Successful companies would never make major investments in expensive, state of the art, tangible equipment without thinking through how their work should change to get a benefit from the investment. The management of the company must own the Change Management effort because they have to live with the results of it. Just as importantly, the users whose work processes are affected by the technology insertion have to own it because they are the stakeholders who bear the most immediate brunt of the change, good or bad. Confusion about how to get work done with resultant deterioration in work performance, outright resistance to the changes, underground resistance to the changes, inappropriate work processes of one work group hampering the performance of other work groups, exceptionally steep and long learning curves, abandonment of projects, severe morale problems. One of the most powerful tools I know for helping this understanding is getting the influence leaders in the line organization involved as subject matter experts very early in the tool development project and keeping them involved.
Line managers are usually very pragmatic people.
When they understand that the new system will not support old work processes, they look for solutions that will minimize the impact on their work force. Change management techniques can then be presented to the line managers as a tool for making work process changes and improving their performance without causing a performance disaster during the learning curve. So an implementing organization is doing a good job of communicating about the upcoming ERP and the vendor is doing training on the software. Absolutely NOT, although that is the approach you see many companies take. The activities described will let the users know that something is coming, and they will probably be able to push buttons within their individual silos and make an electronic transaction happen.