Since Mid 2007, SDV Indonesia had been working on different issues following the implementation of their information management system, called Pegase. Pegase is an ERP software package which aims to create clear processes for any operation related to SDV Indonesia. The information flow had to become transparent and efficient in order to improve the productivity of and respect for corporate regulations.

Pegase would change the whole organization in SDV; the way people work and solve problems. After a few weeks, it seemed that some people were not enjoying the process of change. The reluctance was so intense that even the General Director received threatening emails, and had to face a strike.

How should the management of SDV handle this process of change? How to solve the critical implementation phase? How should the management of SDV deal with the difference in work culture?