The Auditor-Controller of this very large County wanted to change the county's accounting system from single to double entry, adding many new codes and complexities. Many of the fifty departments in the County had their own accounting system and would have to give them up or make major revisions in order to make the countywide system work. Resistance was high.
Overcoming resistance to losing intimate control over one's own financial accounting system.
Taylor-Nelson trained the Auditor-Controller's project implementation team on the principles of organization change. At an off site workshop the team developed strategies to include users in the decisions that were negotiable.
As a result this county installed its system on time and within budget while the neighboring county had an overrun of several millions of dollars installing the same system, terminated key managers, was two years late in implementation and became the subject of a painful Grand Jury investigation.