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    Greeshma Sharath
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    Mars Publishing House implemented an ERP system called ZEST in 2006 to manage their order to delivery and invoicing processes, but it became inadequate to handle their increased transaction volume, so they procured a new system called MRX in 2010; however, the staff were unhappy that MRX was imposed without a clear migration plan or transition strategy. The document outlines some lessons learned around change management best practices for an ERP implementation like gaining stakeholder buy-in, assessing impact, tailoring communications, and having a training strategy.

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    Mars Publishing House implemented an ERP system called ZEST in 2006 to manage their order to delivery and invoicing processes, but it became inadequate to handle their increased transaction volume, so they procured a new system called MRX in 2010; however, the staff were unhappy that MRX was imposed without a clear migration plan or transition strategy. The document outlines some lessons learned around change management best practices for an ERP implementation like gaining stakeholder buy-in, assessing impact, tailoring communications, and having a training strategy.

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    © All Rights Reserved
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    7 views8 pages

    Mars Publishing

    Uploaded by

    Greeshma Sharath
    Mars Publishing House implemented an ERP system called ZEST in 2006 to manage their order to delivery and invoicing processes, but it became inadequate to handle their increased transaction volume, so they procured a new system called MRX in 2010; however, the staff were unhappy that MRX was imposed without a clear migration plan or transition strategy. The document outlines some lessons learned around change management best practices for an ERP implementation like gaining stakeholder buy-in, assessing impact, tailoring communications, and having a training strategy.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    of 8

    CHANGE MANAGEMENT AT MARS PUBLISHING HOUSE

    Submitted to
    Submitted by
    Group 3
    Dr. Neetu Ganapathy
    21018 – Greeshma Sharath
    21044 – Saksham Choudhary
    21048 – Shreyank Wani
    21078 – Harshith Mohan
    21084 – Kelvin Francis
    21112 – Sudarshan Sharma K S
    21159 – Shahaan Khatri
    21171 – Swaroop Tahshildar
    • Found by William Y Martinez and Joy Martinez.
    • After 14 years, the company got government support in Department
    of Education.
    • Publishing industry was segregated into:

    ABOUT - textbook
    - magazine

    THE - newspaper
    - specialty books

    COMPANY • In 2000, Maria Gina Martinez assumed the presidency and she was
    known as people-oriented president.
    • By 2002, Mars was the first textbook publishing company that
    actively complied with the Department of Education’s Basic
    Education Curriculum.
    MARS GROUP ORGANIZATIONAL CHART
    Gain key stakeholder buy-in and maintain
    engagement

    Assess the impact of the ERP project

    CHANGE
    MANAGEMENT IN
    Tailor your messages based on the audience
    ERP
    IMPLEMENTATION
    Create a structured change journey

    Have a training strategy in place


    ZEST – Zero Error System MRX – Multi-Resource
    Tracker Information Exchange
    ERP • Implemented in 2006
    SYSTEMS • Order to deliver to invoicing
    • Procured in 2010
    • Staff were not happy with the
    IN MARS • Issuing debit and credit memos
    imposition of MRX
    • Posting of payments
    PUBLISHIN • With increased volume of
    • The staff preferred ZEST over MRX

    G HOUSE transactions, ZEST became • no clear migration path and no clear


    transition plan.
    inadequate.
    Getting external help

    BUSINESS Managing people


    ANALYSIS
    PHASE Getting HR to help manage change

    Through a Core group of Change


    agents
    • To help oneself or other people recognize,
    identify, and verbalize their feelings and
    reasons for resisting change.
    • To prioritize which stakeholder to deal with
    by identifying who has more power and
    influence over other stakeholders.

    LEARNINGS • To reinforce other people’s conviction in


    favor of change by getting buy-in.
    • To select members that will be part of a high-
    performing cross-functional team.
    • To devise a system for tracking progress vis-
    à -vis objectives of a change program.
    • To sustain momentum for change.
    THANK YOU

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