Key lessons from the implementation of an ERP at Pratt & Whitney Canada

At the operational level, the Change Leadership and Knowledge Transfer teams played a crucial role in this process. The impact of the ERP system on employees was studied extensively and integrated in the action strategies. Change sessions were decentralized within business units. A massive training program was deployed using many of P&WC's own employees as instructors to ensure a better appropriation of the technology. The experience of Pratt & Whitney Canada (P&WC), a large aeronautics company, reconciles both the requirements of a large-scale project and the capacity of an organization to successfully meet the challenges associated with such an implementation. In particular, this experience demonstrates that success is conditional on adequate management of the complex context of an ERP implementation.