I have a question regarding company culture and its impact on a project.
The small company for which I work is undergoing growth and I have been tasked with implementing an ERP package over the next few months. The trouble is that I have noticed that the culture seems unsuitable for change, although change is sorely needed.
Without wishing to be disloyal, the problem lies at the very top. The project sponsor is also the company owner and his methods are causing widespread apathy for two reasons.
He seems unable to delegate effectively, requiring involvement in every decision. This has the effect of greatly slowing any key decision and has evidenced itself in a building project having taken 18 months longer than initially thought, through excessive deliberation on small details.
As is his right, being the owner, he decides his own hours of work (generally 11am to 6pm) However, when added to the previous point, this has contributed to a fatalistic attitude among my co-workers.
The first few stages of my project have dragged by at a much slower rate than I'd hoped and I am concerned that this symptom will continue throughout the implementation phase, where I will require an empowered project team and short communication pathways to work effectively.
I am now preparing for the imminent commencement of the implementation phase and wish to make my case for a change in the culture. However, it's sensitive and I'm trying my best to recommend practices we should adopt rather than things that are currently wrong.
My question is: how should I approach this problem professionally? I wish to give my suggestions sufficient weight without upsetting a possibly fragile situation