A Cloud-Based ERP Renovates Work Practices and Changes Behaviour at PAHO

In the pursuit of change, many UN organizations have invested in ERP systems to contain costs and strengthen operational performance, efficiency, and controls. Yet, evidence shows that benefits are not automatic—they depend on how change is managed. At PAHO, this reality became clear during the implementation of PMIS, a cloud-based ERP provided by Workday, rolled out between 2015 and 2016 on time and within budget. 

The shift from legacy systems to a SaaS-based model represented a profound change, requiring new behaviours and mindsets across the organization. To manage this, PAHO introduced a four-point change plan:

1. Explain why the change was needed;
2. Clarify implications for programmatic activities;
3. Equip staff with tools for continuous change;
4. Redefine accountability, responsibilities, and governance.

This meant that tasks would increasingly be performed by the person closest to the information, placing new responsibilities on managers and staff alike. 

Key lessons emerged. First, the IT function can serve as a driver of cultural change in the digital era. Second, a dedicated change management function is essential to embed behavioural shifts. And third, strong governance is needed to ensure coherence across functional areas. This mini case study shows how PAHO’s early adoption of a cloud-based ERP became both a catalyst for new working practices and a test of organizational resilience. 

Mini Case Study pages: 16 / 25–35 minutes reading