Mount Isa Mines (Glencore) were required to implement SAP as part of a global template rollout. Functional areas included Finance & Controlling, Plant Maintenance, Materials Management, Project Systems and Sales & Distribution.
It was acknowledged that there would be significant change in many areas of the organisation as Glencore was transitioning from a number of older ERPs, such as Ellipse and Pronto to the cloud based SAP.
The Australian locations included QLD Metals (Townsville and Mt Isa), Cobar and Brisbane which followed the 3 other implementations of SAP in North America, South America, and Africa.
Glencore’s staff of approximately 3,000 users had recently experienced fatigue and resistance to change due to the restructure of the Copper and Zinc divisions.
Glencore required highly qualified and experienced SAP Change Management to effectively drive the “Case for Change” to ensure the success of the SAP Implementation.
The high level key focus areas included:
- Sponsorship and Leadership
- Change Readiness
- Organisational Impact Analysis
- Learning and Education
- Transition Management
CMC provided SAP Change Management to develop and manage the framework of tasks and activities that would drive change through the business and support the achievement of the business benefits for the new SAP implementation. CMC followed the PROSCI and ADKAR Methodologies to effectively engage the stakeholders and deliver the program. CMC’s Change Manager was an active member of the Steering Committee and Town Hall Meetings.
The key objectives that were achieve as part of the comprehensive Organisational Change Management Program included:
- Increasing employee understanding, adoption, and dedication to the success of the SAP Project.
- Providing senior managers and leaders with the knowledge and insights to effectively lead the change.
- Proactively identifying and managing the human and organisational factors associated with the SAP rollout.
- Addressing the fragmentation and cultural challenges that potentially threatened to derail the project.
- Giving staff a sense of autonomy and the opportunity to take ownership of the changes.
- Communicating the project’s expected business benefits and return on investment.