Handling complex organizational structures, cross-functional integration of processes, and timely reporting for management decisions have been the top-notch features of an enterprise resource planning (ERP) system. Nevertheless, of the several merits of deploying an ERP system, a rightfully selected and properly implemented ERP system enables the management of an organization to observe organization-wide transparency, merit, and accountability. 

However, the former triangular utility of an ERP system remains a hurdle for change management consultants to deal with. This hurdle becomes a special case while working with public sector entities. Nonetheless, a move that deserves appreciation is the increasing interest of public sector entities in Pakistan to shift their working model to technology-driven systems. The reliance of several public sector organizations on information and communication technologies (ICT) and a real-time demonstration of the same through the automation of processes depict a gradual shift of public organizations from the classical working style to ICT-based working models.  

As a matter of fact, it is not always plausible to believe that such resistance to change is likely due to the perceived potential threat to the continuity of some malpractices. Rather there could be other significant untold reasons for resistance to change. An open discussion on such ground realities of resistance to change would help change management consultants and senior management of public organizations to put joint efforts into making ERP implementation programs successful in Pakistan. First, while counting on the merits of implementing an ERP system, one should carefully present the system’s utility related to transparency, merit, and accountability. On top of everything, never let the stakeholders think of it as a tool of surveillance, rather discuss what is in it for them to grow, with an explicit focus to turn them optimistic about these utilities of an ERP. Second, make these elements a part of the performance management system (PMS). Convincingly, employees are more sensitive to the key performance indicators (KPIs) of their performance measure compared to other performance matrices which are not a part of their PMS. The human resource development (HRD) wing of public organizations could do a better job in devising the matrices of suggested KPIs. From a psychological viewpoint, the sooner the employees are expected to demonstrate their performance on transparency, merit, and accountability; they will start seeing it as a standard behavior that does not require a change initiative. 

Of particular interest, the collaboration of change management consultants remains at the center for public sector entities to plan, prepare, implement, and evaluate the recommended KPIs. However, as discussed above, the optimistic mind-making of stakeholders concerning the transparency, merit, and accountability features of an ERP system rests on the shoulders of the change management consultants. Concluding the discussion, the discussed triangular features of an ERP system may threaten the ERP change management strategy and therefore should be addressed through a mutual collaboration of the change management consultant and the client organization.