur because they were not involved from the start or because they did not feel included in the process.
These professionals generally feel rejected and as a result they do not make an effort to find information. They prefer to hide behind the prejudice that “everything will be a big problem.”
In our next post we will discuss how behaviours influence the way the change process should be managed.