Change Management

Change Management during an ERP implementation project is about setting expectations that lessen the pain of change.

People involved in a change expect to go from A to B. Perhaps where they are actually going is to C. Change Management is about getting them used to the idea that C is the real destination.

To give an example, any new system is bound to have teething problems. If users expect that all is not going to run smoothly on day 1, and that they may be working back late for the first week because of problems bedding in the new system, they are less likely to reject the system when it does go wrong. On the other hand telling staff that this is going to be a great new system with no problems can only lead to disappointment and rejection when bugs appear. As such, change management is measurable.

Measuring attitudinal changes is not a complicated process. Properly managed, we can see how people feel about the changes over a period of time, and how they shift in their expectations. The results of money spent on change management can be seen. Not putting in the effort before an implementation, will cost an organisation after implementation. What is the cost to an organisation of a system that is forced upon people, and with which they feel little ownership? They will either sink it, or ensure it never reaches it's potential. Either way, the organisation will never get the return on investment it imagined.

The success of any change intervention is dependent on the ability of the organisation to use and manage the system effectively once the consultant team leaves. Change management within a system’s implementation is focused on the people facing the change in order to optimise acceptance, maximise readiness and assure success of implementation.

Based on our extensive experience with regards to change management during an ERP implementation project, we have come to realise that there are certain fundamental principles that need to be adhered in order to maximise success potential. Such principles have come to be essential components of our change management approach.

Our methodology is developed (and continuously updated) around three process-orientation focuses:

Change is a process consisting of conceptually distinguishable stages (current, transition and future stages) and the change needs to be deliberately managed from the current to the future stage.

It is of cyclical nature meaning that as the change process develops, the context is changing (requiring a cyclical approach of assessing the context, designing appropriate intervention, evaluating the outcome).

Facilitating the various stakeholder groupings (management, team members, users, unions, HR etc.) through the transition period.


Regarding any implementation, change management needs to be an integral part of the overall program, which is aimed at the successful implementation of the functionality. The objective of change management is thus to:

• Optimise acceptance of the technological solution
• Maximise readiness
• Assure success of the implementation.

This will be done through the development of a change management strategy that is fully integrated with the various phases of the implementation methodology.

The Change Management strategy will include the following aspects:

• Identification and management of the various stakeholder groupings that may be relevant for the implementation of the solution (leaders, project team, users, trade unions insofar it is applicable to the project, HR department and/or HR consultants, other individuals)
• Assessments of the organisational context (such as change readiness assessment, change impact assessments (dipsticks), etc.) to ensure appropriate and applicable interventions within the various stakeholder groupings (e.g. leadership alignment, team building/renewal) as required during the lifetime of the project
• The development of a communication strategy and Plan. Change Management furthermore facilitates the implementation thereof starting with awareness creation with the customers leadership playing a key role in articulating the business rationale for the project, followed by innovative media and forums for face-to-face communication with the customer leadership involvement.
• People-related risk assessment and pro-active facilitation of appropriate action
• Facilitation of knowledge transfer of Change Management capabilities
• Close collaboration with the project structures (project leaders, steering committee, project sponsor).

In order to facilitate Change Management during the implementation project and achieve the above-mentioned objectives, Afresh Consult seriously recommends that Change Management is part and parcel of any large implementation.


Contact us for more information.