{"id":19468,"date":"2026-04-29T10:05:05","date_gmt":"2026-04-29T08:05:05","guid":{"rendered":"https:\/\/pre.althea-groupe.com\/news\/erp-projects-anchoring-and-maintaining-team-skills-over-time"},"modified":"2026-06-24T08:57:21","modified_gmt":"2026-06-24T06:57:21","slug":"erp-projects-anchoring-and-maintaining-team-skills-over-time","status":"publish","type":"post","link":"https:\/\/preprod.althea-groupe.com\/en\/news\/erp-projects-anchoring-and-maintaining-team-skills-over-time\/","title":{"rendered":"ERP Projects: Anchoring and Maintaining Team Skills Over Time"},"content":{"rendered":"\n<p><em>What This Article Reveals: A Successful Go-Live Does Not Mean Sustainable Adoption<\/em><\/p>\n\n<p><em>An effective skill anchoring system relies on four interdependent pillars: a clear distinction between operational autonomy and expert mastery, a formalized and continuously maintained network of internal referents, a continuous learning architecture integrated into daily operations, and management based on execution quality indicators, not just usage rates.<\/em><\/p>\n\n<p>The value of an ERP is built over time, as teams develop their skills and adopt standardized processes.<\/p>\n\n<p>However, most projects focus effort on deployment and neglect the aftermath: skills erode, workarounds reappear, and the solution remains structurally underutilized.<\/p>\n\n<h2 class=\"wp-block-heading\">What Field Experience Reveals: The Silent Erosion of Skills<\/h2>\n\n<p>The phenomenon is constant: after a successful Go-Live, adoption indicators silently begin to degrade. Usage rates of key modules appear stable, but the quality of execution deteriorates. Workarounds and informal practices reappear.  <\/p>\n\n<p>This erosion is explained by four structural factors that combine.<\/p>\n\n<ul class=\"wp-block-list\">\n<li><strong>Initial training is designed for Go-Live, not for the long term.<\/strong>  It covers processes as designed during the design phase with intensive support, but it does not anticipate questions that only emerge after several weeks of actual use: unforeseen operational exceptions, poorly covered edge cases, process evolutions that occur after deployment.<\/li>\n<\/ul>\n\n<ul class=\"wp-block-list\">\n<li><strong>Post-Go-Live support is temporary.<\/strong>  Project teams disband, Key Users lose availability, and struggling users find themselves without an accessible contact. Support tickets explode in the first few weeks, then accumulate without structured processing. <\/li>\n<\/ul>\n\n<ul class=\"wp-block-list\">\n<li><strong>Team turnover creates gaps in skill transfer.<\/strong>  The turnover rate for certain populations can be high, and each departure takes with it a portion of the skills built during deployment. Newcomers are trained urgently, on the job, by colleagues who are themselves insufficiently comfortable with the processes. <\/li>\n\n\n\n<li><strong>The continuous evolution of the solution is not absorbed.<\/strong>  Functional updates, interface evolutions, new integrated controls&#8230; all of this changes the user environment without mechanisms for updating skills being in place.<\/li>\n<\/ul>\n\n<p>These four factors lead to operational errors in critical processes, measurable productivity loss, partial adoption of standards, and ultimately a growing gap between the theoretical value of the solution and its actually captured value.<\/p>\n\n<h2 class=\"wp-block-heading\">Setting the Framework: Distinguishing Operational Autonomy and Expert Mastery<\/h2>\n\n<p>Before structuring a skill anchoring system, it is essential to clarify what needs to be maintained and at what level.<\/p>\n\n<ul class=\"wp-block-list\">\n<li><strong>The level of operational autonomy<\/strong> corresponds to a user&#8217;s ability to execute standard processes within their scope without external assistance. This is the expected level for all end-users after Go-Live. <\/li>\n<\/ul>\n\n<ul class=\"wp-block-list\">\n<li><strong>The level of expert mastery<\/strong> refers to the ability to diagnose and resolve complex anomalies, manage exceptions outside standard processes, train and support peers, identify deviations from standards, and contribute to continuous process improvement. This level is expected from Key Users, Process Owners, and business referents. <\/li>\n<\/ul>\n\n<p>This distinction determines the architecture of the anchoring system: which profiles to train at what level, with what formats, according to what monitoring indicators, and with what responsibilities.<\/p>\n\n<h2 class=\"wp-block-heading\">Structuring the Network of Internal Referents: The Human Architecture of Sustainability<\/h2>\n\n<p>The primary condition for sustainable anchoring is human. It relies on establishing a network of internal referents whose role, responsibilities, and resources are explicitly defined and maintained over time. <\/p>\n\n<p>This network is organized at three complementary levels:<\/p>\n\n<ul class=\"wp-block-list\">\n<li><strong>Operational Key Users<\/strong> constitute the first level of proximity. Present at each significant site or business scope, they are the first line of contact for struggling users: answering common questions, leading mini-refresher sessions, identifying practice deviations, and escalating weak signals to the next level.  <\/li>\n<\/ul>\n\n<ul class=\"wp-block-list\">\n<li><strong>Process Owners<\/strong> constitute the second level. They are responsible for the consistency and evolution of processes within their scope (customer invoicing, purchasing, financial closing, inventory management, etc.). They handle complex exceptions, validate process evolutions, coordinate the Key Users in their scope, and produce update content.   <\/li>\n<\/ul>\n\n<ul class=\"wp-block-list\">\n<li><strong>The central competence unit<\/strong>, often managed by the IT department or the transformation department, ensures the overall consistency of the system. It monitors adoption indicators by population, coordinates domain managers, manages the continuous training catalog, and ensures that solution evolutions are absorbed and disseminated. <\/li>\n<\/ul>\n\n<p>The implementation of this network requires explicit formalization within the organization: role descriptions, allocated time, clear hierarchical or functional reporting, and recognition in individual objectives. <\/p>\n\n<figure class=\"wp-block-image size-full\"><img decoding=\"async\" width=\"802\" height=\"558\" src=\"https:\/\/althea-groupe.com\/wp-content\/uploads\/2026\/04\/image.png\" alt=\"\" class=\"wp-image-18264\" srcset=\"https:\/\/preprod.althea-groupe.com\/wp-content\/uploads\/2026\/04\/image.png 802w, https:\/\/preprod.althea-groupe.com\/wp-content\/uploads\/2026\/04\/image-300x209.png 300w, https:\/\/preprod.althea-groupe.com\/wp-content\/uploads\/2026\/04\/image-768x534.png 768w\" sizes=\"(max-width: 802px) 100vw, 802px\" \/><\/figure>\n\n<h2 class=\"wp-block-heading\">Establishing Continuous Learning: Formats, Rhythms, and Content<\/h2>\n\n<p>Once the network of referents is in place, the question becomes that of continuous learning formats and rhythms. The effective approach relies on a multi-speed learning architecture, designed to integrate into teams&#8217; daily routines rather than being superimposed on them:  <\/p>\n\n<ul class=\"wp-block-list\">\n<li><strong>Targeted micro-trainings<\/strong> (15 to 30 minutes): these focus on a specific process, a management rule, or a frequent exception. They are produced by Process Owners or Key Users and disseminated via internal channels. Their effectiveness lies in their precision and their grounding in real situations.   <\/li>\n<\/ul>\n\n<ul class=\"wp-block-list\">\n<li><strong>Practice sharing sessions<\/strong><strong>\u202f<\/strong>: organized monthly or quarterly by business domain, they bring together Key Users and advanced users around concrete cases from the field: a well-managed anomaly, an optimized process, a frequent error and its resolution. <\/li>\n<\/ul>\n\n<ul class=\"wp-block-list\">\n<li><strong>Onboarding paths for newcomers<\/strong> must be standardized and permanently available. A structured path, combining e-learning on process fundamentals and support from a dedicated Key User during the first few weeks, ensures a consistent basic skill level. <\/li>\n<\/ul>\n\n<ul class=\"wp-block-list\">\n<li><strong>Incident capitalization<\/strong> transforms operational errors into educational resources. Each recurring incident or complex exception that is properly resolved feeds into a structured knowledge base, accessible to all and maintained by Process Owners.  <\/li>\n<\/ul>\n\n<h2 class=\"wp-block-heading\">Measuring Expert Usage and Autonomy: Beyond Usage Rates<\/h2>\n\n<p>Skill management often relies on easily measurable indicators (transaction usage, tickets, training). But these metrics say little about execution quality or actual mastery: high usage does not imply good practice, and few tickets can mask difficulties.  <\/p>\n\n<p>Truly evaluating skills requires combining three complementary families of indicators.<\/p>\n\n<ul class=\"wp-block-list\">\n<li><strong>Execution quality indicators<\/strong> directly assess the conformity of practices to standards: error rates on critical processes, frequency of manual corrections post-entry, compliance rates with processing deadlines. These indicators are extracted directly from the solution and represent the most reliable signals of actual operational mastery. <\/li>\n<\/ul>\n\n<ul class=\"wp-block-list\">\n<li><strong>Autonomy indicators<\/strong> measure users&#8217; ability to function without external recourse: resolution time for common anomalies, proportion of incidents resolved by Key Users without escalation. These indicators reveal the true degree of solution appropriation. <\/li>\n<\/ul>\n\n<ul class=\"wp-block-list\">\n<li><strong>Dissemination indicators<\/strong> evaluate the health of the referent network and the learning community: participation rates in practice sharing sessions, volume and quality of contributions to the knowledge base. <\/li>\n<\/ul>\n\n<p>The articulation of these three families of indicators produces a skill maturity map by population and by module. This map forms the basis for intervention decisions: targeted reinforcement on a process or a population, for example.  <\/p>\n\n<figure class=\"wp-block-image size-full\"><img decoding=\"async\" width=\"790\" height=\"548\" src=\"https:\/\/althea-groupe.com\/wp-content\/uploads\/2026\/04\/image-1.png\" alt=\"\" class=\"wp-image-18265\" srcset=\"https:\/\/preprod.althea-groupe.com\/wp-content\/uploads\/2026\/04\/image-1.png 790w, https:\/\/preprod.althea-groupe.com\/wp-content\/uploads\/2026\/04\/image-1-300x208.png 300w, https:\/\/preprod.althea-groupe.com\/wp-content\/uploads\/2026\/04\/image-1-768x533.png 768w\" sizes=\"(max-width: 790px) 100vw, 790px\" \/><\/figure>\n\n<h2 class=\"wp-block-heading\">From Skill Anchoring to Sustainable Performance<\/h2>\n\n<p>Maintaining skills is an investment with a directly measurable return: <\/p>\n\n<ul class=\"wp-block-list\">\n<li>Reducing operational errors in critical processes directly translates into productivity gains and data reliability. <\/li>\n<\/ul>\n\n<ul class=\"wp-block-list\">\n<li>The ability of teams to diagnose and resolve anomalies themselves structurally reduces support costs and accelerates processing cycles. <\/li>\n<\/ul>\n\n<ul class=\"wp-block-list\">\n<li>Expert mastery of processes allows for the identification of optimization opportunities: simplifiable processing sequences, redundant controls, complementary automations. <\/li>\n<\/ul>\n\n<h2 class=\"wp-block-heading\">In summary: Four Pillars for Sustainable Anchoring<\/h2>\n\n<p>A successful ERP project over time is one where change management does not stop at Go-Live. These four pillars are essential for it. <\/p>\n\n<div style=\"height:35px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n<div class=\"wp-block-buttons is-content-justification-center is-layout-flex wp-container-core-buttons-is-layout-a89b3969 wp-block-buttons-is-layout-flex\">\n<div class=\"wp-block-button is-style-blue-dark\"><a class=\"wp-block-button__link wp-element-button\" href=\"https:\/\/althea-groupe.com\/nos-solutions\/transformation-dentreprise\/accompagner-le-changement-organisationnel\/\">Learn more<\/a><\/div>\n<\/div>\n\n<div style=\"height:31px\" aria-hidden=\"true\" class=\"wp-block-spacer\"><\/div>\n\n<h4 class=\"wp-block-heading\">Editorial<\/h4>\n\n<div class=\"wp-block-columns is-layout-flex wp-container-core-columns-is-layout-28f84493 wp-block-columns-is-layout-flex\">\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:33.33%\"><div class=\"wp-block-image is-style-rounded\">\n<figure class=\"alignleft size-large is-resized\"><img decoding=\"async\" width=\"1024\" height=\"1024\" src=\"https:\/\/althea-groupe.com\/wp-content\/uploads\/2026\/04\/RIMBERT_MAEVA_1-1024x1024.jpg\" alt=\"\" class=\"wp-image-18274\" style=\"object-fit:cover;width:200px;height:200px\" srcset=\"https:\/\/preprod.althea-groupe.com\/wp-content\/uploads\/2026\/04\/RIMBERT_MAEVA_1-1024x1024.jpg 1024w, https:\/\/preprod.althea-groupe.com\/wp-content\/uploads\/2026\/04\/RIMBERT_MAEVA_1-300x300.jpg 300w, https:\/\/preprod.althea-groupe.com\/wp-content\/uploads\/2026\/04\/RIMBERT_MAEVA_1-150x150.jpg 150w, https:\/\/preprod.althea-groupe.com\/wp-content\/uploads\/2026\/04\/RIMBERT_MAEVA_1-768x768.jpg 768w, https:\/\/preprod.althea-groupe.com\/wp-content\/uploads\/2026\/04\/RIMBERT_MAEVA_1-1536x1536.jpg 1536w, https:\/\/preprod.althea-groupe.com\/wp-content\/uploads\/2026\/04\/RIMBERT_MAEVA_1.jpg 1920w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n<\/div><\/div>\n\n\n\n<div class=\"wp-block-column is-layout-flow wp-block-column-is-layout-flow\" style=\"flex-basis:66.66%\">\n<h5 class=\"wp-block-heading\">Ma\u00ebva Rimbert<\/h5>\n\n\n\n<p>People &amp; Transformation Consultant <\/p>\n<\/div>\n<\/div>\n\n<p><\/p>\n","protected":false},"excerpt":{"rendered":"<p>What This Article Reveals: A Successful Go-Live Does Not Mean Sustainable Adoption An effective skill anchoring system relies on four interdependent pillars: a clear distinction between operational autonomy and expert mastery, a formalized and continuously maintained network of internal referents, a continuous learning architecture integrated into daily operations, and management based on execution quality indicators, [&hellip;]<\/p>\n","protected":false},"author":20,"featured_media":19470,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1],"tags":[],"class_list":["post-19468","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-non-classe"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.0 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>ERP Projects: Anchoring Skills for Sustainable Performance<\/title>\n<meta name=\"description\" content=\"A successful Go-Live is not enough. 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